Message from Justin Erbacci, ACI World Director General, 25.2

Dear Members and Partners,

Since coming on board at ACI World, I’ve had the chance to engage with many of you and gain deeper insight into the areas that matter most to our community. Your feedback—whether about priorities, challenges, or aspirations—has been instrumental in shaping our direction. As we continue this journey together, I’d like to take a moment to reconnect and share a perspective on where we are as an industry and where we’re headed as an organization.

It’s clear that the global aviation industry is entering a pivotal new chapter—one driven by broader trends and transformation. In 2025, passenger traffic is forecast to reach 9.9 billion, representing a 4.8% increase year-over-year. This positive trend reflects global economic recovery, stabilizing jet fuel prices, continued airline profitability, and rising demand for international air travel. The long-term outlook for airports and the aviation ecosystem is promising. Over the next three decades, global passenger numbers are expected to reach 17.7 billion by 2043 and 22.3 billion by 2053, the latter nearly 2.4 times the projected volume for 2024.

However, the aviation sector continues to face uncertainty from recent geopolitical conflicts, trade tensions, labour shortages, and delayed aircraft deliveries. In addition to financial constraints, airports face a mounting capacity challenge as well as shared environmental challenges. Together, these external pressures require a renewed focus on strategic airport planning, investment in aviation infrastructure, and a deeper commitment to sustainable growth.

What we do know, however, is that aviation remains resilient and a powerful driver of global economic and social progress. According to the Air Transport Action Group (ATAG), aviation supports 86.5 million jobs worldwide and contributes US$4.1 trillion to global GDP, equivalent to 3.9% of total global economic output. This is powerful data. As a global connector, aviation reduces poverty, links families and communities, and plays a vital role in emergency response and humanitarian efforts.

A new bold strategy

In this moment of both opportunity and complexity, I’m proud to report that ACI World has a bold new strategy. Developed with input from ACI World staff, ACI Regions, and our World Governing Board, the strategy is designed to ensure that the world’s airports are prepared for growth, innovation, and sustainability.

Our new strategy is anchored in drivers that empower ACI World to be:

• An ardent advocate for airports globally;
• The trusted authority for data and intelligence;
• A thought leader and change agent delivering innovative solutions to address key challenges in aviation;
• A trusted partner and solution provider for value-added products and services;
• A nurturer of a people-focused and financially sustainable organization; and,
• A collaborator with ACI Regions.

ACI World’s overarching goal is to deliver greater value and support to our members at a pivotal time for our industry, one marked by the shift from recovery to sustained growth. To that end, we have identified four key focus areas to support airports.

Focus 1: Use existing and future capacity more efficiently and sustainably

As global air travel demand grows, optimizing existing airport capacity is critical. One key opportunity lies in modernizing air traffic management systems. Enhanced, globally harmonized air traffic control technologies can significantly increase flight capacity and reduce delays without adding new runways or terminals.

Slot optimization is another crucial priority. ACI World continues to advocate for reforming the Worldwide Airport Slot Guidelines (WASG) to better reflect market dynamics and improve consumer outcomes. A reformed slot system will allow for more efficient use of airport infrastructure and improve scheduling flexibility.

And technology. Investments in automation and artificial intelligence will also boost airport operational efficiency. Digital solutions can streamline ground operations, check-in, baggage handling, and security processes, which is critical in an era of persistent labour shortages, not least in the aviation industry. Simultaneously, workforce development must remain a priority. ACI supports efforts to recruit diverse talent, expand training programs, and partner with educational institutions to ensure airports have the human capital they need to thrive.

Focus 2: Develop and manage new infrastructure to provide safe and sustainable capacity

ACI estimates that the global airport system will require US$2.4 trillion in capital investments between 2021 and 2040. This investment is essential to accommodate rising demand and support economic development. Every US$100 per capita spent on airport infrastructure is associated with nearly 50 additional passenger arrivals per capita. Without new capacity, the industry could lose 10,500 jobs and US$346 million in GDP for every 1 million passengers that airports are unable to serve. ACI World needs to work with airport members to help them understand the different approaches to development initiatives and to plan for the future as they modernize or develop new facilities to accommodate the growth.

