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Message Sustainability Management PlanCLEVELAND HOPKINS INTERNATIONAL AIRPORT

Sustainability Management Plan2Message from CLE Director, Bryant L. Francis .................................................4Emissions Reduction Commitment............................................................5About the Report.............................................................................6Key Highlights ...............................................................................7Introduction.................................................................................8 About CLE ............................................................................ 9 Global Network ........................................................................10 100 Years of Cleveland Hopkins International Airport ......................................11Sustainability Achievements.................................................................12 Sustainability In Cleveland ..............................................................16Sustainability Framework ...................................................................19 Strategic Principles....................................................................20 Sustainability Vision ................................................................... 20 Process ...............................................................................21 Sustainability Committee ...............................................................21 Data Collection Process.................................................................21 Benchmarking ........................................................................ 22 Baselining ............................................................................ 22 Actions .............................................................................. 25Implementation Roadmap ...................................................................26Appendices .................................................................................39 Glossary of Terms .....................................................................40 Acronyms and Abbreviations ........................................................... 42 References and Resources.............................................................. 44 Detailed Implementation Plans ......................................................... 45Table of Contents

Sustainability Management Plan3Land AcknowledgmentThe City of Cleveland acknowledges that our boundaries exist on the ancestral homelands of Indigenous Peoples. We recognize the tribes and nations forcibly removed through treaties negotiated in bad faith and other acts of displacement, including the Odawa, Ojibwe, and Potawatomi of the Anishinaabeg; the Delaware; Seneca and Cayuga of the Haudenosaunee (Iroquois); Myaamia (Miami); Kaskaskia, Piankeshaw, and Wea of the Peoria; Shawnee; and Wyandotte peoples. These lands also hold the histories of the Erie and Whittlesey peoples, whose deep connections to the land and water are integral to the identity and heritage of this region.Cleveland sits along the shores of Lake Erie, the fourth largest of the Great Lakes and the City’s biggest natural asset. Lake Erie is named after the Erie people, also known as the Cat Nation. The Cuyahoga River, a dening feature of Cleveland’s landscape is named after the Mohawk word Cayagaga, meaning crooked river, reecting the winding, serpentine path the river takes through the land. Interconnected in their natural beauty, these waters remain vital to the health and well-being of the community.Environmental sustainability is essential to Indigenous stewardship practices, rooted in respect, balance, and reciprocity. These teachings remind us to care for the Earth in harmony with its natural cycles, ensuring a sustainable and equitable future for generations to come. The City of Cleveland honors these connections by striving to protect and sustain the land, Lake Erie, and the Cuyahoga River, and by advancing environmental stewardship and climate resilience.We invite reection on this shared history and encourage meaningful dialogue to promote reconciliation, environmental stewardship, and the celebration of resilience and strength - past, present, and future.AcknowledgmentsThe Airport would like to thank all who supported the development of this report and the future successes of CLE’s Sustainability Program. City of Cleveland Mayor Justin Bibb City of Cleveland Chief Operating Ofcer Bonita Teeuwen Airport Director Bryant L. FrancisEnvironmental & Sustainability Department:• Kim McGreal, Environmental & Sustainability Manager• Beau Williams, Environmental Compliance Coordinator• Elizabeth Lehman, Sustainability Coordinator• Mike Reilly, Environmental Project Manager and Noise OfcerMayor’s Ofce of Sustainability and Climate JusticeDepartment of Port Control Sustainability Committee Members:Department PersonnelAirport Development Dennis KramerEngineering Chinonye OnyeukwuFinance Matt RosingLegal Jonathan McGoryField Maintenance Pat RuedisueliVehicle Maintenance Darwin McClellanBuilding Maintenance Rob HendersonCustodial James HendersonStrategy John HoosePlanning & Grants Monica Drake Jonathan HolodySafety Tristian HootenGround Transportation Bill Mullins

Sustainability Management Plan4Message from CLE Director, Bryant L. FrancisOn behalf of the City of Cleveland’s Department of Port Control, I am pleased to introduce the Cleveland Hopkins International Airport (CLE) inaugural Sustainability Management Plan (SMP). In alignment with climate action goals in the City of Cleveland and across the aviation industry, this plan will guide CLE toward a responsible and resilient future, with a commitment to achieve net-zero carbon emissions by 2050. This commitment demonstrates our continued prioritization of the health and well-being of visitors and employees, stewardship of our environment and surrounding communities, and support of long-term economic viability in Northeast Ohio. Developed throughout 2024 with input from an interdepartmental team, this plan consists of 84 actions that support 26 objectives across six key focus areas. These objectives provide a framework for the integration of sustainability into planning, design, construction, operations, maintenance, and business processes across all airport departments.As the rst step in the creation of a robust sustainability program, the SMP has a heavy focus in the short term on improving data collection and management at CLE. This approach will provide a better understanding of baseline conditions and lead to projects that are effective and impactful toward emissions reduction and improved operational efciencies. These early baselining initiatives will also allow CLE to establish ambitious and responsible interim emissions reduction goals.Paired with CLE’s Terminal Modernization Development Program and the construction of a new state-of-the-art facility, the SMP will position Cleveland to be an industry leader in airport sustainability. The new generation of CLE will provide a world-class airport experience to our community while delivering on critical emission reduction goals.While I am proud to release Cleveland Hopkins’ rst SMP, this plan is but the rst step in CLE’s path to net-zero. Our work is just getting started, and we hope you’ll come along for the ight.Sincerely,Bryant L. Francis Director of Port Control City of Cleveland

Sustainability Management Plan5Emissions Reduction CommitmentCleveland Hopkins Airport (CLE) is committed to mitigating the negative impacts of climate change through organized and urgent emission reduction across airport operations. As part of our 2025 Sustainability Management Plan and in alignment with City of Cleveland climate action goals, CLE is committing to achieve net-zero emissions for all Scope 1 and Scope 2 emissions by 2050. We will also work toward Scope 3 emissions reductions through close collaboration with tenants, vendors, and community partners.What are Scope 1 and Scope 2 Emissions? An organization’s carbon emissions are categorized as Scope 1, Scope 2, and Scope 3 based on the origin of the emission sources. Scope 1 emissions are the direct emissions from sources owned and controlled by the City. It includes the combustion of natural gas, unleaded gasoline, fuel oil or other petroleum sources by boilers, unit heaters, emergency generators, and airport-owned vehicles. Scope 2 emissions are emitted indirectly through the purchase and use of electricity, steam, heating, and cooling. These emissions come from the energy an organization consumes. Scope 3 emissions are outside of the direct control of the airport but are generated from upstream or downstream activities such as aircraft, tenant facilities and eet, and travel to and from the airport.

Sustainability Management Plan6About the ReportThe City of Cleveland is honored to present the inaugural Sustainability Management Plan (SMP/Plan) for Cleveland Hopkins International Airport (CLE). CLE serves as the primary gateway for Greater Cleveland and Northeast Ohio, playing a vital role in the region’s economic and social landscape. As the busiest airport in the state of Ohio, CLE carries a responsibility not only to connect people and commerce but also to strategically support the City of Cleveland’s Climate Action Plan (CAP) through sustainable adaptations to airport development and operations. This manual highlights CLE’s sustainability achievements to date, commitment to long-term sustainability and robust greenhouse gas emissions reduction, and alignment to the City’s CAP initiatives. The publication of the SMP during the centennial year of CLE celebrates the airport’s accomplishments over the last 100 years and kicks off a new century as a modern and environmentally and socially responsible airport.Building on the existing momentum around sustainable development and operations, this Plan lays out the organization of sustainability into six Focus Areas: Built Environment, Clean Energy, Clean Transportation, Environment & Nature-Based Solutions, Waste Reduction & Circular Economy, and Climate Resilience & Community. Each Focus Area is broken down into several Objectives, and the specic Actions CLE and its stakeholders have identied to reach these Objectives.Over the last century, climate change has been accelerated by human activity resulting in more frequent and intense weather events threatening biodiversity, human health, and economic prosperity. Cleveland’s location along Lake Erie has historically faced fewer impacts from climate change than other regions of the U.S. However, the City has identied increases in poor air quality, extreme heat waves (consecutive days above 90°F), heavy precipitation and ooding, and severe summer storms as signicant risks in the coming decades.1 This document serves as a roadmap for the Airport to proactively address its contribution to the factors that drive climate change and increase resilience to anticipated climate events.This Plan can only be successful with the full support of CLE’s employees, customers, and community. Stakeholders across all airport departments were engaged through the development of the SMP Objectives and Actions to assure buy-in, alignment, and calibration to CLE’s business unit’s plans and priorities. A key component of early implementation of the Plan as outlined in the Implementation Roadmap is to develop an employee education and engagement platform that empowers CLE employees to take ownership of the SMP Actions and drive positive change at the Airport. Additional early Implementation priorities for the SMP focus on developing data collection infrastructure, performing necessary audits to establish data-backed baselines, and expanding engagement and communications to additional airport stakeholders.Through the SMP development process, signicant gaps in data availability posed challenges in establishing the baselines needed to identify achievable and cost-effective interim and long-term strategies. While CLE has ambitious plans to improve sustainability performance across its operations, the Airport recognizes the imperative for a science-based approach to achieving these goals. CLE acknowledges the severity of the climate crisis and the threat it poses to the airport and surrounding communities it serves and will use this Plan as a dynamic tool to address the challenges of today for the generations of tomorrow. 1 Climate Risk and Vulnerability Assessment, City of Cleveland, May 2024

Sustainability Management Plan7Key HighlightsThis Plan will serve as a roadmap for CLE to meet ambitious sustainability goals and is intended to stay dynamic in implementation as priorities change, new technologies arise, and most importantly, new data is collected on CLE’s performance in each Focus Area. As CLE’s rst sustainability planning document, key highlights of the 2025 SMP include a recognition of an organized focus on sustainability as CLE approaches its Centennial, and the top priorities over next year as the airport embarks on the modernization of it’s facilities to better serve it’s community.CLE Sustainability in 2024CLE made signicant progress in the formalization of its Sustainability Program reaching several milestones through 2024. The airport hired its rst Sustainability Coordinator tasked with spearheading sustainability efforts at CLE and identifying key initiatives to reduce environmental and social impacts in airport development and operations. To assure stakeholder support of the program and the development of the SMP, the Airport coalesced the Department of Port Control (DPC) Sustainability Committee which will continue to coordinate across CLE business units on the implementation of this Plan. Finally, CLE conducted an extensive data inventory to establish baselines in carbon emissions and identify gaps in crucial information needed to develop this plan.Year One Implementation PrioritiesThrough the development of the SMP, a number of critical next steps were identied in order to ne-tune CLE’s approach to more sustainable operations and development activities. The Airport will prioritize the development of three programmatic tools and 18 Actions. The programmatic tools include a robust data management platform, sustainable design and construction standards, and an education and engagement program. The Sustainability Data Management Platform will create structures and processes to collect key information relevant to the Actions, and identify necessary infrastructure investments to aid in the development of data-backed near-, mid-, and long-term goals as well as on-going tracking of the program’s progress. The Sustainable Design and Construction Standards will formalize the prescriptive criteria to be included in planning, design, and construction activities in order to meet the sustainability goals in a standardized and cost-effective structure.The Sustainability Education and Engagement Program will develop general and targeted education content intended to train employees on both the importance and principles of sustainability as it pertains to both their personal lives and the airport as well as engagement campaigns to generate awareness and participation in CLE’s sustainability program.The 18 early-implementation Actions are focused on developing policies, conducting studies, and strengthening partnerships across the Airport that will give additional structure to CLE’s approach to sustainability and ll gaps in data infrastructure needs to further enable visibility on progress.

Introduction

Sustainability Management Plan9About CLE Established in 1925, Cleveland Hopkins International Airport is an historic and pioneering hub in American aviation. As the nation’s rst municipal airport, CLE has been a cornerstone in aviation history, serving as a vital stop for U.S. Air Mail planes on coast-to-coast ights and later evolving into a major destination for personal and commercial aircraft. The airport has been at the forefront of implementing groundbreaking technology, including the world’s rst radio-equipped air trafc control tower and the nation’s rst aireld lighting system. Today, CLE ranks as the 46th busiest airport in the U.S. for ights and the 41st for passenger trafc. In 2024, the airport served approximately 10.17 million passengers, with an average of 125 daily average ight landings to approximately 40 destinations. Internationally, CLE connects to locations in Canada, Ireland, the Dominican Republic, Mexico, and Jamaica. CLE By the Numbers 202446kTotal Annual Flight Landings5400Total Employees10.17Annual PassengersMILLION28KAverage PassengersPER DAY125Average Flight LandingsPER DAY3RUNWAYS1TERMINAL3CONCOURSES45GATES11kTotal DeplanedCargoMETRIC TONSThe airport features two parallel runways measuring 10,000 and 9,000 feet, along with a 6,000-foot crosswind runway, and has infrastructure to accommodate over 6,000 public parking spaces. To meet the demands of Cleveland’s current and future passenger volume, CLE began it’s Terminal Modernization Development Program (TMDP) in 2024. This program will enhance terminal and landside infrastructure, including improved ticketing and passenger gate areas, consolidated and expanded security checkpoint processing, improvements to the roadway access system, increased public parking capacity, and enhanced customer experience throughout the airport. The TMDP will incorporate objectives and actions detailed in the SMP throughout the design, construction, and operation of the new facilities.As CLE continues to evolve, it remains dedicated to providing exceptional service to its passengers while contributing positively to the environment and the community.

Sustainability Management Plan10Number of Flights< 100100 - 200> 200Global NetworkCleveland Hopkins International Airport (CLE) continues to serve as a key hub for domestic and international travel, offering extensive connectivity to major cities across the United States and beyond. With 3,562 scheduled departures in 2024, CLE provides travelers with convenient access to destinations for both business and leisure.The top domestic destinations include Chicago O’Hare International Airport (ORD) with 316 ights, Hartseld-Jackson Atlanta International Airport (ATL) with 249 ights, and LaGuardia Airport (LGA) with 222 ights. Other major hubs such as Newark (EWR), Orlando (MCO), and Denver (DEN) also feature prominently, ensuring seamless connections nationwide. On the international front, CLE offers direct ights to key destinations such as Cancún (CUN), Punta Cana (PUJ), Dublin (DUB), and Toronto (YYZ) reinforcing its role in global travel.This robust ight schedule highlights Cleveland’s growing inuence as a transportation gateway, catering to the increasing travel demands of passengers in the Midwest and beyond.

Sustainability Management Plan111925Began rst commercial aviation1951Cleveland Hopkins Airport was named after Cleveland’s city manager, William R. Hopkins1954A new west concourse (B) was opened in May, with rooftop observation deck1999Concourse D was added2000Airport handled highest number of passengers to date - 13.29 million2016CLE installs rst Green roof on a city-owned building 1973Beginning of a decade long expansion and modernization of the terminal facilities1956Two level main terminal1957Concourse A was added1968First direct rapid transit link from airport to downtown of any North American city1969Concourse C was added2022CLE rebounding faster than national average2025 CLE celebrates 100 years of aviation and kicks off its Terminal Modernization Development Program2025CLE completes Greenhouse Gas Emissions Inventory and Launches Inaugural Sustainability Management Plan 1987Continental Airlines established a hub-and-spoke operation1965 First emergency medical terminal program was established1930s Aerial view of CLE1927Stout Air Services operated the country’s rst scheduled interstate passenger service between Cleveland and Detroit1937First air trafc control tower atop the CLE terminal100 Years of Cleveland Hopkins International Airport 1925 19651945 19851935 19751955 1995 202520152005Sustainability Management PlanCLEVELAND HOPKINS INTERNATIONAL AIRPORT

Sustainability Achievements

Sustainability Management Plan13Despite the absence of a formalized Sustainability Management Plan, CLE has made considerable efforts to improve the sustainability of its operations and reduce environmental impacts over the last decade. Many of these projects were driven by CLE’s standard operating procedures for designing and delivering airport improvements, a testament to the Airport’s inherent nature to support sustainable development and operations. This section will provide an overview of sustainability achievements at CLE as of June 2025. This signicant effort requires the airport to inventory all Scope 1 and Scope 2 carbon emissions within the Department of Port Control’s organizational control and provide extensive documentation to validate the inventory. Developing this baseline inventory is a signicant milestone in the CLE’s journey to Net Zero and will serve as a reference point for future interim goal establishment as additional data sets become available to accurately address each emission source comprehensively. Programmatic AchievementsCarbon Emissions Inventory DevelopmentCLE is currently in the process of completing its inaugural carbon emissions inventory verication through the Airport Council International’s Airport Carbon Accreditation Programme. Carbon Management CommitmentAccompanying CLE’s Carbon Emissions Inventory and this Plan is CLE’s Commitment to Net Zero Emissions for Scope 1 and Scope 2 sources by 2050. The Airport’s objective is in alignment with the City of Cleveland’s goal, as well as ACI’s goal for member airports globally to achieve Net Zero Emissions by 2050. Formalization of CLE’s Sustainability Division To further emphasize the importance of sustainability action at CLE, the Airport developed the position of Sustainability Coordinator in 2023. The Sustainability Coordinator has been instrumental in the orchestration of this Plan, the management of the DPC Sustainability Committee, and will continue to champion the integration of sustainable initiatives into CLE’s capital development program and operations.Airport Carbon Accreditation is the only global, airport-specic carbon standard which relies on internationally recognized methodologies. It provides airports with a common framework for active carbon management with measurable goalposts. The programme is site-specic allowing exibility to take account of national or local legal requirements, whilst ensuring that the methodology used is always robust.About the Airport Carbon Accreditation Programme

Sustainability Management Plan14BUILT ENVIRONMENTLED UpgradesImplemented LED lighting upgrades across terminals and airelds to reduce energy consumption.HVAC UpgradedUpgraded HVAC systems to more energy-efcient models, reducing greenhouse gas emissions and improving air quality. The 2020 Lochinvar 96% thermal efciency boilers use approximately 14% less natural gas annually compared to old system.CLEAN ENERGYSolar Array InstallationReceived $8.4M in 2024 grant funding in partnership with Cuyahoga County through the USEPA Climate Pollution Reduction Grant (CPRG) program to support a 7MW solar array on the former Brookpark dump area owned by the City of Cleveland. Emissions OffsetsActively participating in Renewable Energy Credits (RECs) programs to offset emissions, 100% of electric supply supported by RECs as of December 2023. CLEAN TRANSPORTATIONElectric Vehicle (EV) ChargingInstalled rst dual-port Level II EV charging station in 2023 in covered surface lot through grant funding received from Ohio EPA, and passed legislation that expanded the airport’s authority to offer EV charging as a service. Alternative Transportation to AirportWorld’s rst international airport to have direct transit access to downtown (1968).ENVIRONMENT AND NATURE BASED SOLUTIONSGreen RoofThe Airport installed the rst green roof on a public facility in the City of Cleveland. Supported by state and federal EPA grants, the 7,300 sq. ft. installation gives CLE a multitude of benets including:• Improving stormwater management by retaining up to 120k gallons annually• Improving ambient air quality • Reducing the cooling load of the building through the thermal properties of the plant and soil medium• Reducing the roof’s contribution to localized heat island effect Stormwater Detention BasinsThe Central and North detention basins and South retention basin increase and control sediment-borne pollutants. Management of Runoff from Industrial Activities To control both the quantity and quality of stormwater runoff potentially impacted by industrial activities (e.g., fueling, deicing) at CLE, several existing structural BMPs are used to divert, inltrate, reuse, or otherwise manage stormwater discharges. The controls include: • Oil/water separators; • Deicer management system consisting of deicing pads, glycol recovery vehicles, collection, and containment systems for deicer uid recycling, snow melt and disposal; and • Grass and rock swales and lter strips.

Sustainability Management Plan15WASTE REDUCTION AND CIRCULAR ECONOMYComposting ProgramCLE’s Concessionaire, Fraport, partnered with Urban Farm at local community gardens to establish a back-of-house organics recovery program for all concepts at CLE. The program diverts food waste from landlls and provides compost for community gardens in surrounding communities. Since its launch, the program has diverted nearly 360k pounds of organic food waste from landlls avoiding nearly 465 tons of CO2e emissions. 2Glass Recycling ProgramFraport has also established a successful glass recycling program for all back-of-house glass through source-separation for all concepts under its management. Construction and Demolition Waste DiversionThrough selective demolition and coordinated planning, CLE achieved 91% diversion rate, keeping more than 25K tons of waste from landlls during the recent demolition of the decommissioned Sheraton Hotel in 2024. CLIMATE RESILIENCE AND COMMUNITYMinority/small business info from Fraport: Over 50% of the airport’s concession program is operated by local minority-owned businesses. Supported by the following programs:a. Launch Pad Program: Helps local startups establish presence at CLE. b. ACDBE Program: Disadvantaged Business Enterprises account for 45% of all sales. c. Includes mentoring, outreach, and business development assistance. While these achievements have made a signicant impact on the CLE’s sustainability efforts, the Airport’s journey to a cleaner future is only beginning. Through the following chapters, the Plan will give an overview of Sustainability throughout the City of Cleveland, detail the framework CLE has developed for the SMP, and layout the Implementation Roadmap for delivering the Plan Objectives.2 https://www.compostnow.org/food-waste-calculator

Sustainability Management Plan16Sustainability In Cleveland The Airport is committed to aligning its sustainability goals and initiatives with the City of Cleveland’s overarching climate policies as established in the citywide Cleveland Climate Action Plan (CAP). First released in 2013 and updated in 2025 by the City of Cleveland Mayor’s Ofce of Sustainability, this document establishes ambitious science-based targets (SBTs) for reducing greenhouse gas emissions in line with limiting global warming to 1.5°C. In addition, the Cleveland CAP takes an in-depth look at how climate change affects Clevelanders across all neighborhoods, particularly those in vulnerable population groups. Communities throughout the City will feel the effects of climate change through hotter temperatures, worse air quality, increased rainfall, and more destructive storms. City of Cleveland municipal operations account for approximately 2% of total citywide emissions, part of which includes Cleveland Hopkins International Airport. In 2025, the City also updated the Municipal Action Plan (MAP), which outlines goals and actions to align its operations with the CAP. It is critical that the City leads by example to do its part in reducing emissions and increasing climate resiliency for facilities and residents. Aligns airport operations with MAP and CAP goalsImplements energy efciency, climate resilience and waste reduction at CLESustainability Management Plan (SMP)Municipal Action Plan (MAP)Focuses on reducing emissions from city operations (2% of total)Includes sustainability actions for city assets like the AirportCleveland Climate Action Plan (CAP)Sets science-based targets for emissions reductionAddresses climate risks and community resilience for the City of ClevelandThese two action plans set a bold vision for a sustainable future in Cleveland. Cleveland Airport recognizes the importance of its role in achieving citywide emission reduction goals and mitigating the worst impacts of a changing climate and is integrating key aspects of the city’s vision into its own sustainability efforts.

Sustainability Management Plan17SMP Alignment with Cleveland Climate Action Plan CAP Focus Area Cleveland CAP Goals SMP Alignment Built Environment• Achieve net zero emissions by 2050 for commercial and residential buildings • Fully embrace a circular economy by 2035• Transition land use to reduce car dependency and increase transportation choice• Sets aggressive emissions reduction targets for airport facilities through energy and water efciency initiatives• Policies for new airport facilities to follow advanced green building standards• Commitment to circular economy through smarter waste management and improved purchasing requirementClean Energy• Cleveland Public Power delivers affordable, clean, reliable electricity • Ensure all Clevelanders benet from clean energy transition• Decarbonize energy provided by private sector, non-municipal utilities• Commitment to broad electrication of airport facilities and phasing out on-site combustion• Exploring renewable energy development to support decarbonizationClean Transportation• Reduce vehicle miles traveled by 15% by 2030 and 30% by 2050 • Decarbonize Cleveland’s transportation eet by 2050• Increase transportation choice for all• Plans for decarbonizing airport-owned eet vehicles through procurement changes• Commitment to supporting non-single occupancy transportation for passengers, visitors, and employeesNature-Based Solutions• Enhance nature-based infrastructure for a resilient watershed • Ensure all residents live within a 10-minute walk of green space with increasing tree canopy by 2045• Enhance reuse and repurposing of organic materials• Strategies to minimize airport impact on the watershed• Maximizing greenspace use for biodiversity• Reducing negative effects of airport operations on surrounding ecosystemsResilient People• Make Cleveland resilient to climate hazards • Strengthen capacity of residents to adapt to the climate crisis• Strengthen social equity and inclusion for frontline communities• Strategies for increasing airport resiliency through distributed energy, asset risk assessments, and community engagement• Commitment to sustainability training across airport departmentsCircular Industry• Achieve net zero emissions within the industrial sector by 2050• While not directly overlapping, the airport supports industry partners in reducing emissions through a cleaner transportation supply chain

Sustainability Management Plan18Cleveland Airport’s commitment to sustainability extends beyond operational improvements—it is part of a broader vision to contribute to the City of Cleveland’s ongoing efforts to mitigate climate change, build a more resilient city, and foster a sustainable and equitable future. By aligning the SMP with the goals and strategies outlined in the City of Cleveland’s Climate Action Plan, the Airport aims to support the City’s environmental objectives and position itself as a leader in sustainable development within the region. This alignment with the City’s plans reects Cleveland Hopkins International Airport’s recognition of the signicant role airports play in inuencing both local and global environmental outcomes. As an integral part of Cleveland’s infrastructure, the airport must serve as a model for innovation and sustainability. In doing so, CLE will help drive critical changes, including a shift towards cleaner energy solutions, sustainable transportation, waste reduction, and community engagement. Looking forward, continuity between CLE’s Sustainability Management Plan and the City of Cleveland’s CAP is not a one-time effort. It represents an ongoing commitment to collaboration, transparency, and continuous improvement. As CLE moves forward with the full implementation of the SMP, progress will be effectively tracked through robust metrics and reporting mechanisms, ensuring that the Airport meets or exceeds the goals set forth by the City. The SMP will evolve alongside the City’s goals, ensuring that Cleveland Airport remains at the forefront of sustainability practices. Ultimately, Cleveland Airport’s role in contributing to the City’s sustainability goals serves as a testament to a commitment to the environment, the economy, and the community. As the Airport moves into implementation of the Sustainability Management Plan, CLE remains dedicated to realizing a sustainable future—one that benets not only Cleveland’s residents and businesses but also sets a model for airports and urban centers around the world to follow.

