Recent data from the Thales Group shows the aviation industry is facing a 600% year-on-year surge in cyber-attacks. The growth isn’t because of a lack of preparedness in the sector. Instead, it is largely driven by artificial intelligence (AI), which makes crafting new attacks faster, more automated, and more dangerous than ever before. Even worse, AI has lowered the bar for new cyber criminals who lack the advanced skills previously needed to launch rapid attacks. 

The aviation industry is known for its dedication to safety. Aircraft themselves are among the most precisely engineered machines in existence, with tolerances measured to the thousandth of an inch and operations choreographed to the minute. To deal with the emerging threats from AI, industry leaders are now wisely looking to apply that same focus on safety in the air to the digital world.

Why are airports a target for cyber criminals?

Ransomware groups and state‑aligned actors are treating aviation as a battleground because the impacts can be extreme. Reports show that cyber-attacks are now driven by wider strategic objectives beyond financial gain. Attackers are focused on espionage, access to communications systems, and supply chain disruption, such as that seen with the Jaguar Land Rover attack.  

As aviation leaders already understand, the industry ecosystem is tightly intertwined. The interconnectedness that makes global travel possible depends on shared platforms, suppliers and data. A successful attack on one system can quickly spiral, impacting others. Breaches of booking, check-in and boarding systems are concerning enough, but the potential impact of successful attacks on safety systems like air traffic control turns digital threats into life-or-death safety concerns.

We have now reached a new era of cyber-security where a fast response to a cyber incident is just not fast enough. While incident detection and response will always be an important last line of cyber defence against attacks, it is now essential that the industry focuses on preventing attacks in the first place. Prevention begins with implementing zero trust cyber-security.

Managing risk with zero trust

Zero trust is a cyber-security posture that focuses on denial-by-default and principles of least-privilege. Every user or system only has access to the tools, platforms, data and administrative rights they need to fulfil a function. Identity is strictly controlled and must be verified continuously in the background. Traditional cyber-security trusted all users and systems within a network perimeter. Instead, zero trust starts from the assumption that the network perimeter has already been breached and implements controls accordingly. 

For aviation, this approach aligns perfectly with how the industry already thinks about safety. No aircraft takes off on the assumption of compliance. Every checklist is explicit. Every component is certified. Every deviation is investigated. Zero trust simply extends that same discipline into the digital domain.

To implement zero trust, organisations should adopt solutions that protect networks, cloud systems and endpoints. For endpoints, organisations should only allow explicitly trusted software and processes to execute on their systems. Solutions like application ‘allowlisting’ ensure code can only be executed if it is recognised and previously approved. Unrecognised software like ransomware is blocked from executing precisely because it is unrecognised.

Going a step further, organisations should adopt solutions that control the behaviour of software they approve for use. If a programme doesn’t need access to the internet or powerful tools like PowerShell, it shouldn’t have them. Removing those privileges helps prevent trusted software from becoming a threat vector.

For networks, strict identity management and access controls require the use of principles of just-in-time access. Ports should only be opened when needed and immediately closed when no longer needed. Solutions include using controls like dynamic Access Control Lists (ACLs) that create temporary, secure paths, where identity and behaviour are continuously monitored. Organisations can take these controls a step further by using tools that only allow specifically approved devices on a network. Even if an attacker gets a credential to the network, without an approved device, they cannot access it.

For cloud systems, which are increasingly one of the richest targets for attackers, access must be strictly controlled and monitored. Passwords and multi-factor codes alone are no longer enough. Using traditional tactics like phishing, attackers can lure employees to realistic login pages that appear identical to the ones used by trusted cloud systems used by the organisation. The attacker sits between the employee and the cloud system, intercepting the credentials and gaining access to the system. To protect against this threat, businesses should adopt additional controls that require device authentication, as well as strict web controls that prevent navigation to unknown and dangerous web domains that typically host attackers’ fake login pages.

