Meet the new ACI World Governing Board Chair, Jost Lammers

If you had to describe your leadership style in one word—before explaining it—what would it be?

“Team Captain” detecting challenges, (customer) expectations, opportunities and threats; giving guidance in our company, the airport world, the aviation sector.

You have served on the ACI World Governing Board since 2019 and recently held the role of Vice Chair. How has this experience shaped your understanding of global airport needs, and how has the Board evolved during this period of industry transformation?

Serving on the ACI World Governing Board has widen my global perspective on what airports need in a time of rapid transformation. Representing more than 2,000 airports worldwide has shown just how diverse regional realities are: from privatization and funding challenges in some continents to sustainability and safety and security priorities in others. This makes competitiveness, sustainable financing, and harmonized regulatory frameworks more important than ever.

During these years, the Board itself has evolved significantly. Digitalization has moved to the forefront, transforming not only how people travel but also how terminals and airside operations function. At the same time, sustainability has become a central priority.

Overall, my Board experience has strengthened my understanding of the diverse global challenges airports face and the need for coordinated, forward-looking leadership to shape the future of aviation.

Your career spans leadership roles at Munich Airport, Budapest Airport, and earlier work in Athens and Düsseldorf. How has this wide-ranging European and international experience influenced your approach to global airport leadership?

My career has given me a deep understanding of how differently airports operate depending on their market, governance model and cultural environment. Leading airports in both Eastern and Central Europe — and working within very different regulatory and ownership structures — has taught me to balance commercial agility with long-term strategic stability.

This diversity shaped my approach to global airport leadership in three key ways: First, it reinforced the importance of adaptability. Every airport faces unique conditions, from privatized and highly competitive environments to systems shaped by strong public interests. Second, it showed me how essential collaboration is. Whether dealing with regulators, investors, airlines or local communities, success depends on building trust across borders and perspectives. And third, it strengthened my belief that airports must think globally while acting locally-driving innovation, sustainability and passenger experience in ways that fit their specific context.

These experiences made my leadership more nuanced, culturally aware and forward-looking — qualities that are essential for representing and advancing the interests of a global airport community.

As you step into the role of Chair for the 2026–2027 term, what are your top priorities for the Board, and how do you see ACI’s role evolving to meet the needs of airports worldwide?

My priorities center on strengthening ACI’s global leadership and ensuring we deliver real value to airports worldwide.

My priority is to reinforce ACI’s global voice through unified advocacy and strong governance. By aligning ACI World and the Regions, harmonizing global positions, and deepening our engagement with governments and associations, we can speak with one clear, credible voice on the issues that matter most.

Second, I want to deepen collaboration with ICAO and key industry partners. Structured, consistent engagement will ensure airport perspectives are reflected in global aviation policy.

Third, delivering the ACI World Policy Agenda 2030 is essential. This agenda guides how airports can operate efficiently, meet rising demand, maintain high safety and security standards, and advance sustainable, decarbonized growth.

Finally, I want to support the continued evolution of airports into modern, flexible, digitally enabled companies. This includes strengthening talent development, fostering attractive workplace cultures, and empowering the next generation of leaders.

Together, these priorities will help ACI lead with clarity and ambition and ensure airports remain vital engines of mobility, economic growth, and innovation.

The aviation industry is undergoing major transitions in sustainability, digitalization, and operational resilience. From your perspective, what are the most urgent issues airports must address globally?

The aviation industry is indeed facing transformative changes, and airports are at the center of these shifts. From my perspective, airports need to accelerate decarbonization and implement sustainable practices while balancing economic and societal responsibilities. This is the only way to ensure our license to grow.

Digitalization is transforming passenger experience and operations, requiring flexible, future-ready solutions. Operational resilience is critical to handle fluctuating demand, security challenges, and unexpected crises while maintaining efficiency and safety. But let’s not forget that developing talent is equally important: airports must attract and retain skilled staff, provide ongoing training, foster diversity, and empower the next generation of leaders to ensure innovation and a sustainable leadership pipeline. Finally, strong global coordination and regulatory alignment are essential – harmonizing standards across regions, engaging with institutions like ICAO, and sharing best practices allows airports to operate efficiently, influence policy, and deliver seamless international travel.

Munich Airport is known for its focus on sustainability, passenger experience, and innovation. Which developments or achievements from Munich Airport do you think can serve as models for airports of different sizes and regions?

For many years, our commitment has been to lead the way — setting the standard in passenger experience, driving excellence in process optimization, and advancing sustainability. We forge strong partnerships, because only through cooperation we can turn ambitious goals into remarkable achievements.   Alongside numerous smaller projects, one highlight is our collaboration with Lufthansa: together with the airline, we are continuously evolving passenger experience in our Terminal 2 joint venture.

As the new Chair, what message would you like to share with ACI members and the global airport community regarding the path forward and your hopes for the next two years?

As Chair, my message to ACI members and the global airport community is one of partnership, clarity, and forward-looking leadership. Over the next two years, I will focus on strengthening ACI’s global voice through coordinated advocacy and effective governance, while deepening collaboration with ICAO and key stakeholders to ensure airports’ perspectives shape global aviation policy.

Delivering the ACI Policy Agenda 2030 will remain central, helping airports operate efficiently, meet growing demand, and achieve sustainable, decarbonized growth. Equally important is supporting airports as modern, digitally enabled organizations—fostering innovation, attractive workplace cultures, and empowering the next generation of leaders.

Together, these priorities will help strengthen ACI’s global leadership and ensure airports continue to thrive as vital hubs of mobility, economic growth, and innovation.