19 different countries.

We are home to about 1,200 different companies that work at Denver with more than 43,000 employees.

And as you know, Den is the largest economic engine and contributes 47.2 billion dollars annually to the local economy.

Our vision reflects our aspiration to emerge as the nation's preeminent aviation thought leader.

Our mission underscores that we rely upon our people to accomplish our goals.

We value our people a lot.

And our near-term strategic plan is called Vision 100.

And that is part of an overall larger strategy called Operation 2045.

Operation 2045 is really the second phase of our strategic plan.

Vision 100 will get us up to 100 million passengers annually.

And operation 2045, we expect about 120 million passengers annually, and that just happens to coincide with the 50th anniversary of the airport.

Vision 100 includes four different pillars.

Secondly, we are growing our infrastructure to be able to accommodate those loads that I spoke of.

The third pillar is maintaining what we have and finally expanding our global connections.

And one of our goals is to get a nonstop flight to the continent of Africa.

I do want to point out the upper orange or red bar up at the top.

Those are our four guiding principles, and they really talk about how we guide our work or we behave while we're at work.

We value sustainability, sustainability and resiliency, equity, diversity, inclusion, and accessibility, operational excellence, and enhancing the customer experience.

And of course, safety falls into operational excellence.

Safety is a high priority for it.

Uh shows really a timeline of what Vision 100 and Operation 2045 look like and how they work together.

So you'll see that we expect to be at about 100 million passengers in roughly 2032.

And again in 2045, we expect to be at about 120 million passengers annually.

Again, I mentioned we had 82.4 million annual passengers last year.

And when you put that into perspective, it's really remarkable because the airport was originally built for 50 million annual passengers.

Last year we did 82.4 million passengers.

So we're very, very busy as you all know.

The Great Hall is kind of our our um our main focus right now to accommodate that growth.

Some successes within that program.

The West Security Checkpoint opened in February of 2024, and I'm going to show you a little bit of what a six success that was.

And uh we really we reached the 50% completion mark in August of last year, 2025.

In January of this year, we opened the Center of Equity and Excellence in Aviation with a ribbon cutting ceremony, and that again was on January 7th of this year.

There are some new air service developments along with the one that I just spoke of.

Viva Aerobus inaugurated nonstop service to Monterey, Mexico.

Air Lingus began nonstop service to Dublin.

Breeze Airways began service to Providence, Rhode Island, and Turkish Airlines began nonstop service to Istanbul.

We're very proud of those, all of those routes.

And again, I mentioned the 47.2 billion dollars contributed annually to our economy.

I mentioned the new uh security checkpoints.

And this graph uh does a study that CDOT did for us and shows that we are you know a significant economic contributor to this region.

ACI, Airport Council International is our trade group, one of our trade groups, and they conduct quarterly customer satisfaction surveys.

Uh, and we subscribe to that and uh along with many other airports.

Um, customers will rate their experience uh on a five-point scale at each of those airports.

And this what this graph shows is that our security checkpoint scores uh were not great.

If you remember the congestion that we had in the terminal, uh we had very long security lines, and then in quarter one, we opened up that West Security Checkpoint, and you can see an immediate increase uh on that blue line.

Um, and again, this is customer satisfaction, but uh almost immediately we saw an increase in customer satisfaction.

Um we got a similar bump when we opened the e-security checkpoint.

Uh so our customers are telling us that they really appreciate the work that we've done, and uh we have increased about 18% uh over what our scores were prior to the opening of that checkpoint.

Um that was the West security checkpoint.

When we opened the East Security Checkpoint, we got another 12% bump uh in that score.

So overall satisfaction has increased uh fairly significantly for us.

Uh those are really highlighted uh by our customers in the categories of security wait time, ease of security screening, and overall satisfaction of the airport.

So with that foundation, uh I'm gonna turn our attention to eight uh really keystone projects that we have uh that are included in our current focus.

Uh the first of those I talked about a little bit, it's the Great Hall program.

Uh that again is part of uh Vision 100 and Operation 2045 and increases the capacity in the terminal building uh for our customers in our airlines.

Uh again, I mentioned that we were built for 50 million and we handled uh over 82 million last year.

We anticipate that that project uh will be done sometime uh in December of 2027, and the budget on that progress is 2.1 billion.

Uh, and I'm happy to report that uh that is ahead of schedule and under budget.

Um, so really good progress with that project.

The next one that I would like to talk about is another one that we hear about from our customers quite a bit.