The defining constraint of the current decade. This table addresses the fundamental tension between rising demand and fixed infrastructure — and how airports are finding capacity where none was thought to exist, from smarter stand allocation to airspace redesign to terminal repurposing.
Day 2 moves from approach to evidence. Having mapped the strategies on Day 1, participants examine which interventions have delivered measurable throughput gains, what the data actually shows, and where the next marginal gains are likely to come from.
Turnaround performance is increasingly the difference between an airport that runs and one that doesn’t. This table examines how airports are deploying A-CDM, AI-powered turnaround tools, and real-time data to shave minutes from every stand cycle — and what that means for capacity, on-time performance, and airline relationships.
The follow-on conversation no vendor wants you to have. If turnaround management is increasingly automated, what happens when the system fails, the situation is novel, or the data is wrong? Day 2 explores where human expertise remains irreplaceable, and how to design for graceful degradation.
From extreme weather to geopolitical shocks to cyber incidents, disruption is no longer exceptional. This table examines how airports are shifting from reactive crisis management to proactive resilience design — building redundancy, scenario planning, and operational flexibility into the fabric of how they run.
Day 2 takes the resilience conversation into more uncomfortable territory: what do airports actually owe each other and the wider system when things go wrong? This explores the case for deeper operational collaboration — shared protocols, mutual aid agreements, and industry-level response frameworks.