But growth must be sustainable. All airports will require significantly more energy in the years to come. As demand for power increases, airports must determine how to secure reliable and scalable energy sources, with a heavy emphasis on renewal energy. This includes identifying viable supply options and ensuring the infrastructure is in place to handle the load. Governments have a critical role to play. They must implement the right policy frameworks and incentives to ensure airports can access the energy they need. The real challenge is access to energy. 

In addition, new financial instruments, public-private partnerships, and international funding mechanisms must be leveraged to meet the scale of investment needed.

Focus 3:  Adapt commercially to maintain and improve financial viability, enabling airports to fund capacity increases and operational improvements

According to the latest ACI World Economics Report, in 2023, global airport revenues reached US$146 billion, a 21.4% increase from 2022. However, this figure remains 11.4% below the US$158.6 billion reported in 2019, prior to the pandemic. These results show that airports continue to face financial challenges that must be addressed through flexible financial policies that will allow airports to operate as viable businesses and that support airport infrastructure investments, ensuring aviation’s sustainable growth and maximizing its social and economic benefits.

Airports must also strengthen non-aeronautical revenue streams. Unique retail, cultural, and hospitality offerings can enhance the airport experience and generate additional income. Digital personalization and seamless omnichannel services are increasingly expected by travellers, and airports must meet these expectations to remain competitive. In addition, collaboration across the travel ecosystem, with hotels, ground transportation providers, and tourism operators, can create a cohesive end-to-end journey that adds value for passengers while boosting revenue.

Focus 4: Improve operational efficiency, safety, and the overall passenger experience

Aviation safety and security remain the foundation of our industry. Despite increasing operational complexity, aviation continues to be the safest mode of transport. ACI World is committed to helping our members maintain rigorous safety standards in collaboration with governments, regulators, and aviation stakeholders – particularly as demand for air travel grows exponentially.

At the same time, the passenger experience is evolving. Insights from the ACI ASQ Global Traveller Survey reveal that travellers today expect not only efficient processing, but also low-stress and personalized experiences. Travellers increasingly support digital identity, biometrics, and data sharing, as long as they have control over how their data is used.

There is also growing demand for premium airport services including faster security clearance, personalized lounge experiences, and wellness-focused amenities. Younger generations are especially focused on sustainable and ethical travel. Airports must offer eco-friendly services, carbon reduction initiatives, and transparency in sustainability efforts.

Focus 5: Promote aviation sustainability

Promoting aviation sustainability is central to ACI and its member airports’ strategies. In fact, ACI was among the first aviation organizations to adopt a long-term carbon goal in 2021. The industry’s Long-Term Carbon Goal, set in 2022—to reach net zero emissions by 2050—remains a core industry commitment, supported by a detailed roadmap and partnerships with ICAO and ATAG.

ACI is playing a leading role in this transformation, notably through the Airport Carbon Accreditation program managed by ACI EUROPE, which now encompasses over 640 airports worldwide. These airports are actively managing and reducing carbon emissions.

Indeed, airports are working to decarbonize their operations, accelerate the energy transition, and prepare for new aircraft technologies such as hydrogen-powered aircraft.

We reiterate our commitment to promoting aviation sustainability through the development of guidance material, fostering collaboration, advocating on the global stage, and facilitating innovation and capacity building.

A strategic path forward for global airports

As we progress through 2025 and beyond, ACI World’s new strategy is designed to ensure that our member airports are fully equipped to meet rising global demand, all while staying sustainable, resilient, and financially robust. This vision is anchored in drivers and key focus areas, each grounded in data and shaped by the evolving realities of the global aviation landscape.

To our members and partners, thank you for your continued collaboration, your resilience, and your commitment to making aviation a force for good in the world. Airports are leaders and will continue to set standards for innovation, sustainability, and global impact.