As global demand for air cargo continues to rise, airport operators and ground handlers are under pressure to modernize aging infrastructure while meeting ambitious environmental, social and governance (ESG) targets. At the ASA World Ground Handling Leadership Forum in Copenhagen, leaders from dnata, Menzies Aviation, SATS and TCR shared their insights on how airports can evolve to meet the demands of sustainability, human-centred design and technological innovation.
Sustainability without disruption
Modernizing airport infrastructure for sustainability is not simply a matter of installing new technology. Noor Salman, Vice President Business Cargo Support at dnata, highlighted the complexity of upgrading decades-old facilities to accommodate electric fleets and renewable energy. “When you compare what you have to do to restore and enable electric fleets or renewables, especially given the current operating model, there will be a lot of disruption,” she said.
Salman recommended a phased approach, focusing on “quick wins” such as wearable mobility, digitization, paper elimination and system upgrades, while also prioritizing employee workflow and safety. She pointed to dnata’s joint venture in Azerbaijan, where cargo terminals are being designed with ESG and employee well-being at the fore. “You put yourself in the people’s shoes, and you walk with them through that journey. That’s how you really design a cargo terminal,” she explained.
John Geddes, chief governance and sustainability officer at Menzies Aviation, echoed this people-centred perspective. “Sometimes we forget to think about them first when we design things or processes,” he said.
TCR’s Peter Grypdonck added the operational lens, noting that electrification is progressing rapidly, but infrastructure remains a key bottleneck. “More than half of our new fleet acquisitions are already electric. Over the lifetime of the GSE, we expect the gradual phase-out of diesel equipment to match the uptake of electric vehicles,” he said.
Localized ESG strategies
Celine Hourcade, Global Head ESG at SATS, emphasized the importance of adapting airport infrastructure to climate realities. “We operate in 27 countries … so we have many different climate change scenarios to consider. The challenge is to adapt the infrastructure and the way we work,” she said.
Hourcade described SATS’ approach to linking group-level ESG targets — such as a 50 percent reduction in scope one and two emissions by 2030 — with regional implementation plans that account for regulatory, cultural and incentive differences. “We need common standards, guidelines and the sharing of best practices. Together we rise to the top – this also applies to the industry,” she said.
Salman illustrated this principle with a Dubai initiative to introduce a biofuel blend across the airside fleet, achieved through collaboration between the airport, ground handling equipment teams, OEMs and national oil companies. “It wasn’t an easy task at all … it’s all about collaboration and the passion and the drive to really want to make that difference and leave a legacy,” she said.
Matt Thomas, SVP Commercial Europe at Menzies Aviation, added that aligning ESG ambitions with operational realities requires strategic partnerships and long-term planning. “Everyone talks ESG, but there is still a real part of tactical purchases. We need to move from price-focused decisions to strategic, long-term collaborations,” he said.
Balancing technology and human skills
Technological innovation promises to reshape airport operations, but human oversight remains essential. Grypdonck said electrification and AI are changing the ramp environment, while hydrogen-powered equipment faces infrastructure hurdles. “Electrification, lithium, high-end batteries will change the game a lot. Hydrogen will come, but infrastructure is the limiting factor,” he said.
Hourcade highlighted AI’s potential to improve efficiency, safety, training and workforce retention. “AI can help us become more efficient, improve safety, improve training and improve the attractiveness and retention of our staff,” she said, citing tools such as augmented reality training and exoskeletons.
Geddes emphasized that people remain central to operations. “Virtual reality training is cool, but if you put someone in a workplace after just a few hours of computer-based training, they disengage,” he said.
Salman outlined dnata’s data literacy initiative and trained 240 employees through a mix of online platforms and in-person workshops. “We’ve created personas like data ninja or data samurai … it’s about raising the minimum standard and making it creative and fun across age groups,” she said.
Practical realities
Panelists acknowledged that ESG ambitions must contend with practical and geopolitical challenges. Hourcade discussed the potential impact of US policy changes and emphasized the importance of long-term strategic focus. “Before that, we all agreed to say, be ready, be resilient to climate change, be better and use renewable energy, be diverse and inclusive … It made business sense, so we have to stick with it,” she said.
Salman highlighted the data-driven case for sustainability. “Climate change is happening. It affects wildlife, biodiversity, communities and businesses. Companies that integrate ESG challenges reflect this positively in their profit margins,” she said.
Grypdonck highlighted the practical limitations of infrastructure and the gradual transition from old diesel equipment. “Where non-electric GSE is currently in use, it will often be redeployed to regions with slower electrification uptake. This is a gradual phase-out, not a sudden shift,” he concluded.
