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Sustainable Airport Areas International Seminar Atlanta 30-31 October 2012

REPORT Introductions Elisabeth Le Masson Delegate for Sustainable Development Paris-

Charles & Paris-Le Bourget, Aéroports de Paris, Representative Hubstart Paris®

Michael Cheyne Director Asset Management and Sustainability,

Hartsfield-Jackson Atlanta International Airport An interesting introduction to the second edition of the Sustainable Airport International Seminar is the resemblance between the motto of the city of Atlanta that is “resurgens”, its Latin meaning “rising again” and Paris' motto “Fluctuat nec mergitur”, its Latin meaning “It is tossed by the waves, but does not sink”. There is a special welcome to Louis Miller, General Manager of Hartsfield-Jackson International Airport, Denis Barbet, Consul General of France, François Scellier, Member of French Parliament and 1st Vice-Chairman General Council of Val d’Oise, Gérard Eude, Vice-President General Council of Seine-et-Marne, Mathieu Montès, Vice-President Terre-de-France County, Bernard Cathelain, Deputy Managing Director Aéroports de Paris, Bernard Anquez, Vice President - Air France KLM Group Representative at Delta Air Lines, Bertrand Boissier, Vice-President Chamber of Commerce Seine-et-Marne region and all the international speakers that managed to arrive in spite of hurricane Sandy. Official welcome Denis Barbet Consul General of France in Atlanta The Sustainable Airport International Seminar is the second business event organized during France-Atlanta 2012. France-Atlanta is a shared initiative from the Consulate General of France in Atlanta and the Georgia Institute of Technology that started in 2010. The aim is to work together and create solid partnerships centered on innovation projects between French and Americans. The agreement (MOU July 2011) signed between Aéroports de Paris and the region and the City of Atlanta to develop the two airport zones is a concrete achievement within France-Atlanta. The two airports represent today two successful hubs, fueled by the successful partnership of Delta Airlines with Air France-KLM. There are currently 3 daily flights, (4 by next summer) between Paris CDG and Atlanta, 2 operated by Air France and 1 by Delta Airlines. The follow up of these partnerships will bring more business for both sides of the Atlantic.

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Gérard Eude Vice-President General Council of Seine-et-Marne, on behalf of the Hubstart Paris® partners

The Memorandum of Understanding mentioned by Denis Barbet shows the interest of the Hubstart Paris® alliance and the region of Atlanta for Sustainable Airport Areas. It focuses on crossed interests of promotion actions in favor of businesses, the availability of economic data and the exchange of best-practices concerning both environmental and social aspects. It is of great importance to be attractive as an Airport Area in order to attract new businesses that bring jobs and wealth to the region. Hubstart Paris® was created on basis of this idea to promote the Greater Roissy area. The alliance that gathers 23 private and public partners, is a brand and a strongly bounded collectivity and community that effectively gives value to the Airport Area on an international level. Hubstart Paris® focusses on 6 main fields: Aeronautic, Business Aviation, Airport services, Safety & Security, Logistics & Freight, Business Tourism and Congresses and Eco-activity. The alliance was founded in 2009 and has organized around 30 actions coordinated by the Paris Regional Economic Development Agency. An international airport is one of the main engines for the development of a territory, with the condition that this development is governed, balanced and taught of on an urban scale. The SAA committee within Hubstart Paris® aims to identify the main future challenges of Airport Areas. Last year more than 200 people worked together on this question during the first edition of the Sustainable Airport Area International Seminar. Bernard Anquez Vice President Air France KLM Group

Representative at Delta Air Lines The subject of the Sustainable Airport Area International Seminar is very important for the airline industry as airlines are in need of efficient, reliable and sustainable airports to operate successfully. The way airlines are acting more and more global leading towards a joint venture model and the way airports evolved in their concept all around the world are two interesting examples of convergence that happened in parallel without any apparent correlation. The North Atlantic Joint Venture established in 2009 between Delta Airlines and Air France-KLM (Alitalia joined 1 year after) is an iconic example of this evolution pattern in the airline industry. It's a result of several steps of cooperation between first KLM and Northwest Airlines and between Delta Airlines and Air France. Atlanta Hartsfield-Jackson International Airport and Paris-Charles de Gaulle International Airport evolved on similar paths, especially for the boarding terminal which, if slightly different in shape, are highly similar in concept. It is noticeable that both airports overtime therefore started to look increasingly similar. This leads to the question whether these parallel evolutions of both airlines and airports are the result of chance or necessity. During the seminar more answers are developed to this important question of evolution.

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2011 SAA seminar synthesis & 2012 seminar guideline s Elisabeth Le Masson Delegate for Sustainable Development Paris-

Charles & Paris-Le Bourget, Aéroports de Paris, Representative Hubstart Paris®

Michael Cheyne Director Asset Management and Sustainability,

Hartsfield-Jackson Atlanta International Airport Hubstart Paris® initiated in 2011 the first international seminar dedicated to Sustainable Airport Areas as Gérard Eude mentioned before. More than 200 experts from all over the world exchanged ideas, experiences and practical solutions under the theme of “Shaping the 21st century model for Airport Regions.” The seminar program included presentations from international experts of whom John D. Kasarda, workshops, roundtables and visits of key-sites in the Greater Roissy area. The debate was focused on three main topics: Economic Development, Designing a Sustainable Airport Area and Significant Environmental Projects. Workshop 1 was dedicated to economic development. It highlighted the role of the airport as economic driver of a SAA, it also brought out the fact that Airport Areas are generally looking for upgrading their businesses through diversification and innovation and that the key challenge is to attract international companies. Workshop 2 was dedicated to designing a SAA. Important challenges for this are the internal organization of the SAA and the accessibility to the SAA and its airport. It emphasizes the growing role of the SAA within the metropolis and underlines also the necessity for an appropriate governance of the SAA. Workshop 3 was dedicated to the environmental issue. Experts underlined the changing focus from noise to global negative externalities such as energy, renewable resources and waste management and the strategic role played by innovation. Airport Areas could become living labs with airports playing a leading role. The aim is to balance the positive and the negative externalities of the airport in its Airport Area. The main conclusion of the roundtable was that in order to secure success, a SAA has to bring partners together to share a vision and act jointly. Despite historical and geographical differences it makes sense for SAAs experts from all over the world to work together, to share visions, experiences and best-practices. That sense brought Airport Area experts together again in Atlanta. During the first edition of the Sustainable Airport Area International Seminar there has been a lot of discussion about what is an SAA, this discussion continues during the second edition with a multinational approach, in that the way we look at Airport Areas is very different. The experts in the different workshops of the second edition of the Sustainable Airport Area International Seminar are from different countries representing different perspectives. There is a clear similarity with the workshops of the previous seminar, the main three topics are: Economy, Urban Planning and a License to Grow.

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For the first there is a desire to know how to attract and secure economic development, the type of economic development and how to promote that in the Airport Area. What are those key factors that make an Airport Area attractive? Why do people want to locate their business around an Airport Area? What role does the region have to have? The regional and the local aspect of how airports are developed are critical to the success of the development around the airport. How can the Airport Area be planned for the long term in order to be and remain sustainable? The second workshop Urban Land Planning will discuss again specifically the role the airport plays in the urban region. There is a need to understand how to build on relationships and collaboration between planning agencies to make sure this is a long term perspective that is taken in the development of Airport Areas. How can this development be protected? The region and the airport should be seen as one entity that can move forward rather than separate entities working on a parallel path. Apart from economic development, the impact this development has on the environment and the social aspect are critical for Airport Areas in order to be successful. The third workshop entitled “License to grow” deals with these last focus points. How can an eco-business zone, clean-tech sectors, green jobs, green airports have an added value to the benefit of the local population? It gets back again to the collaboration, that as an airport and Airport Area there is a synergy to move forward.