What makes this shift ever more powerful for aviation businesses is the visibility cyber-security brings. When employees see that actions they previously considered trusted are now ‘blocked’, something changes. Employees who once installed unofficial tools without hesitation become aware of the risks those choices introduce, reinforcing accountability and encouraging more responsible use of technology. In a heavily regulated industry, that cultural shift is priceless.

Zero trust isn’t about pointing fingers or highlighting mistakes. It’s about supporting teams with clearer guardrails and reducing the pressure on individuals to detect threats on their own.

Building resilience without disruption

When properly applied, zero trust provides aviation with a preventive cyber defence posture that moves beyond simply reacting after an attack is identified. These tactics are also vital in the much less likely event that an intruder does gain access. The controls, verifications and restricted access prevent lateral movement within systems. Even if an attack succeeds, the intruders don’t get the keys to the entire kingdom. 

Flight information screens serve as a good example. Tampering with the displayed information could cause airport-wide disruption, but when generalised access is denied by default, other systems will remain operational. The brand-damaging confusion among passengers can be contained by rapidly conveying accurate information through other channels.

The move to zero trust does not require shutting down the airport or reinventing the technology stack. What was once difficult to implement in the past has become much easier as modern solutions evolve. Most importantly, new controls can be implemented gradually instead of simply flipping a switch.

Modern zero trust systems monitor behaviour to learn what should be allowed and what should be blocked, well before policy changes are pushed to users. This method of implementation reduces the likelihood that the roll-out of a new protection would be disruptive to an industry where even short-term interference is costly.

Staying on course

If the past is prelude, the cyber threats faced by the aviation industry will continue to grow. Since its inception, the industry has been a tempting target for criminals, but now cyber-crime is the new battlefield. In the past, the sector has led the entire transport industry towards safer operation, and cyber-security is once again an opportunity for aviation organisations to lead. The good news is that the path forward is clearer than ever. In this increasingly complex landscape, zero trust provides a method for preventing breaches before they can take off. 

Singapore Changi Airport has long been recognised as one of the world’s leading aviation hubs. Yet in recent years, its ambition has expanded well beyond operational excellence. Today, Changi is positioning itself as a destination, shaped by seamless connectivity, memorable experiences, and a deeply integrated approach to marketing, technology and sustainability.

For the airport’s Corporate & Marketing Communications division, brand identity is inseparable from passenger experience. Changi’s reputation has not been built solely on efficiency, but on how travellers feel as they move through the airport. Personalised services, intuitive design and moments of surprise are deliberate brand attributes, carefully woven into every stage of the journey.

“Our brand identity is very much tied to the experience we deliver,” Miss Tay Cheng Cheng, Vice President of Corporate & Marketing Communications, explains. “Passengers expect more than a smooth transfer. They want comfort, inspiration and something memorable that stays with them long after they leave the airport.”

This shift reflects a broader change in passenger expectations. Airports are no longer seen simply as infrastructure, but as environments that can enhance travel itself. Changi’s evolution has been shaped by this understanding, with attractions, retail and digital experiences all playing a central role.

Connectivity as a cornerstone of growth

Despite its emphasis on experience, connectivity remains a core pillar of Changi’s marketing strategy. As an international aviation hub, the airport serves about 170 cities through close to 100 airlines. Communicating the strength and breadth of this network continues to be a priority, particularly in an increasingly competitive regional market.

Credit: Changi Airport

Marketing efforts are focused on positioning Changi as a gateway to Asia and beyond, whether for origin and destination passengers travelling to Singapore or for transfer passengers using the airport as a stopover. The message is one of choice, flexibility and reliability.

Key source markets include China, India, Indonesia and Australia, which collectively drive a significant share of passenger traffic. Targeted campaigns in these markets are designed not only to attract visitors to Singapore, but also to highlight Changi’s role as a launch pad to other destinations in the region.

At the same time, the airport continues to promote what it calls the ‘Changi Experience’ on a global scale. This includes everything from customer service standards and terminal design to retail concepts and leisure attractions.

Marketing beyond passengers

While passenger communication is highly visible, a significant part of Changi’s marketing and communications effort is directed towards business partners. Airlines, ground handlers, retailers and service providers are all considered part of the airport community.

Changi Airport Group sees itself as the orchestrator of a complex ecosystem, where collaboration and information sharing are essential to operational success. Communication with partners takes place across multiple platforms, from regular face-to-face meetings to digital tools designed to keep stakeholders aligned.

A central element of this approach is the use of a dedicated digital platform that allows airport partners and frontline staff to access real-time updates and operational information. This ensures consistency and clarity across the community, particularly during periods of disruption or change.

“The airport only functions well if everyone works together,” Tay notes. “Clear, timely communication is critical, both operationally and from a brand perspective.”

Digital transformation

Technology is increasingly shaping how Changi communicates, both internally and externally. Artificial intelligence (AI) has begun to play a practical role in content creation and brand management, supporting social media production, copy checks, and the development of a consistent tone of voice.

Rather than replacing human creativity, AI is being used to enhance efficiency and ensure quality across a growing volume of content. This is particularly important as the airport engages with diverse audiences across multiple channels and markets.

AI is also part of a wider digital ecosystem that supports personalisation. By analysing data on passenger behaviour, spending patterns, and engagement, the marketing team can deliver more relevant messages and avoid generic communication.

“The goal is not to send more information, but better information,” Tay explains. “Data helps us understand what our passengers actually want and when they want it.”

Sustainability as a shared responsibility

Sustainability has become a central theme in airport communications, reflecting both regulatory pressures and rising expectations from passengers and partners. At Changi, sustainability is framed as a collective effort involving the entire airport community.

The airport actively communicates initiatives such as the use of solar panels to reduce energy consumption, collaborations with airlines on sustainable aviation fuel, and efforts to improve overall operational efficiency. Beyond emissions reduction, there is also a focus on climate resilience, including infrastructure planning to prepare for rising sea levels and more extreme weather patterns.

Importantly, sustainability messaging is not limited to external audiences. Internal communication plays a key role in encouraging airport partners and staff to adopt more sustainable practices in their daily operations.

Social media and influencer strategy

Social media plays a central role in how Changi communicates its brand, with a strong presence across platforms including Facebook, Instagram and TikTok. Each channel is used differently, with content tailored to the preferences and behaviours of specific demographic groups.

Video and interactive formats are prioritised, particularly on platforms popular with younger audiences. Influencers are also engaged in key markets to help translate the Changi Experience for local travellers, adding authenticity and cultural relevance to campaigns.

Changi’s social channels are among the most followed in the airport sector, with consistently high engagement rates. This reflects a deliberate focus on quality over quantity, ensuring that content is both informative and entertaining.

One of the biggest challenges for airport communications is the growing demand for speed and accuracy. Travellers expect real-time updates and consistent information, particularly during disruptions. For an airport as large and complex as Changi, meeting these expectations requires close coordination between operations, technology and communications teams.

Accuracy is especially critical, as misinformation can quickly undermine trust and negatively affect the passenger experience. This makes internal alignment and robust information systems essential components of the airport’s communication strategy.

A distinctive aspect of Changi’s brand is its strong relationship with the local community. The airport actively positions itself as a place for Singapore residents to visit, even when they are not travelling.

Events, exhibitions, and seasonal activities attract families and local visitors, particularly during weekends and school holidays. Retail and dining offerings are designed to appeal to residents as much as to passengers, reinforcing the idea that Changi is part of everyday life in Singapore.

This local affinity strengthens the airport’s brand and creates a broader sense of ownership and pride among the community.

Looking to the future

Changi’s long-term vision is embodied in the development of Terminal 5, scheduled to open in the mid-2030s. The project represents an opportunity to showcase new technologies, sustainable design and next-generation passenger experiences.

The airport plans to share this journey with the public, highlighting innovation and progress as the terminal takes shape. Alongside physical infrastructure, digital experiences and immersive installations will continue to play an increasing role in how passengers engage with the airport.

Terminal 5 design. Credit: Changi Airport

The T5 in the Making exhibition has since opened to the public at Terminal 3’s Arrival Hall. Visitors will experience Changi Airport’s journey and future vision through five zones: from the airport’s strategic shift from Paya Lebar to Changi, to an experiential look at T5’s design, scale and innovations. Visitors will witness the technologies being explored to address manpower, ageing population, and climate change challenges, and conclude their visit by imagining the future with interactive AI experiences and viewing detailed scale models of T5 and the larger Changi East development.

“Our focus is on continuously evolving,” Tay concludes. “Changi is not just responding to change. We are actively shaping what the future airport experience can be.”

By combining connectivity, experience-led marketing, digital innovation and sustainability, Changi Airport is redefining its role in global aviation. It is no longer simply a place to pass through, but a destination that reflects how people want to travel today, and in the years ahead.

Narita International Airport (NRT) will reopen the fifth floor of Terminal 1’s Central Building on 9 April 2026, unveiling a newly renovated passenger space branded “SHIKISAI GARDEN -Seasonal colours-”.

The area, which has been closed since April 2025 for refurbishment, has been redesigned to reflect Japan’s natural environment, with a focus on water elements and the changing seasons that influence the country’s culture and identity.

The redevelopment forms part of the airport’s wider strategy to enhance passenger experience by creating spaces where travellers can relax and enjoy their time at the airport before departure.

The upgraded facility spans the fifth floor and part of the fourth floor, offering a range of new amenities designed to cater to different passenger needs.

A central entrance atrium will welcome visitors with a bamboo installation titled “Ring of Sky” by Tanabe Chikuunsai IV, setting the tone for a space inspired by traditional Japanese aesthetics.

Dedicated relaxation areas themed as tea, living and calligraphy rooms will provide quiet environments with varied seating options, allowing passengers to unwind in a calm setting.

A digital art zone, known as “in sync”, will feature immersive visual displays inspired by bamboo forests, combining light and motion to create a tranquil atmosphere for travellers moving through the space.

The redevelopment also includes a new food court designed around the concept of seasonal change, with interior elements reflecting different times of the year.

Family facilities have been expanded with the introduction of a children’s play area operated by Froebel-kan Co., Ltd., offering dedicated spaces for younger passengers.

The observation deck, branded “GARDEN WALK”, will provide views of aircraft operations alongside landscaped features, including greenery, water elements and footbaths, creating a distinctive airport experience.

Narita Airport said the redevelopment supports its goal of delivering greater comfort, convenience and added value for passengers.

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Phu Quoc International Airport (PQC) is set to undergo a major expansion following a strategic agreement between Sun Group and Changi Airports International to develop Vietnam’s first integrated “airport destination”.

Under the partnership, Changi Airports International will provide advisory services across airport operations, commercial development, air connectivity and service standards, supporting the airport’s long term growth and positioning within the Asia Pacific aviation market.

The collaboration aims to align aviation infrastructure with tourism, retail and entertainment offerings, creating a seamless passenger journey while strengthening Phu Quoc’s role as a key regional gateway ahead of the APEC 2027.

Phu Quoc International Airport handled approximately 6 million passengers in 2025 and has experienced rapid growth driven by increasing international demand. A government approved master plan includes the development of a new runway and Terminal 2, which will increase capacity to 24 million passengers per year, with long term scalability to 50 million.

Dang Minh Truong said the project reflects the evolving role of airports in shaping travel experiences.

“Airports today play a far greater role than transportation infrastructure. Through this partnership, we aim to create a destination where the travel experience begins on arrival,” he said.

The initiative draws on the operational expertise of Singapore’s Changi model, widely recognised for integrating efficiency with passenger experience, alongside Sun Group’s track record in developing tourism and entertainment ecosystems across Vietnam.

Eugene Gan said the partnership combines complementary strengths.

“We look forward to contributing our expertise to support the development of a world class airport experience and long term growth for Phu Quoc,” he said.

The project is expected to enhance connectivity, attract new airlines and support broader economic development, reinforcing Phu Quoc’s position as an emerging aviation and tourism hub in the region.

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Aeroporti di Roma has partnered with International Airport Summit to host a special invitation-only Day 0 event hosted by their  VP Transformation & Technology with the CEO and other airport leaders featuring on the agenda. C: ADR

International Airport Summit (IAS) has selected Aeroporti di Roma (ADR) as its airport partner due to the operator’s strong reputation for advancing airport innovation, enhancing customer experience and delivering resilient operational performance.

The partnership will involve ADR hosting a special invitation-only event on 10th November in their world-renowned Innovation Hub for the VIP airport delegates with Emanuele Calà, Senior Vice President Transformation & Technology speaking at the event about the innovations they are currently working on. Aeroporti di Roma CEO Marco Troncone will also be speaking to International Airport Review Editor Holly Miles during the opening session on Day 1 of the summit with other ADR leaders speaking on the wider event programme. 

ADR’s Innovation Hub, launched in October 2022 located in Terminal 1 of Leonardo da Vinci–Fiumicino Airport, serves as a dedicated space for accelerating start-up collaboration, product testing and the development of new technologies, forming a core component of ADR’s wider transformation programme. The hub supports structured engagement with innovators, with start-ups developing projects on site while drawing on ADR’s operational expertise. Its presence has allowed ADR to scale its innovation activities rapidly, including running multiple “Runway to the Future” acceleration programmes that strengthen capability across the airport community. The airport group has also developed a mature open innovation model that brings together start‑ups, internal teams and external collaborators to accelerate delivery of new technologies and services. Its structured approach to sourcing, testing and scaling solutions has become a benchmark for European airport innovation programmes, reinforcing its suitability as a strategic partner for an event that aims to drive sector‑wide transformation. 

ADR’s leadership in AI‑enabled and predictive operations further strengthens its positioning. The operator is applying advanced analytical tools to build operational resilience and support more efficient, data‑driven decision making. With IAS placing significant focus on future‑ready operational models, ADR offers a high‑value perspective on how airports can adopt intelligent systems to enhance performance.

Its broader innovation agenda, led by its Innovation and Digital function, continues to deliver automation initiatives, sustainability technologies and digital passenger services. This ongoing commitment to modernisation is a central reason why ADR is frequently recognised as a leader in shaping the next generation of airport operations. 

ADR’s role as the host of a major global aviation gathering, where industry leaders convene to explore innovation, operational excellence and sustainability, further reflects its influence on future airport strategy. Combined with its sustainability‑focused leadership under CEO Marco Troncone, which integrates environmental targets with innovation and passenger‑centric improvements, ADR demonstrates a holistic vision for long‑term airport evolution.

Speaking about the summit, Marco Troncone said: “At Aeroporti di Roma, innovation is a strategic lever through which we continuously evolve our infrastructure and strengthen our contribution to the aviation ecosystem. The International Airport Summit is fully aligned with this approach, enabling operators, innovators and start-ups, institutions and partners to act as a system, set a common direction, and accelerate the delivery of solutions that will shape the future of our sector. In this context, Rome Fiumicino Airport is strengthening its role as a key hub for global connectivity, while positioning itself as a trusted platform the industry can rely on to tackle its most pressing challenges and turn them into concrete, scalable solutions.”

Taken together, these strengths show why IAS has chosen to partner with Aeroporti di Roma. The operator brings credible expertise, a proven innovation mindset and a forward‑looking operational model that aligns with the summit’s ambition to advance global airport performance.

