Photo courtesy of DIA
The city of Denver has become a major travel destination, welcoming millions of visitors looking to enjoy the Rocky Mountain landscape each year. In addition to Colorado’s snow-covered slopes, which draw the attention of winter sport enthusiasts, the capital city itself offers a plethora of activities for people of all ages during the scorching summer months.
Hiking, camping, boating, music festivals, museums and a burgeoning nightlife scene are all reasons why travelers flock to Denver each summer, generating millions of dollars in tourism revenue.
Denver International Airport (DEN) is one of the busiest airports in the world, and a portal many visitors pass through on their pursuit of “Summertime in the Rockies.” Ranked the third-busiest airport in the United States for passenger traffic by the Airports Council International in 2023, the travel hub made history last year with over seven million passengers in July alone.
Overall, 2023 was one of the airport’s busiest years, with approximately 77 million people flying in and out of its terminals. On a list of airports around the world, DEN ranks number six, and its air traffic is expected to increase as time goes on.
Leading the Charge
The man guiding the airport through its record-breaking activity is CEO Phillip A. “Phil” Washington, and he isn’t afraid of a challenge.
Growing up on Chicago’s Southside, Washington witnessed firsthand the dangers of poverty and prejudice. He was raised by his mother, a valedictorian at the largest Black high school in Chicago in the 1940s who earned a college degree later in life. She was a source of inspiration, teaching him to work hard and never give up.
His early life experiences, along with his 24-year military service as a Command Sergeant Major in the U.S. Army, instilled discipline and adaptability, preparing him for the intense leadership role ahead.
In Chicago, the respected executive earned a Bachelor of Arts Degree in Business from Columbia College before attending Webster University in Missouri, where he earned a Master of Arts Degree in Management. He is a graduate of the Harvard University Kennedy School for Senior Executives in State and Local Government, and was recently appointed by the U.S. Department of Transportation’s Secretary, Pete Buttigieg, to serve on its Advisory Committee on Transportation Equity.
Prior to being confirmed by the Denver City Council in 2021, he served as the CEO of Denver Regional Transportation District from 2009 to 2015, implementing the FasTracks program and completing Denver’s West Corridor Rail Line project while overseeing the transformation of Denver Union Station. In 2015, he relocated to California, where he served as the CEO of the Los Angeles County Metropolitan Transportation Authority, overseeing nearly $20 billion in capital projects.
Washington’s return to Colorado allowed him to reconnect with family after his considerable military career, while contributing to the state’s continued growth and steering DEN – with its $36 billion annual economic impact – into the future. Upon his arrival, he saw an airport on the cusp of greatness, but also on the verge of being overwhelmed by its own success.
“It was quickly apparent that DEN had outgrown its facilities,” explains Washington. “A growing number of passengers were using the airport, and that growth was causing significant stress on DEN’s systems and facilities.”
The airport opened in 1995 with a capacity of 50 million annual passengers; but in every year since, it has surpassed that capacity – with the exception of 2020 when the global pandemic crippled the air transportation system. Washington discovered that within a decade, up to 100 million passengers will fly through the airport each year.
“It was no wonder that DEN’s sterling reputation was being tarnished by long lines, failing infrastructure and dingy facilities. It had become a victim of its own success, and I thought I could help,” he says.
To mitigate the effects of DEN’s overloaded infrastructure, he worked with the senior leadership team to develop a strategy or “Vision 100” to prepare the complex and its employees for the increased traffic.
Vision 100
Washington’s vision is grouped into four pillars of activity, with guiding principles that include clean energy and innovation while empowering employees to play an integral role in a complex system of operations. In addition to its commitment to sustainability, DEN is on track to become the “greenest airport in the world,” and is exploring cutting-edge technologies to improve efficiency and passenger experience.
Pillar One: Empowering Our People
Wherever he has served, Washington has worked to improve equity, diversity, inclusion and accessibility. He acknowledges that DEN’s success relies on its people and partners.
“To ensure a strong workforce, the airport must provide opportunities for employees to develop and grow so it can retain talent and knowledge,” he says. “We also needed to prepare future employees by providing training and opportunities. We want Denver to become the place for aviation talent.”
Emphasizing the need to create more opportunities for BIPOC, women-owned and veteran-owned businesses to do business at the airport, he introduced plans for the Center of Equity and Excellence in Aviation (CEEA), a groundbreaking institution offering training, business development and research.
Located on Level 4 of the airport’s Hotel and Transit Center, CEEA is housed within a new 38,000-square foot space, complete with a “Hall of Equity,” lecture halls and meeting spaces. Its services position individuals to become prime contractors and full concession owners, introducing small businesses and providing workforce development guidance.
“The location provides easy access to RTD’s A Line commuter rail to downtown Denver, making the location accessible from across the metro area,” says Washington.
In addition to establishing CEEA, the innovative leader founded the Equity in Infrastructure Project (EIP) with former U.S. Deputy Secretary of Transportation, John Porcari, committing to building opportunities for historically underserved businesses and reducing the racial wealth gap.
Pillar Two: Growing Our Infrastructure
“Pillar two suggests that DEN must continue to invest and grow our facilities so we can accommodate the inevitable 100 million annual passengers,” Washington explains.
“Perhaps the most-obvious program is the construction of new facilities in the Jeppesen Terminal. We call this our Great Hall Program; and to date, two of the three phases of construction have been completed.”