SAA Concept and US overview Stephen Appold Research Associate, Kenan Institute of Private

Enterprise at the University of North Carolina at Chapel Hill

A SAA is an achievement which builds on global and regional forces but it is not an inevitable outcome of land and labor market trends. Like many seemingly national processes they are shaped by a visible hand which corrects a market failure. The evidence from the regions surrounding the largest US airports indicates both that employment can be substantial and that there is considerable variation among regions. Therefore, the intervention of planners and other stakeholders is not merely a political nicety but of fundamental importance to the development of these areas. The challenge for Atlanta, Paris and for several other regions is to take urban areas which are declining, disused or troubled and transform them into growth poles which help sustain their regions. An Aerotropolis is a constellation of physical, organizational, institutional and economic interventions which reduce the ground-based costs of passenger and cargo air transportation. The basis of this thinking is that these ground-based costs of air transportation can be substantial. These costs include not only the costs of ground delays for aircraft but they also include the time and expense of getting to through and from airports. Labor (time) costs are a significant source of expense for business trips.

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A common sense definition of sustainability would address the question: “Can it, whether a business, a region or a global community, keep going indefinitely?” Inherent in the idea is the concept of a “going concern.” Three important dimensions of sustainability are sometimes referred to as Profits, Planet, People or economic, environmental, and social sustainability. SAAs could be considered smart infrastructure. Reason for that is that much of the environmental footprint results from inefficient service delivery. A positive cash flow is an important requirement for sustainability. Resources devoted to a SAA are investments, financial and economic wagers and a bet on future regional growth. Not all investments earn the desired returns. Taking a top-down rather than a bottoms-up approach to demand helps improve the prospects of financial and economic sustainability. Fortunately well-developed frameworks for understanding business location and transportation decisions can be adopted to support SAA planning. The size and desirability of an airport’s catchment area has the critical impact on the development of air service. The rise and decline of the competitiveness of regions has driven changes in air service. High-income economies are nearing the saturation point for air transportation. Moreover, commercial aviation is a mature industry. For several decades, in the US and elsewhere, each increase of GDP or population, required a rising amount of air transportation. Now, that rise seems to be reaching a plateau and may even be dropping. The rapid growth is likely to be in middle income countries with emerging economies such as China and India. This means that a SAA development needs to be based on a sustainable regional economy. With regard to intra-regional site selection Airport Area employment is approximately half as large as the corresponding central city employment. The set of sectors locating in Airport Areas is broad. In the US there seems to be a resorting of activities so that the higher value-added activities are concentrating in CBDs, and this can be seen in the relative average salaries in Airport Areas and CBDs. In the contemporary US, Airport Areas are emerging as important secondary centers. Airport Areas are anchors for external edge cities and are also seen as the new downtowns. The challenge for the respective Airport Areas of Greater Roissy and Atlanta, differs somewhat but both need to address social inclusion for roughly the same reason. The surrounding area is an important but not fully tapped source of labor. In both cases, as air transport became more important to doing business the well-to-do moved to the side of the city away from the airport. As producer services became more important to the regional economies, office development followed, resulting in business districts such as La Défense and Buckhead. Now as the manufacturing facilities outlast their usefulness, these two Airport Areas can offer business relatively inexpensive 'close-in' land. The challenge is to turn the respective urban transition zones into growth poles by tapping business demand for sites and facilities but, more importantly, also the demand for skilled, motivated labor.

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SAA of Atlanta Shelley Lamar Planning Manager, Hartsfield-Jackson Atlanta

International Airport Hartsfield-Jackson Atlanta International Airport is owned by the city of Atlanta. The department of aviation operates the airport on behalf of the city. However, it is a stand-alone enterprise meaning that all the money generated at the airport will stay within the airport. While the airport is a regional facility, it does not receive any state, regional or local funds. An important reason why Hartsfield-Jackson is the biggest airport in the world in terms of number of passengers is because there is no competing airport within a range of more than 100 miles. Atlanta was built on the premise that it was a transportation hub and has continued that function through the ages. The city is home to several Fortune 500 & 1000 firms. The Atlanta region that exists of 28 different counties is the 9th largest US population center with a population of approximately 5.5 million which is projected to reach 8.5 million by the year 2040. The metropolitan area has a limited rail system called Marta that also serves the airport. Most counties that are not served by Marta have bus service except for those counties on the south of the airport which is a huge problem. The city of Atlanta is centrality located in the Southeastern US that consists of the states of Georgia, Florida, North Carolina, South Carolina, Tennessee, Alabama, and Mississippi. The region is home to several industries including agriculture production, pharmaceutical plants, and automobile manufacturing. It is the 7th largest economy in the world. 40% of US Manufacturing and Distribution is within 500 miles of Atlanta. Hartsfield-Jackson allows businesses to move their goods and services anywhere in the world in a timely manner. The airport of Atlanta creates a lot of employment. The area counts 58.000 jobs within the fence, making it the largest employment center in the Southeastern US. The employees that are closest to the airport generally are those with the lower paying jobs. The higher paid employees can be found on the north side of the city. All top ranked companies in the Atlanta metropolitan area, with Delta Airlines as an exception, are as well located on the north. Additionally the vast majority of the passengers are coming from the north side of the city. This all leads to more and more congested road connections between the north of the city and the airport in the south. Hartsfield-Jackson is constrained by expressways and surrounded by residential areas. The Airport Area is split in half by two counties and covers 6 different cities including Atlanta that makes planning in the area challenging. There is a significant amount of property land around the airport that provides the opportunity for the growth of offices and other commercial development. However, the space around the airport is limited and there are logistics facilities scattered all around the airport. For the future of the airport it is therefore of great importance that regional and local authorities come together to support a common role of planning and development.

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SAA of Europe Christian Salewski Lecturer and Senior Assistant, lead of the

research platform Airports and Cities Senior Assistant for Urban Design at the Department of Architecture of ETH Zurich (Swiss Federal Institute of Technology Zurich)

The distance of the airport to the city center is one of the key criteria to distinguish Airport Areas. In Europe 35% of the biggest airports are attached to the city, that is to say closer than ca 15 kilometers from the city center. Around 10% is located within the city. These 2 categories combined, in total 45%, can be named as Urban Airport Areas. Good examples of cities with a big airport close to their city center are: Amsterdam, Barcelona, Dusseldorf, Brussels, Copenhagen and Zurich. An Urban Airport Area is often a double node (a term by Mathis Güller), meaning that the airport is also a transport infrastructure and an urban node on the land side. There is a very strong reciprocity of airport and city development. The emissions of both airside and landside affect land use. In addition the large-scale airfield and landside infrastructure that cut through the territory have a similar effect. In reverse, the land use affects airport operations. Last, accessibility on the airside and on the landside is enhanced in Urban Airport Areas. There are three main urbanization drivers for Urban Airport Areas. At first, there is spillover urbanization through airport-induced overall economic growth of the city region. That means that urbanization is driven by overall growth not necessarily by the airport itself, but with a major contribution of the airport to the overall growth of the city region, and it clusters in central places. The traditional central place is the city center but the airport has become a new centrality, some nodes cluster at the airport thanks to the enhanced landside accessibility. Third, some emissions lead to devaluation of land close to the airport, which thereby becomes a more attractive location for pushed-out mid-value programs. Important is that the reciprocal effects of airports and cities are spatially unevenly distributed, notably between the airport's Front Side facing towards the city center and its Back Yard, which is mostly overlooked in the Airport City discourse. An important character of the Front Side is the urbanization pressure from both airport and city center. Furthermore, there is the highest value at point of highest centrality at the terminal but there are great value differences in close geographic proximity. Another character of the Front Side is the so-called compartmentalization into urban enclaves that forms a serious urban problem, however, at the same time there are grand development visions such as Airport Corridor, Airport City or Aerotropolis and these help to reintegrate these enclaves into urban planning. Public transport systems have proven key to reintegrate and the airport itself gives an identity to the Front Side. Public space occurs mainly at public transport nodes. The first one of them is the landside of the airport itself, which as an urban node is important for the Urban Airport Area's identity.

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The Front Side can be seen as a centrality based on the theory of central places, the Back Yard is not a centrality. The Back Yard is much closer related to the urban model of 'Zwischenstadt' (Thomas Sieverts) is German meaning in-between city or 'Tussenland' (PBL) in Dutch, meaning in-between land or Middle Landscape (Peter Rowe) that is a non-hierarchical, rather difficult to grasp heterogeneous landscape of infrastructure, urban texture and landscape. The airport still remains in structure, function and identity the single biggest influence in this area. The Back Yard can be characterized by an increasing development pressure due to the location in the city region and its proximity to the airport. The infrastructure is usually in a process of constant renewal and upgrading because it has to perform for the airport. There are limits to further urban extension in the Back Yard because of its low-density development model. There is more and more pressure for higher density development, therefore the landscape and agriculture are under pressure, even though the noise contour will keep sizeable areas permanently free of major development. Housing is scarce but there is demand because of the growing number of airport employees. Last, the specific urban structures and infrastructures are difficult to transform into new functions because they are purpose-built. Key challenges for Front Sides and Back Yards are the transformation to a denser development mode and to mix uses in order to have a better integration. There has to be a much higher quality of public space, landscape and housing. Accessibility and public transport need to be increased. Airport and infrastructure performance needs to be secured. Last, there are the usual issues in the Middle Landscape that are governance and identity. At the same time the airport is there to act as a key player for these important challenges. Urban Airport Areas lack quality both on the Front Side and in the Back Yard, this because of the lack of urban quality in a lot of the developing clusters that are enclaves separated from each other through infrastructure lands. Moreover there is a lack of connection between these clusters. These problems give clear directions for the next steps. First of all the quality of the enclaves has to be improved and, second, they need to be connected. Therefore the guidelines of sustainable urbanism need to be followed. This involves mixing, using public space, working with framework and infill, and working together with the stakeholders. There need to be a better understanding of reciprocity. Last, a shared vision needs to be developed: What kind of city, and whose? In the long term a new kind of city is emerging that has specific characteristics. Public space and centrality will follow a new model of urbanity. The city will be characterized by landscape and infrastructure as core elements. Urbanity may be sold as a commodity and specific enclaves will try to be urban. With the growth of cities more and more airports will become Urban Airport Areas.

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SAA of Greater Roissy Vincent Gollain Chief Economic Development Officer, Paris

Region Economic Development Agency (PREDA), Coordinator Hubstart Paris®

Elisabeth Le Masson Delegate for Sustainable Development Paris-

Charles & Paris-Le Bourget, Aéroports de Paris, Representative Hubstart Paris®

In the Middle Ages Paris had developed around the royal castle of Le Louvre. In the 17th

century, Louis XIV had built the castle and the new town of Versailles some 10 miles west of Paris. The second part of the 19thcentury is characterized by 'Haussmannian' urban renewal within the Paris city walls. Iconic elements of this urban renewal are the 'Triangle d’Or' business district, Champs Elysées, and Grands magasins. This period was also the beginning for spontaneous suburbanization along the railroad tracks. With the beginning of the 19th century this process of suburbanization accelerated. The existing airports of Le Bourget, where Lindberg landed in 1927, and Orly, a former WWII US base that opened for commercial operations from the 1950s, tended to be surrounded by suburbanization as well. At the end of the 1950s a new business district was created in La Défense that would later become the CBD of Paris. At that time there was a growing demand for more efficient regional planning, resulting in the first Regional Master Plan in 1960, and for a new international airport that would be adapted to the Concorde aircraft. Paris CDG was opened in 1974. Unlike Orly and Le Bourget the new Charles de Gaulle airport has not been surrounded by suburbanization and both the airport and the Airport Area have kept significant extension capacities thanks to strict urban regulation. Paris CDG ranks currently 2nd in Europe for passenger traffic with 61 million passengers last year and stands as a leading airport hub in Europe with the SkyTeam alliance partners being the most import users. The airport is the first in Europe for air cargo traffic with 2.4 million tons last year and is the main hub for FedEx in Europe. Le Bourget is the first airport in Europe for business aviation. There are still significant traffic growth capacities. The Greater Roissy Airport Area has become a strong economic engine for the Paris Region and France. It is the major transport cluster of the Paris Region. Moreover, 250.000 jobs are generated in the whole Paris Region by the presence of Charles de Gaulle airport. The same number of jobs is created within 5 miles of the airport. This number equals 15 percent of the number of jobs created in the Paris Region since 1975. The area boosts major regional facilities of international stature in business, trade-shows and tourism. Currently the Greater Roissy Airport Area has a good balance between traffic growth on the one side and noise exposure on the other side; between regional and local benefits; between final destination for business and tourism and as a place for transit; between providing

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enough slots to the leading airline alliance (SkyTeam) and other airlines; between passenger and cargo traffic; between territorial identity and diversity of business and housing environments; between historical and more recent land uses, and last; between traditional and modern landscape and heritage. Paris CDG must reinforce its position as a leading metropolitan airport in Europe. Therefore it recently increased significantly its passenger capacity with the opening of the awarded satellite 4 bringing the annual capacity to 80 million. To improve the customers experience the old terminals are currently being renewed. In addition a new cargo terminal will be opened soon. The Greater Roissy Airport Area must be structured, managed and upgraded for better economic development and metropolitan integration. Meanwhile, the good balance mentioned before must be sustained and improved. The Grand Paris Express is a major step in the development of the Paris Region. The project aims to reinvigorate the city's suburbs by linking them with a new public transport system, encouraging new economic development and the construction of up to 70,000 sustainable new homes each year, all the while contributing to modal shift. At the heart of the Paris Region is an ambitious plan for a 160km automatic fast metro network that will link the city's suburbs and connect the Paris Region with the Orly and Charles de Gaulle airports, as well as major business districts and peripheral high-speed rail stations. The Greater Roissy Airport Area has some important territorial axis. At first, there is the Airport City at the heart of the Airport Area. The Airport Corridor is an important linkage between Le Bourget business airport and Charles de Gaulle airport and boosts important international trade functions such as the Paris-Villepinte Exhibition Center. The Northeast corridor can be characterized as axis for multifunctional development and landscape. In order to reinforce the center functions of the Airport Area, ambitious shopping facilities and offices are currently under construction within the Airport City. Roissypole is the largest Airport City development in Europe with a lot of planned developments for offices and hotels in the heart of the Airport City. Aeroville, at the entrance of the Airport City, will be one of the biggest shopping malls in the Paris Region and will host 200 shops and 8 cinemas. To reinforce the capacity to host international events close to the airport the new International Trade Center will be created and the already existing Paris-Villepinte Exhibition Center will be extended. To reinforce the capacity to accommodate high added value businesses in different kind of sectors in the Greater Roissy Airport Area there are two ambitious business parks to be developed: Triangle de Gonesse and Aérolians Paris. In order to reinforce the gateway function to the Paris Region, France and Europe, a completely new large scale urban resort called Europa City, will be realized. It is of great importance to improve the transversal access within the Airport Area through light transit systems to provide local population with a better access to jobs. In addition the local inhabitants will be provided with special training programs such as vocational training to be ready to work in an international environment. In order to develop multimodal transport connectivity for international cargo and high added value the local authorities, Aéroports de Paris and major airfreight operators took the decision to pool their resources and effort that resulted in CAREX. The concept of CAREX is to use the European high-speed rail network to

