This paper investigates the challenges, strategies and implications of integrating alternative fuels, particularly sustainable aviation fuels (SAF) and liquid hydrogen, into airport development and operations. It examines both fuels as complementary pathways within aviation’s broader decarbonisation effort, highlighting that while SAF enables a relatively seamless near-term transition through drop-in blends, hydrogen represents a transformative, long-term shift requiring new infrastructure, supply chains and planning paradigms. The paper discusses how airports should adapt their master planning to accommodate uncertain technological timelines, evolving regulations and emerging fuel ecosystems. It identifies scenario-driven, modular master planning as a key tool for de-risking investment decisions and ensuring flexibility as technologies mature. Pilot initiatives such as the Hydrogen Aviation Lab and the GOLIAT project illustrate how empirical testing and cross-sector collaboration can close existing knowledge gaps around liquid hydrogen handling, safety and logistics. Economic considerations and new partnership models are also discussed, as airports move from isolated operational roles to active participation in fuel supply chains. The analysis finds that successful integration of alternative fuels will depend on shared investment frameworks, harmonised regulation and coordinated development of scalable infrastructure across the aviation ecosystem. The paper concludes that while many uncertainties remain, airports must begin preparing now through adaptable infrastructure planning, early demonstration projects and cooperation across industry boundaries. Airports that embrace these strategies will position themselves as key enablers of aviation’s transition towards net zero emissions by 2050. This article is also included in The Business & Management Collection which can be accessed at https:// hstalks.com/business/.
Liquid hydrogen (LH2) is a leading zero-carbon aviation candidate, and European Union regulations (AFIR, ReFuelEU) now require airports to plan for hydrogen refuelling, increasing the need for airportspecific guidance beyond aircraft technologies and generic supply chains. This paper evaluates on-site liquefaction — receiving gaseous hydrogen via pipeline or local production and liquefying at the airport — using a framework that integrates plant layout with master-planning considerations, including land safeguarding, safety zoning, utility and grid readiness, and ownership models. Based on survey data from 43 airports (31 European), the quantitative analysis focuses on Europe for regulatory alignment, supported by 15 contrasting case studies. Among 26 European airports identifying a role for on-site liquefaction, average favourability scores are neutral to positive across land availability (4.23), integration (4.81 internal, 4.54 external), energy access (4.04) and pipeline access (4.88). However, outcomes vary significantly due to land, safety constraints, grid and renewable limitations, and hydrogen network development. Indicative thresholds suggest viability at ~20–50 tpd, requiring 8–30 MW and 20,000–50,000 m². Airports favour outsourcing or consortia due to CapEx, safety and technical demands. The paper provides a practical framework for assessing feasibility based on site-specific spatial, energy, safety and governance conditions. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
In recent years, the European Commission has promoted Sustainable Urban Mobility Plans (SUMPs) to improve sustainability, accessibility and quality of life in cities. Recognising functional similarities between cities and airports as complex, multimodal transport hubs, Brussels Airport adapted the SUMP framework to develop a Sustainable Airport Mobility Plan (SAMP) within the EU Green Deal Stargate programme. This paper presents the development and implementation of the first SAMP at Brussels Airport, demonstrating how urban mobility planning principles can be translated to the airport context. The methodology combines collaborative governance, stakeholder engagement and robust data analysis to address the mobility needs of passengers, employees and cargo partners. A comprehensive baseline assessment evaluated all access modes using criteria including accessibility, environmental performance, safety and user experience. Based on this analysis, targeted measures were defined to improve hub connectivity, reduce CO2 emissions and encourage a shift towards more sustainable transport modes, including enhanced pedestrian infrastructure, improved public transport alignment and better intermodal integration. The SAMP process also identified key congestion points and infrastructure gaps, resulting in a prioritised action plan, several elements of which are already being implemented. The paper illustrates how sustainable mobility planning at airports can support Total Airport Management by integrating landside and airside processes. The Brussels Airport SAMP provides a transferable, data-driven model for other airports seeking to advance sustainable mobility strategies. This article is also included in The Business & Management Collection which can be accessed at https://hstalks. com/business/.