Sustainability Framework

The SMP was developed through coordination across a number of key stakeholder groups include CLE Leadership, the newly formed Department of Port Control (DPC) Sustainability Committee, the Mayor’s ofce of Sustainability, and CLE Tenants, all of whom are instrumental in implementing the Plan objectives. Sustainability efforts at CLE are guided by the Sustainability Vision and supported by Strategic Principles to embed sustainability into CLE decision making for development and operations. The work is organized under Focus Areas, each with a set of Objectives that are achieved through specic Actions. Each Action has a detailed Implementation Plan and is structured through a three-phased roadmap based on priority, level of effort, and cost, ensuring CLE takes a structured approach on an achievable timeline.Strategic PrinciplesStrategic Principles are guiding values that the airport applies to all decision-making and conduct of operations. The goal of these principles is to support a sustainable approach to the continued growth of the airport through improving operational efciency, long-term cost saving investments, and focused internal and external communication strategies. These principles support the alignment of CLE’s operations with global best practices, regulatory requirements, and local climate action plans. By embedding sustainability into all levels of airport management, these principles will drive operational efciency, environmental stewardship, and long-term cost savings, reinforcing CLE’s commitment to a resilient and sustainable future. Align Cleveland Hopkins International Airport emission reduction with Citywide CAP and Science-Based Targets Incorporate sustainability into operational best practices Utilize the SMP for sustainable goal-setting and project planning for the Terminal Modernization Development Program and other capital projects Demonstrate the business case for sustainability initiatives by measuring life cycle cost savings, emissions impacts, resiliency implications, and quality of life improvements. Have clear, actionable steps for plan implementation Sustainability Management Plan20Sustainability VisionCleveland Hopkins Airport will become a regional and industry leader in sustainability by using a data-driven approach to prioritize emissions reduction, resource conservation, environmental protection, and climate resiliency at all levels of our organization, resulting in a healthier community, a cleaner natural environment, and cost savings across airport operations and capital projects.

Sustainability Management Plan21ProcessThe development of this Plan was grounded in stakeholder engagement, data collection, and extensive evaluation of industry, peer, and tenant best practices to assure a balance between the rapid progress needed to achieve Cleveland’s targets while meeting the Airport where it currently is along its sustainability journey. CLE convened spanning business units across the airport to guide the SMP development. The Sustainability Committee supported data collection and Action development, forming the basis for the SMP. This information was cross-examined with benchmarking data to assure synergy with local and industry peers. Each step of this process is detailed below to provide a better understanding of CLE’s approach to the SMP and the Airport’s baseline sustainability performance at the outset of the SMP Implementation.Sustainability Committee At CLE, sustainability is a shared responsibility that requires collaboration across all departments. Recognizing the need for a coordinated approach to sustainability, CLE established the Department of Port Control (DPC) Sustainability Committee to serve as a critical advisory body, ensuring the SMP actions and implementation roadmap are practical, achievable, and aligned with Airport priorities. The DPC Sustainability Committee provided crucial insight on effective integration of the SMP into current practices, collected data to establish performance baselines, and supported the prioritization of the SMP Actions.Beyond the initial planning phase, the Sustainability Committee will continue to function as a driving force throughout the implementation of the SMP. The Committee is relied on as instrumental champions of SMP Actions, on-going monitoring and data collection, and continued advisors for recalibration of SMP imperatives as the Plan progresses.Data Collection ProcessAs a critical rst step in developing the SMP, CLE identied 180 data points across the six Focus Areas needed to inform Action development and establish associated baselines. This process involved the following key steps: 1. Develop Data Request Matrix Standardize data requests across each Focus Area in a trackable and approachable structure. 2. Map Data Sources Engage key stakeholders across different airport departments to communicate data needs and convey the relevance of the data request. 3. Analyze and Validate Data Organize data by Action to establish baselines and KPIs4. Gap Analysis and Data Enhancement Identify gaps in critical data and work with stakeholders to rectify all possible remaining data pointsWhile the effort to establish data sets for each item identied in the Data Request Matrix was extremely thorough, it revealed signicant opportunities to establish additional reporting protocols and data management infrastructure. The effort produced roughly 60% of the identied data points needed to establish baselines, interim, and long-term goals. CLE’s priority to address these data gaps is a key component of the Phase 1 Implementation Roadmap as detailed in the following chapter. Map Data SourcesAnalyze and Validate DataGap Analysis & Data EnhancementDevelop Data Request Matrix

Sustainability Management Plan22BenchmarkingCLE conducted an evaluation of sustainability commitments and initiatives across several key stakeholder groups to identify best practices, establish commonalities in approach, and align its strategy with its peers. The key stakeholders included CLE tenants, the City of Cleveland, and several medium to large hub domestic airports. In total, CLE evaluated 40+ tenant sustainability plans and reports, 10+ airport sustainability plans and reports, and several City of Cleveland Ordinances, Resolutions, and Plans including: Climate Action Plan, Municipal Action Plan, and the Clean and Equitable Energy Future Plan. This effort identied opportunities with partnerships with CLE tenants to meet collective sustainability initiatives, establish thresholds and Key Performance Indicators in line with industry best practices, and ensure alignment with the City of Cleveland’s sustainability agenda. BaseliningDetermining a baseline includes setting one-year performance metrics required for the various KPIs or establishing whether a policy was in place to support sustainable development and operations. This process is key to setting realistic goals and understanding the progress and improvements made. Baselines are critical to measure progress from previous years. This helps evaluate the impact of decisions that are made to reduce costs, consumption, etc. and understand the full return on investment or impact of a reduction strategy. Baseline data is used initially to help set realistic but ambitious goals. Without understanding current performance, goals cannot be set that are based on calculations and realistic methods. CLE worked to establish baselines for each Action as well as cumulative performance baselines for the Focus Areas and Objectives such as annual Scope 1 and Scope 2 emissions, annual water consumption, and annual waste diversion. Several key data points were not able to be captured due to a lack of infrastructure or reporting protocols, such as utility meter information, invoicing requirements, and standard operating procedures. For this reason, CLE has identied Actions in each focus area to prioritize in the Phase I Implementation road map that will ll gaps and enable more robust baselining. Establishing infrastructure to accurately capture these data points will allow CLE to revisit several actions and set Specic, Measurable, Achievable, Relevant, and Time-Bound (SMART) goals. This approach allowed the SMP to include data that is currently being captured, without inhibiting the Plan creation due to data gaps. CLE Benchmarking40+10+TenantsAirportsCity of Cleveland Guiding Documents

Sustainability Management Plan23BUILT ENVIRONMENTCLEAN TRANSPORTATIONWASTE MANAGEMENT & CIRCULAR ECONOMYCLEAN ENERGYENVIRONMENT& NATURE-BASED SOLUTIONSCLIMATE RESILIENCY & COMMUNITYFocus Areas The Focus Areas of the SMP are structured to assure CLE addresses each aspect of sustainability through development and operations and encompass the Objectives and Actions CLE has adopted. The Focus Areas intentionally align closely with the City of Cleveland’s CAP and are as follows:Enhancing airport infrastructure through sustainable design, energy efciency, and environmentally responsible construction practices.Leveraging natural ecosystems to improve stormwater management, air quality, and biodiversity within and around the airportTransitioning to renewable energy sources and implementing innovative energy solutions to reduce carbon emissionsImplementing waste reduction initiatives, increasing recycling, and fostering a circular economy approach to resource useExpanding low-carbon mobility options for passengers, employees, and ground operations to minimize reliance on fossil fuelsStrengthening airport infrastructure and operations to withstand climate-related risks while fostering sustainability engagement with the local community

Sustainability Management Plan24Objectives To drive meaningful progress toward sustainability, Cleveland Airport’s Sustainability Management Plan establishes clear Objectives and actionable steps under each of its six Focus Areas. These Objectives organize the Actions under key initiatives in a structure that conveys the relativity of specic Actions to assure each component of the Objective is addressed. CLE understands the importance of SMART goals for a successful program and, while Objectives do not currently have quantied goals established as a part of this nascent program, CLE will re-evaluate each Objective as more data become available during Phase 2 in order to establish such goals.Build a robust data repository for Built EnvironmentBuild a robust data repository for Clean TransportationBuild a robust data repository for Climate Resiliency and AdaptationSupport and inuence reduction in airline emissionsBuild a robust data repository for Clean EnergyBuild a robust data repository for Waste ManagementIncrease awareness of waste management best practicesBuild a robust data repository for Environment and Nature-Based SolutionsEnable clean energy supply through broad electricationReduce waste generationIncrease landll diversion rateProcure products that are sustainably manufactured, have benecial end-of-life reuse, and support a circular and local economyReduce stormwater run-offIncrease airport energy resiliencyIncrease use of renewable energyMaintain a healthy and biodiverse environmentReduce energy costsReduce energy use intensity (kBtu/sq ft) to meet and exceed national averages per building typeSupport electric and other low-emission vehicle options for airport passengers, visitors, vendors, and employeesIdentify climate change threats to human health and business continuity and support projects that mitigate these threatsPartner with & recognize the communities surrounding the airport as the gateway to the airportSupport a culture of learning and engagement that encourages employees to improve themselves, their work, and the efciency and sustainability of the airportReduce potable water use consumption per passenger, especially for non-potable purposesReduce Single Occupancy Vehicle modes of travel to the airportMinimize airport eet emissionsEstablish standards for green building practices in all airport-built environment projectsBUILT ENVIRONMENTCLEAN TRANSPORTATIONWASTE MANAGEMENT & CIRCULAR ECONOMYCLEAN ENERGYENVIRONMENT & NATURE-BASED SOLUTIONSCLIMATE RESILIENCY & COMMUNITY

Sustainability Management Plan25Actions The Actions of the SMP are the specic initiatives CLE will implement in order to acheive the Objectives. They range from establishing data and education platforms to capital investment in distributed energy resources and clean fuel vehicles and building systems. CLE originally identied just over 100 Actions to be included in the SMP. The DPC Sustainability Committee, the City, and the project team worked together to consolidate the number of Actions to 84. These 84 Actions were then evaluated and prioritized for implementation as illustrated in the owcharts found in the Implementation Roadmap. Each Action has an Implementation Plan to establish how the Action will be completed and key information for CLE’s stakeholders to understand the Action’s need, intent, champions, and relationship to other Actions. The level of detail in each Implementation Plan varies based on the Implementation Phase and current availability of data to support its development. All Action Implementation Plans can be found in the Appendices and the structure of the Implementation Plan is detailed below.Objective: The Objective the Action SupportsPhase:Implementation Phase 1 through 3Category:Each Implementation Plan is completed through several mechanisms: New Construction, Operations, and CapitalPerformance Evaluation Criteria:Key Performance Indicators and metrics trackedPerformance Target: Target performance goalBaseline Performance: Measured performance at SMP developmentInterim Performance Milestones:Intermediate target performance goalsRough Order of Magnitude: Conveys investment scale $-$$$ $ - CLE staff resources$$ - Requires external consulting resources$$$ - Requires major capital investmentTools and Resources:1. References and Tools to support Action implementation Required Documentation: 1. Documentation required to show completion of Implementation StepsTandem Actions:Related Actions to be completed concurrentlySuccessor Actions:Future Actions dependent on the completion of this ActionResponsible Party: CLE Business Unit responsible Business Units Affected:CLE Business Units that are affected by ActionIntent: Justication and purpose of ActionImplementation Steps:1. The activities to complete to support the completion of the Action##: Action DescriptionHow to Use the Implementation PlansThe gure below is the standard structure for the Action Implementation Plans. These plans are intended to convey each consideration on the need, current status, and effort to complete each Action. The level of detail of Implementation Plans vary based on the identied Phase with Phase 1 being very prescriptive and Phase 3 capturing general approach.

Implementation Roadmap

Sustainability Management Plan27Following the robust process of data collection, gap analysis, and stakeholder engagement, the SMP Development Team worked collaboratively to develop a comprehensive plan for action implementation. The resulting plan is both a high-level roadmap that will guide activity sequencing and a compilation of more detailed steps required to achieve the desired outcomes at the action level. Implementation plans also include budget considerations, the airport departments that will be responsible for delivering the work, and relationships and dependencies across actions. An example of an action-level implementation plan is included in Actions Overview.The implementation plan is designed to be methodical and science-based, tracking progress through clearly dened stages while also allowing the exibility required for an evolving and modernizing airport to rigorously assess and respond to potential performance uctuations as it pursues its sustainability goals. Implementation consists of three phases - each phase is interconnected, building upon the achievements of the previous stage to ensure a seamless progression toward CLE’s long-term sustainability goals. The implementation plan utilizes a predecessor-successor framework in which Phase 1 actions must be completed or initiated before the next steps can commence. This approach will ensure the prioritization and completion of the Year 1 foundation-building activities necessary to support the more complex and ambitious sustainability initiatives that CLE is targeting in the following years.To streamline execution, SMP actions are organized into three sequential phases: Phase 1: Foundation BuildingPhase 2: Action AccelerationPhase 3: Sustained Success

Sustainability Management Plan28Phase 1: Foundation Building - YEAR 1The rst year will be critical for establishing the foundational tools, policies, processes, and data – collectively, the infrastructure – required to equip the CLE team to successfully execute the SMP. Over the course of its initial efforts, the SMP Development Team identied critical data gaps that hindered the airport’s ability to set meaningful baselines and discovered that the processes to ensure consistent and readily available information were underdeveloped. As organizations begin to develop and implement sustainability management programs, the establishment of a framework for data collection, management, and analysis is a critical short-term action item that must be initiated immediately if sustained success is to be achieved. The process of gaining a clear and comprehensive understanding of an organization’s current performance in key sustainability metrics (energy & water consumption, GHG emissions, waste diversion, etc.) typically requires several years to complete. Data must be gathered from a variety of sources and veried for accuracy and consistency, it must be organized in a centralized database and updated in a timely manner, and, ultimately, it must be reported to decision-makers and other stakeholders in a clear, actionable format. The sheer volume of data, combined with the need for precision and timeliness, makes this foundational effort an immense and ongoing challenge that requires thoroughly developed processes, well-trained personnel, and a commitment to operational excellence – in short, a major undertaking that is critically important to the program’s success. Once this infrastructure is developed and implemented, the heightened operational awareness and performance transparency available to the CLE team will lead to the creation of more realistic and actionable measures for improvement over time. By completing these critical foundational actions, the CLE team will be able to assess and reassess performance that is reected in data, adjust targets as needed, and clearly communicate progress to internal and external stakeholder groups. Phase 1 consists of two key components – Tool Development and Immediate Actions:Tool DevelopmentA core principle of the SMP Development Team’s approach was the concept of interconnectedness. Many of the actions identied are linked, inuencing and impacting one another without regard to placement in a particular key focus area. To promote the systemic solutions needed to drive sustainability results in the years to come, critical foundational tools will need to be developed in Year 1. Once established, these tools will be utilized to execute actions across all focus areas and throughout all three Phases.Sustainability Data Management Platform: The platform will house relevant data that supports and informs the SMP (as described in 0-level actions for each focus area) and will be used to track progress toward completing SMP actions and achieving SMP objectives. This platform will also include a sustainability library, housing all relevant sustainability standards and policies.Sustainable Design & Construction Standards: These standards will contain requirements and guidance for all airport construction projects so that all new work being completed at CLE will be aligned with SMP objectives.Sustainability Education Program: This program will detail how sustainability initiatives are communicated to DPC personnel and airport visitors. It will include an ongoing and regular SMP update schedule, opportunities to learn more about sustainability at CLE and at home, standardized signage, and ongoing training for staff about sustainability projects and co-benets.Immediate ActionsIn addition to the foundational tools encompassing elements of multiple key focus areas, the SMP Development Team identied 18 actions spanning the six key focus areas. These actions are both high-priority and achievable quick wins that will help generate momentum for the broader sustainability program.

Sustainability Management Plan29IMMEDIATE ACTIONSIncrease energy submeters so that all facilies and asset-level major energy end uses are metered separately. Implement smart meters where applicable.Establish requirement for LED lighng in all new construcon.Decrease impacts from airplane de-icing through glycol recovery and recycling.Develop an energy audit plan following the requirements of ASHRAE Level 2, Energy Survey & Analysis, to evaluate eciency opportunies.Complete campus wide solar glare analysis according to FAA requirementsImplement surface de-icing policy that outlines opmizing applicaon and educates proper use and environmental impacts.Convert exisng airport lighng to LED, including indoor facilies, aireld, parking, and CLE-controlled street lighng. Include sensors/mers as applicable.Require electric infrastructure to support electric vehicle charging in all new parking facilies. Create retrot plan to add electric infrastructure in exisng lots over me.Implement recycling requirements for all construcon debris, including an on-site reuse matrix for all earthwork, concrete, and asphalt recovery at CLE.Pursue LEED Gold minimum for all new facilies and major renovaons, based on latest LEED revision.Require LCA/total cost of ownership process that evaluates all new vehicle purchases on a scoring criteria on cost-eecveness, emissions reducon, and infrastructure availability.Establish minimum performance criteria for vendors, processing facilies, and material recovery facilies used by CLE.Pursue Envision cercaon for all horizontal infrastructure projects (include third party vericaons)Require all construcon equipment and vehicles to meet applicable EPA Tier Rang Standards.Develop Operaonal Procedures and Policies to support and enforce the reducon of energy consumpon and greenhouse gas emissions.Establish policy that restricts installaon of on-site combuson building systems, with excepons as necessary.Establish a Foreign Object Debris (FOD) Commiee and a Noce of Violaon (NOV) Program to reduce the amount of debris that enters stormwater infrastructure and pollutes surrounding watersheds.Develop partnerships with concessionairesBUILT ENVIRONMENTCLEAN ENERGYENVIRONMENTCLEAN TRANSPORTATIONWASTE MANAGEMENTCIRCULAR ECONOMYCLIMATE RESILIENCY& COMMUNITYPhase ISustainability Data Management PlaormSustainable Design andConstrucon StandardsSustainabilityEducaon ProgramTOOLS

Sustainability Management Plan30Phase 2: Action Acceleration - YEARS 2-5The completion of the foundation-building activities in Phase 1 will greatly inuence the actions that can be achieved in Phase 2. By gaining an enhanced understanding of CLE’s performance, the team will be positioned to reassess the path forward using the sort of science-based, SMART goalsetting that is currently elusive. Additional metrics developed to support the SMP in the early stages, such as KPIs and interim performance targets, will be activated and available to be deployed in a strategic and meaningful way. The sustainability infrastructure (data managment, design standards, and an education program) created in Phase I will serve as delivery mechanisms for actions in years 2 through 5.The goal of Phase 2 will then be to build upon the foundation established in Phase 1 and accelerate action resulting in improved environmental performance, enhanced resource efciency, and strengthened policies and procedures. Phase 3: Sustained Success - YEARS 5+Phase 3 represents the airport’s transition toward long-term sustainability integration. These actions extend beyond immediate and short-term interventions and focus on systemic changes to drive continuous improvement. Phase 3 initiatives are targeted to begin in 5+ years and involve larger-scale infrastructure investments, expansion of sustainability programs, advanced technology adoption, and policy renement. The completion of this phase signies a well-established sustainability framework that is embedded within the organization’s operations and culture. The implementation Road Map provides a structured pathway for translating sustainability commitments into tangible actions. By breaking the process into three well-dened phases, it ensures logical progression from foundational development to long-term sustainability integration. The emphasis on baseline assessment and the successor-predecessor relationship underscores the need for data-driven decision-making and strategic prioritization. Through this comprehensive roadmap, CLE is poised to embed sustainability as a core operational principle, driving meaningful and measurable impact over time.

Sustainability Management Plan31Implementation Road Map - Built EnvironmentObjective Phase 1 Actions Phase 3 Actions (>5 years)Phase 2 Actions (2-5 years)Increase energy submeters so that all facilities and asset-level major energy end uses are metered separately. Implement smart meters where applicable. Generate regular energy usage report for DPC and tenant organizations.Develop energy audit plan following requirements of ASHRAE level 2, Energy Survey & Analysis, to evaluate efciency opportunities.Develop & implement energy and demand management program and methodology to measure energy savings.Convert existing airport lighting to LED, including indoor facilities, aireld, parking, and CLE-controlled street lighting. Include sensors/timers as applicable.Incorporate energy use intensity reduction program into Tenant Lease Agreements to incentivize and/or require energy savings initiativesMeter all asset-level water uses and submeter all major water systems within each asset.Meter all asset-level water uses and submeter all major water systems within each asset.Evaluate rainwater harvesting infrastructure on new and existing facilities.Supplement the use of potable water for processes like cooling towers and evaporative condensers.Explore reuse of building process water for non-potable purposes, including construction dust control, eet washing.Generate regular water usage report for DPC and tenant organizations.Develop an existing building commissioning plan to effectively inventory and evaluate specic opportunities within the systems being analyzed.Build a robust data repository for Built EnvironmentReduce energy use intensity (kBtu/sq ft) to meet and exceed national averages per building typeReduce potable water use consumption per passenger, especially for non-potable purposesDevelop methods & tools to collect data required to assess Built Environment baseline.

Sustainability Management Plan32Implementation Road Map - Built EnvironmentObjective Phase 1 Actions Phase 3 Actions (>5 years)Phase 2 Actions (2-5 years)Develop methods & tools to collect data required to assess Built Environment baseline.Pursue LEED gold minimum for all new facilities and major renovations, based on latest LEED revisionRequired LCA/Total Cost of Ownership process for all building component purchasesDevelop and employ energy efciency standards for all capital projects, including a minimum Energy Use Intensity threshold for all new construction & renovation projectsDevelop and employ water efciency standards for all capital projects, requiring a reduction in water consumption in all new buildings by 40% from LEED baselineImplement policy that prohibits the purchase of CFC-based refrigerantsRequire BLCA model for all new construction to determine embodied carbonPursue Envision certication for all horizontal infrastructure projects (Include third party verications) Establish policy that restricts installation of on-site combustion building systems, with exceptions as necessaryEstablish requirement for LED lighting in all new constructionEstablishing standards for green building practices in all airport-built environment projects

Sustainability Management Plan33Implementation Road Map - Clean EnergyObjective Phase 1 Actions Phase 3 Actions (>5 years)Phase 2 Actions (2-5 years)Prohibit the use of natural gas for all new building systems.Develop phase out plan to upgrade all existing natural gas building systems to electric.Install Ground Power Equipment Preconditioned Air units (PCA) at terminal and cargo facilities.Transition international waste treatment to noncombustible system and evaluate the opportunity for heat recoveryComplete campus wide solar glare analysis according to FAA requirements.Require renewable energy (wind, solar, geothermal) installation or readiness for all new building and parking projects, as allowable per FAA. Identify opportunities for decreasing energy emissions through local utility partnershipsExplore energy cost & emissions savings potential through local microgrid participationExplore and analyze wind electric systems Diversify back-up power energy sources to include battery storageBuild a robust data repository for Clean EnergyAchieve 100% clean energy supply with a prioritization on local generationEnable clean energy supply through broad electricationReduce airport energy costsDevelop methods & tools to collect data required to assess Clean Energy baseline.