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carry airfreight pallets and containers over distances of between 300 and 800 kilometers. The coordination of all these projects requires improvement in the governance of the Greater Roissy Airport Area. Various formal or informal governance frameworks have been created over the last years The Hubstart Paris® alliance is an important example of this. The specific goal of Hubstart Paris® is to improve the international visibility of Greater Roissy. The different public and private partners of Hubstart Paris® are working more and more together and are creating a shared vision on the future of the Greater Roissy Airport Area. Europa City Christophe Dalstein Executive Committee of Immochan France and

Director of EuropaCity Auchan group, a non-listed family owned company, is one of the world's principal distribution groups. It owns 1400 food retail places, has 270.000 employees and a turnover of 56.2 billion euros. It is active in 13 different countries with an important expansion in China, India and Russia. Auchan group's main focus is not only on food retail. It owns 320 shopping malls in the world, under the name of Immochan, making it in the number 4 in terms of asset value in Europe. Last year it was the 50th anniversary for the Auchan group that started its first supermarket in the northern suburbs of Lille in the north of France. During the years it anticipated well on consumption habits. The Internet has drastically changed the business model in food retail, there is an unlimited choice and the costumer receives it immediately. Physical spaces of tomorrow with an economic potential should be therefore attractive to visit, offer the ability to gather and exchange, add a multiplicity of experiences to shopping practices and allows moving straight from one center of interest to another. These are the fundaments of Europa City project that started in 2007. It is currently pending for political approval. Europa City can be included in the promotion of the Greater Roissy Airport Area. The ambition of Europa City is to create an urban resort, a meeting place for people's free time, a one-of-a-kind mix of culture, leisure, retail and hotels. It is also a project with environmental sustainability as a main focus. It has to become a zero energy consumption complex, the main cultural center of the Northeast of Paris and Greater Roissy, the leader in Europe on responsible consumption behavior and a key actor for employment and integration, bringing an estimated 11.500 direct jobs to an area where the unemployment rate is almost double as compared to the national average. The size of the area is 750000m2. There is an international competition with 4 urban and architectural proposals that have to fit well into the landscape. The aim of the Europa City project is to have a double identity: a European way of life and a metropolitan place. It has to become a landmark for the Greater Roissy Airport Area. Thanks to the good location of the project in the middle of the Airport Corridor between Charles de Gaulle and the city of Paris, it will have a wide attraction with an estimated 5 million tourist visits per year. It will have a

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direct accessibility thanks to the nearby presence of the airport, high-speed trains, freeways, metro and regional trains. With the arrival of the Grand Paris Express, Europa City will be located just 2 stops away from the airport, just 1 stop from North Paris-Villepinte Exposition Park and less than half an hour from the CBD and the heart of Paris. 19 million inhabitants will be living within 2 hours from Europa city. Europa City is a private investment (1.7 billion euros) within the public development to strengthen the attractiveness of the Greater Roissy Airport Area. It works together with different public authorities that help to monitor the project. There is a steering committee with all the public authorities driven by EPA Plain de France. There is a scientific council involved, including Matthis Gu�ller, to advice, a participative approach with the local inhabitants and a partnership with the key economic actors of the Greater Roissy Airport Area led by the Hubstart Paris® alliance. The aim is to finish the project in 10 years from now. SAA of Asia Max Hirsh Post-doctoral researcher, Future Cities

Laboratory of Singapore Asian airports are evolving along a very distinct path that differs from their predecessors in Europe and North-America. This leads to the question whether Aerotropolis and Airport City are really appropriate development models for airports in rapidly expanding Asian cities. 30 years ago most people living in the Pearl River delta in China, where the cities Guangzhou, Shenzhen, Hong Kong and Macau are located, never travelled by plane, since then, the air traffic has increased by a factor of 50. 5 new airports have been built in the region since 1990 that include global hubs as Hong Kong and Guangzhou. The airport development in the periphery of the airports in the Pearl River delta region differs significantly from those in Europe and North-America. An example is the cable car called Ngong Ping 360 in Hong Kong that loops from the main plaza of a suburban new town via an artificial hill at the entrance to the airport and into the mountains overlooking the airfield. It allows local residents and tourist to escape from the city and to be in the nature. On the other side of Hong Kong International Airport is Asia World Expo that was built as a convention center designed to anchor an Airport City complex. Due to the abundance of office-space and an already existing convention center downtown, it was never a real success and the Airport City development was discontinued. However, with a new function as primary venue for large-scale entertainment events, such as pop concerts, it is successful because there are no noise restrictions. Moreover, the airport is a useful site for these activities because there is already a lot of expertise in security and crowd management. Very different airport surroundings can be found in Bao'an International Airport in Shenzhen, located between Hong Kong and Mainland China. The airport's northern periphery is dotted with fishponds and banana plantations. There are several restaurants where customers can enjoy fresh fish while watching airplanes passing by. Due to the development restrictions

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around the airport the area has retained an older economic and topographic order that is based on agriculture and agro culture. These activities thrive because the airports surroundings developed less quickly than the city. The Airport City model did not work out very well for Hong Kong because of insensitivity to local social economic conditions. Freight processing centers are underutilized because most firms prefer to store their goods at the much cheaper centers in the former Kowloon Airport Area. Rather than focusing on business incubation and just in time delivery the landscape surrounding the airport in both Hong Kong and Shenzhen has become one of leisure/natural recreation and mass entertainment which are the functions that are often missing in hyper dense cities. Another interesting phenomenon of Asian airport development is check-in facilities outside of the airport, inserted into bus stations, shopping malls and border crossings. It is a way to increase passenger volume without compromising spatial demands of the airport. Some of these check-in stations offer shuttle service to the airport, others allow passengers to get a boarding pass and check their luggage. The most extreme example is the “upstream” check-in system that is joint venture between the airport authority of Hong Kong and local ferry operators. They allow passengers to fly in and out from Hong Kong without going through custom and immigration procedures. This off side check-in strategy inverts the Aerotropolis model. It leads to the rethinking of how to conceptualize where the airport stops and the city begins. The growth of intermodal terminals is strongly related to another key driver of urban and economic development of Asian airports that is the massive demographic shift towards budget travelers. The introduction of low cost carriers has greatly expanded the socioeconomic contours of air passengers to now include migrant workers, pilgrims, budget tourists, students and retirees. Airlines adapted very well to this shift by inserting pop up shops in the city to cater the passengers that often do not have bank-accounts or Internet access. Some airlines, like Air Asia, have built their own low-cost terminals at the airport. On the one hand there is a decisive political will in Asia to improve the regions heavy infrastructure systems including airports, on the other hand urban middle classes have begun to voice their dissatisfaction with environmentally unsustainable development practices. Besides promoting sustainability initiatives both inside and outside the terminal, airport authorities found out that providing services to local residents has been a productive means of engaging with the growing tension between the needs of the local citizens.

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Workshop A – Economic Development Moderator: John E. Parkerson President, World Trade Center Atlanta Expert: Vincent Gollain Chief Economic Development Officer, Paris

Region Economic Development Agency (PREDA), Coordinator Hubstart Paris®

Reporting: Garrett Hyer GA Tech School of City and Regional Planning Jean-Franc�ois Benon Managing Director of the Economic Expansion

Committee of Val d’Oise / Representative the Greater Roissy area

Panel 1 - Business Activities at the Airport Area Eldrin Bell Chairman Clayton County Board of

Commissioners Airports of the future must become multimodal, multifunctional and generate commercial opportunities beyond their boundaries. The functions of the major metropolitan centered on the state/US are evolving as major airports are transforming themselves from city airports to “Aerotropolis Airport Concepts”. There are multiple challenges for the Atlanta Airport Area such as jurisdictions, state agencies, property owners and the need of a central vision. However, the Airport Area has a superior potential. It is the busiest airport in the world, it is connected by major interstate and rail connections, and it is close to Downtown Atlanta and its business centers. Transportation has always shaped business development in the Atlanta metropolitan area. Investors and developers recognize a trend for big corporations to locate close to the airport because of its accessibility. Rapid commercial development at and around Hartsfield-Jackson, make it a leading urban growth generator. Public and private-sector leaders can work with planners to design and develop an Atlanta Aerotropolis to meet competitive needs of business, such as accessibility, and foster economic development while creating well-paying jobs and improved quality of life throughout the airport region. To accomplish these positive outcomes in an economically efficient, aesthetically pleasing and environmentally sustainable manner, there needs to be the interaction of: airport planning, urban planning and business site planning. Firms believe that airport must work hard hand in hand with jurisdictions to get this accomplished. A cross-jurisdictional Atlanta Aerotropolis Authority could govern orderly the development on a regional scale, including public/private financing and revenue sharing. In the 21st century Clayton County and other jurisdictions will become aviation centers. An Aerotropolis successfully planned and implemented air center,

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can go a long way towards advancing Atlanta as a tier-one global city, driving property values throughout the entire region. Douglas Hooker Executive Director, Atlanta Regional

Commission In the Atlanta Airport Area there are a lot of jurisdictions as mentioned before by Eldrin Bell, therefore it is hard to get anything done, however, there is a beginning of working together. The airport is of great importance for the region because it delivers more than 50.000 direct jobs and over 30.000 nearby the airport. There is a huge potential for further growth of businesses and thus jobs around the airport. The Gateway Center is a good start as well as the new headquarter of Porsche but these examples of projects are not enough. The ARC Atlanta Region Council met with many jurisdictions and formed the Airport Area Working Group, organized and held the Global Gateway Event and created the Airport Area Task force. It coordinated the Hartsfield-Jackson area vision to move forward. The vision included additional transit or shuttle service, improved access, better signage, aesthetics and branding, one or more CIDs, and an umbrella organization to coordinate between jurisdictions and other organizations. The working name of this new organization will be Airport Area Alliance. After the realization of this organization the ARC will step back. Hua Ming General Manager, Pudong Free Trade Zone Shanghai, the largest city of China with a population of over 23 million, is located on the west coast of the Pacific and East Asian continent. It is the financial, shipping and trade center of the country. The city has over 200 seaports. The Pudong New Area is located in the eastern part of Shanghai, which has a large number of financial and shipping markets, including the Shanghai Stock Exchange, Shanghai Futures Exchange, and the Shanghai Pudong International Airport. The Shanghai Free Trade Zone is situated on the east coast of Pudong and consists of 3 regional zones, with a total area of 21.73km² where 2.71% of China's import and export is generated. Shanghai Pudong International Airport is immediately connected to the Free Trade Zone. The airport ranks 3rd in the world for cargo, behind Hong Kong and Memphis, and number 20th for passengers. The airport and the area around it are emerging as an Aerotropolis presently in the initial phase with diversified industries clustering: cargo/logistics as key cluster, aviation manufacturing, hotel, commerce, tourism, and residence. Disney will open a park in 2 years at the Airport Area. Christophe Dalstein Executive Committee of Immochan France and

Director of EuropaCity EuropaCity is a public private partnership to create an urban resort for leisure. It is aimed to

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become a happening space to provoke emotion. The location of the project, within close distance of Paris CDG, is of great importance. The airport is the second strongest economic center in France. Europa City is calling on the participation of all local actors. There is a meeting with them every 3 months. Several approvals are received to date: the framework contract between the State and local authorities was signed in January, followed by the Europa City SAS-State-local authorities' protocol in March. The public enquiry will be in the last quarter of this year, the formal sign-off will be in the 1st quarter of next year. The project is currently still in the lobby phase (2010-2013). The coming years (2014-2017) will be dedicated to the design phased that will include administrative authorizations. The building phase will be between 2018 and 2022 followed by the operational phase from 2022 onwards. Panel 4 - Economic Role of the Airport Area Bill Cronin Vice President, Economic Development, Invest

Atlanta Historically, Atlanta has focused more on Community Development than economic development. This means finance and real estate are very important functions in the city, and since 2008 they have been hit severely by the economic crisis. Hartsfield-Jackson Atlanta International Airport recently constructed its new 12 gate international terminal for 1.4 billion dollars and thus invested clearly in its future. When Americans are asked what Atlanta's #1 strength is, they answer: the airport. By over 200 points to the next category that is judged on, Atlanta is ranked 3rd in the US with 13 Fortune 500 companies and first in passenger travel and number 13 for cargo shipments. Industries are poised for growth that is 'no brainers': JIT Logistics + Cargo, Healthcare IT, Entertainment Industries and High Tech Industries. Economic development incentives are important tools as they give tax breaks/credits for developing at nearby transit station locations. CID's are very important because they ensure that businesses have skin in the game. It is the most successful tool for specific character area development. FDI Foreign Direct Investment is also a key goal to increase. The more a region can show that it has a skilled labor force, low cost of doing business, the better it is. Atlanta ranks 5th for projected FDI. The city provides access to the fastest growing US market, the Southeast. Atlanta is reliant on its airport and so are the headquarters located in the city. Cincinnati lost 43% of its passenger traffic in the past 2 years because of switches and mergers with airlines and as a result, headquarters are looking to move. This cannot happen to Atlanta. The airport ties to job growth, education, and much more in the metropolitan region. Cendrine Le Bouffant Deputy Executive Director, on behalf of the

Urban Communities of “Terre de France” and “Roissy Porte de France”

Roissy Terre de France is at the core of European businesses appeal. It is a territory with many growth opportunities and possibility for new projects. Some region wide transportation

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projects to better connect the city to the airport are underway. Backbone facilities of metropolitan scope for the area are the Paris CDG airport, hotels and the North Paris-Villepinte Exposition Park, one of Europe's largest and France's most visited expo center. Economic development in the Airport Area is currently centered on sustainable development, better access to the airport for local inhabitants, and private projects. Roissy Business Core, a study of local authorities, focuses on business, logistics and business tourism. The intent is to provide the right conditions to develop projects owned by private operators. Moreover there are public infrastructure and backbone projects including business zones, development around railway stations, and new transport named COMET. The COMET project is a metropolitan/ecological corridor with transportation and green space as central themes linking key sectors and actors. Examples of projects and initiatives developed in partnership that are focused on customer needs are a new innovation center that will offer creative/flex space, co-working telecenters to enhance networking and collaborating, and workforce job training to increase learning opportunities for local residents. Tahmida Shamsuddin Director, Neighborhood Nexus Neighborhood Nexus was created in 2009 with the goal to have a data-driven decision making in Atlanta. It is a non-profit community information system (CIS) that adds value to development and planning. Rapid change in the Atlanta area drives the need for more and better information. Neighborhood Nexus provides data, tools and expertise and aims to have healthy communities and opportunities for all citizens of the 20-county greater Atlanta area. 5 regionally-focused data-driven organizations collaborated to form a partnership resulting in Neighborhood Nexus. It created a tool for public private partnership and negotiation via non-profit community and data driven decisions. For the Airport Area a high concentration of jobs including high paying jobs is looking into projected 30 year data (plan 2040). Vacant land with opportunities for development is located more heavily west of the airport. Max Hirsh Post-doctoral researcher, Future Cities

Laboratory of Singapore Singapore has a population of 5.4 million people that was growing rapidly by a million each decade since 1970. The catchment area of the airport includes 3 countries including Malaysia and Indonesia. The density is much higher than in the US. 85% of the people are living in housing owned by the government. The airport plans to almost double in size in the near future. There is still available land on the military site that includes the airport's third runway that is now exclusively being used by the military. There is a culture in Singapore of going to airport as destination. One of the main advantages is that it is opened 24 hours. It is a great place for family to get together because there are clean plazas and children can play safely. The airport authority even elaborates temporary playgrounds for the holiday seasons. The airport is in particular popular as a weekend destination, for weddings, and travels under the local population. 20% of the overnight stays in and around the airport are local people.

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Workshop B – Urban Land Planning Moderator: Shelley Lamar Planning Manager, Hartsfield-Jackson Atlanta

International Airport Expert: Mathis Gu�ller Architect – Urban planner, Guller&Guller

Architecture Urbanism Nicolas Laruelle Project Director, Paris Ile-de-France Institute

for Planning and Development Reporting: Pierre Vidailhet General Manager, Real Estate Research &

Development, Aéroports de Paris The various presentations are hereunder regrouped in four study cases: Atlanta, Paris CDG, Berlin and Heathrow. Atlanta Michael Cheyne Director, Asset Management and Sustainability,

Hartsfield-Jackson Atlanta International Airport Nancy Green Leigh Professor of City and Regional Planning,

Director, City and Regional Planning Ph.D. Program, Georgia Tech School of City and Regional Planning

Scott Condra Vice President for Development, Jacoby Group Michael Cheyne , introduced the case of Atlanta airport, highlighting that it ranks first in the world and wishes to maintain its position. The airport is located within six cities and two counties, each one with its own official procedures and priorities. And if up until now, the primary focus for local governments was noise, it is starting to change, turning now to economic development and environmental issues. The airport has got currently involved in public private partnership development projects such as: the Gateway Center at College Park (including hotels, a conference center and office buildings); the Wolf Creek Center Amphitheater (an entertainment venue that opened last year); the Camp Creek Market place (a large-scale retail space); and Porsche will soon open its headquarters of North-America right next to the airport. Nancy Green Leigh, addressing the issue in a broader perspective, recalled that originally

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the Mayor of Atlanta over invested the airport as an economic development move to surpass the rival city of Birmingham, without regard to development nearby, and so far it has done very well as a separate entity. But now, within 20 miles radius around the airport, the “Aerotropolis” is a rather poor area, characterized by sprawl, low density and a population with numerous minorities, the lowest median income and high unemployment rates. This seems to match with the historical split between North and South Atlanta and their different communities. For a matter of social justice, a regional plan would be necessary to change the trend around the airport, to densify the area, to develop better transports and to create better jobs in leading sectors. Target should be the creation of clean technology business with the assistance of Georgia Tech, of logistics organization optimization, and plans to redevelop brown field sites. It is time to tackle inequality between North and South Atlanta and the airport would be an asset for that. Atlanta Regional Commission works on these topics and makes proposals to the local governments. But decisions depend upon the ability to agree together on a solution, and it seems difficult at this stage. Scott Condra’s presentation shows that a significant evolution might be already on the way. The Jacoby Group is a renowned Real Estate Developer in Georgia. One of its current projects is the Atlanta Aerotropolis close to the airport. The creation of a new road access has made it possible to develop 130 acres on the site of a former Ford plant. The site was contaminated and was to be used for air cargo. Hartsfield-Jackson Airport transferred the air cargo project in order to redevelop the area for smart growth and building. The Jacoby Group bought the site because of the airport adjacency, along the Interstate 75 near the new International Terminal. It will accommodate the headquarters of Porsche North America together with a test track, hotels and offices. The reasons for Porsche locating on this site in South Atlanta, contrary to most of big companies, could probably be found in the airport proximity and thus the great accessibility together with the possibility to combine a test track with the headquarters (without noise issue). The site also offers Porsche a large land plot allowing on its North portion mixed use commercial functions to be be developed such as hotels and offices This operation could herald a change in trend. The Jacoby group is interested in further development around the airport. Paris-Charles de Gaulle Nicolas Laruelle Project Director, Paris Ile-de-France Institute

for Planning and Development, Representative for the Greater Roissy area

Mathis Gu�ller On behalf of the Ile-de-France Regional

Department for Equipment and Planning / Representative the Greater Roissy area

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As Nicolas Laruelle explains, Paris Charles de Gaulle Airport was originally treated as a simple infrastructure in the older plans for the Paris Region. The main urban axis went from East to West while the airport was located in the North. The regional master plan of 1976 shows that the Airport Corridor started to design itself North of Paris but the airport still falls out inside a green belt. The regional plan of 1994, the last one carried out by central government, shows the airport as a proper metropolitan sub-center. In the 2013 master plan, now carried out by the regional council, the airport plays a role in balancing its own operating priorities versus commercial and housing development. For the future of the Greater Roissy Airport Area there are 3 options: to organize the area as a vast Northern metropolitan system, to let the competition for high added value functions rule in the area at the risk of losing important support functions and of congesting ground access to the airport, or to concentrate efforts on the airport functions and the Airport City, at the risk of keeping the Greater Roissy small. The first and the last are the best choices, the second the worst; bridging the gap between the solutions is definitely needed. An important challenge is that despite the important job creation induced by CDG airport, the area around the airport has a high concentration of poverty. Mathis Güller , architect, specialist of Airport City and urbanist of "Le Triangle de Gonesse", presented the study he carried out for the French government. The approach for the Greater Roissy Airport Area includes the reduction of nuisances, a governance process and Strategic Development Orientations. The future vision involves a 360º view of the development directions. The aim is to reconcile Economic Competitiveness and Sustainable Development in The Greater Roissy Area. The purpose is to create a local planning of the area, with 4 detailed goals: 1st Goal: to propose a master plan with selectivity of economic functions according to the qualities of the different zones Goal 2: to develop a radial roads system into a multimodal network and develop projects around the stations Goal 3: to balance housing and job creation that is adjusting housing growth production to job growth in the Airport Area. Goal 4: to preserve natural and green spaces and to densify the building areas; by creating a local green belt around the Airport Area the quality of life will increase as well as the local economy. Tools are proposed in the frame of this study to monitor development and they are: a common chart of land use planning, monitoring of economic development and a joint transportation agency for the SAA in order to fill the gap between national and local transportation solutions. Heathrow Jonathan Deegan Chief Engineer at Heathrow airport Presenting Heathrow case study, Jonathan Deegan explained that the long absence of a consistent national development policy over 40 years has led to very strong constraints on the airport, and has obliged to dramatically maximize land use within its boundaries, to limit the development of the airport city, and to be very careful of its social and environmental impacts.

