Scope 1 and 2 emissions reductions are achievable — the question is who pays, and over what timescale. This table examines the real capital and operational costs of fleet electrification, renewable energy procurement, and infrastructure retrofitting, and how airports are making the financial case for investment.
Day 2 takes the harder challenge: the emissions that airports don’t control but are increasingly accountable for. Airlines, ground handlers, concessionaires, and surface transport all sit in an airport’s Scope 3 footprint. This examines what leverage airports actually have, what the leading approaches look like, and where the limits of influence lie.
Expanding or renewing an airport while it continues to serve millions of passengers is one of the most complex project management challenges in any industry. This table shares hard-won lessons from airports that have done it — on phasing, contractor coordination, operational continuity, and the moments things nearly went wrong.
Day 2 examines the strategic problem that underlies all capital planning: how do you design and size infrastructure for demand curves that may be radically reshaped by climate policy, fuel costs, geopolitical shifts, or behavioural change? This explores scenario planning, modular design, and the governance of long-horizon capital decisions.
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.