Sustainability Management Plan34Implementation Road Map - Clean TransportationObjective Phase 1 Actions Phase 3 Actions (>5 years)Phase 2 Actions (2-5 years)Develop Fleet Conversion Plan that outlines a path to converting all airport-owned vehicles to low emission/alternative fuelDevelop maintenance equipment plan to convert all equipment to alternative fuel or fuel efcient equipmentDevelop low emission/alternative fuel vehicle training and incentive program for vehicle maintenance staffRequire all GSE to be converted to eGSEIncrease the use of alternative modes of transportation to and from CLE by passengers and employees Develop SAF infrastructure and partnerships Establish work telecommuting program where feasible - require all CLE employees to track non-driving mileageRequire electric infrastructure to support electric vehicle charging in all new parking facilities. Create retrot plan to add electric infrastructure in existing lots over time.Require CA/Total Cost of ownership process that evaluates all new vehicle purchases on a scoring criteria Require all construction equipment and vehicles to meet applicable EPA Tier Rating Standards Develop management plan for alternative fuel vehicle infrastructureWork with rental car companies to install EVSE and to expand local offering of EV/PHEV rental optionsBuild a robust data repository to support Clean Transportation actionsReduce SOV modes of travel to the airportSupport electric and other low emission vehicle options for airport passengers, visitors, vendors, and employeesReduce airport eet emissionsDevelop methods & tools to collect data for baseline

Sustainability Management Plan35Implementation Road Map - Environment & Nature-Based SolutionsObjective Phase 1 Actions Phase 3 Actions (>5 years)Phase 2 Actions (2-5 years)Implement surface de-icing policy that outlines optimizing application and educates proper use and environmental impactsDecrease impacts from airplane de-icing through glycol recovery and recyclingEvaluate airport properties for potential to house pollinator habitatsDevelop a Foreign Object Debris (FOD) Committee and Notice of Violation (NOV) Program to reduce solid waste from stormwater outfallsIncorporate green infrastructure and Low Impact Development (LID) BMPs and the maximization of greenspace into all applicable capital projectsDevelop sustainable landscaping requirements, including plant selection, erosion considerations, fertilizing & maintenance, and water requirementsReview & improve BMP requirements to keep debris, garbage and organic waste associated with construction projects out of storm drains Evaluate the airport campus for opportunities for Ground Water Recharge projects, stormwater infrastructure projects, and enhanced ltration at points of discharge.Explore reuse of stormwater for non-potable purposesBuild robust data repository to support environmental and nature-based actionsMaintain a healthy and biodiverse environmentReduce stormwater run-offDevelop methods & tools to collect data required to assess environmental and nature-based solutions baseline

Sustainability Management Plan36Implementation Road Map - Waste Management & Circular EconomyObjective Phase 1 Actions Phase 3 Actions (>5 years)Phase 2 Actions (2-5 years)Consolidate & optimize waste collection contracts across the airportExplore alternatives to single-use products in the terminal and within DPC departments.Establish single-use plastics ban for all tenants and concessionairesAmend leases to require adherence to sustainable procurement policyImplement recycling requirements for all construction debris, including an on-site reuse matrix for all earthwork, concrete, and asphalt recovery at CLEEstablish minimum performance criteria for vendors, processing facilities, and material recovery facilities Develop a food recovery program for concessions, including infrastructure for back of house collection & storage of food wasteAssess and optimize front of house and back of house storage and collection infrastructure. Create standards for FOH/BOH waste collection infrastructureExecute a sustainable procurement policy, applicable to all operational goods and capital projects, that is aligned with the criteria of LEED EBOM certication and includes renewal & replacement evaluation protocolEstablish Basis of Design standards around Embodied Carbon performance thresholds for Planning, Design, & ConstructionDevelop regular reporting and data distribution for waste generation among airport stakeholders, including performing annual waste audits Create waste generation communication plan/program for DPC employees, airport tenants, and visitorsExpand and monetize separated recycling and composting programsBuild robust data repository to support waste management & circular economy actionsReduce waste generationIncrease landll diversion rateProcure products that are sustainably manufactured, have benecial end-of-life reuse, and support a circular and local economy Develop methods & tools to collect data required to assess waste management baseline

Sustainability Management Plan37Implementation Road Map - Climate Resiliency & CommunityObjective Phase 1 Actions Phase 3 Actions (>5 years)Phase 2 Actions (2-5 years)Create a climate resiliency plan for the airport, including a climate risk assessment for airport assets to test the relevance of existing risk management strategiesCreate design standards for all major renovations & HVAC upgrades to meet ASHRAE 62.1-206 at minimum and to incorporate UVC or Bipolar Ionization systems in new AHUsMonitor indoor air quality to inform improvement projects that minimize the spread of disease and improve occupant health, including increased supplemental outdoor air & ventilation rates. Install appropriate sensoring for ongoing monitoringDevelop distributed energy resources on CLE Campus to establish energy resiliency Build robust data repository to support Climate Resiliency & Adaptation actionsIncrease airport energy resiliencyIdentify climate change threats to human health and business continuity and support projects that mitigate these threatsDevelop methods & tools to collect data required to assess climate resiliency baseline

Sustainability Management Plan38Implementation Road Map - Climate Resiliency & CommunityObjectiveDevelop Operational Procedures and Policies to support and enforce the reduction of energy consumption and greenhouse gas emissions.CR12: Develop partnerships with local organic farms and concessionaires Establish feedback platform/forum to eld employee recommendations and requests for Sustainability ProgramsEstablish Climate/Sustainability Action Committee to track and report on SMP progressDevelop an education program for all new and existing CLE and Tenant employees on best practices to reduce energy consumption and greenhouse gas emissions at workDevelop programs to support employee sustainability outside of the ofce including e-waste recycling, resources on local rebate and incentive programs, and group participation in sustainable purchasingEstablish technical training program for all maintenance and facilities employees on new technologies and best practices to maintain advanced building systems.Track employment rate trends at CLE within the immediate surrounding communitiesSupport a culture of learning and engagement that encourages employees to improve themselves, their work, and the efciency and sustainability of the airport Partner with and uplift the airport’s neighboring communitiesDevelop methods & tools to collect data required to assess climate resiliency baseline Phase 1 Actions Phase 3 Actions (>5 years)Phase 2 Actions (2-5 years)

Appendices

Glossary of TermsActionA specic initiative within the SMP designed to meet sustainability objectives. Actions range from policy development to infrastructure upgrades.BaselineThe initial set of data is used to measure current performance and track progress over time. It helps to inform goals and performance targets.Best Management Practices (BMPs)Techniques or control measures used to mitigate environmental impacts such as runoff, erosion, or pollution.Built EnvironmentPhysical infrastructure at CLE, including terminals and facilities, and how they’re constructed, operated, and maintained sustainably.Carbon Dioxide Equivalent (CO2e)A metric used to compare emissions from different greenhouse gases based on their global warming potential.Circular EconomyA model of production and consumption which involves reusing, recycling, and recovering materials to minimize waste.Clean TransportationStrategies to decarbonize vehicle and eet operations by using electric or low-emission alternatives and promoting public transport use.Climate ResiliencyThe ability of the airport to prepare for, respond to, and recover from climate-related impacts like extreme weather or ooding.Climate Risk AssessmentEvaluation of how climate change may affect CLE’s infrastructure, services, and communities in the future.Department of Port Control (DPC)The governing body overseeing CLE’s operations, planning, and sustainability efforts.Distributed Energy ResourcesDecentralized energy generation units such as solar panels or battery storage used to enhance grid resiliency.Energy AuditA detailed analysis of energy use in buildings to identify opportunities for reducing consumption and improving efciency.Energy Use Intensity (EUI)A measure of energy used per square foot of building area, used for benchmarking energy performance.Embodied CarbonThe total greenhouse gas emissions generated to produce a building or product, including extraction, transport, and manufacturing.Emissions ReductionStrategies or activities aimed at lowering the release of greenhouse gases into the atmosphere.Environmental JusticeThe fair treatment and involvement of all people regardless of race, color, national origin, or income in environmental policies.Focus AreasThe six main categories within the SMP: Built Environment, Clean Energy, Clean Transportation, Environment & Nature-Based Solutions, Waste Reduction & Circular Economy, and Climate Resiliency & Community.GHG EmissionsGreenhouse gas emissions contribute to climate change. Tracked by Scopes 1, 2, and 3.Green InfrastructureA network of natural and semi-natural features designed to manage water, reduce heat, and support biodiversity.Ground Support Equipment (GSE)Vehicles and machinery used to support aircraft operations on the ground, often targeted for electrication.Sustainability Management Plan40

Implementation PlanA structured plan detailing how an Action will be executed, including milestones, performance criteria, and responsible parties.Key Performance Indicators (KPIs)Metrics used to evaluate the effectiveness of sustainability actions and to track progress toward goals.Leadership in Energy and Environmental Design (LEED)A globally recognized certication program for green buildings.Life Cycle Assessment (LCA)Evaluation of the environmental impact of a product or process from cradle to grave.Low Impact Development (LID)Planning and engineering practices that manage stormwater as close to its source as possible.Municipal Action Plan (MAP)A plan developed by the City of Cleveland to reduce emissions from municipal operations.Nature-Based SolutionsEnvironmental strategies such as green roofs or bioswales to manage water, improve biodiversity, and reduce heat islands.Net-Zero EmissionsAchieving a balance between emitted greenhouse gases and those removed from the atmosphere.Preconditioned Air (PCA)Ground-based systems that deliver heating or cooling to aircraft to reduce onboard engine idling and emissions.Renewable Energy Credit (REC)A market-based instrument that represents proof that one megawatt-hour (MWh) of electricity was generated from a renewable resource.Resilient InfrastructureInfrastructure designed to withstand or recover quickly from adverse climate events or other disruptions.Scope 1 EmissionsDirect emissions from owned or controlled sources such as airport eet vehicles and boilers.Scope 2 EmissionsIndirect emissions from the generation of purchased energy consumed by CLE.Scope 3 EmissionsIndirect emissions that occur in the airport’s value chain (e.g., airline operations, commuting).Smart MetersDigital meters that provide real-time data on energy or water consumption to improve monitoring and efciency.Sustainability CommitteeA dedicated group of stakeholders responsible for developing, guiding, and implementing CLE’s sustainability strategy.Sustainability Data Management PlatformA centralized system proposed to track, analyze, and report sustainability performance metrics.Sustainability Management Plan (SMP)The guiding document developed by CLE to embed sustainability across all airport functions.Sustainability VisionCLE’s aspirational long-term commitment to leading in data-driven environmental protection, resource efciency, and emissions reduction.Terminal Modernization Development Program (TMDP)A large-scale CLE program to renovate and modernize terminal infrastructure with sustainability goals in mind.Waste Diversion RateThe percentage of total waste materials diverted from landlls through recycling, composting, or reuse.Sustainability Management Plan41

Acronyms and AbbreviationsAcronym Full Term NotesACI Airports Council International Global airport organizationACDBE Airport Concessions Disadvantaged Business Enterprise Fraport business equity programAHU Air Handling Unit Used in HVAC systemsASHRAE American Society of Heating, Refrigerating and Air-Conditioning Engineers Referenced in CR3ATCT Air Trafc Control Tower Mentioned in FAA analysis requirementsBAS Building Automation System For energy metering integrationBLCA Building Life Cycle Assessment Referenced for embodied carbonBMP Best Management Practices Referenced in stormwater and FOD controlBOH/FOH Back of House / Front of House Waste infrastructure and signageCAP Climate Action Plan City of Cleveland’s climate strategyCLE Cleveland Hopkins International Airport Primary subject of documentCE Clean Energy Used as Objective LabelCO2e Carbon Dioxide Equivalent GHG metricCR Climate Resiliency Prex for actions (CR0–CR12)CFC Chlorouorocarbon Referenced in refrigerant phase-outCT Clean Transportation Prex for actions (e.g., CT1, CT6)DPC Department of Port Control Governing entity of CLEEBOM Existing Buildings: Operations & Maintenance LEED certication categoryEUI Energy Use Intensity Used in energy benchmarkingEPA Environmental Protection Agency Grants, guidance, and regulationsEV Electric Vehicle For charging infrastructureEVSE Electric Vehicle Supply Equipment For charging infrastructureFAA Federal Aviation Administration Regulatory agency for airport opsGHG Greenhouse Gas Repeated in emissions goals and baseliningGSE Ground Support Equipment Targeted for electricationSustainability Management Plan42

Acronym Full Term NotesHVAC Heating, Ventilation, and Air Conditioning Referenced in CR3KPI Key Performance Indicator Evaluation metrickBtu 1,000 British Thermal Units EUI unitLCA Life Cycle Assessment Referenced for eet and infrastructureLED Light Emitting Diode For energy-efcient lighting upgradesLEED Leadership in Energy and Environmental Design Green building certicationLID Low Impact Development Stormwater ManagementMAP Municipal Action Plan City climate alignmentMCO Orlando International Airport Another top domestic destination from CLEMW Megawatt Solar energy capacity metricNOV Notice of Violation Environmental enforcementPCA Preconditioned Air For aircraft ground power systemsREC Renewable Energy Credit Used for emissions offsetSAF Sustainable Aviation Fuel Promoted as an alternative to conventional jet fuelSBT Science-Based Target GHG reduction goals aligned to scienceSMART Specic, Measurable, Achievable, Relevant, Time-bound Goal frameworkSMP Sustainability Management Plan Main document titleSOV Single Occupancy Vehicle Travel mode to be reducedTMDP Terminal Modernization Development Program Large-scale planning initiativeUVC Ultraviolet Germicidal Irradiation Air purication in AHUsUSEPA CPRG U.S. Environmental Protection Agency - Climate Pollution Reduction Grant Solar funding programVW Volkswagen Diesel Mitigation Trust referenceSustainability Management Plan43

References and ResourcesAmerican Society of Heating, Refrigerating and Air-Conditioning Engineers. (n.d.). ASHRAE Standard 211 – Level 2 Energy AuditAirport Council International. (n.d.). *Airport Carbon Accreditation*. https://www.airportcarbonaccreditation.org/City of Cleveland. (2024). *Cleveland Climate Action Plan (CAP)*. Cleveland Mayor’s Ofce of Sustainability.City of Cleveland. (2024). *Municipal Action Plan (MAP)*. Cleveland Mayor’s Ofce of Sustainability.City of Cleveland. (2024). *Clean and Equitable Energy Future Report*. Cleveland Mayor’s Ofce of Sustainability.Envision. (n.d.). *Envision Rating System for Sustainable Infrastructure*. Institute for Sustainable Infrastructure.Intergovernmental Panel on Climate Change. (2018). *Global warming of 1.5°C: An IPCC Special Report*.Science Based Targets initiative. (n.d.). *Science-Based Targets for Climate Action*. https://sciencebasedtargets.orgU.S. Environmental Protection Agency. (n.d.). *Green Infrastructure*. https://www.epa.gov/green-infrastructureU.S. Green Building Council. (n.d.). *LEED v4 for Building Design and Construction*. https://www.usgbc.org/leedVolkswagen Diesel Emissions Environmental Mitigation Trust. (n.d.). *VW Settlement Information*. https://www.vwenvironmentalmitigationtrust.comFederal Aviation Administration. (n.d.). *Guidelines for Airport Renewable Energy Projects*. https://www.faa.govUnited Nations. (2015). *Transforming our world: The 2030 Agenda for Sustainable Development*. https://sdgs.un.org/2030agendaSustainability Management Plan44

Detailed Implementation Plans

Sustainability Management Plan46BUILT ENVIRONMENT OBJECTIVESReduce building energy use intensity (kBtu/sq ft)BE1 Increase energy submeters so that all facilities and asset-level major energy end uses are metered separately. Implement smart meters where applicable. BE8 Meter all asset-level water uses and submeter all major water systems within each asset BE14 Pursue LEED gold minimum for all new facilities and major renovations, based on latest LEED revisionBE2 Generate regular energy usage report for DPC and tenant organizationsBE8 Generate regular water usage report for DPC and tenant organizationsBE15 Pursue Envision certication for all horizontal infrastructure projects (Include third party verications) BE3 Develop energy audit plan following requirements of ASHRAE level 2, Energy Survey & Analysis, to evaluate efciency opportunities BE16 Establish policy that restricts installation of on-site combustion building systems, with exceptions as necessaryBE4 Develop & implement energy and demand management program and methodology to measure energy savingsBE17 Establish requirement for LED lighting in all new constructionBE5 Convert existing airport lighting to LED, including indoor facilities, aireld, parking, and CLE-controlled street lighting. Include sensors/timers as applicable.BE18 Required LCA/Total Cost of Ownership process for all building component purchasesBE6 Develop an existing building commissioning plan to effectively inventory and evaluate specic opportunities within the systems being analyzedBE10 Explore reuse of building process water for non-potable purposes, including construction dust control, eet washingBE11 Supplement the use of potable water for processes like cooling towers and evaporative condensersBE12 Develop water auditing plan for all facilitiesBE13 Evaluate rainwater harvesting infrastructure on new and existing facilitiesBE19 Develop and employ energy efciency standards for all capital projects, including a minimum Energy Use Intensity threshold for all new construction & renovation projectsBE7 Incorporate energy use intensity reduction program into Tenant Lease Agreements to incentivize and/or require energy savings initiativesBE20 Develop and employ water efciency standards for all capital projects, requiring a reduction in water consumption in all new buildings by 40% from LEED baselineBE21 Implement policy that prohibits the purchase of CFC-based refrigerantsBuild a robust data repository to support Built Environment actionsBE0Develop methods & tools to collect data required to assess Built Environment baseline.Reduce potable water use consumption (gal/passenger)Establish standards for green building requirements in all airport built environment and infrastructure projects.

Sustainability Management Plan47CLEAN ENERGY OBJECTIVESEnable clean energy supply through broad electricationCE1 Develop phase out plan to upgrade all existing natural gas building systems to electricCE5 Complete campus wide solar glare analysis according to FAA requirementsCE9 Establish demand management programCE2 Prohibit the use of natural gas for all new building systemsCE6 Explore and analyze wind electric systems CE10 Explore energy cost & emissions savings potential through local microgrid participationCE3 Install Ground Power Equipment Preconditioned Air units (PCA) at terminal and cargo facilitiesCE7 Require renewable energy (wind, solar, geothermal) installation or readiness for all new building and parking projects, as allowable per FAA CE11 Diversify back-up power energy sources to include battery storageCE4 Transition international waste treatment to noncombustible system and evaluate the opportunity for heat recoveryCE8 Identify opportunities for decreasing energy emissions through local utility partnershipsBuild a robust data repository to support Built Environment actionsCE0Develop methods & tools to collect data required to assess Clean Energy baseline.Achieve 100% clean energy supply with a prioritization on local generationReduce airport energy costs

Sustainability Management Plan48CLEAN TRANSPORTATION OBJECTIVESCT12 Develop SAF infrastructure and partnerships CT6 Required LCA/Total Cost of ownership process that evaluates all new vehicle purchases on a scoring crtieria on cost-effectiveness, emissions reduction, and infrastructure availabilityCT0Develop methods & tools to collect data required to assess transportation data baseline CT1Develop managament plan for alternative fuel vehicle infrastructure, including forecasting and corresponding installation phasing, infrastructure placement, parking guidelines/restrictions, and charging feesCT4 Increase the use of alternative modes of transportation to and from CLE by passengers and employeesCT7 Develop Fleet Conversion Plan that outlines a path to converting all airport-owned vehicles to low emission/alternative fuel, including vehicle conversions, supporting infrastructure, and required maintenance supportCT2 Require electric infrastructure to support electric vehicle charging in all new parking facilities. Create retrot plan to add electric infrastructure in existing lots over time.CT5 Establish work telecommuting program where feasible - require all CLE employees to track non-driving mileage with Commute ConnectionsCT8 Develop maintenance equipment plan to convert all equipment to alternative fuel or fuel efcient equipmentCT3 Work with rental car companies to install EVSE and to expand local offering of EV/PHEV rental optionsCT9 Develop low emission/alternative fuel vehicle training and incentive program for vehicle maintenance staffCT10 Require all GSE to be converted to eGSECT11 Require all construction equipment and vehicles to meet applicable EPA Tier Rating Standards Support and inuence reduction in airline emissionsReduce airport eet emissionsBuild a robust data repository to support Clean Transportation actionsSupport electric and other low emission vehicle options for airport passengers, visitors, vendors, and employeesReduce SOV modes of travel to the airport

Sustainability Management Plan49ENVIRONMENTAL & NATURE-BASED SOLUTIONS OBJECTIVESReduce building energy use intensity (kBtu/sq ft)EN1Incorporate green infrastructure and Low Impact Development (LID) BMPs and the maximization of greenspace into all applicable capital projectsEN6 Develop sustainable landscaping requirements, including plant selection, erosion considerations, fertilizing & maintenance, and water requirementsEN2 Evaluate the airport campus for opportunities for Ground Water Recharge projects, stormwater infrastructure projects, and enhanced ltration at points of dischargeEN7 Decrease impacts from airplane de-icing through glycol recovery and recyclingEN3 Explore reuse of stormwater for non-potable purposesEN8 Implement surface de-icing policy that outlines optimizing application and educates proper use and environmental impactsEN4 Review & improve BMP requirements to keep debris, garbage and organic waste associated with construction projects out of storm drains EN9 Evaluate airport properties for potential to house pollinator habitatsBuild robust data repository to support environmental and nature-based actionsEN0 Develop methods & tools to collect data required to assess environmental and nature-based solutions baselineReduce stormwater run-off

Sustainability Management Plan50WASTE MANAGEMENT AND CIRCULAR ECONOMY OBJECTIVESWM12 Develop regular reporting and data distribution for waste generation among airport stakeholders, including performing annual waste auditsWM13 Create waste generation communication plan/program for DPC employees, airport tenants, and visitorsWM9 Execute a sustainable procurement policy, applicable to all operational goods and capital projects, that is aligned with the criteria of LEED EBOM certication and includes renewal & replacement evaluation protocolWM10 Amend leases to require adherence to sustainable procurement policyWM11 Establish Basis of Design standards around Embodied Carbon performance thresholds for Planning, Design, and Construction.WM4 Implement recycling requirements for all construction debris, including an on-site reuse matrix for all earthwork, concrete, and asphalt recovery at CLEWM5 Expand and monetize separated recycling and composting programsWM6 Develop a food recovery program for concessions, including infrastructure for back of house collection & storage of food wasteWM7 Establish minimum performance criteria for vendors, processing facilities, and material recovery facilities used by CLEWM8 Assess and optimize front of house and back of house storage and collection infrastructure. Create standards for FOH/BOH waste collection infrastructure.WM1 Consolidate & optimize waste collection contracts across the airportWM2 Explore alternatives to single use products in the terminal and within DPC departmentsWM3 Establish single-use plastics ban for all tenants and concessionairesWM0 Develop methods & tools to collect data required to assess waste management baselineIncrease awareness of waste management best practicesProcure products that are sustainably manufactured, have benecial end-of-life reuse, and support a circular and local economy Increase landll diversion rateReduce waste generationBuild robust data repository to support waste management & circular economy actions

Sustainability Management Plan51CLIMATE RESILIENCY & COMMUNITY OBJECTIVESCR11 Track employment rate trends at CLE within the immediate surrounding communitiesCR12 Develop partnerships with local organic farms and concessionaires CR4 Develop distributed energy resources on CLE Campus to establish energy resliencey CR5 Establish feedback platform/forum to eld employee recommendations and requests for Sustainability ProgramsCR6 Establish Climate/Sustainability Action Committee to track and report on SMP progressCR7 Develop programs to support employee sustainability outside of the ofce including e-waste recycling, resources on local rebate and incentive programs, and group participation in sustainable purchasingCR8 Develop an education program for all new and existing CLE and Tenant employees on best practices to reduce energy consumption and greenhouse gas emissions at workCR9 Establish technical training program for all maintenance and facilities employees on new technologies and best practices to maintain advanced building systems.CR10 Develop Operational Procedures and Policies to support and enforce the reduction of energy consumption and greenhouse gas emissions.CR1 Create a a climate resiliency plan for the airport, including a climate risk assessment for airport assets to test the relevance of existing risk management strategies under climate change and to identiy where new strategies are warrantedCR2 Monitor indoor air quality to inform improvement projects that minimize the spread of disease and improve occupant health, including increased supplemental outdoor air & ventilation rates. Install appropriate sensoring for ongoing monitoring.CR3 Create design standards for all major renovations & HVAC upgrades to meet ASHRAE 62.1-206 at minimum and to incorporate UVC or Bipolar Ionization systems in new AHUs.CR0 Develop methods & tools to collect data required to assess climate resiliency baseline Partner with and uplift the airport’s neighboring communitiesSupport a culture of learning and engagement that encourages employees to improve themselves, their work, and the efciency and sustainability of the airport Increase airport energy resiliencyIdentify climate change threats to human health and business continuity and support projects that mitigate these threatsBuild robust data repository to support Climate Resiliency & Adaptation actions

FOCUS AREABuilt Environment

Sustainability Management Plan53Objective: Build a Robust Data Repository to Support Built Environment ActionsPhase: Category:Phase 1 OperationsPerformance Evaluation Criteria:1. Building inventory (age, size, condition, use, energy efciency rating, insulation/R-values)2. HVAC system inventory (type, age, energy source & consumption, maintenance records)3. Lighting system (type, age, energy consumption) including facilities, aireld, surface parking, and CLE-controlled street lighting4. Water consumption (potable & nonpotable); identication and mapping of major water users5. Wastewater generation; mapping of wastewater collection system6. Mapping of potential water collection points7. Existing utility accounts & meters; all opportunities for utility submetersPerformance Target: Successful implementation of data management method/tool and consistent engagement with required reporting. Interim Performance Milestones:N/AResponsible Party: Dependent on specic datasetBusiness Units Affected:Dependent on specic datasetIntent: There is no existing platform to house the data that support and inform the SMP. It is necessary to build a robust data repository and associated processes for data collection and entry to be able to develop performance baselines for SMP actions. It is critical to implement this action immediately to provide a comprehensive understanding of current airport performance and begin to track progress toward SMP goals.Tools and Resources:1. Data Repository Platform2. Current Drawings3. EnergyCAP 4. ArcGIS5. Cityworks/Asset ManagementRequired Documentation: Procedure documents (data collection, entry, reporting)Tandem Actions:CE0, CT0, EN0, WM0, CR0Successor Actions:All Built Environment actionsRough Order of Magnitude: $-$$Implementation Steps:1. Review current existing reporting procedures and data repositories (if applicable) 2. Engage with employees (boots on the ground) to understand data needs and opportunities for improvement 3. Identify data points that do not currently have process and/or responsible party for data collection. Also identify documentation (drawings) that may need to be updated 4. Establish responsible parties for each data point (if not already in place) and determine frequency for data collection and reporting and/or deadline for one-time document update5. Establish data management methods/tools required to successfully implement and identify external resources as required; Research and choose database type considering factors such as cost, security, regulations, etc. 6. Implement protocols (QAQC process) for data consistency, accuracy, and integrity7. Develop protocol for reporting data to relevant teams and stakeholders8. Consider methods for incorporating feedback and observations into data collection process to continuously improve and maximize efciencies (review emerging technologies such as AI-driven tools) BE0: Develop methods & tools to collect data required to assess Built Environment baseline

Sustainability Management Plan54Objective: Reduce Building Energy Use Intensity (kBtu/sq ft)Phase:Phase 1Category:OperationsPerformance Evaluation Criteria:Facilities & assets metered or submeteredPerformance Target: All major energy uses metered/submeteredBaseline Performance: Current meter inventory unknownInterim Performance Milestones:Identify all meter end uses & set upsResponsible Party: Building MaintenanceBusiness Units Affected:Finance, Asset Management, Leases & ConcessionsRough Order of Magnitude: $-$$ depending on current inventoryTools and Resources:1. EnergyCAP2. Current drawings. Create or update as needed to clearly identify current meter setups. Highlight areas included in meters if line-diagrams are unable to be created.3. Sustainable Design & Construction Standards4. Potential/future Electric Utility & Net Zero Energy Master PlanRequired Documentation: 1. Clear map and inventory of meters and what spaces and equipment they serve2. Process dened for reading, understanding and reporting on data monthly. With employees trained to follow the process.Tandem Actions:BE0, BE3, BE5Successor Actions:BE2, BE4, BE7Intent: There is no clearly documented understanding of the current meters that exist and what equipment and end uses are included in the meter connections. The end goal is to sub-meter major energy users and equipment to better identify and manage energy efciency goals. Another goal is to be able to clearly articulate tenants energy usage in order to implement energy efciency thresholds into lease language and provide quarterly reporting. You can’t manage what you don’t measure, so better understanding the current energy usage will help create clear baseline performance and set achievable performance goals that can be proven with data. Implementation Steps:1. Review any current existing drawings & documentation to help map the current meter connections 2. Identify energy usage that needs to be metered: tenant spaces, energy intense equipment, etc. Determine meter requirements needed to use data (ie BAS connection, etc)3. Identify ability to sub-meter based on current electric, gas, water etc wiring/piping layouts. Identify number of meters needed.4. Create capital and installation plan5. Once installed start reviewing data to feed into reports for other actions BE1: Increase energy submeters so that all facilities and asset-level major energy end uses are metered separately. Implement smart meters where applicable.

