Decarbonizing Aviation Ground Operations 2025

Bus operations’ ownership models existing at airports FIGURE 2 Probably the less common of the models is when the airport authority – often a public entity or vertically integrated airport operator – fully owns the bus fleet and directly manages all related operations. While this approach allows for high levels of operational control and strategic alignment with broader objectives such as decarbonization, it frequently leads to a higher rate of capital expenditure, alongside long-term financial and operational commitments. Airports more commonly employ a concession- based model for bus services, wherein private contractors may be granted exclusive rights to operate bus fleets for a defined period in exchange for a fee and may be required to comply with certain fleet requirements, sustainability criteria and performance guarantees. Pragmatically, this system allows airports to incorporate bus services into broader ground handling contracts, where operators are responsible for a range of ramp, baggage and passenger transportation services under a unified framework. In addition, airline business models at the airport directly impact bus services and contracts. In the negotiating mix among service providers, airlines and airports, the latter often maintain decision-making over the infrastructure needed for enabling ground operations, as well as the energy consumption and demand associated with this. This creates potential avenues for the airport to influence investment in greening bus fleets (undertaken by third parties) through investment in green infrastructure, such as electric charging stations, or through local emissions and air quality standards.Lastly, hybrid models are increasingly common, especially in large or multi-terminal airports where different operational needs coexist. Under this approach, the airport may retain direct control over strategically critical services, while outsourcing landside or non-core services to external providers. This configuration allows airports to maintain control over certain aspects of operations such as safety, security or integration, while benefiting from the efficiency and scalability of outsourced services in less “sensitive” areas. This model ultimately requires well-defined governance structures and performance monitoring mechanisms to ensure coherence across service providers. The influence of airlines in bus operations The business models of the airlines served by the airport also have a direct bearing on bus operations and contractual arrangements. Low-cost carriers (LCCs), for example, often prioritize fast turnaround times and minimal ground service fees, influencing the design of bus operations towards high- frequency, low-cost solutions that maximize aircraft utilization. LCCs frequently utilize remote stands to reduce airport charges, thereby increasing reliance on airside buses. Consequently, ground handling contracts that include bus operations must be calibrated to align with the cost sensitivities and operational rhythms of these carriers. Direct ownership and operationThird-party and hybrid arrangementsOutsourced provision through concession agreement Decarbonizing Aviation Ground Operations: Alternative Bus Technologies 7