Justin Erbacci, Director General of ACI World, spoke to Holly Miles about the financial and geopolitical realities that will influence airport investment decisions, capacity planning and long term resilience across the next decade.
Airports may be handling more passengers, but their financial resilience remains under strain. According to ACI World Director General Justin Erbacci, aeronautical revenue is unlikely to keep pace with growth, meaning airports must diversify their commercial operations and explore new approaches to funding major infrastructure and clean energy transitions.
Aeronautical revenue pressures and business‑model shifts
Passenger numbers continue to rise globally, but Justin notes that airport revenues are constrained by regulation, taxation and legacy policy frameworks that prevent airports from operating as fully commercial businesses. This limits their ability to recover both operating and capital costs.
“It’s clear that operational aeronautical revenues are going to continue to be challenged, and so non‑aeronautical revenue is going to be really important going forward,” he said.
However, diversification opportunities vary widely. Some airports lack land, city access or landside capacity to support major commercial developments, so solutions will differ by region and footprint.
Financing the green transition
Decarbonisation adds further pressure. Clean‑energy systems, renewable power, electrical infrastructure and fleet transitions require significant capital, and Justin argues that traditional funding models will not be enough.
Sustainability and decarbonisation are top priorities for the industry, but the scale of investment required can be challenging.
“Sustainability and decarbonisation are top priorities for the industry, but the scale of investment required can be challenging,” he said. Airports may need new partnership structures to advance these projects: “Public–private partnerships can play a major role here, as can Energy‑as‑a‑Service arrangements.”
Justin also sees strong potential in financial instruments tied to sustainability outcomes.
“We’re also seeing strong potential in green bonds and sustainability‑linked financing, where airports can benefit from lower interest rates by meeting agreed sustainability KPIs,” he said.
For airports in emerging markets, blended finance through development banks and climate institutions could unlock investment that would otherwise be inaccessible.
Collaborative models within the aviation ecosystem will also matter: “Joint initiatives with airlines, ground service providers and other stakeholders could accelerate upgrades… and partnerships with utilities and municipalities can support co‑investment in renewable energy and resilient grid solutions.”
Geopolitics and protectionism as major risks
Looking ahead, Erbacci warned that geopolitical volatility represents the most unpredictable factor for airports and airlines.
“Governments such as the U.S. and China are being protective instead of opening up the borders, and that’s going to hurt connectivity,” he said. This affects not only routes and operations but the confidence of passengers, particularly during periods of uncertainty.
“People want to travel, they’ll continue to want to travel,” he said. “However, it is going to be a question of whether we can provide the capacity to meet that demand.
Despite global demand continuing to grow, particularly among younger generations and emerging economies, the question is whether infrastructure and policy will keep pace.
“People want to travel, they’ll continue to want to travel,” he said. “However, it is going to be a question of whether we can provide the capacity to meet that demand… Right now, the biggest risk and the most unknown is the geopolitical risks.”
A shifting passenger mindset
Justin also highlighted how generational shifts in attitudes to money and lifestyle are reshaping demand patterns. Younger travellers are increasingly prioritising experiences over assets, which reinforces the long-term appeal of air travel even amid economic challenges.
“The approach towards money and life is very different. The boomers were told, ‘work hard, but save your money’. Whereas younger generations don’t have this mentality. The whole work concept and life concept is different,” he said.
Despite lower incomes, younger cohorts are still travelling frequently: “Even though they don’t have money, they’re still spending it on travel. They’re spending it on experiences as opposed to things.”
For airports, this reinforces the need to think beyond basic throughput and to design for more experiential, personalised and sustainable journeys, while ensuring the infrastructure, financing and political conditions exist to support growth.
Airports face growing financial and geopolitical pressures that demand new commercial models and more flexible investment strategies. Justin’s message is clear: demand will continue to rise, but meeting it will require airports to diversify revenue, embrace alternative financing for sustainability and plan for uncertainty. Leaders who act early will be better equipped to build the capacity and resilience that the next decade requires.
Justin Erbacci began his current role as Director General of Airports Council International (ACI) World in September 2024. A seasoned aviation professional and visionary leader with a proven track record, Justin previously served as Chief Executive Officer – Airports at NEOM in Saudi Arabia and as Chief Executive Officer of Los Angeles World Airports (LAWA). Justin also excelled as Chief Operating Officer, Chief IT and Commercial Strategy Officer and Chief IT and Innovation Officer at LAWA.
Prior to his tenure at LAWA, Justin was Vice President of Customer Experience and Technology at the airline alliance Star Alliance Services GmbH. His ability to drive innovation and leverage technology was developed during his IT leadership roles at major global companies such as Credit Suisse and United Airlines. Earlier, he gained experience at management consultancies including Cambridge Management Consultants and Deloitte and Touche. He also practised law as a civil rights defence litigator.
Justin holds a Master of Business Administration degree from the Vienna School of Economics/University of South Carolina, a Juris Doctor degree from Loyola University of Chicago’s School of Law, and a Bachelor of Arts from Loyola University of Chicago.