Sustainability Management Plan55Objective: Reduce Building Energy Use Intensity (kBtu/sq ft)Phase:Phase 2Category:OperationsPerformance Evaluation Criteria:Reports generated/yearPerformance Target: Quarterly reports distributed to DPC departments and tenantsBaseline Performance: No current reportinInterim Performance Milestones:N/AResponsible Party: SustainabilityBusiness Units Affected:Building Maintenance, Leases & ConcessionsRough Order of Magnitude: $Tools and Resources:1. Building Automation System (BAS) and smart meters2. Tenant lease agreements to communicate energy performance expectations 3. Regular tenant touch points to communicate good performance incentives, low performer issues, ranking program, etc. 4. EnergyCAP5. Potential/future Electric Utility & Net Zero Energy Master PlanRequired Documentation: 1. Report format should be created for consistency and ease of understanding to tenants2. Central location for storing and sharing past reports should be implemented Tandem Actions:BE4, BE6, BE7Successor Actions:N/AIntent: In order to manage and continue to reduce energy consumption, regular reporting needs to be distributed to track progress, identify issues, and encourage reduction improvements.Implementation Steps:1. Review current existing reporting procedures and data repositories (if applicable) 2. Develop reporting templates, process, and distribution methods 3. Document procedures and ensure adoption by all BE2: Generate regular energy usage report for DPC and tenant organizations

Sustainability Management Plan56Objective: Reduce Building Energy Use Intensity (kBtu/sq ft)Phase:Phase 1Category:OperationsPerformance Evaluation Criteria:Auditing activityPerformance Target: Established auditing schedule & budget for all facilitiesBaseline Performance: No current auditing activityInterim Performance Milestones:N/AResponsible Party: Building MaintenanceBusiness Units Affected:Asset ManagementRough Order of Magnitude: $Required Documentation: Data collection required before energy audit:Basic Facility Data- Year Constructed- Building area (square feet)- Address- Available capital & maintenance plans- List of chronic existing maintenance issues or tenant complaints- Relevant points of contact- Badging / Security requirements necessary for eld survey- Protocol for accessing building automation system (BAS)Building Drawings needed for Energy Audit- Mechanical- Electrical- Architectural- CAD oor plans- Original drawings, as well as any renovationsOccupant Information needed for Energy Audit- Number and types of employees and visitors- Typical daily hours of operationUtility Data including consumption and cost- Three years (preferred, one year will be acceptable) of utility bills including electricity, natural gas, district energy, water/sewer, etc.Intent: By using ASHRAE Level 2 energy audits, there will be more consistency in the process and outcomes/deliverables from the audits. Energy audits will help assess the current facilities, their energy use types and equipment, and provide clear recommendations to improve energy efciency. The utility analysis that is included in energy audits, will help set clear baselines of current performance understanding and realistic achievable targets. Implementation Steps:1. Determine which building(s) to audit rst and engage an energy auditor for an ASHRAE Level 2 Audit2. Collect/provide them with required information for analysis prior to site visit3. Coordinate for on-site work to review systems4. Review energy audit report ndings and determine next steps in alignment with existing action itemsTools and Resources:1. Energy CAP2. Cityworks3. Potential/future Electric Utility & Net Zero Energy Master PlanTandem Actions:BE0, BE1, BE5Successor Actions:BE4, BE6, BE7, CE1BE3: Develop energy audit plan following requirements of ASHRAE Level 2, Energy Survey & Analysis, to evaluate efciency opportunities

Sustainability Management Plan57Objective: Reduce Building Energy Use Intensity (kBtu/sq ft)Phase:Phase 2Category:OperationsPerformance Evaluation Criteria:1. Total energy consumptions (kBtu) 2. Total energy costPerformance Target: 1. Redection in annual energy 2. Energy savings recognizedBaseline Performance: 2022 Data1. Current total energy use in kBtu: 287,273,791 2. Current total energy cost in $2,018,033Interim Performance Milestones:Upon gaining a better understanding of the airport’s energy use, interim targets established by the City of Cleveland MAP may be utilizedResponsible Party: Building MaintenanceBusiness Units Affected:All DPC Staff and TenantsBE4: Develop and implement energy and demand management program and methodology to measure energy savings Rough Order of Magnitude: $$-$$$ implementing the program will require capital planning Tools and Resources:1. Energy audit ndings2. Review of similar airports/projects can help provide generic improvement ideas3. EnergyCAP4. Sustainable Design & Construction standards5. Potential/future Electric Utility & Net Zero Energy Master PlanRequired Documentation: 1. Create specic document of improvement plans and metrics of reductionTandem Actions:BE2, BE6, BE7, CE9Successor Actions:Intent: The intent of developing and implementing an energy and demand management program is to have specic methods and a program in place about how to reduce energy and peak demand. This will inform CLE staff, tenants, and operational decisions about how to comply with energy reduction goals. The methodology to measure energy savings will help keep it clear and consistent to all stakeholders as well to show the progress of the energy and demand management program.Implementation Steps:1. Collect necessary ndings and airport information (such as audits, building uses, etc) to identify general energy reduction measures that could be implemented anywhere2. Develop energy reduction steps for specic use types (example: concessions will have different energy saving opportunities, than ofces)3. Write the program which includes energy reduction measures, demand reduction measures, reference EUI goals, milestone goals, etc 4. Have stakeholders review and comment on program, feasability, understanding of nancial impact of the plan5. Implement the program, share with all staff, tenants, etc as applicable. Host learning sessions to explain and encourage how all stakeholders will be impacted by the program

Sustainability Management Plan58Objective: Reduce Building Energy Use Intensity (kBtu/sq ft)Phase:Phase 1Category:CapitalPerformance Evaluation Criteria:% of xtures that are LED/ANSI/IESNA RP-8-14 Standards Performance Target: 100% LEDBaseline Performance: No current count of existing LED xturesInterim Performance Milestones:Identify current LED xturesResponsible Party: Building MaintenanceBusiness Units Affected:EngineeringRough Order of Magnitude: $-$$ depending on current inventoryTools and Resources:1. Cityworks2. Sustainable Design & Construction Standards3. Potential/future Electric Utility & Net Zero Energy Master PlanRequired Documentation: 1. Inventory clearly identied and tracked in progressTandem Actions:BE0, BE1, BE3Successor Actions:Potential to evaluate BUG rating applications and viability for exterior lightingIntent: The airport does not currently have all LED light xtures installed. Replacing light xtures and retrotting as needed is a low-hanging fruit to improve energy efciency in any building. This is low-cost implementation and will show immediate reduction in electricity consumption and therefore reduced utility costs.Implementation Steps:1. Create light xture inventory: # xtures, LED, non-LED require retrot, non-LED replace bulb. Clarify street lighting/scope(utility vs airport)/inventory.2. Review needed inventory to identify capital needs and installation plan for both LED xtures and sensors, etc. Evaluate funding opportunities for capital planning.3. Work through a phased installation planBE5: Convert existing airport lighting to LED, including indoor facilities, aireld, parking, and CLE-controlled street lighting. Include sensors/timers as applicable.

Sustainability Management Plan59Objective: Reduce Building Energy Use Intensity (kBtu/sq ft)Phase:Phase 2Category:OperationsPerformance Evaluation Criteria:1. Savings opportunities identied2. Total energy savings from identied projectsPerformance Target: Commissioning plan implemented; Energy savings per project capturedBaseline Performance: No current Cx planInterim Performance Milestones:N/AResponsible Party: Building MaintenanceBusiness Units Affected:Asset ManagementRough Order of Magnitude: $Tools and Resources:1. ASHRAE standards2. Cityworks3. Sustainable Design & Construction Standards4. Potential/future Electric Utility & Net Zero Energy Master Plan5. EnergyCAPRequired Documentation: Tandem Actions:BE4, BE7Successor Actions:N/AIntent: The intent of having an existing building commissioning plan is to maintain and ensure proper operations of all existing building systems. This can ensure efciency and help identify opportunities for reductions. Implementation Steps:1. Engage with a third party Cx agent or determine which role internally will ll the role of a Cx agent.2. Determine which buildings, systems, etc will be Cx in what order based on prioritization of lifespan/energy impact/etc.3. Cx agent will develop an Existing Building Cx plan which will lay out process.Ensure regular cadence of Cx plan is ongoing and that changes recommended from it are implemented.BE6: Develop an existing building commissioning (Cx) plan to effectively inventory and evaluate specic opportunities within the systems being analyzed

Sustainability Management Plan60Objective: Reduce Building Energy Use Intensity (kBtu/sq ft)Phase:Phase 2Category:OperationsPerformance Evaluation Criteria:1. Metering abilities for leased spaces2. kBtu/sq ft for leased spacesPerformance Target: Sustainable lease agreement implemented; reduction in kBtu/sq ftBaseline Performance: None currently in placeInterim Performance Milestones:N/AResponsible Party: Leases & ConcessionsBusiness Units Affected:Rough Order of Magnitude: $Tools and Resources:1. Electric Utility & Net Zero Energy Master Plan2. Sustainable Lease Agreement/ Concessionaire Sustainability Program Required Documentation: 1. Lease Language will be required Tandem Actions:BE4, BE6Successor Actions:N/AIntent: Including an energy use intensity (EUI) reduction program into tenant lease agreements will support CLE goals and efforts to reduce energy consumption across all facilities. This program aligns tenant operations with CLE reduction goals. Implementation Steps:1. Once there is proper metering understanding and reports are able to be generated for leased spaces to show energy and water consumption, this process can be implemented with accuracy2. Evaluate current EUIs for tenant spaces on average and determine necessary goals for the EUIs. Compare using a % reduction or set a at rate # kBtu/sf goal for EUI depending on space use3. Write goals into lease agreements, optional voluntary participation may be a start in between before all lease agreements can be updated4. Educate tenants on the expectations from them and reinforce the lease agreements through regular reports and updates to the tenants on their performance5. Consider offering additional support programs to tenants to help them achieve these goals. Thisi coud include educational sessions, high level audit recommendations, lessons learned, etc to share the knowledge and help make changeBE7: Incorporate energy use intensity reduction program into Tenant Lease Agreements to incentivize and/or require energy savings initiatives

Sustainability Management Plan61Objective: Reduce Potable Water Use Consumption (gal/passenger)Phase:Phase 2Category:OperationsPerformance Evaluation Criteria:Facilities & assets metered or submeteredPerformance Target: All major water uses metered/submeteredBaseline Performance: Current meter inventory unknown Interim Performance Milestones:Identify all meter end uses & set upsResponsible Party: Building MaintenanceBusiness Units Affected:Finance, Asset Management, Leases & ConcessionsRough Order of Magnitude: $-$$ depending on current inventoryTools and Resources:1. EnergyCAP2. Current drawings. Create or update as needed to clearly identify current meter setups. Highlight areas included in meters if line-diagrams are unable to be created3. Sustainable Design & Construction StandardsRequired Documentation: 1. Clear map and inventory of meters and what spaces and equipment they serve2. Process dened for reading, understanding and reporting on data monthly. With employees trained to follow the process.Tandem Actions:BE1, BE12Successor Actions:BE9Intent: There is no clearly documented understanding of the current meters that exist and what uses are included in the meter connections. The end goal is to sub-meter major water uses to better identify and manage water reduction goals and to be able to articulate tenant water usage in order to support water reduction activity. Better understanding of current water usage will help create clear baseline performance and set achievable performance goals that can be proven with data.Implementation Steps:1. Review any current existing drawings & documentation to help map the current meter connections2. Identify water usage that needs to be metered: tenant spaces, process loads, etc. Determine meter requirements needed to use data (ie., BAS connection, etc) 3. Identify ability to sub-meter based on current water piping layouts. Identify number of meters needed. 4. Create capital and installation plan5. Once installed start reviewing data to feed into reports for other actionsBE8: Meter all asset-level water uses and submeter all major water systems within each asset

Sustainability Management Plan62Objective: Reduce Potable Water Use Consumption (gal/passenger)Phase:Phase 2Category:OperationsPerformance Evaluation Criteria:Reports generated/yearPerformance Target: Quarterly reports distributed to DPC departments and tenantsBaseline Performance: No current reportingInterim Performance Milestones:N/AResponsible Party: SustainabilityBusiness Units Affected:uilding Maintenance, Leases & ConcessionsRough Order of Magnitude: $Tools and Resources:1. Building Automation System (BAS) and smart meters2. Tenant lease agreements to communicate water performance expectations3. Regular tenant touch points to communicate good performance incentives, low performer issues, ranking program, etc.4. EnergyCAPRequired Documentation: 1. Report format should be created for consistency and ease of understanding to tenants2. Central location for storing and sharing past reports should be implementedTandem Actions:N/ASuccessor Actions:N/AIntent: In order to manage and continue to reduce water consumption, regular reporting needs to be distributed to track progress and identify issues.Implementation Steps:1. Review current existing reporting procedures and data repositories (if applicable) 2. Develop reporting templates, process, and distribution methods3. Document procedures and ensure adoption by all BE9: Generate regular water usage report for DPC and tenant organizations

Sustainability Management Plan63Objective: Reduce Potable Water Use Consumption (gal/passenger)Phase:Phase 3Category:Capital, OperationsPerformance Evaluation Criteria:1. Opportunities for non-potable water reuse2. Gallons of potable water avoided3. Gallons of water required and avoided for cooling processesPerformance Target: 1. Track condensate capture rate2. Reduction of potable water use. 3. Track gallons of process water supplemented with non potable waterBaseline Performance: No process water data currently tracked.Interim Performance Milestones:Identication of current consumption of water for these processesTools and Resources:1. Meter and submeter mapping2. Sustainable Design & Construction StandardsRequired Documentation: Tandem Actions:BE13Successor Actions:Intent: Identifying and implementing opportunities where non-potable water can be used helps reduce overall water consumption. Re-using non-potable water for things like eet washing, dust control and reducing the water needed for HVAC purposes can substantially reduce the amount of potable water used for process loads beyond just xtures used by occupants.Implementation Steps:1. The rst steps will include other actions such as metering and identifying the current consumption of these water uses. Identifying all water uses that do not require potable water beyond just eet washing and dust control is also needed.2. Determine feasability of water systems that could implement non-potable for these uses and determine cost, as this may be a feasability issue as wellResponsible Party: EngineeringBusiness Units Affected:Building MaintenanceRough Order of Magnitude: $$BE10: Explore reuse of building process water for non-potable purposes, including construction dust control, eet washingBE11: Supplement the use of potable water for processes like cooling towers and evaporative condensers

Sustainability Management Plan64Objective: Reduce Potable Water Use Consumption (gal/passenger)Phase:Phase 2Category:OperationsPerformance Evaluation Criteria:Auditing activityPerformance Target: Established auditing schedule & budget for all facilitiesBaseline Performance: No current auditing activityInterim Performance Milestones:N/AResponsible Party: Building MaintenanceBusiness Units Affected:Asset ManagementRough Order of Magnitude: $Tools and Resources:1. Can reference/integrate with energy audit plans potentially2. Cityworks Required Documentation: 1. Inventory created of all water uses and ow rates for xture typesTandem Actions:BE8, BE9Successor Actions:BE10, BE11, BE13Intent: The intent of developing a water audit plan is to better understand the current water use types, xture ow rates, and water needs for the airport. Creating a clear inventory of xture numbers and ow rates will outline a low-medium cost water efciency replacement plan. Creating the inventory of all water use types, including process water for things like water cooled HVAC and eet vehicle washing will help identify opportunities of where water consumption could be made more efcient through practices, technology or where potable vs greywater might be an option to evaluate. Understanding water xtures can also potentially help make a better plan for leak detection.Implementation Steps:1. Outline all buildings on site that have water service2. Plan an audit per each building that includes reviewing drawings and on site audit3. Create inventory document to compile all water xtures and uses consistently4. Conduct water audits and ll in inventory documentation5. Discuss ndings and determine plan for improving to low ow xtures as well as discussing ndings of process water use and potential uses that do not require potable water6. Implement plan to repeat water audits routinelyBE12: Develop water auditing plan for all facilities

Sustainability Management Plan65Objective: Reduce Potable Water Use Consumption (gal/passenger)Phase:Phase 3Category:Capital, New Construction, Existing Site Planning/UsePerformance Evaluation Criteria:Gallons of rainwater harvestedPerformance Target: 1. Rainwater harvesting infrastructure projects implemented2. Decreased potable water useBaseline Performance: No current rainwater harvestingInterim Performance Milestones:N/AResponsible Party: EngineeringBusiness Units Affected:Building Maintenance, PlanningRough Order of Magnitude: $$Tools and Resources:1. Sustainable Design & Construction StandardsRequired Documentation: N/ATandem Actions:BE10, BE11Successor Actions:N/AIntent: Identifying the potential for rainwater harvesting infrastructure on the current site and in future projects could help reduce the need for potable water consumption on processes that do not require potable water. Implementation Steps:1. Identifying all water uses that do not require potable water that could benet from rainwater harvesting and how much it would require. This will help determine payback and feasability of rainwater harvesting.2. Evaluate rainwater harvesting system types based on site availability and review costs and return on investment.BE13: Evaluate rainwater harvesting infrastructure on new and existing facilities

Sustainability Management Plan66Objective: Establish Standards for Green Buildings in all Airport Built Environment and Infrastructure ProjectsPhase:Phase 1Category:Capital Projects Performance Evaluation Criteria:LEED Certied BuildingsPerformance Target: 100% of new construction & major renovation projects LEED GoldBaseline Performance: LEED Silver currently required per City of Cleveland Sustainable Building StandardsInterim Performance Milestones:N/AResponsible Party: Planning, EngineeringBusiness Units Affected:ProcurementRough Order of Magnitude: $ (the project may be higher cost, but LEED is not entirely extra costs from the original projects)Tools and Resources:1. LEED Online / LEED Scorecard 2. Sustainable Design & Construction Standards Required Documentation: N/ATandem Actions:Design Standards, BE0, BE15, BE16, BE17Successor Actions:N/AIntent: By requiring LEED Gold minimum on all new facilities and major renovations, the airport will ensure that all new projects meet energy and water efciency measures that are included within LEED. This rating system will also ensure any site, location and materials impacts are evaluated and considered as part of the design and best practices for the construction process. The construction phase will impact things like air quality, waste diversion and healthy materials. Implementation Steps:1. Draft language for LEED Gold requirements and any specic credits that must be pursued2. Include draft specications language based on LEED construction specs for General Sustainability and Construction Waste Management3. Have sustainability team review and comment4. Finalize organization of document and share with CLE airport teams to implement as necessary5. Presenting the document and reviewing may help re-inforce what and why the standard was created6. Include in the Design Standards full documentBE14: Pursue LEED gold minimum for all new facilities and major renovations, based on latest LEED revision

Sustainability Management Plan67Phase:Phase 1Category:Capital ProjectsPerformance Evaluation Criteria:Envision CerticationsPerformance Target: 100% of horizontal infrastructure projects Envision certiedBaseline Performance: No current Envision certicationInterim Performance Milestones:N/AResponsible Party: Planning, EngineeringBusiness Units Affected:ProcurementRough Order of Magnitude: $ (the cost of the certication, not the project)Tools and Resources:1. Envision Scorecard 2. Sustainable Design & Construction Standards Required Documentation: N/ATandem Actions:Design Standards, BE0, BE14, BE16, BE17Successor Actions:N/AIntent: Requiring Envision Certication on all new horizontal infrastructure will ensure environmental, social, and economic dimensions of sustainability are considered as part of all projects.Implementation Steps:1. Draft language for Envision requirements and any specic credits that must be pursued2. Include draft specications language based on Envision requirements3. Have sustainability team review and comment4. Finalize organization of document and share with CLE airport teams to implement as necessary5. Presenting the document and reviewing may help re-inforce what and why the standard was created6. Include in the Design Standards full documentObjective: Establish Standards for Green Buildings in all Airport Built Environment and Infrastructure ProjectsBE15: Pursue Envision certication for all horizontal infrastructure projects (Include third party verications)

Sustainability Management Plan68Phase:Phase 1Category:Capital Projects Performance Evaluation Criteria:Policy implemented; Goal to phase out natural gas where it is not requiredPerformance Target: Natural gas use reduction, no new on-site combustion systems purchasedBaseline Performance: No current restriction policyInterim Performance Milestones:N/AResponsible Party: Planning, Engineering, Building MaintenanceBusiness Units Affected:Procurement, Asset ManagementRough Order of Magnitude: $ - $$ depends on the project and what the true ROI is on gas versus electric system alternativesTools and Resources:1. Sustainable Design & Construction Standards2. Potential/future Electric Utility & Net Zero Energy Master PlanRequired Documentation: N/ATandem Actions:Design Standards, BE0, BE14, BE15, BE17Successor Actions:N/AIntent: By eliminating the installation of any new combustion systems on all major renovation and new construction projects, the airport will make progress towards the Net Zero goals. By converting to more electricity, the airport can supply its electricity with renewable energy sources in the future and therefore eliminate the emissions from electric energy use.Implementation Steps:1. Draft language for no new combustion policy2. Have sustainability team review and comment3. Finalize organization of document and share with CLE airport teams to implement as necessary4. Presenting the document and reviewing may help re-inforce what and why the standard was created5. Include in the Design Standards full documentObjective: Establish Standards for Green Buildings in all Airport Built Environment and Infrastructure ProjectsBE16: Establish policy that restricts installation of on-site combustion building systems, with exceptions as necessary

Sustainability Management Plan69Phase:Phase 1Category:Capital Projects Performance Evaluation Criteria:Policy implemented; LED installationsPerformance Target: 100% LED installs in all new constructionBaseline Performance: No current ofcial requirement for LED in new constructionInterim Performance Milestones:N/AResponsible Party: Planning, EngineeringBusiness Units Affected:Building Maintenance, Asset Management, ProcurementRough Order of Magnitude: $ - $$ depends on the project and what the true ROI is on gas versus electric system alternativesTools and Resources:1. Sustainable Design & Construction Standards2. Potential/future Electric Utility & Net Zero Energy Master Plan Required Documentation: Tandem Actions:Design Standards, BE0, BE5, BE14, BE15, BE16Successor Actions:Intent: By eliminating the installation of any new non-LED bulbs, the airport will be moving towards a more efcient energy consumption. LED light bulbs are statistically more efcient and have more controls capabilities than alternative light xture options, which will reduce the airports energy consumption while also being low hanging fruit from a cost perspective.Implementation Steps:1. Draft language to require all LED xtures on any new construction or major renovation projects2. Include draft specications language that list these LED requirements in the contractors specs3. Have sustainability team review and comment4. Finalize organization of document and share with CLE airport teams to implement as necessary5. Presenting the document and reviewing may help re-inforce what and why the standard was created6. nclude in the Design Standards full documentObjective: Establish Standards for Green Buildings in all Airport Built Environment and Infrastructure ProjectsBE17: Establish requirement for LED lighting in all new construction

Sustainability Management Plan70Phase:Phase 2Category:Capital Projects Performance Evaluation Criteria:Policy implemented; Deployment of building LCA tools Performance Target: LCA processes conductedBaseline Performance: No current LCA process implementedInterim Performance Milestones:N/AResponsible Party: Building MaintenanceBusiness Units Affected:Asset Management, Procurement, FinanceRough Order of Magnitude: $Tools and Resources:1. Sustainable Design & Construction StandardsRequired Documentation: N/ATandem Actions:BE14, BE19, BE20, BE21, BE22Successor Actions:N/AIntent: Conducting total cost of ownership or Life Cycle Assessments on new building component purchases helps give the real lifetime cost of purchases. This can illustrate how upfront costs can be offset by lower operational costs. This is especially valuable as the conversion from gas to electric and in higher efciency systems to decrease long-term operational costs. Implementation Steps:1. Draft language to require LCA’s be conducted on any new building component purchases.2. Identify if there is a minimum spend or specic categories of purchases this needs to apply to. 3. Have sustainability team review and comment4. Finalize organization of document and share with CLE team to implement as necessary 5. Presenting the document and reviewing may help re-inforce what and why the standard was created 6. Include in the Design Standards full documentObjective: Establish Standards for Green Buildings in all Airport Built Environment and Infrastructure ProjectsBE18: Required LCA/Total Cost of Ownership process for all building component purchases

Sustainability Management Plan71Phase:Phase 2Category:Capital ProjectsPerformance Evaluation Criteria:Policy implementedPerformance Target: Projects meeting energy efciency standardsBaseline Performance: No current EUI or energy efciency standardsInterim Performance Milestones:N/AResponsible Party: Building MaintenanceBusiness Units Affected:Engineering, Procurement Rough Order of Magnitude: $Tools and Resources:1. Energy Models 2. Sustainable Design & Construction Standards3. Potential/future Electric Utility & Net Zero Energy Master PlanRequired Documentation: Tandem Actions:BE14, BE18, BE20, BE21, BE22Successor Actions:Intent: By requiring energy efciency standards and minimum EUI on all new facilities and major renovations, the airport will ensure that all new projects meet energy efciency measures. This aligns with the goal to meet LEED certication, to beat industry standards of performance, and move towards Net Zero. Implementation Steps:1. Draft language for energy efciency recommendations, standards, etc based on industry knowledge and expectations. Include EUI’s based on industry standards and LEED performance requirements.2. Include draft OPR/BOD language for new construction and major renovation projects to ensure these standards are upheld in new projects.3. Have sustainability team review and comment4. Finalize organization of document and share with CLE teams to implement as necessary5. Presenting the document and reviewing may help re-inforce what and why the standard was created6. Include in the Design Standards full documentObjective: Establish Standards for Green Buildings in all Airport Built Environment and Infrastructure ProjectsBE19: Develop and employ energy efciency standards for all capital projects, including a minimum Energy Use Intensity threshold (EUI) for all new construction & renovation projects

Sustainability Management Plan72Phase:Phase 2Category:Capital Projects Performance Evaluation Criteria:Policy implementedPerformance Target: Projects meeting water efciency standardsBaseline Performance: No current WUI or water efciency standardsInterim Performance Milestones:N/AResponsible Party: Building MaintenanceBusiness Units Affected:Engineering, ProcurementRough Order of Magnitude: $Tools and Resources:1. LEED Water Calculator2. Sustainable Design & Construction StandardsRequired Documentation: N/ATandem Actions:BE14, BE18, BE19, BE21, BE22Successor Actions:N/AIntent: By requiring water efciency standards and minimum WUI (water use intenesity) on all new facilities and major renovations, the airport will ensure that all new projects meet water reduction measures. This aligns with the goal to meet LEED certication and to beat industry standards of performance. Implementation Steps:1. Draft language for water efciency recommendations, standards, etc based on industry knowledge and expectations. Include LEED baseline and 40% reduction requirement. 2. Include draft OPR/BOD language for new construction and major renovation projects to ensure these standards are upheld in new projects.3. Have sustainability team review and comment4. Finalize organization of document and share with CLE airport teams to implement as necessary 5. Presenting the document and reviewing may help re-inforce what and why the standard was created6. Include in the Design Standards full documentObjective: Establish Standards for Green Buildings in all Airport Built Environment and Infrastructure ProjectsBE20: Develop and employ water efciency standards for all capital projects, requiring a reduction in water consumption in all new buildings by 40% from LEED baseline