This paper examines the challenges and strategic responses shaping the Caribbean aviation sector, with a focus on airport operations, governance and resilience. Drawing on annual reports, economic analyses and studies from organisations including the Airports Authority of Jamaica, Grupo Aeroportuario del Sureste, Airports Council International, World Bank and Organisation for Economic Co-operation and Development, it highlights the sector’s financial vulnerabilities, particularly those revealed during the COVID-19 pandemic, which disrupted aircraft movements and net revenues. The analysis emphasises the pivotal role of public–private partnerships, which can attract investment and modernise infrastructure but require robust governance, careful risk allocation and regulatory oversight. In addition, the paper explores sustainability imperatives, such as adopting sustainable aviation fuels and implementing climate adaptation measures to achieve net zero goals and strengthen resilience against extreme weather events. The findings underline the necessity of integrated strategic planning and adaptive policies to ensure the long-term viability of Caribbean airports as vital regional gateways for tourism, trade and connectivity. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Fraport’s artificial intelligence (AI) strategy positions AI at the core of its future development in response to post-pandemic recovery challenges, labour shortages and increasing competitive pressure in the airport sector. The strategy aims to enhance operational efficiency, passenger and employee experience, and sustainability through intelligent, data-driven processes. AI is treated not as a standalone technology but as part of a holistic transformation spanning people, processes and technology. Key applications include resource planning, automation of routine tasks and data-driven decision making. Implementation is supported by employee involvement and upskilling, structured governance, and a robust data strategy. Ethical principles — including data protection, transparency, fairness and sustainability — are embedded through group-wide guidelines and training. Success depends on cross-functional collaboration, strategic prioritisation and scalable deployment of use cases. The paper demonstrates how a coordinated AI strategy can drive innovation, efficiency and long-term competitiveness in airport management. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Transformative changes are coming to aviation during the next decade. Demand for air travel is growing rapidly. Digital tools and artificial intelligence (AI) are reshaping the travel experience. And passengers are demanding more from airports, expecting them not just to be seamless and efficient but also destinations in themselves that can surprise and delight. Meeting these diverse and changing needs is a major challenge for airports everywhere. Drawing from the experience at Toronto Pearson International Airport, where a decade-long capital programme is getting under way, this paper will consider where global hubs should make capital investments to position themselves for the future. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
The research described in this paper aimed to develop a cost optimisation model for determining the optimal approach to expanding airport capacity in metropolitan areas, taking into account demand uncertainties. The study began by analysing airport capacity expansion cases from diverse global regions to identify potential metropolitan-level solutions and key cost functions associated with airport capacity issues. A deterministic optimisation model was then developed using mixed-integer nonlinear programming (MINLP), incorporating six cost functions: capital cost, operation cost, delay cost, noise cost, operational readiness airport transfer (ORAT) cost and passenger access cost. The model was validated through a case study of the Sydney metropolitan area in Australia over a 50-year horizon and further tested for reliability using six additional experimental models. Subsequently, the deterministic model was adapted into a stochastic optimisation model employing Monte Carlo simulation to address the uncertainties in future traffic demand. This stochastic model was evaluated under three different demand scenarios, including the impact of the COVID-19 pandemic. The findings highlight the model’s reliability and reveal the trade-offs among the six cost functions over time, as well as the influence of demand uncertainty on identifying optimal solutions. The research underscores the effectiveness of integrating MINLP and Monte Carlo simulation methods for long-term airport capacity planning in metropolitan areas and addressing the diverse needs of airport stakeholders. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
This paper is intended as a guide for terminal planners to the spatial considerations relating to baggage handling systems as airports respond to passengers’ growing desire for more control over their travel experience with self-service, on-demand return or third party pick-up and delivery. Airports are also seeking to improve the operational processes of their staff and stakeholders with reduced manual handing and improved efficiency. Regulatory bodies are influencing system design with increased outbound security screening requirements and inbound customs and agricultural screening. Terminal planners need to consider how these can be incorporated into the spaces. This baggage handling guide contains some ‘rules of thumb’ and spatial recommendations. It can be added to the planners’ toolkit to help airport terminals to optimise the operational spaces today and also enable future trends if systems require retrofitting later. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
