This document discusses how airport and transit authorities are responding to change with agile technology. It includes presentations from the Memphis-Shelby County Airport Authority, Port of Seattle, and Avaap on their experiences implementing Workday software to improve operations, workforce experience, and planning. The pandemic significantly impacted travel but these organizations leveraged Workday's flexibility to enable remote work and adapt processes like COVID-19 pay codes. Moving forward, they will focus on digital transformation, workforce development, and community investments.

1. How Airport and Transit Authorities Respond
to Change with Agile Technology

2. Jarrett Morgan, CISSP, PMP
Director of Information Technology/CIO
Memphis-Shelby County Airport Authority
Larry Fitch
Principal Consultant for Public Sector
Workday
Michael Tong
Budget Director
Port of Seattle
Richard Walega
Vice President,
Workday Government Practice Lead
Avaap

3. Larry Fitch
Principle Consultant for Public Sector
Workday

4. Workday Confidential
Workday
Planning
Workday
Financial
Management
Workday
Human Capital
Management
Analytics and
Benchmarking
• Managing Revenue Streams
• Project Accounting
• Capital Project Management
• Procurement and A/P
• Grants Management
Financial Management
• Recruitment
• Learning
• Talent Management
• Performance
• Succession Planning
Human Capital
Management
• Budget Creation
• CAFR and other Financial
Reports
• Workforce Planning
• Capital Project Budgeting
• Scenario Planning
Planning
• Capital Project Mgmt.
• Managing Multiple Revenue
Streams
• Data Required From Other
Systems
• People Analytics
Analytics &
Benchmarking
Workday Delivers Full HCM & Financial Functionality

5. Workday Confidential
One Source for Data
One Security Model
One Community
One Experience
Power of One

6. Workday Government Customers Find Real Value
Workday Confidential
67%
Payroll Processing
Time
15%
Spend Under
Control
80%
Time required to
implement org
changes
81%
Onboarding Time
83%
Time Spent in the
Recruit to Hire
Process
25%
Expense
Reimbursement
Time
15%
Reduction in
Maverick Spend
67%
Missed Punches
and Time
Inflation
95%
Depreciation
Processing
Time
80%
Paper Being Used
to Support HCM
and FINS
processes
50%
Open Enrollment
Processing Time
100%
Employee Self
Service for all HR
Related Request
Time Tracking
Payroll
Processing
Analytics
Receivables
Planning
Budgeting
Efficiency
Reporting
Procurement
Payables
Reporting
Cost SavingsEfficiency
Savings
Absence

7. Your Success Is Our Success
Workday Confidential

8. Jarrett Morgan
CIO
Memphis-Shelby County Airport Authority

9. About the Memphis-Shelby
Airport Authority
• 3 Airports – MEM and 2 General Aviation Airports
• MEM is North America’s Busiest Cargo Airport and
Second Busiest Cargo Airport in the World
• 4.3M Metric Tons of Cargo Annually **
• 4.6 Million Passengers Annually **
• 231,000 Flight Operations Annually **
• 300 Employees
• 19.1B Annual Economic Impact / 83,000 Jobs
**Year Ending - June 30th, 2019

10. MEM Digital Transformation
Digital Transformation Timeline
• 2018 Digital Transformation Planning
‒ HCM/Payroll/Financials/Procurement
‒ GIS/Asset Management
• 2019 – Phase 1 (Workday)
‒ HCM/Payroll/Time & Attendance
‒ Go Live 12/2019
• 2020 – Phase 2 (Workday)
‒ Financials/Procurement
‒ Go Live 07/2020
• 2020-2023 – Phase 3 (GIS, Asset Management,
CFR 14 Part 139, Properties Management)
Program Goals
• Create a Better User Experience
• Consolidate Systems
• Reduce Costs
• Streamline Business Processes
• Utilize Cloud Based Technology (if possible)
• Security
• Reduce Administrative Overhead
• Compliance/Regulation

11. Digital Transformation Challenges
Technology
Processes Administration
People
End of Life/Stand Alone Applications User Population Not Receptive to Change
On-Prem, Siloed Applications,
Security, Legacy Data/SSOT
Manual or Inefficient Business Processes

12. Pre-COVID 19
• 10,000 Passengers Per Day
• 96 Flights Per day
• 800 Parking Transactions
• 20 Restaurants/News & Gifts
• 100% Employees On Site
• 26th Busiest Airport in the US
COVID-19 Impact on MEM Operations

13. Pre COVID-19 Post COVID-19
• 250 Passengers Per Day
• 7 Flights Per day
• 40 Parking Transactions
• 2 Restaurants/News & Gifts
• 60% Employees On Site
• 5th Busiest Airport in the US
• 10,000 Passengers Per Day
• 96 Flights Per day
• 800 Parking Transactions
• 20 Restaurants/News & Gifts
• 100% Employees On Site
• 26th Busiest Airport in the US
COVID-19 Impact on MEM Operations

14. COVID-19 Impact

15. COVID-19 Challenges
• Employee and Passenger Safety
• Policy Gaps
• Remote Work
• Hardware Distribution
• Learning Curve
• Communication
• Employees Engaged/Productive
• Hardware Availability
• Security (Authentication, VPN, etc.)
• Time Tracking (Non-Exempt)
• Limited Resources (Payroll, HR)
• Continuation WD Phase 2?

16. Solving COVID-19 Challenges
MEM quickly adapted to a rapidly changing environment
• Consistent User Experience
• Reduced Need to Distribute Authority Owned Hardware
• Security
• Flexible Security Policies
• Highly Configurable
-COVID-19 Time Pay Code
-Sandbox
• Employee Self-Service
• Ease of Administration
• Allowed Physical Separation of MEM Team Members
• Utilize AMS to Supplement Payroll

17. Solving COVID-19 Challenges
Moving forward with Workday Phase 2 (Financials, Procurement)
• Wellbeing of Employees
• Increased Workload on Financial Team
• Losing the “Team” Experience
• Can We Succeed Virtually?
• Availability of Implementor Resources
• How Will Delay Impact Budget?
• What’s the Contingency Plan?
Decision to Proceed
• Loss of Momentum
• Risk Associated with Existing Systems
• Implementor Resources
• Cost of Delay

18. Lessons Learned
1 2 3
Training
● Preparation is the Key to
Success
● Identify Roles and
Appropriate Training Early
● Utilize Community
Resources
Think Big
● Visualize the Future
● Don’t Get Lost in the
Details
● Get Everyone Involved
(Teamwork is Critical)
Flexibility
● Encourage Quick
Decisions (The Worst
Decision is No Decision)
● Adapt Business
Processes to
Accommodate
Capabilities of System

19. Michael Tong
Budget Director
Port of Seattle

20. Outline
• About the Port of Seattle
• Business Agility: Weathering the Storm
• Workforce Experience
• Plan for the Future
20

21. • Sea-Tac Int’l Airport (SEA)
– The 8th largest airport by
passengers in the US
– Different lines of business
• Maritime
– Cruise
– Fishmen’s Terminal
– Grains
– Marinas
• Economic Development
– Real Estate
– Tourism
– Small Business Accelerator
• Northwest Seaport Alliance
– The 4th largest gateway in
North America
Port of Seattle – A Unique Public Agency

22. 22
* In partnership with the Northwest Seaport Alliance
$22.5 Billion
in total economic activity
SEA Airport:
$16.3 Billion
in total economic activity*
Maritime Int’l Trade:
121,200
DIRECT JOBS
All Port Activities
Port of Seattle
Support nearly 200,000 jobs and $7 billion in wages throughout the region

23. 23
Business Agility: Weathering the Storm

24. 24
SEA Annual Passengers and Recovery Periods
9/11
Great Recession
SEA Airport Annual Passengers 2000-2020
Forecast over 60% drop in 2020 and 30 drop in 2021 compared to 2019

25. Impacts to All Lines of Business
25
Airport NW Seaport Alliance Cruise
*August 2020 vs August 2019
70 percent decline in August
August 2019: 5,280,166 Passengers
August 2020: 1,566,780 Passengers
14 percent decline in August
August 2019 TEUs: 320,564
August 2020 TEUs: 276,407
100 percent decline
August 2019: 45 homeport calls
August 2020: 0 homeport calls

26. COVID-19 and FlyHealthy@SEA
26
FREQUENT SANITATION
FACE COVERINGS ARE REQUIRED
250+ HAND SANITIZERS NO TOUCH TECHNOLOGY
200+ PROTECTIVE BARRIERS DINING AND RETAIL PROTOCOLS

27. Responses to Covid-19
• Implemented hiring freeze, spending cuts, and teleworking
policies in March (the first COVID case happened in WA)
• Deferred some capital projects while accelerate other
• Tenant rent deferrals, lease extensions, eliminated airport
Minimum Annual Guarantees (MAG)
• Support for impacted workers, small businesses, youth
opportunity initiative, and tourism
• Donated over 50,000 face coverings to King County hospitals
• Investments in information and communication technologies
enabled easy teleworking for a sustainable period
• Our new Workday Adaptive Planning serves us well
27

28. Workforce Experience

29. Plan for the Future
29
INTERNATIONAL ARRIVALS
FACILITY - $970 Million
NORTH SATELLITE
MODERNIZATION - $710 Million
BAGGAGE OPTIMIZATION
MODERNIZATION - $525 Million
Central Terminal
Upgrade - $22 Million
Plan to invest over $3.7 billion in the next 5 years for the region

30. Making Community Investments
30
• Diversity in Contracting
and WMBE
• Equity, Diversity and
Inclusion
• Expand Eastside and other
stakeholders engagement
• Airport Community Ecology
grants
• South King County Fund
• Energy and Sustainability
grants
• Sustainable Aviation Fuels
• Promote economic
development for the region
• Expand tourism opportunities
• Local Community Advertising
Program
• Create equitable opportunities throughout the region
• Invest in healthy communities and environment
• Add resources to support community priorities – Youth Initiative & Tourism
• Workforce Development
• Internship program
• Maritime Secondary
Education
• Youth Maritime Initiative
• Career Advancement
Center

31. Budget and Planning System
• Implemented Workday Adaptive Planning
successfully in June, 2020
• The new system serves our business needs well
o Very flexible
o Able to accommodate different needs/scenarios
o Nice and easy customized reports
• Plan to implement Phase II in early 2021
o Financial Modeling
o Forecasting
o Cost allocations
31

32. Q&As
Workday Transit Webinar

33. Richard Walega
Vice President, Workday Government Practice Lead
Avaap

34. Industry Trends
• Mobility as a Service
• Smoother travel/efficient movement of goods & services
• Digital transformation
• Improve customer experience
1. Industry Trends
2. COVID Challenges
3. The Road Ahead
Public Sector
Transit &
Transportation
COVID Challenges
• Staying open - usage and revenue down by at least 60%
• Funding shortfalls
• Health and safety of staff, customers & business partners
• Legacy system limitations and business disruptions
• Managing a remote workforce, diversity & belonging
• Increased security threats
• Planning for the future
The Road Ahead
• You are essential businesses that need to remain open
• Strong demand for cloud ERP solutions
• Workday is built to provide organizations the ability to
operate and grow in our ever-changing world

35. Questions and
Answers
Please type your questions into the
Q&A area

36. Thank You