Vision 100

What is Vision 100? 

Vision 100 is DEN’s strategic plan that will enable DEN to prepare for and reach 100 million annual passengers. The strategic plan will serve as a blueprint to align decision-making and enable accountability so DEN can thoughtfully prepare to serve 100 million passengers in the next 8-10 years. This plan that will guide DEN’s work over the next 3-5 years, the first phase of reaching Vision 100.

Mission:

To provide excellence in service and support

Vision:

100 million annual passengers

Vision 100 Pillars

DEN’s strategic plan is centered around the four pillars of Vision 100 and under each pillar are strategic objectives. Click on each pillar to see the associated strategic objectives and who is leading each effort.

Powering our People

This pillar is all about the people who work at DEN and our community members who want to be part of DEN today or in the future. DEN’s success is reliant on the people who work at DEN and partner with DEN. To ensure we have a strong workforce, we must provide opportunities for current employees to develop and grow so we can retain our talent and knowledge. We also need to prepare future employees by providing training and internship opportunities. Ultimately, we want Denver to become THE place that businesses across the United States come to find aviation talent. We will also create more opportunities for minority, women-owned and veteran-owned businesses to do business at DEN and grow to potentially become prime contractors or full concession owners. By taking care of our people, we can ensure DEN is the most equipped now and in the future.

Strategic Objectives:

1. Develop Workforce Leadership Strategy
Develop and implement a comprehensive CCD workforce leadership strategy that specifically addresses recruitment, engagement, and retention efforts. The strategy will specifically address:

  1. Communication & Feedback
  2. Fairness, Openness, Encouraging Dissent
  3. Flexibility
  4. Appreciation
  5. Accountability
  6. Decision Making & Empowerment
  7. Mentorship and employee growth

2. Establish Center of Excellence and Equity in Aviation

Establish a Center of Excellence and Equity in Aviation including active stakeholder engagement and partnerships. The Center will be constructed as part of the Great Hall Completion phase.

3. Implement Career Pathways Program

Implement a career pathways program that creates opportunities for employee growth across aviation sectors, connecting with youth and student pathways.

Metrics:

  • Employee Retention Rate
  • Employee Promotion Rate
  • Demographics of DEN CCD Employees
  • Employee Feedback
  • Safety Metrics – Days lost & incident rate per hours worked

 

Growing our Infrastructure

We must continue to invest and grow our facility by completing projects such as Great Hall and Gate Expansion, continuing improvements to Pena Boulevard and exploring options for a 7th and even 8th runway. We will continue to focus on projects in our Capital Improvement Plan to ensure we can build a facility that can accommodate 100 million annual passengers.

Strategic Objectives:

1. Completing Major Infrastructure Projects

Complete current capacity building major infrastructure projects within time and budget requirements including the Great Hall Project and the Gate Expansion Project.

2. Update Airport Master Plan

Develop and implement an updated comprehensive master plan including core infrastructure upgrades required to achieve “Vision 100” and beyond.

3. Develop Infrastructure Plan for DEN Real Estate

Develop plan to enable the horizontal infrastructure to support and build vertical development of DEN Real Estate districts.

Metrics:

  • Passenger Capacity (Max Annual Pass. & Peak Rolling Hour)
  • M/WBE Participation
  • Schedule Performance Index
  • Cost Performance Index
  • LEED/Net-zero energy facilities constructed

 

Maintaining What We Have

We must continue to take care of what we currently have. The airport is 27 years old and is experiencing a great deal of wear and tear due to our increasing passenger volumes. Projects such as Concourse Renewal, which will upgrade our restrooms, wayfinding, hold rooms and flooring, will make a tremendous improvement. We will also continue to replace aging conveyances, replace and even add train cars and ensure our asset management system is efficient and effective. As employees, we can all help by picking up trash and reporting maintenance or cleanliness issues immediately so they can be resolved quickly.

Strategic Objectives:

1. Complete Concourse Renewal Programs

Complete the concourse renewal program, which includes upgraded restrooms, wayfinding, hold rooms, carpet/flooring, etc. on all three concourses.

2. Update Strategic Asset Management Plan

Revise DEN’s Strategic Asset Management plan to align with Vision 100 and establish a framework for aligning resources to support effective lifecycle management and reduced downtime of DEN assets.

3. Develop Science-Based Greenhouse Gas Emissions Target

Develop a science-based target for greenhouse gas emissions to align DEN’s carbon neutrality goal with international standards.

Metrics:

  • ADA/Title VI Compliance and Complaints
  • Asset Uptime 
  • Response time/level of service
  • % of assets in Maximo with core attribute data
  • % of critical assets replaced according to Lifecycle Replacement Program
  • Critical asset preventative maintenance work order completion rate
  • DEN-wide greenhouse gas emission

 

Expanding Global Connections

Other competitive advantages of DEN include our vast amount of land and the fact that we are centrally located in the United States with easy access to the east and west coast. Both of these advantages will allow us to expand our air service network and grow our cargo operations. Our DEN Real Estate program will be essential for this pillar as we open up about 16,000 acres for commercial use. By doing so, we will generate additional revenue, keeping cost down for airlines, which will lead to more flights, more passengers and more business opportunities.

Strategic Objectives:

1. Identify Air Cargo Opportunities

Develop further air cargo opportunities for DEN.

2. Expand to Disconnected Destinations

Expand the air network to the continent of Africa and other disconnected destinations.

3. Grow Domestic Network

Grow our domestic air network to provide more options for our passengers.

Metrics:

  • # of destinations
  • Cargo Tonnage Throughput
  • # of carriers

 

Guiding Principles:

Four guiding principles will be incorporated into the execution of each pillar and are just as critical to our success.

  1. Sustainability: Our goal is to become the greenest airport in the world
  2. Equity, diversity and inclusion: We are better when everyone has a seat at the table and when we respect and listen to all viewpoint
  3. Customer experience: This is our core business, and we have to exceed the needs and desires of travelers
  4. Our stakeholders: DEN is bigger than just us. Many individuals, businesses and entities depend on our success including our airline partners, concessionaires, neighbors, businesses, local and federal agencies, elected official, travel and tourism partners, our employees and travelers. We must all work together to be successful!

Why is Vision 100 Important?

DEN is the economic engine for the region, generating $33 billion a year for the region, employing nearly 30,000 employees and supporting nearly 260,000 jobs. But the benefits of the airport extend well beyond that. You might be wondering why Vision 100 is not just important to DEN, but our community.

“DEN belongs to all of Colorado. As we increase our passenger numbers and global connections, this team will be working to create more economic, business, education and cultural opportunities. The opportunities are endless and together we can create a stronger more diverse community where everyone can thrive.” – Phil Washington, DEN CEO

How can I be a part of Vision 100?

Many of you are already part of Vision 100, but you can participate in a variety of ways: