Volume 20 (2026)

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/.
Keywords: sustainable aviation fuel; SAF; liquid hydrogen; LH2; airport master planning; decarbonisation of aviation; scenario-based infrastructure planning; cross-sector collaboration

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/.
Keywords: artificial intelligence; AI strategy; digitalisation; sustainability; innovation; operational efficiency; passenger experience; airport management

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/.
Keywords: sustainable mobility; airport accessibility; stakeholder engagement; multimodal transport; data-driven planning; total airport management

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/.
Keywords: Caribbean airports; PPPs; financial resilience; climate adaptation; governance; risk management; sustainable aviation

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/.
Keywords: sustainable aviation; hydrogen; liquid hydrogen; LH2; airports; hydrogen liquefaction; airport development; airport operations; environmental management; sustainability and hydrogen

The Greater Toronto Airports Authority is undertaking a major capital development initiative at Toronto Pearson International Airport known as Pearson Long-term Investment in Facilities and Terminals (Pearson LIFT). Pearson LIFT is designed to transform the airport into the world-class, sustainable and passenger-centric hub which will be needed in the coming decades. This paper examines the mechanisms established to manage the complexity of this transformation, focusing on two interrelated new initiatives that have been implemented by the airport company: the Single Point of Contact (SPOC) Cabinet governance model and the Interface Coordination Group (ICG). Drawing on programme management principles, systems theory, organisational design and infrastructure governance, this paper analyses how these bodies function to mediate interdepartmental coordination, mitigate operational risk and ensure strategic alignment across multiple aviation capital programmes, some of which are executed simultaneously in a live airport environment. The SPOC Cabinet operates as a senior-level forum, facilitating cross-functional collaboration, critical decision endorsements and escalation pathways to the Executive Capital Committee. In contrast, the ICG serves as a tactical coordination mechanism, using a centralised airport activity calendar and structured conflict resolution guidelines to manage programme and airport operational activities. Through an analysis of both initiatives, their methodologies and governance structures, this paper argues that the SPOC–ICG model represents a new way of managing complex aviation infrastructure delivery in operationally constrained airport environments. The findings contribute to the literature on aviation megaproject delivery and offer a replicable framework for other complex, multi-stakeholder aviation programmes seeking to balance strategic oversight with operational agility. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: infrastructure governance; megaproject management; programme management; organisational design; airport operations; stakeholder coordination; systems theory; capital programme delivery; risk mitigation; public infrastructure; Toronto Pearson International Airport

This paper explores the multifaceted challenges and strategic opportunities involved in improving on-time performance (OTP) at major airports, with particular reference to London Heathrow Airport’s recent initiatives and sector-wide trends. The primary aim is to highlight how sustained focus on punctuality can serve as a lever for operational efficiency, capacity optimisation and enhanced passenger experience, especially as global air travel demand continues to escalate. The paper demonstrates that OTP improvement is not a siloed pursuit. Instead, it depends on transparent stakeholder collaboration, data-driven decision making and integrated sustainability objectives. Readers are provided with practical insights into how airports can more effectively align expectations and incentives across airlines, ground handlers and third party suppliers. These include establishing joint key performance indicators, fostering community forums for real-time issue escalation and resolution, and leveraging shared operational data to target areas for process improvement. The paper also details Heathrow’s adoption of innovative technologies, such as turnaround management tools and ramp cameras, illustrating how accurate, real-time data can drive robust changes in performance. Furthermore, the paper tackles the environmental dimension by explaining how operational initiatives to reduce aircraft auxiliary power unit usage and transition towards alternative ground support not only cut emissions but also deliver cost and service benefits. By reading this paper, airport managers, policy makers and aviation professionals will gain a thorough understanding of how to collaboratively set trajectory-based OTP targets, adopt data and technology for continuous improvement and drive sustainable, resilient growth across the airport ecosystem. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: on-time performance; OTP; airport operational efficiency; stakeholder collaboration; data-driven decision making; sustainability in aviation