The aviation industry is experiencing a transformative period marked by rapid technological advancements, rising passenger demand and the need for enhanced safety and efficiency. Airports, as strategic centres for global connectivity, trade and innovation, require a highly competent, adaptable workforce to manage the complexities of modern airport functions. This paper underscores the significance of partnerships and collaborations in airport competency development, examining their role in driving innovation, reducing costs and ensuring compliance with international standards. By highlighting best practices such as knowledge exchange programmes, joint simulations and technologyintegrated training, the paper illustrates how collaborative efforts advance training methodologies, improve operational and business performance and enhance workforce capabilities. Moreover, it addresses the influence of leading organisations in shaping global training standards and the critical role of structured collaboration among stakeholders. Emphasis is also placed on enterprise-specific competency frameworks and the need for performance-based, measurable outcomes in training partnerships. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
The US airport industry is one of the most financially resilient sectors in the world. No governmentowned airport in the US has ever filed for bankruptcy or defaulted on its bonds. In fact, US airports have remained financially resilient despite airline bankruptcies, airline dehubbing at airports, the 9/11 terrorist attack that shut down the US airport industry for several days, recessions including the Great Recession of 2008–9; and most recently, the COVID-19 pandemic that reduced passenger traffic by over 90 per cent at US airports for an extended period. This paper explores the five primary reasons for this financial resilience: the US airport legal structure, the essentiality of airports (and airlines), airline actions during bankruptcy, airports’ financial strength and airport management. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
The aviation industry has long been a cornerstone of global connectivity and has been adapting over the years to meet rising demand. As technology progresses, artificial intelligence (AI) has emerged as a transformative power, reshaping the aviation landscape. This paper explores the significant role of AI and automation in the ground operations ecosystem and the new airport era of digitalisation. Smart airports are offering solutions that enhance operational efficiency, improve customer experiences and empower employees with advanced tools and knowledge. The paper also examines the implications of AI, addressing the challenges of adoption, including system compatibility, cost concerns and regulatory compliance. It highlights what stakeholders can expect from emerging innovations, including enhanced efficiency, transparency and safety. As aviation embraces technological advancements, a collaborative effort between operators, employees and technology providers is essential. By focusing on innovation with a clear vision, the industry is likely to achieve a future where efficiency and passenger satisfaction reach the highest levels. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
This paper explores the assessment of the impact of sustainability initiatives in six US small hub airports. A holistic approach with three phases — sustainability planning, implementation and monitoring — was employed to better understand how small hub airports gauge the success and impact of a sustainability initiative before implementation. The study objectives were twofold: (1) to gain an in-depth understanding of sustainability assessment methods and tools, and sustainability metrics and key performance indicators (KPIs) used to assess the impacts of sustainability initiatives in the three phases; and (2) to develop a preliminary sustainability impact assessment framework that incorporates impact assessment from the start of planning of sustainability initiatives. Researchers used multiple case study research methodology. Sustainability planning documents from six small hub airports were gathered and examined, followed by interviews with airport executives and airport planning consultants. The documents were analysed for each individual airport and the interviews were analysed thematically in aggregate. Findings show that the small hub airports studied have adopted sustainability practices in airport planning; however, there is no uniform approach for setting performance metrics and KPIs. Where used, monitoring of performance metrics and assessment of the impacts of sustainability initiatives is not clearly defined. In addition, small hub airport operators face various challenges in assessing the impacts of sustainability initiatives, including lack of a standardised assessment framework and lack of in-house sustainability experts. In addition, these airports operate with limited budgets, leading to human resources and financial constraints, leaving no budget for active monitoring of sustainability initiatives. Based on the findings of the study, researchers developed a framework for assessing the impacts of sustainability initiatives that may be used by airport operators to inform decision making on assessment of the impacts of sustainability initiatives. The proposed framework may be most applicable to small airports such as the ones in this paper. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Helsinki Airport has made significant strides in operational efficiency and predictability by leveraging shared data and situational awareness. At the heart of this transformation is the Airport Operational Status (AOS) system, developed by Finavia, which provides a real-time, comprehensive view of airport processes, from passenger flows and baggage handling to turnaround operations, weather and security. AOS enables seamless information sharing and coordination among key stakeholders, including airlines, ground handlers and authorities, enhancing decision making and resource allocation. This paper explores the development and implementation of the AOS system, highlighting practical challenges, lessons learned and its role in Helsinki Airport’s journey toward achieving the Airport Operational Plan (AOP) in line with CP1 regulation by 2027. AOS was designed to address long-standing issues such as fragmented data, slow communication and lack of shared goals. Through close collaboration with a digitalisation partner, Finavia created a platform that integrates diverse data sources into a user-friendly interface, fostering transparency and operational alignment. Today, AOS supports real-time key performance indicators (KPIs), alerts and incident and crisis communication, accessible via desktop and mobile. It enables early detection of deviations from the operational plan, allowing timely interventions and cost-effective airport management. Helsinki Airport’s success with AOS showcases the power of digital transformation in creating a unified operational picture and driving continuous improvement in airport performance. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
This paper explores the strategic integration of customer relationship management (CRM) systems into airport operations as a means to enhance passenger engagement, drive revenue and future-proof the airport experience. While airports have historically lacked direct relationships with passengers, leaving that space to airlines, the digital transformation of travel has created a pressing need for airports to take ownership of the end-to-end passenger journey. This paper outlines how airports can shift from siloed, infrastructure-centric models to data-driven, traveller-centric ecosystems. Furthermore, it offers a detailed roadmap for implementing CRM, from centralising siloed data to activating personalised services, and outlines the organisational, technical and strategic components needed for success. It also provides a framework for selecting the right CRM platform, aligning stakeholders, phasing deployment and measuring impact through actionable key performance indicators (KPIs). Special attention is given to the governance structure needed for sustainable CRM execution, including the critical role of the CRM champion and cross-functional collaboration. Ultimately, the paper argues that CRM is not merely a tool, but a strategic lever for airports seeking to compete in an era of personalisation, digital commerce and elevated traveller expectations. By integrating CRM into their digital ecosystems, airports can create the next layer of value on top of their physical infrastructure, offering smarter, more personalised services that drive long-term growth and brand relevance. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Following several decades of growth and development, the aviation industry stands at the edge of a technological revolution, with robotics and autonomous technology offering transformative potential for airport operations. The question arises as to what this new future looks like and how we can get there as a sector. This paper explores Amsterdam Airport Schiphol’s initiatives aimed at integrating these emerging technologies. By leveraging collaborative robots (cobots), autonomous vehicles and data-driven predictive systems, Schiphol envisions a future of seamless and efficient operations while improving workforce well-being and passenger experience. Programmes such as Boost and Smart Ramp demonstrate the airport’s commitment to fostering collaboration, reducing technological adoption barriers and driving innovation in baggage handling and airside operations. Additionally, initiatives such as Fraim exemplify Schiphol’s focus on harmonising human–robot collaboration and addressing labour shortages. Despite challenges such as cyber security, regulatory hurdle and job displacement concerns, the airport’s strategic approach highlights the importance of stakeholder collaboration, operational validation and scalable solutions. This paper underscores the critical enablers for implementing robotics and autonomous technology, positioning Schiphol as one of the leaders in shaping an innovative future for the aviation sector. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Advanced air mobility (AAM) holds a significant promise for transforming regional transport by enabling the greener and more efficient movement of both passengers and cargo. Its successful implementation faces distinct challenges, however, particularly concerning the required ground infrastructure to support these innovative technologies. A pressing question thus arises: where should AAM services be successfully launched? In the US, numerous general aviation airports operate far below their capacity, while major hubs experience escalating congestion and infrastructure limitations. This issue is particularly pronounced in the Northeast, where air traffic is concentrated in a few major airports, leaving many regional facilities and multimodal hubs underutilised. In Western Europe, there is a strategic focus on enhancing air-to-rail connections to develop integrated, sustainable transport networks. Although this approach has not yet gained significant traction in the US, it could be crucial for harnessing the full potential of AAM and improving the synergy between various modes of transport. This paper discusses the preliminary findings of an ongoing research project in Central Massachusetts. The objective is to conceptually illustrate that integrating AAM within an air–rail–air network provides a scalable and environmentally sustainable approach to enhance accessibility, mitigate congestion and improve connectivity for communities that have been historically underserved by conventional air and ground transport systems. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