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Montreal Metropolitan Airport (YHU) will officially open its new passenger terminal on 15 June 2026, marking the start of commercial flight operations and a significant expansion of airport capacity in the Greater Montreal region.

The terminal, developed by YHU Infrastructure Partners, will initially host operations from Porter Airlines and Pascan Aviation, offering domestic routes connecting destinations across Canada. The facility has also been designed to accommodate additional carriers as demand grows.

Airport officials say the new terminal will provide travellers with a more accessible and efficient alternative, supporting the development of a multi airport system in Montreal similar to those in other major global cities.

Yanic Roy, President and CEO of Montreal Metropolitan Airport, said the project will deliver greater flexibility for both passengers and airlines.

“For Greater Montreal passengers, the opening of the terminal will offer more travel options and allow airlines to benefit from additional capacity in the metropolitan region,” he said.

The 21,000 square metre terminal features nine boarding bridges and a central departure lounge with capacity for 900 passengers. Its integrated operating model brings all services under a single management structure, improving coordination and enabling faster operational response.

Charles Roberge, President and CEO of YHU Infrastructure Partners, said the development focuses on simplicity and efficiency.

“We are redefining the way people travel in Montreal, with a seamless and efficient passenger experience designed to meet the expectations of today’s travellers,” he said.

The terminal’s compact design allows passengers to move quickly through the facility, reducing processing times and enabling later arrival before departure.

Located approximately 15 kilometres from central Montreal, the airport is connected by road infrastructure and a dedicated express shuttle service linking the terminal with the Longueuil Université de Sherbrooke metro station.

Retail and food and beverage offerings within the terminal will focus on Quebec based brands, including Bâton Rouge and Café Dépôt.

Construction began in August 2023 and was completed in under three years, with strong support from regional stakeholders and local communities.

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San José Mineta International Airport (SJC) has introduced an AI powered humanoid robot named José as part of a pilot programme designed to enhance passenger experience and test emerging technologies in a live airport environment.

Developed by Silicon Valley start up IntBot, the robot is stationed in Terminal B near Gate 24 and is designed to greet passengers, answer queries and provide real time information in more than 50 languages. The system combines physical AI with contextual reasoning and natural interaction capabilities, allowing it to operate effectively in busy public spaces.

The deployment forms part of the airport’s strategy to integrate advanced technologies into everyday passenger journeys while reinforcing its role as a gateway to Silicon Valley.

Jennifer Maguire said the initiative reflects the city’s focus on practical innovation.

“San José continues to lead in applying emerging technologies in ways that improve everyday experiences for residents and visitors,” she said.

Matt Mahan added that the technology will support international visitors expected during major global events.

“We expect thousands of visitors from around the world, and this technology will help deliver clear directions and real time information in multiple languages,” he said.

Mookie Patel, Director of Aviation at SJC, said the pilot will help assess how artificial intelligence can enhance both service delivery and operational efficiency.

Lei Yang, Chief Executive of IntBot, described the deployment as a milestone in the use of socially intelligent robotics in complex environments.

The four month pilot will evaluate the robot’s impact on customer service, accessibility and passenger engagement, with potential for wider deployment depending on performance outcomes.

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As airports accelerate their digital ambitions, data is increasingly positioned as the strategic asset that will unlock efficiency, resilience and better passenger experiences. Yet despite years of investment, many organisations still struggle to translate growing volumes of information into meaningful operational outcomes. That tension sat at the heart of ‘Data is the new jet fuel: how advanced analytics are powering the next-gen airport’, a fireside chat held as part of the International Airport Summit 2025 in Berlin, which brought together senior airport leaders and data specialists to challenge prevailing assumptions about how value is really created from data.

Moderated by Gerri Sinclair, Chief Prioritisation, Planning and Performance Optimisation Officer at Vancouver International Airport Authority, the panel featured Josh Parkinson, Principal Data Consultant at Zuhlke, and Samuel Ehrat, Senior Project Leader at Zurich Airport. Together, they explored why airports continue to talk about data as transformational, while often failing to embed it effectively into everyday operations.