In addition to the Great Hall Program and Peña Boulevard improvements, infrastructure projects in various stages of completion include the modernization of ticket lobbies for the airport’s largest airline partners; bathroom additions and rejuvenation; the addition of the new Level 6 West Security Checkpoint; a widened escalator and additional passenger movement spaces; the construction of new meet-and-greet areas for domestic and international arrivals; a $1.5 billion Gate Expansion Project; concourse improvements with outdoor seating space; baggage system updates; train car replacement; and new ground-load gates.
“Even though DEN is still a relatively young airport, it’s nearly 30 years old and is experiencing a great deal of wear and tear due to increasing passenger volumes,” says Washington. “Projects such as Concourse Renewal, which will upgrade our restrooms, wayfinding, hold rooms and flooring, will make a tremendous improvement.”
Pillar Three: Maintaining What We Have
Under the direction of a professional maintenance staff, DEN updated its Strategic Asset Management Plan and completed an inventory of its facilities. Washington established a maintenance program that will systematically maintain facilities based on expected life cycles, instead of maintenance based on facility breakdowns.
Science-based goals related to sustainability and resilience permit DEN to direct assets proactively, with an environmental policy promoting strong environmental performance, energy conservation and pollution prevention.
DEN supports the City and County of Denver’s 2030 science-based target and 2040 net-zero emissions goal, and it’s made a solid start – with a 40% reduction in greenhouse gas emissions despite passenger traffic increases.
The plan to reach “net zero” emissions focuses on green building, energy efficiency, renewable energy and the decarbonization of the airport’s electric grid.
“All DEN projects are built to the Leadership in Energy and Environmental Design (LEED) Gold standard. DEN currently has five LEED-certified facilities, including the world’s only LEED Platinum on-airport hotel,” Washington points out.
DEN is also participating in the state’s largest-ever Energy Performance Contract (EPC) which will produce a 20% energy savings of $4 million, 28% water savings, and 30,000 metric ton annual carbon dioxide emissions reduction across 8 million-square feet of airport facilities.
Washington explains that DEN is a big proponent of solar energy, with one of the largest renewable energy programs. Six behind-the-meter power purchase agreements across 120 acres equate to 30% of DEN’s annual electricity use. The airport is also working to electrify fleets, buses, rental cars and airline ground-support equipment. Eight fast-charging electric vehicle stations for ride-share drivers will come online this year, joining the 50 charging stations already in place for passengers and employees.
Pillar Four: Expanding Our Global Connections
With one of the largest domestic networks in the U.S.,
including nearly 190 destinations to 46 states, DEN passengers can reach 31 destinations in 17 countries.
On June 11, Turkish Airlines began nonstop flights between Denver and Istanbul, Turkey, becoming the longest flight operated from the airport. The new route is estimated to produce more than $54 million in annual economic impact to Colorado’s economy, while supporting the creation of approximately 350 new jobs across the state and generating more than $21 million in additional wages.
In addition to an emphasis on global expansion through broadened accessibility to international travel destinations, Washington discusses expansion right here in Colorado.
“DEN continues to expand its global connections through air service development and a local real estate program that takes advantage of 16,000 acres of airport property that will never be needed for aviation use,” he says.
“While no residential buildings can be built on this airport land through land leases, a variety of commercial uses are available.”
Plans to create an “Aerotropolis” are taking flight, with a recent announcement regarding the creation of a thriving urban environment focused on aviation, business and commerce.
Washington notes the recent issuance of a rolling request for offers (RFO) from qualified developers, investors and users for commercial development through one or more long-term ground leases of up to 1,500 acres of the airport’s non-aviation land.
Operation 2045
DEN is unique. The expansive spaces beneath architect Jim Bradburn’s white-capped tents – reminiscent of teepees – are anything but sterile; and the activities that take place within the airport are unlike any other.
Under Washington’s leadership, the airport has spearheaded initiatives such as a unique concert series with entertainment by local and national artists; an innovative ex-felon employment program with rehabilitative job opportunities; and strategies to propel the travel hub into the future of high-traffic passenger trends by its 50th anniversary in 2045.
Operation 2045 includes consideration for several additions and improvements, including a new concourse; increased airfield capacity; additional deicing pads and aircraft parking aprons; international arrival processing; Peña Boulevard improvements; added parking structures and utilities expansion; and use of other emerging technologies.
“Denver International Airport’s growing operations create expanding opportunities for local businesses and global connections for travel and cultural exchange,” says the CEO. “Through its Vision 100 and Operation 2045 strategies, DEN will continue to be a community asset that emphasizes social responsibility, sustainability and resiliency.”
Soaring Into Summer
For now, visitors entering the Colorful State of Colorado to explore the overflowing outdoor activities and fun will get a glimpse of DEN’s dazzling new changes as they fly into the remarkable airport. As the first impression for travelers, the institution offers a look at Colorado’s commitment to innovation and the prioritization of its residents and guests.
For Washington, who tries to maintain a healthy work-life balance, summer is an opportunity to create time with loved ones while pursuing his passion for jazz music. He plans to recharge, focus on ways to be a more effective leader and build upon his vision for one of the most impressive airports in the world..
Editor’s Note: Portions of this article were published with permission from Acumen, a magazine by CBCC. For more information visit www.flydenver.com/about.