Sustainability Management Plan73Phase:Phase 2Category:Capital Projects Performance Evaluation Criteria:Policy implementedPerformance Target: No new CFC-based refrigerants purchasedBaseline Performance: No current refrigerant policy in placeInterim Performance Milestones:N/AResponsible Party: Building MaintenanceBusiness Units Affected:EngineeringRough Order of Magnitude: $ - $$Tools and Resources:1. Sustainable Design & Construction StandardsRequired Documentation: Tandem Actions:BE14, BE18, BE19, BE20, BE22Successor Actions:Intent: By eliminating the purchase of any new CFC’s or systems that require CFC, the airport can reduce it’s environmental impact due to CFC-causing ozone depletion.Implementation Steps:1. Draft language for no new CFCs policy2. Have sustainability team review and comment3. Finalize organization of document and share with CLE airport teams to implement as necessary4. Presenting the document and reviewing may help re-inforce what and why the standard was created5. Include in the Design Guidelines full documentObjective: Establish Standards for Green Buildings in all Airport Built Environment and Infrastructure ProjectsBE21: Implement policy that prohibits the purchase of CFC-based refrigerants

Sustainability Management Plan74Phase:Phase 2Category:Capital ProjectsPerformance Evaluation Criteria:Policy implementedPerformance Target: BLCA models performed on all new facilitiesBaseline Performance: No current policy in placeInterim Performance Milestones:N/AResponsible Party: Planning, EngineeringBusiness Units Affected:Building Maintenance, Asset Management, FinanceRough Order of Magnitude: $Tools and Resources:1. OneClickLCA2. Sustainable Design & Construction StandardsRequired Documentation: N/ATandem Actions:BE14, BE18, BE19, BE20, BE21Successor Actions:N/AIntent: Building Life Cycle Analyses (BLCAs) are used by design teams in new construction and major renovation projects to understand the embodied carbon footprint of the building materials selected. Structural engineers have a lot of inuence along with architects in ensuring the project design and materials are striving towards lower embodied carbon options. Implementation Steps:1. Draft language to require BLCA’s be conducted on any new construction or major renovation projects2. Include draft OPR/BOD language that list these in the LEED requirements3. Have sustainability team review and comment4. Finalize organization of document and share with CLE airport teams to implement as necessary5. Presenting the document and reviewing may help re-inforce what and why the standard was created6. Include in the Design Standards full document7. Ongoing review and determine impacts on design of BLCA’s and the total embodied carbon of airport projectsObjective: Establish Standards for Green Buildings in all Airport Built Environment and Infrastructure ProjectsBE22: Require BLCA model for all new construction to determine embodied carbon

FOCUS AREAClean Energy

Sustainability Management Plan76Objective: Build a Robust Data Repository to Support Clean Energy Actions Phase:Phase 1Category:OperationsPerformance Evaluation Criteria:1. Detailed energy consumption, interval, peak load & demand data2. Existing types of renewable energy sources (solar, wind), capacities (kWh), performance data3. Potential for new renewable energy installation - feasibility, site/roof assessmentPerformance Target: Successful implementation of data management method/tool and consistent engagement with required reporting. Baseline Performance: N/AInterim Performance Milestones:N/AResponsible Party: Dependent on specic datasetBusiness Units Affected:Dependent on specic datasetIntent: There is no existing platform to house the data that support and inform the SMP. It is necessary to build a robust data repository and associated processes for data collection and entry to be able to develop performance baselines for SMP actions. It is critical to implement this action immediately to provide a comprehensive understanding of current airport performance and begin to track progress toward SMP goals. Tools and Resources:1. Current drawings 2. EnergyCAP3. Demand Management Softward (do not currently have)4. ArcGIS map5. Cityworks/Asset Mgmt Required Documentation: 1. Data Repository Platform2. Procedures (data collection, entry, reporting)Tandem Actions:BE0, CT0, EN0, WM0, CR0Successor Actions: All Clean Energy actionsImplementation Steps:1. Review current existing reporting procedures and data repositories (if applicable) 2. Engage with employees to understand data needs and opportunities for improvement3. Identify data points that do not currently have process and/or responsible party for data collection. Also identify documentation (drawings) that may need to be updated 4. Establish responsible parties for each data point (if not already in place) and determine frequency for data collection and reporting and/or deadline for one-time document update5. Establish data management methods/tools required to successfully implement and identify external resources as required; Research and choose database type considering factors such as cost, security, regulations, etc. 6. Implement protocols (QAQC process) for data consistency, accuracy, and integrity7. Develop protocol for reporting data to relevant teams and stakeholders8. Consider methods for incorporating feedback and observations into data collection process to continuously improve and maximize efciencies (review emerging technologies such as AI-driven tools) Rough Order of Magnitude: $CE0: Develop methods & tools to collect data required to assess Clean Energy baseline

Sustainability Management Plan77Objective: Enable Clean Energy Supply through Broad ElectricationPhase:Phase 3Category:Capital, OperationsPerformance Evaluation Criteria:% of buildings systems electriedPerformance Target: Phase out plan with operational & nancial commitments that is aligned with citywide MAP targetsBaseline Performance: No current phase out planInterim Performance Milestones:Remove gas used for all non-process loadsResponsible Party: Building MaintenanceBusiness Units Affected:Asset Management, Engineering, PlanningRough Order of Magnitude: $$-$$$Tools and Resources:1. Cityworks/Asset Management2. Potential/future Electric Utility & NetZero Energy Master PlanRequired Documentation: 1. Asset InventoryTandem Actions:CE3, CE4Successor Actions:N/AIntent: In order reduce emissions without offsets, electrication allows for renewable energy sources to be used to power all of the required building energy without the combustion emissions of burning natural gas. Implementation Steps:1. Review the equipment inventory to understand all gas uses: hvac systems, process loads, hot water heating, etc.2. Evaluate the lifespan left of the systems that are gas or any other heating fuels, to determine replacement timeline for electrication3. Evaluate electrication impacts on existing electric infrastructure4. Identify if there is any process loads that will not be reasonably able to convert to electrication based on available technology5. Create a capital plan to understand nancial impact of transitioning to electric equipmentCE1: Develop phase out plan to upgrade all existing natural gas building systems to electric

Sustainability Management Plan78Objective: Enable Clean Energy Supply through Broad ElectricationPhase:Phase 2Category:Capital ProjectsPerformance Evaluation Criteria:Policy implementedPerformance Target: No natural gas used in new facilitiesBaseline Performance: No current policyInterim Performance Milestones:N/AResponsible Party: Building MaintenanceBusiness Units Affected:Asset Management, Procurement, EngineeringRough Order of Magnitude: $ - $$ depends on the project and what the true ROI is on gas versus electric system alternatives Tools and Resources:1. Sustainable Design & Construction StandardsRequired Documentation: N/ATandem Actions:BE14, BE16Successor Actions:N/AIntent: By eliminating the installation of any new gas systems on all major renovation and new construction projects, the airport will make progress towards the Net Zero goals. By converting to more electricity, the airport can supply its electricity with renewable energy sources in the future and therefore eliminate the emissions from electric energy use. Implementation Steps:1. Draft language for no new natural gas systems policy2. Have sustainability team review and commen3. Finalize organization of document and share with CLE airport teams to implement as necessary4. Presenting the document and reviewing may help re-inforce what and why the standard was created5. Include in the Design Standards full documentCE2: Prohibit the use of natural gas for all new building systems

Sustainability Management Plan79Objective: Enable Clean Energy Supply through Broad ElectricationPhase:Phase 3Category:Capital, OperationsPerformance Evaluation Criteria:% of all unitsPerformance Target: 100% Units converted Baseline Performance: No current requirements in placeInterim Performance Milestones:N/AResponsible Party: Building Maintenance, Leases & ConcessionsBusiness Units Affected:EngineeringRough Order of Magnitude: $$-$$$ Tools and Resources:1. Cityworks/Asset Management2. Sustainable Design & Construction StandardsRequired Documentation: 1. Asset inventoryTandem Actions:CE1, CE4 Successor Actions:N/AIntent: By installing ground power equipment PCA’s at terminal and cargo facilities, electricity can be used to power these, elimimnating associated on-site combustion and allowing power to be supplied by future renewable electricity.Implementation Steps:1. From asset inventory identify how many PCA’s would be required2. Determine plan based on who is responsible for this equipment (airline tenants? Airport?)3. Investigate if there is efciency in converting many at the same time or if a phased approach is more feasible4. Understand impact on electrication requirements and needsCE3: Install Ground Power Equipment Preconditioned Air units (PCA) at terminal and cargo facilities

Sustainability Management Plan80Objective: Enable Clean Energy Supply through Broad ElectricationPhase:Phase 3Category:Capital, OperationsPerformance Evaluation Criteria:Scope 1 emissions; heat recoveryPerformance Target: No emissions generated from waste treatment, maximize heat recovered from on-site processing Baseline Performance: urrently operating natural gas incineration, no heat recovery currentlyInterim Performance Milestones:N/AResponsible Party: Engineering, Building MaintenanceBusiness Units Affected:EnvironmentalRough Order of Magnitude: $$Tools and Resources:1. Cityworks/Asset Management2. Potential/future Electric Utility & NetZero Energy Master Plan Required Documentation: Tandem Actions: CE1, CE3Successor Actions:N/AIntent: International waste has specic requirements about how it needs to be managed, and will require special considerations to avoid on-site compbustion from this process and/or identify opportunities for heat recoveryImplementation Steps:1. Compare system options from other airport systems that have implemented non-combusticle incineration process for international waste2. Determine lifespan left on current waste system to determine return on investment of replacing3. Determine capital needs required to replace systemCE4: Transition international waste treatment to noncombustible system and evaluate the opportunity for heat recovery

Sustainability Management Plan81Objective: Achieve 100% Clean Energy Supply with a Prioritization on Local GenerationPhase:Phase 1Category:CapitalPerformance Evaluation Criteria:MW solar potentialPerformance Target: Analysis completedBaseline Performance: No current campus analysisInterim Performance Milestones:N/AResponsible Party: PlanningBusiness Units Affected:Strategy, EngineeringRough Order of Magnitude: $Tools and Resources:1. Potential/Future Electric Utility & NetZero Energy Master Plan2. FAA Technical Guidance for Evaluating Selected Solar Technologies on Airports Required Documentation: 1. Assessment of baseline conditions2. Form 7460-1, conrming analysis of glint and glare determined there is no potential for ocular impact to ATCT cab. Tandem Actions:CE0Successor Actions:CE7Intent: The airport does not currently have a full, FAA-approved campus wide solar analysis. Conducting this analysis will provide clarity on feasibility of solar/microgrid installations on campus. This is a low-cost implementation and upon completion will immediately provide insight on solar potential at the airport.Implementation Steps:1. Coordinate with FAA Ofce of Airports to evaluate the potential for glint and glare for solar projects2. Review existing airport conditions and compare with existing sources of glare3. Determine type of acceptable glare analysis required for planned solar facilities (based on size, location) 4. Identify subject matter experts to conduct analysisCE5: Complete campus wide solar glare analysis according to FAA requirements

Sustainability Management Plan82Objective: Achieve 100% Clean Energy Supply with a Prioritization on Local GenerationPhase:Phase 3Category:CapitalPerformance Evaluation Criteria:MW wind potential Performance Target: Analysis completedBaseline Performance: No current wind renewables analysisInterim Performance Milestones:N/AResponsible Party: PlanningBusiness Units Affected:Strategy, EngineeringRough Order of Magnitude: $Tools and Resources:1. Potential/future Electric Utility & NetZero Energy Master PlanRequired Documentation: 1. Wind assessment report with generation potentialTandem Actions:N/ASuccessor Actions:N/AIntent: There are more opportunities for renewable energy sources than just solar, wind is another renewable electricity source the airport could consider in order to supply it’s own electricity with no emissions.Implementation Steps:1. Evaluate current site for wind potential to determine feasability of having wind renewable energy generation on site along with FAA and all other applicable requirements.2. Through wind assessment determine MWh of potential electricity generated from a wind system.3. Include ROI and whole life cycle cost for feasability CE6: Explore and analyze wind electric systems

Sustainability Management Plan83Objective: Achieve 100% Clean Energy Supply with a Prioritization on Local GenerationPhase:Phase 2Category:Capital Projects Performance Evaluation Criteria:Policy implementedPerformance Target: 100% of energy supplied by renewable sourcesBaseline Performance: No current policyInterim Performance Milestones:N/AResponsible Party: PlanningBusiness Units Affected:Strategy, Engineering, Procurement Rough Order of Magnitude: $ - $$ Tools and Resources:1. Sustainable Design & Construction StandardsRequired Documentation: N/ATandem Actions:Design Standards, BE14, CE8Successor Actions:N/AIntent: By requiring renewable energy readiness or actual installation of wind, solar, or geothermal on all new building and parking projects, the airport ensures they do not miss opportunities where new projects are being built to have the maximum impact and utilization on the renewable energy goals. Moving the electricity to renewable energy sources is the key to reaching Net Zero Scope 2 emissions.Implementation Steps:1. Draft language to require renewable energy installation analysis be conducted on any new construction buildings and parking structures. And that if it is not feasible at the time, that the building design is ready for renewable energy installations in the future. Include language to clarify FAA requirements or references.2. Include draft OPR/BOD language that list these in the requirements, including in LEED projects. 3. Have sustainability team review and comment4. Finalize organization of document and share with CLE airport teams to implement as necessary5. Presenting the document and reviewing may help re-inforce what and why the standard was created6. Include in the Design Standards full documentCE7: Require renewable energy (wind, solar, geothermal) installation or readiness for all new building and parking projects, as allowable per FAA

Sustainability Management Plan84Objective: Achieve 100% Clean Energy Supply with a Prioritization on Local GenerationPhase:Phase 2Category:OperationsPerformance Evaluation Criteria:X% of energy supplied by renewable sourcesPerformance Target: 100% energy supplied through clean energy/RECsBaseline Performance: 100% electricity offset with RECsInterim Performance Milestones:N/AResponsible Party: SustainabilityBusiness Units Affected:FinanceRough Order of Magnitude: $Tools and Resources:1. Utility Provider 2. Potential/future Electric Utility & NetZero Energy Master Plan Required Documentation: N/ATandem Actions:CE7Successor Actions:N/AIntent: By participating in local utility partnerships that have a renewable energy source in their mix, the airport can reduce its emissions portfolio. Currently all electricity is offset by REC’s, however a more ideal situation would be for the renewable energy to be directly sourced into the grid that the airport is using.Implementation Steps:1. Review local utilities to determine if there are any renewable energy sources available to the airport utility.2. If there are no existing renewables available, talk to current utility provider to determine if a partnership is available to create renewable project through the grid. 3. Determine process and team responsible for selecting utility grid and managing the resource mix providedCE8: Identify opportunities for decreasing energy emissions through local utility partnerships

Sustainability Management Plan85Objective: Reduce Airport Energy CostsPhase:Phase 2Category:Capital, OperationsPerformance Evaluation Criteria:Energy cost reduction, improved energy reliabilityPerformance Target: Microgrid feasibility completed Baseline Performance: No current evaluation of microgrid opportunitiesInterim Performance Milestones:N/AResponsible Party: SustainabilityBusiness Units Affected:Planning, Strategy, EngineeringRough Order of Magnitude: $Tools and Resources:1. Potential/future Electric Utility & NetZero Energy Master PlanRequired Documentation: 1. Utility information of demand and consumption for electricity for last few yearsTandem Actions:N/ASuccessor Actions:N/AIntent: Local microgrids offer the ability to procure energy through more renewable sources. Microgrids can offer more reliability and control over the resource mix by using renewables and better predicting demand and need for power. This helps reduce emissions from electricity by having a renewable energy source mix through the grid, as well as to increase energy security through independence from the larger grid.Implementation Steps:1. Review the feasibility and needs of the airport electricity demand and consumption to evaluate against microgrid capabilities2. Research if there are any current microgrid projects being developed that the airport could pariticipate in or if the airport would need to create its own microgrid projects3. Identify requirements and needs for the microgrid and evaluate costs of implementationCE10: Explore energy cost & emissions savings potential through local microgrid participation

FOCUS AREAClean Transportation

Sustainability Management Plan87Intent: There is no existing platform to house the data that support and inform the SMP. It is necessary to build a robust data repository and associated processes for data collection and entry to be able to develop performance baselines for SMP actions. It is critical to implement this action immediately to provide a comprehensive understanding of current airport performance and begin to track progress toward SMP goals. Tools and Resources:1. Data Repository PlatformRequired Documentation: 1. Procedures (data collection, entry, reporting)Tandem Actions:BE0, CE0, EN0, WM0, CR0 Successor Actions:All CT ActionsImplementation Steps:1. Review current existing reporting procedures and data repositories (if applicable) 2. Engage with employees to understand data needs and opportunities for improvement 3. Identify data points that do not currently have process and/or responsible party for data collection. Also identify documentation (drawings) that may need to be updated 4. Establish responsible parties for each data point (if not already in place) and determine frequency for data collection and reporting and/or deadline for one-time document update5. Establish data management methods/tools required to successfully implement and identify external resources as required; Research and choose database type considering factors such as cost, security, regulations, etc. 6. Implement protocols (QAQC process) for data consistency, accuracy, and integrity7. Develop protocol for reporting data to relevant teams and stakeholders8. Consider methods for incorporating feedback and observations into data collection process to continuously improve and maximize efciencies (review emerging technologies such as AI-driven tools)Rough Order of Magnitude: $-$$Phase:Phase 1Category:OperationsPerformance Evaluation Criteria:Successful implementation of data management method/tool and consistent engagement with required reporting.Performance Target: Develop Baseline data on airport vehicle mixes by end use, equipment inventories, purchasing procedures, maintenance staff, and regional transportation programs and infrastructureBaseline Performance: N/AInterim Performance Milestones: N/AResponsible Party: Dependent on specic datasetBusiness Units Affected:Dependent on specic datasetObjective: Build robust data repository to support Clean Transportation actionsCT0: Develop methods & tools to collect data required to assess transportation baseline

Sustainability Management Plan88Intent: Support EV and alternative fuel / low-emissions vehicle options by developing a management plan for alternative fuel infrastructure. Tools and Resources:1. Alternative Fuel Toolkit2. FEMP Best Practices: Sustainable Fleet Core PrinciplesRequired Documentation: N/ATandem Actions:CT0, CT2Successor Actions:CT3, CT4, CT9, CT7, CT8Implementation Steps:1. Identify forecasted demand for eet, employee, rental car, and customer EV Charging over the next 25 years based on regional data and eet electrication planning. Forecast should identify near, mid, and long-term demand projections.2. Identify key areas throughout the CLE campus to include EV charging and evaluate opportunities to combine charging needs across user groups.3. Establish ownership structure considering capital investment and operations and maintenance costs4. If infrastructure to be owned by CLE, conduct an electrical load study to identify existing capacity and projected demand from EV-charging 5. Evaluate technology options identifying origninal equipment manufacturers that provide solutions that align with each user group’s needs and facilitate data, payment, and demand management 6. Develop a phased implementation plan based on near,mid, and long term demand projections providing the necessary electrical infratructure, conduit, and electrical panel space to accommodate 100% of planned EV charging stations.7. Create an asset management plan to assure charging infrastructure is maintained properly to extend its useful life. 8. Identify charging strategies for CLE vehicles to reduce peak demand charging costs.Objective: Support electric and other low emission vehicle options for airport passengers, visitors, vendors, and employeesPhase:Phase 2Category:OperationsPerformance Evaluation Criteria:Completion of management plan and implementation of recommendationsPerformance Target: Plan developedBaseline Performance: No existing Alternative Fuel Management Plan in placeInterim Performance Milestones:N/A Responsible Party: Vehicle MaintenanceBusiness Units Affected:Planning, Engineering, Ground Transportation, ARFF, Building MaintenanceRough Order of Magnitude: $$CT1: Develop alternative fuel infrastructure management plan including forecasting and corresponding installation phasing, infrastructure placement, parking guidelines/restrictions, and charging fees

Sustainability Management Plan89Tools and Resources:1. Alternative Fuel Toolkit2. U.S. DOE Alternative Fuels Data Center3. FEMP Best Practices: Sustainable Fleet Core Principles Required Documentation: 1. Electrical capacity audit report2. Alternative funding study3. Design guidelines4. Retrot schedule5. Monitoring platformTandem Actions:CT0, CT1Successor Actions:CT3Intent: Ensure all new airport parking facilities are built with EV charging infrastructure while creating a phased retrot plan to add EV charging capabilities to existing parking lots over time. Implementation Steps:1. Assess Current Infrastructure. Conduct an audit of existing parking facilities to determine available electrical capacity and necessary upgrades.2. Identify alternative funding options for EV infrastructure expansion and explore partnerships with utility providers and private charging companies to reduce costs3. Establish design guidelines requiring all new airport parking structures to include a minimum percentage of EV-ready spaces and charging stations. Specify electrical capacity requirements to accommodate future expansion. 4. Create a retrot schedule and plan for existing lots. Prioritize high-trafc areas and employee parking for early-phase installations. Dene a timeline for retrots based on demand projections and funding availability.5. Monitor usage of EV charging stations and demand growth and adjust the plan as needed.Rough Order of Magnitude: $$$Objective: Support EV and Low-emissions Vehicle OptionsPhase:Phase 1Category:Operations, New ConstructionPerformance Evaluation Criteria:Completion of infrastructure plan and implementation of phased retrots.Performance Target: EV-ready infrastructure included in all new parking facilities; phased retrot plan developed and initiated for existing parking lots, % of parking designated for EVsBaseline Performance: Limited or no existing EV charging infrastructure in parking facilities.Interim Performance Milestones:TBDResponsible Party: EngineeringBusiness Units Affected:Environmental, Planning, Maintenance, Engineering, FinanceCT2: Require Electric Infrastructure to Support Electric Vehicle Charging in All New Parking Facilities & Create Retrot Plan for Existing Lots

Sustainability Management Plan90Tools and Resources:1. https://www.transportation.gov/rural/ev/toolkit/ev-partnership-opportunities/local-and-regional-partners2. https://afdc.energy.gov/fuels/electricity-charging-station-signageRequired Documentation: N/ATandem Actions:CT1, CT2Successor Actions:N/AIntent: Reduce scope 3 GHG emissions and provide electric mobility options for passengers to access the airport.Implementation Steps:1. Establish partnerships with rental car companies to discuss mutual goals for sustainability and EV adoption2. Consult with rental car companies regarding location and siting of EVSE in new lots, and retrotting of existing lots (see action CT2). Provide clear and consistently branded signage to make EVSE easy to nd.3. Create joint marketing campaigns to promote EV options to passengers leaving the airport and entering rental car lots.4. Consider providing nancial incentives / discounts on fees or leases to rental car companies that meet targets for EV adoption established by the airport.5. Develop education and training materials for rental car staff to educate them about EV operation, maintenance and charging. 6. Partner with Regional Planning Organizations on EVSE infrastructure to support tourism in the CLE area and beyond Objective: Support EV and Low-emissions Vehicle OptionsPhase:Phase 2Category:OperationsPerformance Evaluation Criteria:% of EVSEs in rental car eets at CLEPerformance Target: TBDBaseline Performance: No current information about rental car EV offeringsInterim Performance Milestones:TBDResponsible Party: Leases and ConcessionsBusiness Units Affected:EngineeringRough Order of Magnitude: $CT3: Work with rental car companies to install EVSE and to expand local offering of EV/PHEV rental options

Sustainability Management Plan91Tools and Resources:1. ACRP_4_Ground_Access_to_Major_Airports_by_Public_TransportationRequired Documentation: N/ATandem Actions:CT5Successor Actions:N/AIntent: Reduce SOV modes of travel to the airport by making passengers aware of alternative ways to access the airport and/or providing incentivesImplementation Steps:1. Inventory all current and planned alternative modes of transportation to CLE.2. Inventory all routes and schedules of alternative modes of transportation to CLE.3. Collaborate with local transit authorities to improve public awareness of transportation options to and from the airport. 4. Consider offering discounted or free transit passes for airport employees and passengers. 5. Partner with or develop a Transportation Management Association/Organization (TMA/TMO) to facilitate the promotion, growth and service offerings of the program.6. Provide priority access lanes or other incentives for EV / alt-fueled rideshare vehicles7. Conduct a review of infrastructure needs for non-SVO vehicle access and develop a list of infrastructure upgrades to encourage these access modes. Objective: Reduce SOV modes of travel to the airportPhase:Phase 3Category:OperationsPerformance Evaluation Criteria:% of passengers, visitors, and employees traveling to airport via non SOV modes of transportationPerformance Target: TBDBaseline Performance: N/AInterim Performance Milestones:TBDResponsible Party: PlanningBusiness Units Affected:Engineering, CommunicationsRough Order of Magnitude: $CT4: Increase the use of alternative modes of transportation to and from CLE by passengers and employees

Sustainability Management Plan92Intent: Reduce SOV modes of travel to the airport for employees by encouraging telecommuting where feasible and encouraging employees to use alternative transportation modes for their commuteTools and Resources:1. Commute Connections2. NOACA Gohio CommuteRequired Documentation: N/ATandem Actions:CT4Successor Actions:N/AImplementation Steps:1. Identify all job classications at CLE that are classied as non-essential.2. Implement a telecommuting program for CLE employees that allows telecommuting for eligible employees with supervisor approval. 3. Provide technology equipment and solutions to facilitate employee telecommuting4. Develop a dashboard for employees to log their daily vehicle miles taveled and commute type. 5. Require employees to track days workd from home in the dashboard to establish emissions reductions resulting from program.6. Conduct an outreach/awareness campaign to inform and engage employees regarding their telecommuting options and alternative ways to access the airport for their commute. 7. Provide incentives to employees for commuting via transit, carpool, bike or other green transportation options. This could include nancial incentives, subsidized transit passes, leave/vacation time, gift cards, contest prizes, etc. CLE could also offer employees exible work hours to allow them to avoid peak trafc times for efcient commutes and provide showers/changing rooms for employees who bike to work. Objective: Reduce SOV modes of travel to the airportPhase:Phase 3Category:OperationsPerformance Evaluation Criteria:% of employee commuting miles that are non-SOVPerformance Target: TBDBaseline Performance: 29% of DPC employees able to commuteInterim Performance Milestones:N/AResponsible Party: Human ResourcesBusiness Units Affected:AllRough Order of Magnitude: $CT5: Establish work telecommuting program where feasible - require all CLE employees to track non-driving mileage.

Sustainability Management Plan93Intent: Develop an evaluation mechanism to identify the business case for transitioning internal combustion engine eet vehicles to alternative fuels such as electric engines based on cost, environmental benets, and social benets relating to air quality and noise. Tools and Resources:1. EPA AFLEET ToolRequired Documentation: 1. LCA ToolTandem Actions:CT1, CT2Successor Actions:CT7, CT8, CT9Implementation Steps:1. Interview Fleet Purchaser to identify the process and triggers for replacing or adding a new eet vehicle.2. Work with the city to review existing contracts for vehicle purchasing and determine what manufacturers are or can be procured through existing contract.3. Develop a cost model for current purchasing structure for eet vehicles based on vehicle value, lifecycle maintenance costs, fuel costs, and average emissions per vehicle mile.4. Develop an inventory of available alternative fuel vehicles available through procurement contract 5. Establish monetary equivalents for the environmental and social benets of alternative fuel vehicles6. Develop minimum trigger thresholds for all future eet purchasing activities based on a multifactor evaluation including rst cost, lifetime costs, greenhouse gas emission reductions, social impact, and infrastructure availability.7. Develop LCA tool and review with eet purchasing managers and CLE Leadership8. Develop a campaign around the benets of alternative fuel vehicles9. Develop training materials on the operation and maintenance of alternative fuel vehicles10. Work with Fleet Manager to forecast eet purchasing over the next 5 years and identify alternative fuel options for all purchasing activitiesObjective: Minimize Airport Fleet EmissionsPhase:Phase 1Category:OperationsPerformance Evaluation Criteria:N/APerformance Target: Tool DevelopedBaseline Performance: No tool in placeInterim Performance Milestones:N/AResponsible Party: Vehicle MaintenanceBusiness Units Affected:Asset Management, FinanceRough Order of Magnitude: $$CT6: Develop Lifecycle Assessment (LCA) Tool for all vehicle purchasing by CLE

Sustainability Management Plan94Objective: Minimize Airport Fleet EmissionsPhase:Phase 2Category:OperationsPerformance Evaluation Criteria:N/APerformance Target: Fleet Conversion Plan developedBaseline Performance: No plan currently in placeInterim Performance Milestones:N/AResponsible Party: Vehicle MaintenanceBusiness Units Affected:Building Maintenance, Engineering, EnvironmentalRough Order of Magnitude: $-$$CT7: Develop Fleet Conversion Plan that outlines a path to converting all airport-owned vehicles to low emission/alternative fuel, including vehicle conversions, supporting infrastructure, and required maintenance supportImplementation Steps:1. Develop inventory of all eet vehicles at CLE2. Work with Fleet Manager to determine the useful life of existing vehicles and trigger thresholds for adding additional vehicles to CLE eet. 3. Identify alterntive fuel options for all vehicle types at CLE using the Fleet LCA Tool4. Develop an alternative fuel infrastructure plan to deploy the necessary assets around the CLE campus to support vehicle transition5. Develop policy for the proper use and fueling procedures for alternative fuel vehicles6. Develop training modules for operation and fueling of alterntive fuel vehicles 7. Estbalish partnerships with local trade schools or manufacturers to develop technical training programs for the maintenance of alternative fuel vehicles and infrastructure 8. Develop an engagement campaign around the benets of electric vehicles including test drives, educational modules, and testimonies from leadership.Tools and Resources:1. Fleet LCA ToolIntent: Fleet Emissions are a signicant contributer to CLE’s Scope 1 emissions and local criteria pollutants that impact air quality at CLE and surrounding communities. Transitioning eet vehicles to alternative fuel vehicles will help the airport achieve is greenhouse gas emissions reduction goals and support the City’s goal of electrifying all light-duty eet vehicles by 2040 and all medium and heavy-duty eet vehicles by 2045. Establishing a eet conversion plan will help CLE forecast the necessary investments in timelines for developing alternative fuels infrastructure, vehicles, operations education and technical training for the maintenance of vehicles and infrastructureRequired Documentation: 1. Fleet Conversion Plan2. Alternative Fuel Vehicle Operations and Fueling Policy3. Alternative Fuel Infrastructure Plan4. Training Modules5. Technical Training Program6. Engagement Campaign PlanTandem Actions:CT1, CT2, CT6, CT8Successor Actions:N/A

Sustainability Management Plan95Tools and Resources:1. Potential/future CLE EV MasterplanRequired Documentation: N/ATandem Actions:CT7Successor Actions:N/AIntent: Reduce scope 1 emissions and enhance working conditions on site through the electrication of all maintenance equipmentImplementation Steps:1. Develop inventory of all maintenance equipment at CLE 2. Work with Fleet Manager to determine the useful life of existing equipment and trigger thresholds for adding additional equipment to CLE inventory.3. Identify alterntive fuel options for all equipment types at CLE4. Conduct a pilot project with various types of maintenance equipment to determine operational viability.5. Develop an alternative fuel infrastructure plan to deploy the necessary assets around the CLE campus to support equipment transition 6. Develop policy for the proper use and fueling procedures for alternative fuel vehicles 7. Develop training modules for operation and fueling of alterntive fuel equipment and infrastructure Objective: Reduce Airport Fleet EmissionsPhase:Phase 2Category:OperationsPerformance Evaluation Criteria:% of maintenance equipment transitionedPerformance Target: 100% of equipment transitionedBaseline Performance: No current program in placeInterim Performance Milestones:N/AResponsible Party: Vehicle MaintenanceBusiness Units Affected: Field MaintenaceRough Order of Magnitude: $$CT8: Develop maintenance equipment plan to convert all equipment to alternative fuel or fuel efcient equipment

Sustainability Management Plan96Intent: Incentivize and support maintenance staff in getting training that will enable them to maintain low emissions and alternative-fueled veicles in the airport’s eetTools and Resources:1. Potential/future CLE EV Masterplan2. National Alternative Fuels Training Consortium (NFPA)3. Electric Vehicle Safety Training Resources for First and Second RespondersRequired Documentation: N/ATandem Actions:CT7, CT8Successor Actions:N/AImplementation Steps:1. Partner with organizations such as the National Alternative Fuels Training Consortium (NAFTC) and the Natural Gas Vehicle Institute (NGVi) to identify and provide specialized2. Leverage specialized training programs such as NFPA Alternative Fuel Vehicles (AFV) Training and the Alternative Fuels Data Center’s Electric Vehicle Safety Training to identify and deliver training on technologies and safety procedures for EVs and alt-fueld vehicles. 3. Incentivize staff to obtain certications in electric and alternative-fueled vehicle maintenance from recognized institutions. Staff that complete certication should be eligible for promotions, pay increases, or other rewards. Also update hiring practices to favor candidates with these certications and related skills.4. Develop and require safety training to ensure maintenance staff and ARFF are trained in safety protocols specic to electric and alternative-fueled vehicles, such as working with high-voltage systems and understanding risks associated with different fuel types.5. Encourage mainetnance staff to attend industry conferences with training/ education opportunities related to evolving trends in vehicle maintenance.Objective: Reduce Airport Fleet EmissionsPhase:Phase 3Category:OperationsPerformance Evaluation Criteria:% of maintenance staff trained; annual training hours recorded; number of relevant certications held by maintenance staff Performance Target: 100% of Maintenance Staff working on mobile equpment and infrastructureBaseline Performance: No plan currently in placeInterim Performance Milestones:N/AResponsible Party: Vehicle MaintenanceBusiness Units Affected:Human ResourcesRough Order of Magnitude: $CT9: Develop low emission/alternative fuel vehicle training and incentive program for vehicle maintenance staff

Sustainability Management Plan97Intent: Reduce airport eet emissions by requiring all ground support equipment (GSE) to be converted to electric (eGSE). Tools and Resources:1. Concessionaire Sustainability Program2. Potential/future Electric Utility & Net Zero Energy Master Plan3. NREL Electric Ground Support Equipment at Airports Required Documentation: N/ATandem Actions:CT9Successor Actions:N/AImplementation Steps:1. Evaluate the current GSE eet and current infrastructure to understand the types and quantities of equipment in use and identify gaps in charging capabilities and electrical capacity. (Note may be included in EV Masterplan) 2. Conduct stakeholder outreach to airlines and other GSE users to identify use requirements and specications, use cases, and barriers to implementataion.3. Investigate the feasibility of a eGSE pooling approach where the airport or a third-party consortium would own, operate and maintain the eGSE and recoup costs through user fees. See https://blog.aci.aero/environment-and-sustainability/does-pooling-make-the-electric-gse-dream-come-true/ 4. Develop a transition plan that encompasses owenrship, funding, charging infrastructure and maintenance for eGSE, and update airport policies to require target EGSE percentages to be met.5. Monitor eGSE development on an annual basis to determine if transition is on target and track performance, user satisfaction issues and technbological advances. Based on monitoring results, update transition plan as needed.Objective: Reduce Airport Fleet EmissionsPhase:Phase 2Category:OperationsPerformance Evaluation Criteria:% of ground support equipment converted to eGSEPerformance Target: 100% eGSE by 2045Baseline Performance: No Data AvailableInterim Performance Milestones:50% by 2035Responsible Party: Leases and ConcessionsBusiness Units Affected:Engineering, Planning, Building MaintenanceRough Order of Magnitude: $$CT10: Require all Ground Service Equipment (GSE) to be converted to eGSE.

Sustainability Management Plan98Intent: Ensure that all construction equipment and vehicles used in airport projects comply with the latest EPA Tier Rating Standards to reduce emissions, improve air quality, and align with sustainability goals.Tools and Resources:1. EPA Clean Diesel Program2. U.S. DOE Alternative Fuels Data CenterRequired Documentation: 1. Contractor submittalsTandem Actions:N/ASuccessor Actions:N/AImplementation Steps:1. Review EPA Tier Rating Standards to ensure airport policies align with the latest federal and state emissions regulations and determine the applicable tier levels for different equipment categories.2. Develop contract specication language requiring contractors to use only Tier-1 compliant equipment on airport projects. Require the specication to be included in all new airport construction contracts. The specication should include a clause requiring contractors to submit an inevntory of equipment to show that requirements are being met, along with penalties for non-compliance.3. Engage with contractors to communicate new requirements to construction rms, vendors, and suppliers, and provide guidance on upgrading or replacing non-compliant equipment.4. Monitor and enforce compliance by reviewing documentation proving contractor compliance before project approval, and by conducting spot check of job sites to ensure requirements are met. 5. Develop education and training materials for rental car staff to educate them about EV operation, maintenance and charging.6. Partner with Regional Planning Organizations on EVSE infrastructure to support tourism in the CLE area and beyondRough Order of Magnitude: $Objective: Reduce Airport Fleet EmissionsPhase:Phase 1Category:OperationsPerformance Evaluation Criteria:Compliance with EPA Tier standards for all construction equipment and vehicles used in airport projects.Performance Target: 100% of construction equipment and vehicles meet or exceed applicable EPA Tier standards.Baseline Performance: No formal policy requiring compliance with EPA Tier Rating Standards for construction equipment and vehicles.Interim Performance Milestones:TBDResponsible Party: EnvironmentalBusiness Units Affected:Procurement, Planning, Field MaintenanceCT11: Require All Construction Equipment and Vehicles to Meet Applicable EPA Tier Rating Standards

Sustainability Management Plan99Tools and Resources:1. SAF Grand Challenge Roadmap Implementation Framework2. Sustainable Aviation Buyers Alliance (SABA) ResourcesRequired Documentation: N/ATandem Actions:CT8Successor Actions:N/AIntent: Reduce airport eet and Scope 3 emissions by developing partnerships to procure sustainable aviation fuel (SAF) and supporting infrastructure so it can be provided to airlines.Implementation Steps:1. Identify and engage key stakeholders, including airlines, fuel suppliers, government agencies, and environmental organizations, and establish a working group to collaborate on the issue.2. Identify specications and requirements for SAF and any changes needed to fueling infrastructure and/or policies.3. Partner with SAF producers and technology providers to explore opportunities for local production and supply, and work with research institutions and universities to support innovation and development of SAF technologies. 4. Seek funding to implement a SAF pilot program, including upgrading existing fuel storage and distribution infrastructure if necessary to accommodate SAF.5. Implement policies requiring a minimum percentage of SAF in the fuel mix for ights departing from the airport, or a minimum quantity of SAF to be used by each airline. Policies should include clear targets and timelines, and be revisited annually. Policies should include reporting requirements to track SAF usage. Objective: Support and Inuence Reduction in Airline EmissionsPhase:Phase 3Category:OperationsPerformance Evaluation Criteria:Annual % SAF in airline fuel mixPerformance Target: TBDBaseline Performance: No current SAF availabilityInterim Performance Milestones:TBDResponsible Party: SustainabilityBusiness Units Affected:Leases and ConcessionsRough Order of Magnitude: $$$CT12: Develop SAF infrastructure and partnerships

FOCUS AREAEnvironment & Nature-Based Solutions

Sustainability Management Plan101Objective: Build Robust Data Repository to Support Environmental and Nature-Based ActionsPhase:Phase 1Category:OperationsPerformance Evaluation Criteria:Successful implementation of data management method/tool and consistent engagement with required reporting. Performance Target: Develop baseline data for stormwater quality and conveance, deicing activites, and biodiversity on airport propertyBaseline Performance: N/AInterim Performance Milestones:N/AResponsible Party: Dependent on specic datasetBusiness Units Affected:Dependent on specic datasetIntent: There is no existing platform to house the data that support and inform the SMP. It is necessary to build a robust data repository and associated processes for data collection and entry to be able to develop performance baselines for SMP actions. It is critical to implement this action immediately to provide a comprehensive understanding of current airport performance and begin to track progress toward SMP goals.Tools and Resources:N/ARequired Documentation: 1. Data Repository Platform2. Procedures (data collection, entry, reporting) Tandem Actions:BE0, CE0, CT0, WM0, CR0Successor Actions:All EN ActionsEN0: Develop methods & tools to collect data required to assess climate resiliency baseline Implementation Steps:1. Review current existing reporting procedures and data repositories (if applicable) 2. Engage with employees (boots on the ground) to understand data needs and opportunities for improvement 3. Identify data points that do not currently have process and/or responsible party for data collection. Also identify documentation (drawings) that may need to be updated 4. Establish responsible parties for each data point (if not already in place) and determine frequency for data collection and reporting and/or deadline for one-time document update5. Establish data management methods/tools required to successfully implement and identify external resources as required; Research and choose database type considering factors such as cost, security, regulations, etc. 6. Implement protocols (QAQC process) for data consistency, accuracy, and integrity7. Develop protocol for reporting data to relevant teams and stakeholders8. Consider methods for incorporating feedback and observations into data collection process to continuously improve and maximize efciencies (review emerging technologies such as AI-driven tools)Rough Order of Magnitude: $-$$

Sustainability Management Plan102Objective: Reduce Stormwater Run-OffPhase:Phase 2Category:Capital, OperationsPerformance Evaluation Criteria:Number of GI / LID projects implemented, volumetric runoff ratePerformance Target: TBDBaseline Performance: No projects currently in place Interim Performance Milestones:TBDResponsible Party: EnvironmentalBusiness Units Affected:Leases and Concessions, EngineeringRough Order of Magnitude: $$$Tools and Resources:1. EPA Green Infrastructure Funding and Technical Assistance Opportunities2. EPA Green Infrastructure3. ArcGIS4. Stormwater Master Plan5. Sustainable Design & Construction StandardsRequired Documentation: 1. Calculations of volume of water retained on-siteTandem Actions:EN2, EN4Successor Actions:EN3Intent: Reduce stormwater runoff by incorporating LID and GI BMPs into capital projectsImplementation Steps:1. Assess current stormwater management practices and conditions through a review of airport policies and the stormwater management plan. 2. Develop a policy that requires the use of LID and GI features such as bioretention basins, rain gardens, permeable pavements, green roofs and rainwater harvesting into new projects and substantial renovations. 3. Investigate funding opportunities for LID/GI projects. Some projects may be eligible for airport Infrastructure Grants (AIG) or Airport Improvement Program (AIP) grants.4. Develop a maintenance plan for LID/GI facilities, or incorporate LID maintenance procedures into existing maintenance plans/policies.5. Monitor the performance of implemented BMPs through maintenance staff surveys, volumetric runoff reduction calculations and/or water quality sampling.EN1: Incorporate green infrastructure and Low Impact Development (LID) BMPs and the maximization of greenspace into all applicable capital projects

Sustainability Management Plan103Objective: Reduce Stormwater Run-OffPhase:Phase 2Category:Capital, OperationsPerformance Evaluation Criteria:Number of groundwater improvement projects implementedPerformance Target: Reduced stormwater runoffBaseline Performance: No baseline for groundwater rechargeInterim Performance Milestones:TBDResponsible Party: EnvironmentalBusiness Units Affected:EngineeringRough Order of Magnitude: $Tools and Resources:N/ARequired Documentation: N/ATandem Actions:EN1, EN4Successor Actions:EN3Intent: Reduce stormwater run off and improve groundwater recharge at the airportImplementation Steps:1. Conduct a hydrogeological study or groundwater assessment of the airport with a scope that includes assessing current groundwater conditions and recommendations for improved groundwater recharge and groundwater quality. 2. Evaluate the use of constructed wetlands and bioretention systems such as rain gardens and vegetated swales to reduce stormwater runoff and improve water quality for groundwater recharge. 3. Develop and implement projects that incorporate recommendation to improve groundwater quality and recharge.EN2: Evaluate the airport campus for opportunities for Ground Water Recharge projects, stormwater infrastructure projects, and enhanced ltration at points of discharge.

Sustainability Management Plan104Objective: Reduce Stormwater Run-OffPhase:Phase 3Category:OperationsPerformance Evaluation Criteria:% stormwater recapture rate, number of stormwater projects implementedPerformance Target: N/ABaseline Performance: No current capture infrastructure in placeInterim Performance Milestones:N/AResponsible Party: EngineeringBusiness Units Affected:Environmental, Engineering, Building Maintenance, Field MaintenanceIntent: Explore reuse of stormwater for non-potable purposes and develop stormwater reuse projectsTools and Resources:1. Sustainable D&C Standards2. EPA - Capturing Stormwater as Source Water for Reuse ResourcesRequired Documentation: N/ATandem Actions:EN6 Successor Actions:N/AImplementation Steps:1. Conduct a feasibility study to assess current stormwater practices and identify potential areas where stormwater could be captured for reuse. Evaluate the potential volume of stormwater available for reuse and develop a list of potential reuse applications. 2. Engage key stakeholders such as environmental agencies, maintenance crews, and facilities operations staff and form a working group to oversee planning of stormwater reuse projects.3. Review local, state, and federal regulations related to stormwater capture reuse. Ensure planned projects will comply with water quality standards and permitting requirements.4. Develop a tracking template for construction potable water use to identify opportunities for non-potable water substitution. 5. Require contractors to complete potable water use tracking template through construction to identify average volumes of water consumption by process. 6. Develop plans for a stormwater reuse system, including the design of collection, storage, treatment, and distribution infrastructure. Start with a few pilot projects. 7. Secure funding and construct pilot stormwater reuse projects, then expand program based on performance of initial pilots.Rough Order of Magnitude: $$EN3: Explore reuse of stormwater for non-potable purposes

Sustainability Management Plan105Objective: Reduce Stormwater Run-OffPhase:Phase 1Category:OperationsPerformance Evaluation Criteria:N/APerformance Target: FOD Committee established, NOV Program adoptedBaseline Performance: Not committee or program currently in placeInterim Performance Milestones:N/AResponsible Party: EnvironmentalBusiness Units Affected:Field Maintenance, Leases and ConcessionsRough Order of Magnitude: $Intent: FOD is a signicant contributer to pollution of surrounding watersheds as well as a major safety concern for airplanes and can often be avoided through proper disposal of materials. Developing a FOD Committee as well as an enforcement mechanism to raise awareness and establish a penalty for infractions will help reduce the amound of FOD on the aireld. Tools and Resources:N/ARequired Documentation: 1. FOD Committee Charter2. NOV program regulations3. Awareness Campaign materials Tandem Actions:N/ASuccessor Actions:N/AImplementation Steps:1. Develop purpose FOD Committee2. Establish governance structure, committee term commitments, and meeting frequency.3. Identify all stakeholders to be included on FOD Committee 4. Meet with Committee to establish annual goals including a FOD reduction goal, clean up days, responsibilities to reduce FOD in certain areas, and needed tools or infrastructure to reduce FOD. 5. Work with CLE leadership and City council to establish a Notice Of Violation program determining penalty structure, authority to cite, and timeline for implementation6. Develop education and engagement campaign to educate all CLE stakeholders of the FOD committee, NOV program, and best practices for FOD management and reduction 7. Develop a database of NOV infractions and areas of common sources of FOD 8. Partner with other airports to identify best practices in reducing FOD9. Monitor success of FOD Committee and Program through regular reporting of infractions, and stormwater outfalls.EN4: Establish a Foreign Object Debris (FOD) Committee and a Notice of Violation (NOV) Program to reduce the amount of debris that enters stormwater infrastructure and pollutes surrounding watersheds

Sustainability Management Plan106Objective: Reduce Stormwater Run-OffPhase:Phase 2Category:Capital, OperationsPerformance Evaluation Criteria:N/APerformance Target: N/ABaseline Performance: N/AInterim Performance Milestones:N/AResponsible Party: EnvironmentalBusiness Units Affected:Leases and ConcessionsRough Order of Magnitude: $Tools and Resources:1. EPA NPDES - Stormwater Best Management Practice, Storm Drain System CleaningRequired Documentation: N/ATandem Actions:EN1, EN2, EN4Successor Actions:N/AIntent: To improve stormwater quality by improving best management practices (BMPs) to prevent dbris from impacting storm drains. Implementation Steps:1. Research BMP’s to remove debris, trash, and organic waste from streets and parking lots before they enter storm drains. These may include: regular street sweeping, catch basin inserts, providing adequate waste disposal facilities, establishing vegetative buffers around storm drains, implmenting erosion control measures, and conducting regular inspections and clean ups, among others. 2. Review and revise airport maintenance policies to ensure frequent inspections and required storm drain maintenance are occuring 3. Require construction contracts to include specication language holding contractors accountable for properly disposing waste on construction sites, including penalties such as responsibility for cleanup costs for non-compliance.4. Develop an outreach and education program to inform contractors and other third parties about their responsibilities for controlling waste, debris and erosion.5. Conduct regular stormwater quality monitoring and consider tracking related metrics such as the amount of waste removed form strom drains in lbs or tons.EN4: Review & improve BMP requirements to keep debris, garbage and organic waste associated with construction projects out of storm drains

Sustainability Management Plan107Objective: Maintain a Healthy and Biodiverse EnvironmentPhase:Phase 2Category:Capital, OperationsPerformance Evaluation Criteria:Policy implemented; potable water usage reduction; run-off reduction; % of landscaping that is native speciesPerformance Target: N/A Baseline Performance: No existing policy for landscape design or specicationInterim Performance Milestones:N/AResponsible Party: EnvironmentalBusiness Units Affected:Field Maintenance, Procurement, EngineeringRough Order of Magnitude: $Intent: Maintain a healthy and biodiverse environment by developing sustainable landscaping requirements for plant selection, erosion considerations, fertilizing & maintenance, and water use.Tools and Resources:1. Sustainable Design & Construction StandardsRequired Documentation: N/ATandem Actions:EN3: Explore reuse of stormwater for non-potable purposesSuccessor Actions:N/AImplementation Steps:1. Develop a baseline of current landscape practices that identies strengths and areas for improvement, as well as existing plant species, water demands, soil conditions and erosion issues.2. Develop and implement a sustainable landscaping policy that include requirements for native and drought-tolerant species and enhancing biodiversity. Since wildlife attractant species are unsuitable for airport development, biodiversity goals can be achieved by planting species that benet pollinators species such as bees and butteries. The policy should require efcient irrigation systems for any new installations, using smart controllers and weather-based controls. Captured stormwater could also be used for irrigation as feasible. The policy should require removal of invasive species where appropriate., and specify ground cover plants that can be used for erosion control. Specifying native plants will help reduce the need for fertilizer; where needed sustainable fertilizers and compost should be used. Species should also be selected with climate resilience in mind. Integrated Pest management (IPM) practices should be required under the sustainable landscape policy to reduce risks to the environment. 3. Develop signage and marketing materials to inform the public about the airport’s sustainable landscape practices.4. Monitor the benets of the sustainable landscaping policy and conduct regular updates based on feedback from landscape and maintenance staff, biodiversity surveys, and emerging best practices. EN6: Develop sustainable landscaping requirements, including plant selection, erosion considerations, fertilizing & maintenance, and water requirements

Sustainability Management Plan108Objective: Maintain a Healthy and Biodiverse EnvironmentPhase:Phase 1Category:Operation, New ConstructionPerformance Evaluation Criteria:% of glycol recovered annually from decing activites at CLEPerformance Target: N/ABaseline Performance: N/AInterim Performance Milestones: N/AResponsible Party: EnvironmentalBusiness Units Affected:Engineering, Leases and ConcessionsRough Order of Magnitude: $$$Tools and Resources: N/ARequired Documentation: N/ATandem Actions:EN8Successor Actions: N/AIntent: Decrease impacts to local watersheds from deicing activities at CLE through the collection and recylcing of deicing uid. Implementation Steps:1. Identify average annual amount of deicing events per year 2. Identify average kgal of deicing uid used per event3. Work with tenants to design conveyance system to direct deicing uid to recovery system4. Work with tenants to design glycol recovery system to capture 100% deicing uid5. Work with tenants to design a glycol recycling facility capable of distilling spent glycol to allowable levels of re-useEN7: Decrease impacts from airplance de-icing through glycol recycling