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In spite of its excellent location, at the west of London, at the heart of its catchment area, with companies located on purpose near the airport, Heathrow airport is gravely threatened by the decision awaited from the British government. This will determine whether it can expend, which would imply a dramatic improvement of access infrastructure, as to get a high-speed train to the airport, and to create a green belt around it; or to build a new airport on another location taking into account that spitting into two hubs would not be possible. One of the biggest problems is that the airport causes a lot of noise over the western part of London. While waiting for a final decision, that has to be radical, Heathrow airport needs to create a convincing picture for local government, local business, and green belt surrounding the airport. Berlin Johanna Schlaack Post-doctoral researcher – Center for

Metropolitan, Studies, Berlin Johanna Schlaack described airports as strategic spaces where local and global are being combined. Berlin and its new Brandenburg International Airport (BBI) are competing with other cities within the greater European Union. Berlin is on an economical axis with Budapest, competing with the “blue banana” that stretches from North West England to Milan. Train and road system will connect the new BBI airport, dedicated to replace the two older city airports, to the city center thus contributing to create an airport corridor towards the city center. The complexity of the different stakeholders is revealed in the master plan studies where three different approaches are led by three different authorities: the airport, the city and the local government, on three close but different perimeters, without easy coordination. And it seems that the regional level, which would be the most relevant, is missing. Of course, this leads to conflicting interests and to politicizing the airport issues. There are 4 models for the relationship between cities and their airports: the Airport City, the Aerotropolis concept, the Airport Corridor and last the Airport Region. The economic development around the airport is not contiguous but can be pockets/islands of development. It is important to understand the interaction between them, together with the airport and the city. Furthermore it is important to promote a transparent dialog between local inhabitants and the airport authority, making the bet that a clear and honest communication and exchanges will allow the different stakeholders to define the win-win compromises. Conclusion Mathis Güller suggested that SAA competitiveness goes beyond the notion of traffic growth and emphasized several aspects: value creation; livability in the airport area; a more sustainable integration of the airport in the metropolitan area and specifically into the urban network; new form of synergies between the airport and the regulating agency; and new land use models for a SAA. Pierre Vidailhet summarized the key-points of the workshop: first to preserve the airport operability and capacity to grow, and that means to have strategic reservations for noise and

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access issues; second, to define an adequate regional master plan including the airport and its airport area and dealing with questions such as economic selectivity, density and access network; third, to have a governance system; four, to develop a dialogue with local governments in order to build shared vision and common strategies; last, to look for a win-win situation between all stakeholders.

Workshop C – License to Grow Moderator: Bruce Seaman PhD at Georgia State Andrew Young School of

Policy Studies Expert: Emmanuel de la Masselière Urban Strategy and Quality Director, Plaine de

France Local Planning and Development Authority, Representative of the Greater Roissy area

Reporting: Nicolas Gomez, MBA, Georgia Tech School of Management Emmanuel de la Masselière Panel 3 - The Airport Area as an Eco-Business Zone Toby C. D. Lennox Vice President, Strategy Development and

Stakeholder Relations, Greater Toronto Airports Authority

Jennifer Taves Project Manager, Partners in Project Green Partners in Project Green is an eco-business zone around the vicinity of Toronto Pearson Airport, the largest airport of Canada with 35 million passengers annually. It is a network of 12.500 businesses in an area that goes over 4 jurisdictions with the airport in the middle of it. The idea behind it is to create a network of business that shares sustainable practices in order to drive value for businesses within the zone. It is one of the largest employment areas, over 350.000 people travel to the area daily, and at the same time it is one of the largest consumers of energy in the region. Formed in the aftermath of Hurricane Hazel, the Toronto and Region Conservation Authority (TRCA) has a strong history in watershed management and leadership in applying sustainability practices. It works together with the eco-business zone in order to reduce the impact on the local environment. The project is a great opportunity for the businesses in the eco business zone to realize economic growth and to increase their competiveness from reduction in consumption of resources as well as to start looking for new business

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opportunities resulting from moving forward in an environmentally responsible way. The airport authority decided to get involved in the eco-business zone project because it realized that it had to become more sustainable in order to succeed. The TRCA proposed the airport to become primary funder and also key driver of the eco business zone. Thanks to the interaction with businesses that have expertise that the airport authority lacked, there are tangible benefits from the project. Within the project there are 4 sector based (manufacturing, hospitality, logistics and office), and 3 topic based consortiums. Leaders from each sector come together in order to focus on the issues that are affecting them in terms of sustainability. In some cases direct competitors sit together around one table to share knowledge. This shows that here is no competition is sustainability because whatever improves the region as a whole will improve the individual business as well. The people power challenge is a project targeted at the employees to get them as well engaged and exited on the topic of sustainability. David Van Seters Sustainable Economics Practice Leader,

Golder Associates The phenomenon of businesses getting together with an ecological intention started in the 1970's in Denmark with an eco-industrial park in the city of Kalundborg, where businesses were all selected because they had synergies. The waste from one business was feedstock for another. This highly successful example of an industrial ecosystem is hard to replicate. The challenge was to look whether is also possible to implement this model in a place where businesses are already there. This idea of industrial symbiosis networks emerged. Iskenderun Bay, in Turkey and the Chicago Waste to Profit Network are important examples of industrial symbiosis network sites that were create. The idea was focused mostly on large industrial users. The next evaluation was not just focused on industrial but also included other commercial businesses. A good example for this is Partners in Project Green. Other type of networks could be included to make the industrial symbiosis network a much more important and impactful program. First, by incorporating elements of true economic activity such as flexible manufacturing networks. Examples are Monte Aragón worker cooperatives in Spain and Emilia-Romagna in Italy. Second, by incorporating elements of social innovation. This includes integration of social enterprises, social entrepreneurship and social finance. The idea of generating sources of capital from within that community. Third, by incorporating new ideas of collaborative consumption. Examples are office space, parking space, heavy equipment, to be shared by various members. Brion Fitzpatrick Director of Business Development, Inman

Solar Inc. Solar power in the US has been driven over the last couple of years by a higher demand due to higher energy costs and government incentives. Worldwide there are similar patterns visible with Germany as leading country for solar power. A difficulty is that each State in the

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US has a different policy concerning solar power. In Colorado, that can be seen as a green state thanks to its positive solar incentives, a 2 MW project was built at Denver Airport and it is still expanding. San Francisco International Airport has installed more than 2.800 solar panels on the rooftop of Terminal 3. Also the Air Force embraced solar power with a goal to reach 25% renewables by 2025. This is not only to lower their energy costs but also seen as a national security issue, that is to say foreign liability Chattanooga Metropolitan Airport has a solar power installation project fairly close to the runway, because there could have been no building on this land. The solar installation is not directly powering the airport. The idea is that it sells the power to the utility company for a better price that they would buy it for. This particular project came in to response to a FAA grant that was available to help airports lower their carbon emissions. It paid for 90% of the installation. The city of Chattanooga was traditionally known for its steal meals and had a 'dirty' image. Apart from the recent green building initiatives it also attracted a lot of green businesses to come to the area. Volkswagen built next to its manufactory a 20 MW solar installation. There is a huge opportunity for solar on and around airports: around unused land on the airfields and on the rooftops of airport buildings and warehouses. Panel 6 - Creating Local Sustainable Jobs John Woodward Senior Director, Foreign Investment, Metro

Atlanta Chamber The Metro Atlanta Chamber is one of the oldest and largest chambers of commerce in the US. It covers the Atlanta metropolitan area that consist of 28 counties. Atlanta ranks 7th in the US for the number of clean technology jobs. The Metro Atlanta Chamber tries to build on this foundation. In the economic development division there is a focus on 4 target industry clusters that are: Supply Chain, Advanced Manufacturing, Technology and Corporate Services and Business Services. The Chamber thrives to be a leader in clean technology sector jobs, especially in those sectors where there is already a strong foundation. Two important large-scale sustainable projects on national level are the Atlanta beltine that is currently the largest sustainable urban redevelopment project, and the Atlantic station, built on the location that used to be an old steel plant, is one of the largest brownfield redevelopment projects. Prime development and job creation has occurred in the North Western Arch of the Atlanta region for the past 20 years. The principal economic driver in the region, the airport, located in the south is completely disconnected from this area. For the south, the southern crescent of the Airport Area, where it is not as much developed as in the North, there is a great opportunity for development with an important role of the clean tech sector. There are multiple jurisdictions that need to get together to help this collective development. However there are already some interesting opportunities coming up: halfway between the airport and downtown Atlanta well connected by MARTA is the former Fort McPherson where is going to be created the Georgia Science & Technology Park.