As airports face mounting complexity driven by evolving passenger expectations, sustainability demands and regulatory pressures, the need for integrated, data-driven decision making has never been greater. Digital twins — dynamic, real-time digital representations of physical assets — offer a genuinely transformative solution. Yet realising their true value requires more than technology, it demands a fundamental shift in how airports manage, govern and think about data. This paper examines how Dallas Fort Worth International Airport (DFW) is addressing these challenges through the development of an airside digital twin. The case study reveals the complexities of managing data quality, overcoming operational silos and embedding digital capabilities within traditional infrastructure environments. Through the lens of DFW’s journey, the paper explores the barriers that airports face — from inconsistent data standards to the disconnect between design and construction processes — and how these can be addressed through better integration and insight. DFW’s experience demonstrates that the success of digital transformation depends not just on data quality and system integration, but on how effectively technology supports decision making and engages the people who rely on it. Embedding digital tools into day-to-day operations requires adaptive, user-centred design, backed by robust data governance and cross-functional collaboration. These lessons point to broader implications for the aviation sector. As airports confront growing pressures to modernise, their ability to unlock value from existing data, foster a culture of insight-led decision making and bridge operational silos will define their resilience and competitiveness. By starting with current capabilities, focusing on user needs and aligning data with strategic goals, airports can lay the foundations for smarter, more connected operations. Digital twins are therefore not just tools for optimising asset management; they can be powerful catalysts for reshaping how airports operate, innovate and plan for the future. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: digital transformation; data standards; digital twin; digital thread; Dallas Fort Worth Airport

As air travel continues to grow, airports are under increasing pressure to modernise baggage operations — particularly the last mile, where manual processes remain a persistent bottleneck. This paper explores how innovative automation, enhanced by smart process strategies, can transform this critical phase into a safer, more efficient and future-ready operation. Drawing on insights from a live trial at Oslo Airport and a modelled case study of a major hub, it outlines a vision for fully automated baggage handling. Central to this is the concept of batch building, supported by robotic loading, autonomous vehicles and intelligent logistics software. Simulation results from a modelled hub suggest strong potential: automated batching could reduce handler hours by approximately 20 per cent while operating in just 90 per cent of the original space. Further automation with robotic, in-time build may cut total handler hours by nearly half while operating in the same initial footprint. In addition, automating handler processes could significantly reduce mishandled bags. Beyond operational gains, these innovations support a healthier, more sustainable workplace and lay the foundation for smarter, more resilient baggage operations across the industry. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: baggage handling; innovation; live operational trial; automation of the handler processes; collaboration; batching

Hydrogen-powered aviation is increasingly considered a promising option for reducing aviation emissions, particularly on regional and short-haul routes. The use of liquid hydrogen (LH2) as an aviation fuel offers significant environmental benefits, but its adoption and integration require the development of new infrastructure at airports, including hydrogen liquefaction facilities. This paper lays the groundwork for assessing the feasibility of onsite hydrogen liquefaction by examining the technical principles, supply chain configurations and spatial requirements of such facilities. The study starts with a comprehensive overview of hydrogen as an aviation fuel, outlines current aircraft developments and compares three LH2 supply pathways: centralised offsite liquefaction, onsite liquefaction from offsite hydrogen, and full onsite production and liquefaction. Drawing on real-world examples from operational liquefaction facilities in South Korea, the US and Canada, this paper presents a generalised layout for airport-based liquefaction facilities, detailing core liquefaction process zones and supporting systems. These zones serve as a planning tool for early-stage spatial assessments, safety zoning and integration of hydrogen liquefaction facilities with existing airport infrastructure. The layout presented in this paper is modular and scalable, allowing airports to adapt infrastructure to varying hydrogen demand and spatial constraints. While current liquefaction plants demonstrate technical feasibility and viability at scales up to 90 tons per day (TPD), this paper explores the practical challenges of implementing such infrastructure at airports. These include gaining access to gaseous hydrogen via backbone networks, energy demands, constrained land availability, safety zoning requirements and regulatory complexity. Rather than resolving these issues, the paper provides a descriptive framework to understand and assess them, supporting airport master planning and future airport feasibility studies. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: sustainable aviation; hydrogen; liquid hydrogen; LH2; airports; hydrogen liquefaction

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/.
Keywords: customer experience; CX; AI and airport digital transformation; passenger emotional engagement; human-centric airport innovation; ‘i-mind’ programme

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/.
Keywords: advanced air mobility; airport planning; multimodality; airport operations; environmental management and compliance; economic development

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/.
Keywords: airport energy systems; sustainability; renewable energy; microgrids; energy resilience; net-zero aviation

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/.
Keywords: AOP; shared data; situational awareness; AOS; airport operations

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/.
Keywords: customer relationship management; CRM; passenger engagement; digital transformation; customer data management; personalisation; innovation

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/.
Keywords: robotics; automation; aviation; working conditions; transformation; collaboration