Sustainability Management Plan109Objective: Maintain a Healthy and Biodiverse EnvironmentPhase:Phase 1Category:OperationsPerformance Evaluation Criteria:Development and implementation of a surface de-icing policy that reduces chemical usage while maintaining operational safety.Performance Target: Formalized de-icing policy implementedBaseline Performance: No existing policy Interim Performance Milestones:N/AResponsible Party: Field MaintenanceBusiness Units Affected:EnvironmentalRough Order of Magnitude: $Tools and Resources:1. FAA Deicing Best Practices2. EPA Stormwater Management Guidelines Required Documentation: Tandem Actions:EN0, EN7Successor Actions:N/AIntent: Develop and implement a de-icing policy that optimizes the application of de-icing agents, minimizes environmental impact, and provides training on best practices to ensure compliance with regulations and sustainability goals.Implementation Steps:1. Assess current de-Icing practices and environmental impact by reviewing existing de-icing procedures, including chemical usage rates and runoff management. Identify environmental risks such as water contamination and soil degradation, as well as any past areas of concern.2. Review regulatory requirements from EPA, FAA, and state and any applicable state and local regulations and benchmark best practices from other airports to identify industry best management practices (BMPs). 3. Develop a de-icing policy that includes guidelines for the efcient application of de-icing agents, provides BMPs, preferred chemicals and application methods, and include protocols for minimizing runoff. 4. Train staff and contractors in the proper use of the policy, deicing procedures, and spill prevention. 5. Track deicing chemical usage and compare to baseline data to monitor the effectiveness of the policy.EN8: Implement Surface De-Icing Policy to Optimize Application and Educate on Proper Use & Environmental Impacts

Sustainability Management Plan110Objective: Maintain a Healthy and Biodiverse EnvironmentPhase:Phase 2Category:Capital, OperationsPerformance Evaluation Criteria:Number of pollinator plantings; area of pollinator habitat created in acres, number of pollinator speciesPerformance Target: TBDBaseline Performance: No pollinator habitats evaluatedInterim Performance Milestones:TBDResponsible Party: EnvironmentalBusiness Units Affected:Planning, Strategy, Field MaintenanceRough Order of Magnitude: $Tools and Resources:1. https://www.pollinator.org/pollinator-resources2. https://www.xerces.org/pollinator-resource-center Required Documentation: N/ATandem Actions:CT2Successor Actions:N/AIntent: Maintain a health and biodiverse environment that supports opportunities to improve pollinator habitat at the airportImplementation Steps:1. Identify suitable areas for pollinator-friendly plantings.2. Select pollinator-friendly native plants that are adapted for soil and water conditions in the target areas. Pay close attention to the types of pollinators likely to be attracted to these plants to avoid creating conditions that could attract hazardous / unwanted wildlife (for example by attracting pollinators that would become a food source for birds).3. Prepare the target plots by removing invasive species and amending soil as needed. Plant the pollinator-friendly species. Maintenance and irrigation may be necessary until the plantings are established. 4. Develop signage to mark pollintaor-friendly areas and educate the public and airport staff about the plantings. 5. Monitor plant growth and pollinator numbers. Consider partnering with education institutions to perform student-led eld surveys to develop data for monitoring the perfromance of the initiative.EN9: Evaluate airport properties for potential to house pollinator habitats

FOCUS AREAWaste Management & Circular Economy

Sustainability Management Plan112Objective: Increase awareness of waste management best practicesPhase:Phase 1Category:OperationsPerformance Evaluation Criteria:N/APerformance Target: Cohesive Communication Plan implementedBaseline Performance: N/AInterim Performance Milestones:N/AResponsible Party: CommunicationsBusiness Units Affected:Leases and Concessionaires, CustodialRough Order of Magnitude: $-$$Intent: Increase overall awareness of waste management best practices by creating a waste generation communication plan/program for DPC employees, airport tenants, and visitors.Tools and Resources:1. Materials Management and Procurement Program2. Concessionaire Sustainability Program 3. Waste Management DatabaseRequired Documentation: 1. Campaign MaterialTandem Actions:CR6, WM0, WM2, WM3, WM5, WM6, WM10, WM12Successor Actions:N/AImplementation Steps:1. Establish oversight committee (could be SMP oversight committee) to monitor program/plan performance.2. Dene goals and objectives of waste management communication program. Goals should be modeled around encouraging proper disposal/recycling of materials and should be adjusted to account for different stakeholders (passengers, tenants, and employees). Program/plan should be modeled around any existing compliance and regulatory requirements the Airport must fulll. 3. Identify appropriate communication avenues (i.e., banner/poster campaigns throughout terminal, social media, informational material on or around waste infrastructure, employee workshops, etc.). 4. Identify potential partners to promote waste management initiatives. For example, Bradford Logistics, a ground handler at CLE, recycles yellow grease from terminal restaurants’ fryers to be used as bio-fuel B-100 in engines. This action could be campaigned to inform passengers/tenants of the potential benets of diverting/recycling food waste. Partnerships can involve collaboration between airlines, concessionaires, sustainability advocacy groups, and educational institutions. 5. Utilize established reporting processes in place to inform communication material such as the waste management database. By maintaining regular reporting, consistent communication/engagement can be realized.6. Consult with Airport Communication team to create meaningful campaign material (social media, website page, posters/banners, email communication). 7. Consider incentives to encourage participation in program (typically amongst tenants and employees). Incentives can include competitions that concern recycling performance and total food recovered amongst tenants. Internal communications can also highlight top performing tenants in regularly disbursed waste management reports and/or emails.WM0: Develop methods & tools to collect data required to assess waste management baseline

Sustainability Management Plan113Objective: Reduce Waste GenerationWM1: Consolidate & optimize waste collection contracts across the airportPhase:Phase 1Category:OperationsPerformance Evaluation Criteria:# of haulers across airport, # of active hauling/disposal agreementsPerformance Target: Improved Data Collection process, streamlined point of contact for waste managementBaseline Performance: No data available on current No. of Haulers/Contracts. Conrmed that City and Tenant contracts are in effect.Interim Performance Milestones:N/AResponsible Party: SustainabilityBusiness Units Affected:Custodial, Leases and Concessions, Environmental, Engineering, and FinanceTools and Resources:1. Materials Management and Procurement Program 2. Concessionaire Sustainability ProgramRequired Documentation: 1. Current Hauling/Disposal AgreementsTandem Actions:WM0,WM4, WM, WM7, WM8, WM12, WM13Successor Actions:N/AIntent: Reduce overall waste generation by consolidating and optimizing waste collection contracts across airport. Implementation Steps:1. 1. Identify and locate current disposal/hauling agreements currently held by Airport. 2. Consult with Airport Environmental team to ask about any presented challenges involved with current agreements held. Critical components to consider include when agreements were put into effect, renewal dates, and agreement term length. 3. Identify what agreement aspects Airport wants to prioritize (i.e., exibility, environmental compliance, data and reporting, recycling revenue, etc.). Priorities should ideally align with SMP action items. An inventory of aligned Airport priorities and action items should be created to aid in RFP development. 4. Issue an RFP for hauling/disposal agreement. Ideally a consolidated contract that considers aligned Airport priorities and SMP action items should be chosen. Rough Order of Magnitude: $$

Sustainability Management Plan114Objective: Reduce Waste GenerationWM2: Explore alternatives to single use products in the terminal and within DPC departmentsPhase:Phase 2Category:OperationsPerformance Evaluation Criteria:% Reduction in Total Discarded MaterialPerformance Target: % Target TBDBaseline Performance: Inventory of CLE-purchased single-use products not provided.Interim Performance Milestones:TBDResponsible Party: SustainabilityBusiness Units Affected:Leases and ConcessionairesRough Order of Magnitude: $Intent: Reduce overall waste generation by exploring alternatives to single use products within the Terminal and DPC departments.Tools and Resources:1. Materials Management and Procurement Program 2. Concessionaire Sustainability ProgramRequired Documentation: 1. Cost Benet Analysis 2. Inventory of Airport/Tenant Operations and Critical Products Tandem Actions:WM7, WM13Successor Actions:WM3, WM9, WM10Implementation Steps:1. Identify current single-use products that Airport and Airport concessionaires currently purchase, along with vendors, and any purchase agreements that are currently held. Any documentation that covers expenditure should also be considered. 2. Consult with Airport Environmental Team and Concessionaires to ask about any presented challenges involved with current purchase agreements held. Critical components to consider include when agreements were put into effect, renewal dates, and agreement term length. 3. Identify Tenants/Airport’s operations and what products are critical to these operations. Identify if alternatives for these products are viable options for the Airport based on identied operations (i.e., towels/rags used in custodial operations, silverware used in dining, etc.).4. Identify if Airport has proper infrastructure and capacity to support proposed alternative options (i.e., laundry for towels/rags, dishwashing capability for silverware). Additionally propose opting for third-party services, and allowing passengers to use reusable cups, to address lack of infrastructure/capacity, if presented.5. Consider creating a cost benet analysis showing a baseline case with the purchase of single-use products, along with total waste generated. Proposed cases should consider costs needed to introduce appropriate infrastructure/capacity, if needed, costs of material/service, and waste diverted. 6. Consider implementing a pilot program across operations (i.e., dining) and monitor performance to observe waste diverting benets.

Sustainability Management Plan115Objective: Reduce Waste GenerationWM3: Establish single-use plastics ban for all tenants and concessionairesPhase:Phase 2Category:OperationsPerformance Evaluation Criteria:Adoption of a single-use plastic ban policy and measurable reduction in plastic waste generation.Performance Target: Single use plastic ban in place; percentage reduction plastic waste achieved as a result of the policyBaseline Performance: No current baseline for plastic wasteInterim Performance Milestones:N/AResponsible Party: SustainailityBusiness Units Affected:Leases and Concessions, FinanceRough Order of Magnitude: $Intent: Reduce plastic waste generation at the airport by implementing a policy that bans or limits single-use plastics, promotes sustainable alternatives, and engages stakeholders in waste reduction efforts.Tools and Resources:1. Zero Waste Airport Toolkit2. FAA Sustainable Airport Guidelines3. U.S. Plastics Pact Best Practices4. Green Procurement Standards5. Concessionaire Sustainability ProgramRequired Documentation: 1. Waste characterization / waste audit results2. Single Use Plastic Ban PolicyTandem Actions:WM1,WM2Successor Actions:N/AImplementation Steps:1. Using data from WM 0 and WM12 (Waste Audit), identify the current level of single-use plastic in the waste stream, as well as the most common plastic items that are being discarded (i.e., straws, utensils, bags, bottles, etc.) 2. Develop a Single-Use Plastic Ban Policy that denes the scope of the ban, species prohibited items and acceptable alternatives, and includes a phased implementation timeline to allow vendors and operations time to adjust their operations and comply with the policy. 3. Engage airport stakeholders and provide guidance and assistance in meeting the policy by collaborating with airport vendors, retailers, airlines, and passengers to ensure a smooth transition. Offer guidelines on sustainable alternatives such as compostable packaging, reusable containers, and plastic alternatives.4. Establish a list of preferred products / suppliers to make it easier for stakeholders to nd alternatives. Provide water bottle relling stations to support phase out of plastic water bottles. 5. Launch an education and awareness campaign for passengers and staff on the benets of the plastic ban, using signage, digital displays, and social media to promote the initiative.6. Conduct periodic waste audits, collect waste data, and monitor stakeholder compliance to track and report progress. Have quarterly stakeholder meetings to get feedback on the policy and held stakeholders work through challenges. Periodically revisit the policy and make adjustments needed based on stakeholder feedback, industry trends, and emerging technologies.

Sustainability Management Plan116Objective: Increase Landll Diversion RateWM4: Implement Recycling Requirements for Construction Debris & Develop On-Site Reuse Matrix for Earthwork, Concrete, and Asphalt RecoveryPhase:Phase 1Category:OperationsPerformance Evaluation Criteria:Implementation of a construction waste recycling policy and on-site reuse matrix. % of materials divertedPerformance Target: Policy implementedBaseline Performance: No policy in placeInterim Performance Milestones:N/AResponsible Party: EngineeringBusiness Units Affected:Envirnmental, Field Maintenance, ProcurementRough Order of Magnitude: $Intent: Establish a policy requiring the recycling and reuse of construction debris to minimize landll waste, lower disposal costs, and promote the sustainable use of materials in airport projects.Tools and Resources:1. FAA Sustainable Airport Construction Guidelines2. U.S. Green Building Council LEED Waste Management Standards3. Construction & Demolition Debris Recycling Programs4. Sustainable Design & Construction StandardsRequired Documentation: 1. Construction waste specication Tandem Actions:WM0 Successor Actions:N/AImplementation Steps:1. Develop & Enforce Construction Waste Recycling Policy requiring all construction contractors to submit a waste management plan outlining how materials will be recycled or reused. Develop a template specication that can be inserted in constructuon contracts. It should have requirements for monthly reporting of C&D waste and diversion tonnages during the construction phase. Set minimum recycling diversion rates for major projects (e.g., 75% of materials must be recycled or reused). Include penalties or disincentives in case reporting and/or waste diversion targets are not met. 2. Develop guidelines for repurposing excavated earth for ll, landscaping, or erosion control. Establish criteria for crushing and reusing concrete and asphalt in new pavement or base layers and identify methods for processing and reusing other materials such as wood and metals. Explore partnerships with local recycling facilities to streamline waste hauling. 3. Set up on-airport reuse matrix for construction materials by designating areas for material separation and temporary storage.4. Provide outreach to construction contractors working with the airport to educate them about their responsibilities under the construction waste diversion policy. Provide best practices for sorting and handling waste. 5. Implement regular inspections to ensure adherence to recycling requirement and periodically measure waste diversion rates to identify areas for improvement. 6. Revisit the policy periodically and adjust if needed.

Sustainability Management Plan117Objective: Increase Landll Diversion RateWM5: Expand and monetize separated recycling and composting programs.Phase:Phase 3Category:OperationsPerformance Evaluation Criteria:Landll Diversion % Rate, food recovery tonnage, recycling tonnages by commodity; revenue & cost savings achievedPerformance Target: Recycling Program that offsets costs, % Target TBDBaseline Performance: Single stream currently in place for most waste recycling streams.Food Recovery : 36.6 tons in 2023Glass : 13 tons 2023E-waste : 840 lbs. in 2022 (0 in 2023)Interim Performance Milestones:TBDResponsible Party: SustainabilityBusiness Units Affected:Custodial, Leases & Concessions, Environmental, FinanceTools and Resources:1. ACRP Airport Waste Management and Recycling Practices 2. Materials Mgmt. & Procurement Program3. Concessionaire Sustainability ProgramRequired Documentation: N/ATandem Actions:WM1, WM4, WM7, WM8, WM10Successor Actions:N/AIntent: Increase overall landll diversion rate by expanding separated recycling and composting programs, while also achieving cost savings and/or recycling revenueImplementation Steps:1. Use the results of the waste audit to identify recyclable commodities in the waste stream and work with waste management vendors to realize revenue opportunities. Consider consolidating waste materials to increase their value (i.e., baling cardboard or plastics, separating metals, etc.). 2. Enhance collection infrastructure by installing recycling and composting collection bins in high-trafc areas. Provide clear signage and utilize bin designs that reduce contamination. 3. Realize/quantify cost savings from waste diversion by downsizing waste infrastructure once recycling rates have increased and/or waste generation rates have decreased.4. Consider participating in industry groups working on waste diversion initiatives and review case studies and best management practices from leading airports to stay abreast of waste management trends. 5. Regularly monitor and evaluate the effectiveness of the recycling and composting programs and adjust as necessary.Rough Order of Magnitude: $$

Sustainability Management Plan118Objective: Increase Landll Diversion RateWM6: Develop a food recovery program for concessions, including infrastructure for back of house collection & storage of food waste.Phase:Phase 2Category:OperationsPerformance Evaluation Criteria:% of Participating Concessionaires, Total Food RecoveredPerformance Target: Food Recovery Program implemented, % Target TBDBaseline Performance: Fraport Food Recovery Program in place, no data provided on participating tenants or annual food recovery volumeInterim Performance Milestones:N/AResponsible Party: Leases and ConcessionBusiness Units Affected:Rough Order of Magnitude: $$Intent: Increase overall landll diversion rate by developing a food recovery program for concessionaires, including infrastructure for back of house (BOH) collection & storage of food waste.Tools and Resources:1. Materials Mgmt. & Procurement Program2. Concessionaire Sustainability Program3. https://www.mwaa.com/community-sustainability/social-impact/donate-dont-discard4. https://sustainability.ysfo.com/food-donation-program-uah/Required Documentation: 1.. Fraport Food Recovery Current Performance2. List of Local OrganizationsTandem Actions:WM5, WM8, WM19, WM13Successor Actions:N/AImplementation Steps:1. Identify current performance of Food Recovery Program currently in place (No. of participating concessionaires, food recovery rate, type of good recovered, any existing community partnerships, etc.). 2. Consult with Airport Environmental Team and Fraport to identify further opportunities to encourage and increase both participation and performance in program. Ideally, opportunities in all food/dining concepts should be explored. Important factors to consider are what goods do concessionaires experience excess of, if goods can be transported, expiration dates, and what goods are being sought out by local organizations. Consider increasing frequency of donations to address expiration concerns. 3. For goods that are not viable to transport, consider expanding reach of program to include composting capability. 4. Create standards for handling food waste for concessionaires. In order to maximize recovery rates, concessionaires should be aware of best management practices, appropriate handling, and program operations. 5. Identify potential tax savings concessionaires would realize through the program on an annual basis 6. Identify funding mechanisms for program launch and continuous operation. 7. Develop onboarding and training materials for participating concessionaires.

Sustainability Management Plan119Objective: Increase Landll Diversion RateWM7: Establish minimum performance criteria for vendors, processing facilities, and material recovery facilities Phase:Phase 1Category:OperationsPerformance Evaluation Criteria:Adoption of vendor performance criteria and measurable increases in landll diversion rates.Performance Target: % Target TBD Baseline Performance: No formal performance standards for waste vendors, processing facilities, or MRFsInterim Performance Milestones:N/AResponsible Party: SustainabilityBusiness Units Affected:Leases and Concessions, Procurement, FinanceRough Order of Magnitude: $Intent: Develop and enforce minimum performance criteria for vendors and material recovery facilities (MRFs) to improve recycling efciency, reduce contamination, and increase landll diversion rates for airport-generated waste. Tools and Resources:1. FAA Sustainable Waste Management Guideline2. U.S. EPA Recycling Best Practices3. Concessionaire Sustainability ProgramRequired Documentation: N/ATandem Actions:WM4Successor Actions:WM5Implementation Steps:1. Develop minimum performance criteria for waste management vendors by dening recycling efciency targets, contamination limits, and reporting requirements. Establish clear expectations for waste sorting, material recovery rates, and environmental compliance.2. Update procurement policies and contracts to incorporate new performance criteria into vendor agreements and require vendors to demonstrate compliance through regular reporting and audits.3. Require vendors to submit regular waste diversion reports with key performance indicators much as tons and % of materials diverted. This data can be incorporated in the airport’s sustainability tracking and reporting. 4. Conduct period meetings with waste vendors to identify challenges and receive feedback on the policy. Regularly update vendor requirements to align with evolving industry standards. Update performance criteria over time to cover additional waste streams and emerging recycling technologies.5. Create a cost benet analysis showing a baseline case with the purchase of single-use products, along with total waste generated. Proposed cases should consider costs needed to introduce appropriate infrastructure/capacity, if needed, costs of material/service, and waste diverted.6. Implement a pilot program across operations (i.e., dining) and monitor performance to observe waste diverting benets.

Sustainability Management Plan120Objective: Increase Landll Diversion RateWM8: Assess and optimize front of house and back of house storage and collection infrastructure. Create standards for FOH/BOH waste collection infrastructure.Phase:Phase 2Category:Capital, OperationsPerformance Evaluation Criteria:% of Facilities EvaluatedPerformance Target: OH/BOH Standards created, and Improved Collection Infrastructure, % Target TBDBaseline Performance: No standards currently in placeInterim Performance Milestones:N/AResponsible Party: SustainabilityBusiness Units Affected:Custodial, Leases & Concessionaires, EngineeringRough Order of Magnitude: $$Intent: Increase overall landll diversion rate by optimizing and creating standards for both front (FOH) and back of house (BOH) storage for waste collection infrastructure.Tools and Resources:1. Materials Mgmt. & Procurement Program2. Concessionaire Sustainability Program Required Documentation: 1. FOH/BOH Waste Infrastructure Standards2. Waste Hauling/Disposal AgreementsTandem Actions:WM1, WM7, WM13Successor Actions:WN4, WM5. WM6Implementation Steps:1. Identify and locate all existing FOH and BOH waste collection infrastructure at Airport as well as current hauling/disposal agreements in place. 2. Consult with Airport Environmental and Custodial team to ask about any presented challenges involved with existing infrastructure, hauling/disposal processes, and recycling. Consider ongoing waste diversion initiatives and identify how existing infrastructure can improve to facilitate streamlined processes for current and/or future recycling and/or composting programs. 3. Determine necessary infrastructure to house different waste generated within Airport. Consider ‘right-sizing’ existing infrastructure, if viable, to allow room for additional recycling/composting infrastructure. This action should ideally take place after a waste audit has been performed to provide an idea of current waste generation metrics. 4. Creation of FOH/BOH Standards should coincide with, or occur around, renegotiation/consolidation of waste hauling/disposal contracts to streamline any revisions to current waste collection processes. 5. In creating FOH/BOH standards, requirements that address proper recycling and composting practices and establishment of clearly dened locations for recycling/composting infrastructure should be incorporated. Consider creating informational material to place on or around infrastructure to encourage proper disposal of materials.

Sustainability Management Plan121Objective: Procure Products That are Sustainably Manufactured, Have Benecial End-of-Life Reuse, and Support a Circular and Local EconomyWM9: Execute a sustainable procurement policy, applicable to all operational goods and capital projects, that is aligned with the criteria of LEED EBOM certication and includes renewal & replacement evaluation protocolPhase:Phase 2Category:Capital, OperationsPerformance Evaluation Criteria:Adoption of the procurement policy; % purchases meeting procurement policy criteriaPerformance Target: TBDBaseline Performance: No current sustainable procurement policy in placeInterim Performance Milestones:N/AResponsible Party: ProcurementBusiness Units Affected:All unitsRough Order of Magnitude: $Intent: Develop and implement a comprehensive sustainable procurement policy that applies to all operational goods and capital projects, aligns with LEED Existing Buildings: Operations & Maintenance (EBOM) certication standards, and incorporates a renewal and replacement protocol to drive environmentally preferable purchasing decisionTools and Resources:1. LEED EBOM Reference Guide (Materials & Resources Credits)2. U.S. EPA Environmentally Preferable Purchasing Guidelines3. Green Procurement Compilation (GSA/FEMP)4. ISO 20400: Sustainable Procurement Standard5. Total Cost of Ownership Tools (e.g., NREL, FEMP calculators) Required Documentation: 1. Sustainable Procurement PolicyTandem Actions:WM11Successor Actions:WM10Implementation Steps:1. Develop a sustainable procurement policy that includes criteria aligned with LEED EBOM (MR Credit: Purchasing—Ongoing and Purchasing—Facility Maintenance and Renovation) for recycled content, wood products, bio-based materials, materials reuse, extended producer responsibility, GreenScreen. Cradle to Cradle, REACH, low-VOC, etc. Include environmental standards such as recycled content, low-emission materials, energy and water efciency, and supplier sustainability credentials. In addition, electronics purchases should be FEMP or Energy-Star certied, and green cleaning products should be specied. Integrate equity and environmental justice considerations where applicable.2. Incorporate a renewal and replacement evaluation protocol to assess whether assets or materials can be reused, refurbished, or recycled before being replaced. Require justication of replacement purchases.3. Develop a list of qualifying products for operational purchases and develop a web-based or other electronic system for tracking whether purchases meet criteria. Train staff in the use of the system, and to understand the sustainable procurement criteria.4. Modify bid documents, RFPs, and vendor selection criteria to reect new sustainability standards. Update construction specications to require compliance with the sustainable procurement policy.5. Establish a tracking system to monitor policy compliance, including percentage of sustainable goods purchased and alignment with LEED standards. Incorporate procurement metrics into sustainability reporting, press releases and materials promoting the airport’s sustainability program. 6. Conduct regular reviews of procurement performance, market trends, and evolving LEED or federal sustainability guidelines and adjust the policy and protocols to reect innovations and improved sustainability opportunities.

Sustainability Management Plan122Objective: Procure Products That are Sustainably Manufactured, Have Benecial End-of-Life Reuse, and Support a Circular and Local EconomyWM10: Amend leases to require adherence to sustainable procurement policy. Phase:Phase 3Category:OperationsPerformance Evaluation Criteria:% of Vendors Spending on Goods that meet CriteriaPerformance Target: Sustainable Lease Agreement Implemented, % Target TBDBaseline Performance: Sustainable Lease Agreement not in placeInterim Performance Milestones:N/AResponsible Party: Leases & ConcessionsBusiness Units Affected:Rough Order of Magnitude: $$Tools and Resources:1. Materials Mgmt. & Procurement Program 2. Sustainable Procurement Policy (SPP)3. Current Airport Purchasing Policies and/or ProceduresRequired Documentation: 1. SPP Compliance TrackerTandem Actions:WM0, WM3, WM7, WM9, WM11, CR8, CR9Successor Actions:N/AIntent: Procure sustainably manufactured products, maintain benecial end-of-life reuse, and support a circular and local economy by amending leases to require adherence to Sustainable Procurement Policy (SPP).Implementation Steps:1. Develop and implement a Sustainable Procurement Policy (SPP) as part of CLE’s purchasing policies and procedures. Example criteria for sustainable purchases includes: all electronics meet ENERGY STAR and/or EPEAT Gold standards, all paper is Forest Stewardship Council (FSC) certied, all lamps are LED, all cleaning and janitorial supplies have an environmental certication from an applicable third-party standards organization. Third party vendors and suppliers to the airport could additionally be required to meet SPP criteria under the terms of their contracts.2. Develop a system for tracking purchases that meet SPP criteria. 3. Educate purchasers and end users of the SPP requirements and benets.4. Track and report on compliance of expenditures with the SPP.