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Bernie Burgener Director of Greenhouse Accelerator, Green

Chamber of the South The Green Chamber of the South helps to either start new businesses or build on the businesses that are already in the region to create green jobs and promote sustainable business practices. The Chamber always made great efforts to bring companies to Atlanta. There is more of an emphasis on what is already in the region, to bring out assets to foster the start of new companies. This is where the Greenhouse Accelerator comes to play. The premise of the Accelerator is to bring the assets that are around, such as colleges and existing companies, to these startups to help them grow. The Greenhouse Accelerator is a non-profit organization based on volunteering time of experts from the Green Chamber network. It is virtual because it does not provide any office space. Through the early phases of growth for the company, roughly the first 2 years, a team of advisors is formed around it that meet regularly. The success rate of these startups is high thanks to this support and the provision of small loans. Solène Le Coz Project Manager for development of the airport

areas, Île-de-France Regional Council Greater Roissy Airport Area is the first place for job creation in France. Paris-CDG delivers over 86.000 direct jobs (1.500 direct jobs per million pax, 4.300 jobs altogether per million pax), and nearly 250.000 jobs altogether. Paris-Le Bourget Airport has over 2.500 direct jobs, and over 7.000 jobs altogether. Employment increases much faster in the Greater Roissy area than in the Paris Region as a whole. There is a direct correlation between the regional employment growth and the passenger traffic growth. Jobs in Greater Roissy are very varied, both regarding the economic activities (business aviation, airport services, freight and logistics, safety and security, eco-activities, corporate events, retail), and the qualifications required for the jobs: even though the level of expectations towards qualifications is growing, an airport will always need less qualified jobs. There are more job creation perspectives; many projects will be realised in Greater Roissy by 2025. Developments on the airport itself that should create over 20.000 include malls, CAREX (Rail freight), new business parks, and new hotels. Most of these jobs will be created in the tertiary sector, airline, retail, logistics, and customer service/care. However, being a major region for job creation does not prevent from unemployment. The area is also made of underprivileged areas where unemployment goes up to 20%. The main reason for this paradox is skills mismatch: the jobseekers that live in vicinity of the airport lack the qualifications to work there. An answer to this paradoxical situation is to offer better opportunities to work in Greater Roissy Airport Area for the local population. To face this great challenge, local and airport authorities, job centers, government, major companies and unions have gathered into an organization based on public/private partnership called the “GIP (groupement d’intérêt public: group of public interest) Emploi Roissy”. The aim of the GIP members is to share priorities

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and means by sharing anticipated analysis of strengths and weaknesses and setting up collective actions. 5 priorities/fields of action are: apprenticeship development: better communication and prospecting towards companies; English teaching: dedicated courses; Precarious employees coaching service; Better matching local job supply and demand by boosting networking between companies, job centers and training centers; Better matching between training and qualifications required by companies, by helping them to specify their needs for today and tomorrow, and displaying this information to training funders. Bernard Anquez Vice President – Air France KLM Group

Representative at Delta Air Lines Air France-KLM and Delta Airlines have different answers to the challenges of Corporate Social Responsibility (CSR), but the motives and objectives are largely similar. Air France-KLM has the ambition to have mobilization and endurance of all employees of the Group, to be pragmatic, and to stay a frontrunner in the airline industry. The CSR commitments consist of the establishment of CSR statements, yearly reports on all the actions it does concerning CSR, a Climate Action Plan, and a social rights and ethics charter. Four key issues are: minimizing its environmental footprint, building a sustainable relationship with its customers, promoting a responsible human resources policy and contributing to local development. The Air France-KLM Group listens and shares with its stakeholders and constantly asks its customers what they expect from them. This is a way of establishing a dialogue, as well as motivating them in the subjects of CSR. It pushes forward, as being a founder of SkyTeam, the subject of CSR within the alliance. As it is integrating sustainability in the purchasing processes, it also promotes CSR principles within the supply chain. For the 8th time in a row, the Group ranked no. 1 of the airline sector on the Dow Jones Sustainability Indexes (DJSI) and for the 4th time it is the leader of the “Travel and Leisure” supersector. Delta Airlines is the only airline within North-America that entered the DJSI. The Airline is key partner of Habitat for Humanity. Air France is the first regional private employer in the Paris Region with 44.000 employees. Over 60% of the purchase of the Air France-KLM Group is made in the Paris Region. To further contribute to local development around its hubs it is working together with local partners and communities. For the promotion of social and economic development in the Greater Roissy Airport Area Air France co-founded the association “Pays de Roissy-CDG”. Furthermore the airline contributes to the governance in the area, and promotes business activity and international promotion within the Hubstart Paris alliance and Aerotropolis.

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French delegation François Scellier Member of French Parliament / 1st Vice-

Chairman, General Council of Val d’Oise / On behalf of the Hubstart Paris® partners

International airports are the source for a dynamic economy, jobs, and welfare. The airport infrastructure has also an influence on the spatial organization of the land and its planning. At the same time the airports have an important environmental and social impact. Therefore it is necessary to create an Airport Area that is strong and balanced for the long term. The development projects of the airport have to assure a long term growth that is more equitable and harmonious with the Airport Area. In a more and more globalized world cooperation between all actors active in the Airport Area is becoming essential. Bernard Cathelain Deputy Managing Director, Development and

Facilities, Aéroports de Paris Today Airport Areas are emerging all around the world and they are defining a new form of urban centrality. They become major assets for the economic and social development of the territories around the airport. Greater Roissy is no exception to this phenomenon. Airport managers and development agencies are therefore concerned with 2 main questions: how could airport areas be managed in order to foster long term development in a sustainable way and under which conditions could the airport areas blossom and flourish in the long term. Aéroports de Paris is deeply involved in these questions, not only because it is part of the acceptability of the development of the airport, but mostly because of its economic, social and environmental responsibility towards the town, counties and the Paris Region, in other words the citizens. There is not only one pattern, one solution but many paths depending on geographical and historical conditions as demonstrated during the seminar. Conclusion Denise Quarles Director of Sustainability, City of Atlanta on

behalf of Mayor Kassim Reed The 2nd edition of the Sustainable Airport Areas International Seminar represents 2 of the most important areas of the administration of the mayor of Atlanta, that is to say the airport and sustainability. The airport of Atlanta and its surrounding areas are not only ideal and strategic locations for economic development, but they poise significant effect on the environment. With the conclusion of this seminar the work has just began. The city of Atlanta is there to continue to support the efforts.

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Elisabeth Le Masson Delegate for Sustainable Development Paris-

Charles & Paris-Le Bourget, Aéroports de Paris, Representative Hubstart Paris®

Michael Cheyne Director Asset Management and Sustainability,

Hartsfield-Jackson Atlanta International Airport At the closing of the second SAA international seminar, the organizers express their special thanks to the City of Atlanta, the French Consulate, the French-US Chamber of Commerce, Invest Atlanta, Metro Atlanta Chamber, Hartsfield-Jackson Atlanta International Airport, the Hubstart-team and to all international speakers. However, the end of this seminar is just the beginning of a long term partnership: an international SAA network is going to be created which will allow Airport Area experts to work together on a regular basis. And see you all next year for the third edition of the Sustainable Airport Areas International Seminar in a place to be announced. This report can be also downloaded on the Hubstart Paris website (www.hubstart-paris.com), section “Publications”

Contact: saaseminar@hubstart-paris.com