Is data really the ‘new jet fuel’?

Sinclair opened by questioning whether the session title itself was misleading. Data, she argued, is not new to aviation. Airports and airlines have relied on financial, operational and flight data for decades. What has changed is the ability to connect data across systems and organisations, and to derive insight quickly enough to influence decisions.

She also challenged the popular analogy of data as jet fuel. Unlike fuel, which is consumed and gone, data grows in value when it is reused, combined and governed properly. Framing data as something to be burned through risks encouraging short-term thinking rather than long-term capability building.

Parkinson agreed, warning that the industry often becomes distracted by whatever “new X” data is compared to, whether oil, fuel or currency. In his view, this creates a fear of missing out that drives technology-led initiatives ahead of foundational work.

“There’s a tendency to chase the new thing,” he said. “But the core problems haven’t changed in a thousand years. What does the data mean, and can I trust it when I didn’t create it myself?”

Samuel Ehrat speaking at International Airport Summit in Berlin. Credit: IAR

Trust, context and the long tail of fundamentals

To underline that point, Parkinson drew an unexpected parallel with the Domesday Book of 1086. Commissioned to catalogue land and assets across England, it faced challenges that remain familiar today, namely inconsistent definitions, unreliable sources and long delays in data collection. Despite centuries of technological progress, organisations still struggle with the same historical underlying issues.

For Ehrat, those challenges are very real inside airport organisations. While dashboards and visualisations are easy to showcase, the harder work lies in data governance, ownership and shared understanding.

“It’s difficult to explain to senior leadership why you need to spend money on fundamentals,” he said. “But without those, the shiny dashboards don’t really deliver value.”

Ehrat offered an alternative interpretation of the jet fuel metaphor. Fuel alone achieves nothing without an aircraft. In the same way, data requires a complex supporting environment of processes, systems and people before it can generate value.

AI ambition versus data reality

The conversation inevitably turned to artificial intelligence (AI). Sinclair cited a recent study suggesting that most enterprise AI projects fail to deliver meaningful value. The panel was clear on why.

“If the data isn’t reliable, if the context is missing, how can AI work on top of that?” Sinclair asked.

Parkinson described the current moment as a hype cycle, where the temptation is to label every initiative as AI-driven. In practice, many use cases simply make data accessible to people who previously could not see it.

“The insight comes from availability,” he said. “Not because AI was present.”

That is not to dismiss AI’s role entirely. Parkinson acknowledged its strengths in optimisation and classification, particularly in operational contexts. However, he stressed the importance of honesty at the use case selection stage. Overselling AI risks eroding trust within the business and undermining future investment.

From dashboards to decisions

When asked how airports can move from static dashboards to genuinely actionable insight, Ehrat pointed to the importance of understanding end-to-end processes and sharing data across stakeholders.

At Zurich Airport, boarding pass scanner data is combined with predictive models to forecast passenger volumes at security three to six hours in advance. This information is shared with airport operations, police, airlines and ground handlers, enabling proactive staff allocation and improved throughput.

Gerri Sinclair speaking at IAS. Credit: IAR

“The police can change their breaks, dispatchers can shift resources,” Ehrat explained. “It’s about common situational awareness.”

Crucially, this data is not restricted to a single function. Airlines can see where their passengers are in the journey, while security benefits from improved planning. In return, Zurich’s home carrier now shares booking data to improve model accuracy, creating a feedback loop where all parties benefit.

Sharing data without sharing risk

As data sharing expands, so too does concern about security and compliance. Parkinson argued that metadata is the missing piece in many airport data strategies.

“An organisation that doesn’t control its metadata can’t control its data,” he said.