Sustainability Management Plan123Objective: Procure Products That are Sustainably Manufactured, Have Benecial End-of-Life Reuse, and Support a Circular and Local EconomyWM11: Establish Basis of Design Standards around embodied carbon performance thresholds for planning, design, and constructionPhase:Phase 2Category:OperationsPerformance Evaluation Criteria:Development and adoption of BOD standards with measurable reductions in embodied carbon across airport projects.Performance Target: Establish carbon performance thresholds that achieve a minimum of 30% reduction in embodied carbon for new construction and major renovations compared to industry baselines.Baseline Performance: No formal embodied carbon criteria incorporated into BOD standards for airport planning, design, or construction.Interim Performance Milestones:N/AResponsible Party: EngineeringBusiness Units Affected:Planning, ProcurementIntent: Reduce the embodied carbon footprint of airport infrastructure by establishing Basis of Design (BOD) standards that set performance thresholds for materials, construction methods, and design choices, ensuring alignment with sustainability and carbon reduction goals.Tools and Resources:1. EC3 (Embodied Carbon in Construction Calculator)2. LEED v4.1 Materials & Resources Credits3. Envision Sustainable Infrastructure Framework4. Buy Clean California Act (BCCA) RequirementsRequired Documentation: 1. Basis of Design (BOD) Criteria for Embodied Carbon2. Environmental Product Declarations Tandem Actions:WM9Successor Actions:WM10Implementation Steps:1. Assess Current Design and Construction Practices. Conduct an inventory of existing materials and methods used in airport projects. Evaluate current embodied carbon levels using industry benchmarks (e.g., EC3 tool, LEED, ILFI Zero Carbon certication).2. Develop Basis of Design (BOD) Criteria for Embodied Carbon. Establish performance thresholds for key materials (concrete, steel, asphalt, glass, insulation, etc.). Align standards with global best practices such as LEED Embodies Carbon Optimization and Low-Carbon Procurement, Envision, and Buy Clean California Act (BCCA) Requirements. 3. Specify low-carbon materials and procurement preferences in RFPs and construction specications. Require contractors to provide environmental product declarations (EPDs). Consider requiring life-cycle carbon assessments (LCAs) for all major projects.4. Apply low-carbon BOD standards to a pilot project to evaluate effectiveness and rene criteria. 5. Establish embodied carbon reporting metrics for tracking progress. Verify that pilot project objectives have been met, incorporate lessons learned, and adjust the BOD criteria as needed. 6. Track embodied carbon data and integrate into sustainability reporting.Rough Order of Magnitude: $

Sustainability Management Plan124Objective: Increase Awareness of Waste Management Best PracticesWM12: Develop regular reporting and data distribution for waste generation among airport stakeholders, including performing annual waste audits.Phase:Phase 2Category:OperationsPerformance Evaluation Criteria:N/APerformance Target: Semi-Annual Waste Report generated and distributed to tenantsBaseline Performance: 2015 Waste Audit ReportInterim Performance Milestones:N/AResponsible Party: SustainabilityBusiness Units Affected:Custodial, Lease & Concessions, EnvironmentalRough Order of Magnitude: $$Intent: Increase overall awareness of waste management best practices by developing regular reporting and data distribution for waste generation among airport stakeholders, including performing annual waste audits.Tools and Resources:1. Materials Mgmt. & Procurement Program 2. Concessionaire Sustainability Program Required Documentation: 1. Waste Performance Report Template2. Waste Characterization Factor Set (as established by waste audits)3. Weigh-in Totals from Hauler4. Waste Management DatabaseTandem Actions:WM1, WM5, WM8, WM13Successor Actions:N/AImplementation Steps:1. Establish a database management system that details waste generation/reduction metrics at the Airport. Metrics should concern performance evaluation criteria as established by SMP action items, and typical waste generation/recycling metrics. Ideally, metric points should be scalable to support regular reporting. Waste characterization factors, established by annual waste audits, can be used to estimate totals of different waste types based on hauler weigh-in’s. 2. Tandem items such as WM1 should consider amending hauling/disposal agreements to require weigh-in’s of waste generated and/or diverted by Airport. 3. Maintain consistent entry of total weights, as provided by haulers to monitor waste generation and diversion performance across Airport.4. In creating consistency within reporting, consider creating a report template to streamline report generation. The report should detail current waste processes, programs, and infrastructure; compliance and regulation requirements; performance targets and progress; waste generation data (extracted from database); waste diversion data (extracted from database); current challenges and opportunities for improvement; and progress in adopting new programs/initiatives.

Sustainability Management Plan125Objective: Increase Awareness of Waste Management Best PracticesWM13: Create waste generation communication plan/program for DPC employees, airport tenants, and visitors. Phase:Phase 2Category:OperationsPerformance Evaluation Criteria:N/APerformance Target: Cohesive Communication Plan implementedBaseline Performance: Communication Plan currently not implementedInterim Performance Milestones:N/AResponsible Party: CommunicationsBusiness Units Affected:Leases & Concessionaires, Custodial Rough Order of Magnitude: $$Intent: Increase overall awareness of waste management best practices by creating a waste generation communication plan/program for DPC employees, airport tenants, and visitors. Tools and Resources:1. Materials Management. & Procurement Program2. Concessionaire Sustainability Program3. Waste Management DatabaseRequired Documentation: 1. Campaign Material Tandem Actions:CR6, WM0, WM2, WM3, WM5, WM6, WM10, WM12 Successor Actions:N/AImplementation Steps:1. Establish oversight committee (could be SMP oversight committee) to monitor program/plan performance. 2. Dene goals and objectives of waste management communication program. Goals should be modeled around encouraging proper disposal/recycling of materials and should be adjusted to account for different stakeholders (passengers, tenants, and employees). Program/plan should be modeled around any existing compliance and regulatory requirements the Airport must fulll. 3. Identify appropriate communication avenues (i.e., banner/poster campaigns throughout terminal, social media, informational material on or around waste infrastructure, employee workshops, etc.). 4. Identify potential partners to promote waste management initiatives. For example, Bradford Logistics, a ground handler at CLE, recycles yellow grease from terminal restaurants’ fryers to be used as bio-fuel B-100 in engines. This action could be campaigned to inform passengers/tenants of the potential benets of diverting/recycling food waste. Partnerships can involve collaboration between airlines, concessionaires, sustainability advocacy groups, and educational institutions. 5. Utilize established reporting processes in place to inform communication material such as the waste management database. By maintaining regular reporting, consistent communication/engagement can be realized.6. Consult with Airport Communication team to create meaningful campaign material (social media, website page, posters/banners, email communication). 7. Consider incentives to encourage participation in program (typically amongst tenants and employees). Incentives can include competitions that concern recycling performance and total food recovered amongst tenants. Internal communications can also highlight top performing tenants in regularly disbursed waste management reports and/or emails.

FOCUS AREAClimate Resiliency & Community

Sustainability Management Plan127Objective: Build Robust Data Repository to Support Climate Resiliency and Adaptation ActionsPhase:Phase 1Category:OperationsPerformance Evaluation Criteria:Successful implementation of data management method/tool and consistent engagement with required reporting.Performance Target: Baseline data to support climate risk assessment, indoor air quality, and community impact indicators. Resources to support education and engagement.Baseline Performance: N/AInterim Performance Milestones:N/AResponsible Party: Dependent on specic action items - reference CLE SMPBusiness Units Affected:Dependent on specic action items - reference CLE SMPIntent: There is no existing platform to house the data that support and inform the SMP. It is necessary to build a robust data repository and associated processes for data collection and entry to be able to develop performance baselines for SMP actions. It is critical to implement this action immediately to provide a comprehensive understanding of current airport performance and begin to track progress toward SMP goals. Tools and Resources:1. Data Repository Platform2. Procedures (data collection, entry, reporting)Required Documentation: N/ATandem Actions:BE0, CE0, CT0, EN0, WM0Successor Actions:All CR ActionsImplementation Steps:1. Review current existing reporting procedures and data repositories (if applicable) 2. Engage with employees to understand data needs and opportunities for improvement 3. Identify data points that do not currently have process and/or responsible party for data collection. Also identify documentation (drawings) that may need to be updated 4. Establish responsible parties for each data point (if not already in place) and determine frequency for data collection and reporting and/or deadline for one-time document update5. Establish data management methods/tools required to successfully implement and identify external resources as required; Research and choose database type considering factors such as cost, security, regulations, etc. 6. Implement protocols (QAQC process) for data consistency, accuracy, and integrity 7. Develop protocol for reporting data to relevant teams and stakeholders8. Consider methods for incorporating feedback and observations into data collection process to continuously improve and maximize efciencies (review emerging technologies such as AI-driven tools)Rough Order of Magnitude: $-$$CR0: Develop methods & tools to collect data required to assess climate resiliency baseline

Sustainability Management Plan128Objective: Identify Climate Change Threats to Human Health and Business Continuity and Support Projects That Mitigate These ThreatsPhase:Phase 2Category:OperationsPerformance Evaluation Criteria:N/APerformance Target: Climate Risk Assessment completed and Climate Resiliency Plan developedBaseline Performance: No plan in placeInterim Performance Milestones:N/AResponsible Party: SustainabilityBusiness Units Affected:Environmental, Asset Management, Planning, Building MaintenanceRough Order of Magnitude: $$Tools and Resources:1. Sustainable Design and Construction Standards2. City of Cleveland Climate Risk and Vulnerability AssessmentRequired Documentation: N/ATandem Actions:CR4, CR8Successor Actions:CR6Intent: Identify operational threats resulting from climate change and develop a mitigation plan to make airport operations more resilient. Implementation Steps:1. Identify assets and operations that are critical to airport operations 2. Identify forecasted climate data for the Cleveland area referencing the City’s Climate Risk and Vulnerability Assessment (2024) and national data sets.3. Conduct a climate risk assessment to identify operational threats to critical assets and operations resulting from increases in severity and frequency of severe weather events. 4. Develop design standards to incorporate resilience measures into capital development projects5. Develop policies and procedures for operational continuity during climate events6. Deploy energy resilience resources to support operational continuity during power outages7. Develop a climate advisory board to champion education and awareness of the climate resilience plan and emergency implementation of policies and procedures.CR1: Create a climate resiliency plan for the airport, including a climate risk assessment for airport assets to test the relevance of existing risk management strategies under climate change and to identify where new strategies are warranted

Sustainability Management Plan129Objective: Identify climate change threats to human health and business continuity and support projects that mitigate these threatsPhase:Phase 2Category:Capital, OperationsPerformance Evaluation Criteria:Installation and operation of IAQ sensors; implementation of ventilation improvements based on data insights.Performance Target: Achieve and maintain IAQ parameters within recommended health and safety thresholdsBaseline Performance: No existing IAQ assessment or monitoring programInterim Performance Milestones:N/AResponsible Party: Building MaintenanceBusiness Units Affected:Environmental, Engineering, Planning, SafetyRough Order of Magnitude: $$Intent: Establish a robust indoor air quality (IAQ) monitoring program to improve occupant health, minimize the spread of airborne disease, and optimize ventilation strategies. Deploy appropriate sensors to collect real-time IAQ data and use ndings to inform facility improvement projects, including increased outdoor air intake and ventilation enhancements. Tools and Resources:1. SHRAE Standard 62.1 – Ventilation for Acceptable Indoor Air Quality2. EPA Indoor Air Quality Guidelines3. WELL Building Standard for Air Quality4. IAQ Sensor Technologies5. LEED IAQ Best PracticesRequired Documentation: 1. Initial IAQ Assessment ReportTandem Actions:N/ASuccessor Actions:CR3Implementation Steps:1. Conduct an initial IAQ assessment across high-occupancy spaces at the airport. The assessment should evaluate temperature, humidity, CO2 levels. ventilation rates, and makeup air, and the presence of pollutants like mold, VOCs, and particulate matter. It should include sampling for airborne contaminants as well as a building systems evaluation to assess the performance of HVAC and air handling systems, as well as identify any issues with mold or excessive moisture.2. Based on results and recommendation of the initial IAQ assessment, identify key IAQ parameters to monitor, including CO2 levels, particulate matter (PM2.5, PM10), volatile organic compounds (VOCs), humidity, and temperature. Procure and install IAQ sensors in high-trafc and enclosed areas to enable continuous monitoring. Sensor data should be integrated into a centralized building management system (BMS) for real-time analysis and alerts.3. Implement recommendations of IAQ assessment to address deciencies in IAQ. Common strategies include: increasing supplemental outdoor air, optimizing ventilation, adjusting HVAC settings to increase outdoor air intake while maintaining energy efciency, upgrading lters to MERV-13 or HEPA standards, and implement demand-controlled ventilation (DCV) strategies to adjust airow based on occupancy and IAQ data.4. Based on sensor data, establish thresholds for IAQ levels that trigger corrective actions (e.g., increased ventilation, air purication). Also identify larger scale improvement projects, such as HVAC upgrades, UV-C air purication, or biophilic design elements to enhance air quality.5. Provide training for maintenance and operations teams on IAQ monitoring tools and response protocols. Track IAQ data in a database or dashboard, and incorporate messaging about IAQ improvements in sustainability communications and reporting. CR2: Monitor Indoor Air Quality to Inform Improvement Projects that Minimize Disease Spread and Improve Occupant Health

Sustainability Management Plan130Objective: Identify Climate Change Threats to Human Health and Business Continuity and Support Projects That Mitigate These ThreatsPhase:Phase 1Category:2CapitalPerformance Evaluation Criteria:Number or percentage of HVAC systems upgradedPerformance Target: TBDBaseline Performance: No existing standardsInterim Performance Milestones:N/AResponsible Party: EngineeringBusiness Units Affected:Planning, Engineering, FacilitiesRough Order of Magnitude: $$Tools and Resources:https://www.ashrae.org/technical-resources/bookstore/standards-62-1-62-2Required Documentation: N/ATandem Actions:CR1, CR2Successor Actions:N/AIntent: To improve resilience to climate air quality impacts by upgrading HVAC systems at the airport. Implementation Steps:1. Develop an inventory of existing HVAC systems with their make, model, capacity, age 2. Engage consultants to perform site visits to evaluate the condition of existing HVAC systems and identify candidates for upgrades to meet ASHRAE 62.1-206 and/or include UVC or Bipolar Ionization systems. The project should include development of an HVAC design standard that could also be applied to new construction.3. Require the HVAC design standard in specications for new construction and replacements as older HVAC systems near end-of-life. 4. Train maintenance staff on new HVAC design standards and maintenance procedures.5. Measure the benets of the initiative, monitor the number of systems replaced and air quality metrics such as indoor CO2 levels. CR3: Create design standards for all major renovations & HVAC upgrades to meet ASHRAE 62.1-2016 at minimum and to incorporate UVC or Bipolar Ionization systems in new AHUs.

Sustainability Management Plan131Objective: Environment and NaturePhase:Phase 3Category:CapitalPerformance Evaluation Criteria:System availability (uptime) and % critical loads covered by the microgridPerformance Target: TBDBaseline Performance: No existing microgrid installationsv very high level microgrid feasibility completedInterim Performance Milestones:TBDResponsible Party: SustainabilityBusiness Units Affected:Planning, Engineering, StrategyIntent: Increase airport energy resiliency by developing distributed energy resourcesTools and Resources:N/ARequired Documentation: N/ATandem Actions:CE1-CE11, CT1,CT10, CR1Successor Actions:N/AImplementation Steps:1. Perform a microgrid feasibility assessment for the airport. The project should evaluate the existing energy systems and identify areas where a microgrid could enhance resilience and serve as a daily peak demand reduction source, determine critical energy loads and baseline energy requirements, and engage key stakeholders such as local utilities and regulatory agencies. It should result in a preliminary design concept for one or more microgrids.2. Identify funding sources and secure funding. In the past, Programs like the Airport Improvement Program (AIP) and Infrastructure Investment and Jobs Act have provided funding for this type of project.3. Determine the appropriate procurement and maintenance structure that aligns with CLE’s resources and desired capital investment. 4. Develop roadmap for microgrid implementation.5. Establish protocols for monitoring the performance of the microgrid, including energy production, storage, and consumption.Rough Order of Magnitude: $$$CR4: Develop distributed energy resources on CLE Campus to establish energy resiliency

Sustainability Management Plan132Objective: Support a culture of learning and engagement that encourages employees to improve themselves, their work, and the efciency and sustainability of the airportPhase:Phase 2Category:OperationsPerformance Evaluation Criteria:Platform established, Number of suggestions implementedPerformance Target: TBDBaseline Performance: No existing system for collecting employee suggestions regarding sustainabilityInterim Performance Milestones:N/AResponsible Party: CommunicationsBusiness Units Affected:AllRough Order of Magnitude: $$Tools and Resources:N/ARequired Documentation: N/ATandem Actions:CR6, CR7Successor Actions:N/AIntent: Encourage and benet from employee suggestions and ideas to further the sustainability programImplementation Steps:1. Develop an easy-to-use platform for submitting sustainability suggestions, such as an online portal, mobile app, or through employee intranet or email. Allow anonymous suggestions to solicit open feedback.2. Form an evaluation committee (or use SMP implementation committee - see CR6) and establish evaluation criteria (i.e., relevance, feasibility, economic, social, and environmental benet, alignment with sustainability goals etc.) to prioritize suggestions for implementation.3. Implement feasible suggestions on a trial or pilot basis, expanding the initiatives as they are proven to succeed.4. Recognize and reward employees whose suggestions are implemented. Consider creating incentives for participation or gamifying elements of the program though competitions, contests, etc.5. Track the progress of implemented suggestions and measure their impact on sustainability goals.CR5: Establish feedback platform/forum to eld employee recommendations and requests for Sustainability Programs

Sustainability Management Plan133Objective: Support a culture of learning and engagement that encourages employees to improve themselves, their work, and the efciency and sustainability of the airportPhase:Phase 2Category:OperationsPerformance Evaluation Criteria:Establishment of committeePerformance Target: N/ABaseline Performance: Committee established for SMP creationInterim Performance Milestones:N/AResponsible Party: SustainabilityBusiness Units Affected:AllRough Order of Magnitude: $Tools and Resources:1. Sustainability Data Management Platform Required Documentation: N/ATandem Actions:CR5, CR7Successor Actions:N/AIntent: Establish a Climate/Sustainability Action Committee to monitor SMP implementation progress and recommend adjustments to initiatives as needed.Implementation Steps:1. Establish a Establish Climate/Sustainability Action Committee Charter with minimum term commitments, a structured schedule, and annual goals2. Hold regular committee meetings to review data and track implementation of the SMP3. Develop structure to assess the SMP actions and implement updates on an agreed upon cadence.4. Make adjustments as needed to ensure all SMP initiatives return the desired results/benets5. Develop a regular report of committee goals, outcomes, and changes to the SMP6. If desired, committee could also review employee suggestions (see CR5) CR6: Establish Climate/Sustainability Action Committee to track and report on SMP progress

Sustainability Management Plan134Objective: Support a culture of learning and engagement that encourages employees to improve themselves, their work, and the efciency and sustainability of the airportPhase:Phase 3Category:OperationsPerformance Evaluation Criteria:Amount of e-waste recycled in lbs.; number of employees participating in group purchasing organizationPerformance Target: N/ABaseline Performance: E-waste recycling in placeInterim Performance Milestones:N/AResponsible Party: Human Resources, CommunicationsBusiness Units Affected:AllRough Order of Magnitude: $Tools and Resources:N/ARequired Documentation: N/ATandem Actions:CR5, CR6Successor Actions:N/AIntent: To support employee sustainability participation outside of the ofceImplementation Steps:1. Educate employees about the importance of e-waste recycling and provide resources on how to properly dispose of electronic waste such as collection bins or drop-off days at local organizations 2. Collaborate with certied recyclers to set up collection points in employee areas for items such as e-waste, batteries, shoes and textiles, etc. Ensure the recyclers meet high environmental standards, such as the Responsible Recycling (R2) Standard or the e-Stewards® Standard.3. Develop an online resource hub where employees can nd information on local rebate and incentive programs for energy efciency, renewable energy, and sustainable practices.4. Set up / support a group purchasing organization that leverages collective buying power to help employees access eco-friendly products at competitive prices. 5. Develop a tracking platform to track impact from Employee participation 6. Produce a quarterly impact report highlighting employee participation, impact and special recognitionCR7: Develop programs to support employee sustainability outside of the ofce including e-waste recycling, resources on local rebates, and incentive programs, and group participation in sustainable purchasing

Sustainability Management Plan135Objective: Support a culture of learning and engagement that encourages employees to improve themselves, their work, and the efciency and sustainability of the airportPhase:Phase 2Category:OperationsPerformance Evaluation Criteria:% CLE employees engagedPerformance Target: 100% employeesBaseline Performance: 0% EmployeesInterim Performance Milestones:TBDResponsible Party: Human Resources, Leases & ConcessionsBusiness Units Affected:Communications, All departmentsRough Order of Magnitude: $$Tools and Resources:N/ARequired Documentation: N/ATandem Actions:N/ASuccessor Actions:N/AIntent: Employee education on sustainability best practices creates awareness and promotes buy-in on the CLE Sustainability ProgramImplementation Steps:1. Develop education materials on best practices and general sustainability concepts2. Identify mechanisms to conduct education3. Develop schedule and policy for education4. Develop feedback mechanism for employee feedback on programming5. Track employee engagement and satisfaction with programmingCR8: Develop an education program for all new and existing CLE and Tenant employees on best practices to reduce energy consumption and greenhouse gas emissions at work

Sustainability Management Plan136Objective: Support a culture of learning and engagement that encourages employees to improve themselves, their work, and the efciency and sustainability of the airportPhase:Phase 3Category:OperationsPerformance Evaluation Criteria:Number or percentage of eligible employees trainedPerformance Target: All eligible employees trainedBaseline Performance: No existing programInterim Performance Milestones:TBDResponsible Party: Human ResourcesBusiness Units Affected:Building Maintenance, Vehicle MaintenanceRough Order of Magnitude: $$Tools and Resources:N/ARequired Documentation: N/ATandem Actions:N/ASuccessor Actions:N/AIntent: Build employee capacity to manage and maintain advanced building systemsImplementation Steps:1. Conduct a skills assessment to identify current skill levels and identify skills gaps2. Identify training objectives such as improving knowledge of advanced building systems, enhancing maintenance practices, and ensuring compliance with industry standards. 3. Identify appropriate trainings, or develop curriculum for in-house training, planning for regular training refreshes.4. Establish partnerships with local trade schools and technical colleges to broaden course offerings to local community 5. Collect feedback from employees to identify areas for improvement and adjust the training program accordingly. 6. Evaluate the effectiveness of the training program by measuring improvements in employee performance, knowledge retention, and maintenance practices.CR9: Establish technical training program for all maintenance and facilities employees on new technologies and best practices to maintain advanced building systems.

Sustainability Management Plan137Objective: Support a culture of learning and engagement that encourages employees to improve themselves, their work, and the efciency and sustainability of the airportPhase:Phase 1Category:OperationsPerformance Evaluation Criteria:Adoption of policies and procedures; measurable reductions in energy consumption (kBTU) and GHG emissions (MTCO2e)Performance Target: TBDBaseline Performance: No standardized operational procedures exist to enforce energy efciency and emissions reduction across airport operations.Interim Performance Milestones:TBDResponsible Party: SustainabilityBusiness Units Affected:Communications, Leases & Concessions, Building Maintenance, Vehicle Maintenance, Field MaintenanceIntent: Establish and implement operational procedures and policies that actively reduce energy consumption and greenhouse gas (GHG) emissions across airport facilities, eet operations, and tenant activities to align with sustainability and climate goals.Tools and Resources:1. ENERGY STAR Portfolio Manager2. ICAO’s Airport Carbon Emissions Reporting Tool (ACERT)3. LEED for Existing Buildings: Operations & Maintenance (LEED EBOM)4. ISO 50001 Energy Management SystemRequired Documentation: N/ATandem Actions:BE3, CR0Successor Actions:N/AImplementation Steps:1. Drawing on data from CR0 and BE3, assess baseline energy usage and emissions sources. Using benchmarking tools like ENERGY STAR Portfolio Manager and ICAO’s Airport Carbon Emissions Reporting Tool (ACERT), identify inefciencies and opportunities to target energy conservation practices.2. Establish policies for optimizing HVAC, lighting, and equipment operation. Develop energy conservation policies such as adjusting HVAC setpoints, and setting policies for shuting down lighting systems and equipment when not in use. 3. Conduct outreach and provide training to staff and tenants to make them aware of the policy and how to support it. Consider developing an incentive programs for tenants and vendors that reduce emissions and energy usage.4. Monitor climate indicators and emerging resilience technologies and best practices 5. Update the climate resiliency assessment on a regular basisRough Order of Magnitude: $$CR10: Develop Operational Procedures and Policies to support and enforce the reduction of energy consumption and greenhouse gas emissions.

Sustainability Management Plan138Objective: Partner With and Uplift the Airport’s Neighboring Communities Phase:Phase 2Category:OperationsPerformance Evaluation Criteria:Number or percentage of employees from surrounding zip codesPerformance Target: N/ABaseline Performance: No existing programInterim Performance Milestones:TBDResponsible Party: Human ResourcesBusiness Units Affected:StrategyRough Order of Magnitude: $Tools and Resources:N/ARequired Documentation: N/ATandem Actions:N/ASuccessor Actions:N/AIntent: Track the correlation between airport and local economy prosperityImplementation Steps:1. Identify Applicable Zip codes to track2. Develop a baseline of CLE employment in surrounding communities 3. Partner with Tenants and Concessionaires to develop a baseline of employment across these stakeholders 4. Develop a target for increases in employment rates5. Develop outreach programs and job fairs to increase local employment rates 6. Track increases in employment rates on a quarterly basis. CR11: Track employment rate trends at CLE within the immediate surrounding communities

Sustainability Management Plan139Objective: Partner With and Uplift the Airport’s Neighboring CommunitiesPhase:Phase 1Category:OperationsPerformance Evaluation Criteria:# of partnerships initiated, $ value of organical / local foods sourced through the programPerformance Target: Increased engagement with local vendorsBaseline Performance: No current partnershipsInterim Performance Milestones:N/AResponsible Party: Leases & ConcessionsBusiness Units Affected:Procurement, StrategyRough Order of Magnitude: $Tools and Resources:N/ARequired Documentation: N/ATandem Actions:CR11Successor Actions:N/AIntent: Partner with neighborhood communities and realize the environemntal and social benets of sourcing local and organic products by connection local organic farms with concessionaires Implementation Steps:1. Identify local and organic farm purveyors who could potenially supply produce and other foods to airport concessionaires 2. Host a series of collaborative meetings to connect concessionaires with local/organic vendors 3. Consider providing some form of incentives to concessionaires who offer local and organic options to increase participation 4. Develop an airport-wide branding and marketing materials to support the local and organic foods initiative5. Track and report on the total value of local and oganic goods sources through the programCR12: Develop partnerships with local organic farms and concessionaires