As the aviation sector embraces artificial intelligence (AI) and digital transformation, airports are rapidly evolving into smart, adaptive ecosystems where AI and advanced technologies are not just operational tools, but strategic enablers of a more human-centric travel experience. This paper explores how traditional metrics along with AI are being leveraged to enhance airport operations and passenger satisfaction, with a focus on Athens International Airport’s (AIA) innovative approach to customer experience. Central to AIA’s strategy is the integration of AI and digital analytics to complement traditional feedback mechanisms, enabling data-driven decision making. A standout innovation is the tool for measuring passengers’ emotional engagement, which goes beyond satisfaction metrics to uncover the emotional drivers behind traveller behaviour. Equally transformative is the i-mind programme, a pioneering internal engagement initiative designed to turn every airport employee into a proactive guardian of the passenger experience. More than a quality control mechanism, i-mind represents a cultural shift — embedding ownership, accountability and empathy into the core of airport operations and fostering a workforce that is emotionally attuned to passenger needs. Aviation professionals will gain from this paper a strategic insight into integrating traditional feedback with the latest technological advancements, a deeper understanding of emotional analytics as a next-generation metric, and a forward-looking perspective on how airports can remain competitive by aligning technological innovation with human needs. Ultimately, the paper aims to serve as a blueprint for organisations seeking to balance the integration of AI and digital transformation with traditional metrics, demonstrating that the future of passenger experience and air travel lies not just in technology, but in deeply understanding the human experience at each touchpoint through every journey. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Airports face unprecedented energy-related challenges amid evolving technological, environmental and operational demands. The Airport-Centric Energy System (ACES) framework provides a novel approach to energy management by transforming airports from energy consumers into energy producers and regional energy hubs. This paper synthesises the conceptual foundation, technological components, implementation strategies and real-world case studies of ACES to provide a comprehensive roadmap for its adoption. ACES integrates renewable energy generation, energy storage, microgrids and district energy systems to enhance sustainability, resiliency and economic performance. The paper identifies key motivators for ACES adoption, including environmental pressures, financial advantages, operational resiliency and social considerations. The study presents a phased implementation model and highlights case studies from airports worldwide that demonstrate the feasibility and benefits of ACES. Barriers to implementation include capital costs, regulatory challenges and location-specific constraints, while opportunities lie in supporting net zero goals, strengthening community relations and diversifying revenue streams. The findings contribute to the emerging discourse on sustainable airport operations and offer practical guidance for airport stakeholders pursuing energy resilience and environmental leadership. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
This paper focuses on the contradiction within the airline and airport industry regarding the stated focus on improving the passenger experience and the actual conditions that most passengers face when travelling. The commercial travel industry presents and promotes itself as introducing new technologies and systems and expanding and improving airport spaces in order to create a positive and pleasant journey for the passenger. The reality is that passenger satisfaction with air travel is decreasing even as airlines and airports deploy new systems and rebuild airport spaces. This paper is presented to call attention to the gap between what is said and what is done in terms of serving the customer. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
The rapid advance of technology and the growing demand for enhanced contextual information are reshaping the IT architecture requirements within airports. As airports evolve into smart hubs, the need to integrate geospatial data, real-time analytics and seamless communication systems is becoming increasingly vital. This paper explores the key considerations for preparing IT infrastructure to support this demand. From the integration of data sources to the use of artificial intelligence (AI) and Internet of Things (IoT), the paper examines how airports can remain competitive while ensuring smooth passenger experiences, efficient operations and improved security.1 This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