Clear classification, ownership and role-based access are essential when multiple stakeholders and systems are involved. Rather than treating data as an amorphous asset managed by IT, the panel advocated for explicit business ownership, with named data owners responsible for access decisions.

Ehrat added that Zurich deliberately separates operational decision systems from situational awareness platforms, reducing risk while maintaining transparency. Trust, he noted, is built when data owners understand who can access their data and why.

Who owns the data?

The session closed with a question that rarely has a simple answer in airports: who owns the data? Airlines, airports, ground handlers and passengers all generate and depend on information, often about the same entities.

Parkinson suggested that airports must accept the complexity of shared ownership and focus on building master data frameworks that synthesise inputs from multiple sources. Without that, organisations remain trapped negotiating access on a case-by-case basis.

Ehrat was pragmatic. Building awareness of data governance takes time, but progress is possible when managers accept that ownership also means enabling others to create value.

The panel left a clear message behind. Data may be the fuel everyone is talking about, but it is trust, governance and operational focus that ultimately determine whether airports can take off.

Phoenix Sky Harbor International Airport (PHX) is continuing its support for federal frontline workers as the ongoing government shutdown places financial strain on thousands of employees working without pay.

The airport has established a donation site at its Terminal 4 Compassion Corner, encouraging passengers, staff, business partners and local residents to contribute essential items. The initiative aims to assist workers such as Transportation Security Administration officers who remain on duty despite not receiving wages during the shutdown.

To date, the airport has collected nearly 1,000 gift cards along with approximately 800 non perishable food and household items. High demand remains for gas and grocery vouchers, as well as everyday essentials including toilet paper, paper towels and pet food. Gift cards are being distributed directly to TSA personnel to help alleviate immediate financial pressures on affected families.

Kate Gallego said the initiative reflects the city’s strong sense of community support.

“These federal employees have gone more than a month without pay and are working through one of the busiest travel periods. Their dedication keeps our airport and economy moving,” she said.

Local businesses and organisations have also contributed significantly to the effort, including the Support Sky Harbor Coalition and companies such as AECOM and SSP America. Combined donations from businesses have exceeded $118,000.

Utility providers including APS and Southwest Gas are also offering temporary relief measures, allowing affected workers to defer payments without penalties.

Greg Stanton and Kesha Hodge Washington both praised the community response.

The airport said it will continue supporting federal employees throughout the shutdown period as donations and assistance efforts remain ongoing.

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Airports Council International has published the latest results of its Airport Carbon Accreditation programme, highlighting continued progress in carbon management across the global airport network.

The report, covering May 2024 to May 2025, shows that 590 airports across 91 countries and territories are now accredited under the programme, with 104 airports joining for the first time during the reporting period. Collectively, these airports account for 53.6% of global passenger traffic, meaning more than half of all air travellers passed through an airport actively managing and reducing emissions.

Accredited airports achieved a combined reduction of 542,559 tonnes of CO2 equivalent across Scope 1 and Scope 2 emissions, representing a decrease of 8.1%. At the highest level of accreditation, 21 airports have now reached Level 5, achieving net zero emissions under their direct control and committing to reach net zero Scope 3 emissions by 2050.

The report also highlights improvements in emissions efficiency. Average emissions per passenger fell to 1.54 kilograms of CO2 equivalent, while emissions per traffic unit decreased to 1.34 kilograms. These figures represent reductions of 30.6% and 26.8% respectively compared with the three year rolling average.

Olivier Jankovec, Director General of ACI EUROPE and Chair of the Airport Carbon Accreditation Board, said the results demonstrate the airport sector’s continued commitment to climate action.

“Airports are well aware that their licence to operate and grow remains conditional on the decarbonisation of aviation. Climate action is not just about efficiency but about future proofing connectivity and business sustainability,” he said.

Airport Carbon Accreditation provides a globally recognised framework for airports to measure, manage and reduce carbon emissions through seven certification levels, supporting airports of all sizes in achieving long term environmental goals.

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