APPENDIX B

Case Study Details and Methodology

In this proposal, three steps for conducting case studies were proposed:

1. Select up to 10 airports for preliminary evaluation and hold discussions via telephone or Zoom calls.
   1. Large and small airports (candidate list in Table B-1).
   2. With and without an apparent climate communications strategy.
2. Hold discussions with the (up to) 10 airports “to garner more information on the strategies behind the communications these airports have already developed” using a questionnaire developed in this task (Task 8).
3. Select up to four to six airports to “test concepts developed in this work program.”

With ACRP Panel approval, we modified Step 3 and requested reactions from all participating airports on the work products developed in this study.

Potential additions suggested by the Panel:

• New Haven
• Ithaca
• Dallas-Love Field
• Baltimore-Washington
• Cleveland
• Detroit
• Phoenix

Airport Selection Criteria

We wanted to select a range of airports of different sizes, with different communications strategies, experience with protests, and exposure to private aviation.

The selected set of airports should represent diversity around the following factors:

1. Airport sizes
2. Geographic locations
3. Existence of a climate communications strategy
4. Accomplishment of advanced climate efforts
5. Exposure to private aviation
6. Participation in FAA sustainability programs (82)
7. Experience with protests
8. Ownership (city-owned versus port authority)

The study team down-selected a priority list of airports after consultation with the Panel.

Table B-1. Airports discussed as candidates by the study team.

Introduction to Airport

Members of the study team contacted each airport and provided work product outputs from this work program that may have some value to the airport and also hopefully entice participation in a half-hour Zoom call.

The following is an early concept of the material to be sent to each airport.

ACRP Project 02-102 Work Products

During this engagement, the study team developed a narrative and set of unique economic impact concepts that airports may select from to integrate into their own communications.

The Narrative is as follows:

There is a path to zero aviation emissions by 2050.

• If there is no abatement and no new technology aircraft, then economic and population growth would likely cause aviation emissions to double by 2050.
• However, there is a path to substantially reducing emissions. According to the 2021 U.S. Climate Action Plan:
  • New aircraft fleets that burn less fuel, new air traffic control technologies that shorten airline routes, and new technology engine units (earliest in the 2030s) will reduce emissions in 2050 by 33%.
  • SAF would reduce emissions by a further 32% if it accounts for about 40% of fuel by 2050 and reduces emissions per gallon burned by about 80%.
  • SAF would reduce emissions by a full 67% if it accounted for 80% of fuel burned and reduce emissions per gallon by 80%.
  • Battery-powered aircraft address less than 5% of the commercial market and so will likely make a modest contribution to reducing emissions.
• New fleets, new air traffic control technologies, and new technology engines will almost certainly happen, and airlines and other operators will have incentives to adopt them to cut fuel costs.
• The cost of SAF is the main challenge to realizing a zero-emissions path. It currently costs two to four times more than jet fuel. Many national governments, including the United States, are subsidizing the commercialization of SAF, which will drive its costs down.

• The path to zero aviation emissions is a developing story. Advances in battery technology or fuel cells could speed the development of zero-emission commercial (airliner) aircraft sooner than expected.
• Combining hydrogen created by electrolysis using renewable energy and CO₂ captured via carbon capture at industrial sites may also develop faster than anticipated and speed the development of economically viable SAF.

Airports account for about 2% to 3% of aviation emissions and have viable options to reduce or eliminate their Scopes 1 and 2 emissions.

• Ninety-seven percent of the emissions in the aviation sector are from the combustion of fuel and are attributable to airlines and other aircraft operators; airports do not control and do not have direct responsibility for these emissions.
• Airports account for about 2% to 3% of aviation emissions, counted as Scopes 1 and 2 emissions.
• Airports have a host of actions they can take to address their Scopes 1 and 2 emissions:
  • Invest in energy-efficient infrastructure: Airports can invest in energy-efficient infrastructure, such as LED lighting, smart HVAC systems, and energy-efficient building materials. This can significantly reduce energy consumption and emissions.
  • Adopt renewable energy sources: Airports can invest in renewable energy sources, such as solar or wind power, to generate their electricity. This can help reduce emissions and energy costs.
  • Pursue on-site opportunities: As technologies develop, there may be opportunities for airports to invest in economically viable projects that support climate goals. For example, airports may invest themselves or partner with private entities to support charging electric aircraft with renewable energy or support the availability of SAF via interconnection with existing airport distribution systems.
  • Invest in airport design: Airports can invest in sustainable airport design practices, such as green roofs, rainwater harvesting, and natural ventilation systems. This can help reduce energy consumption and emissions from the airport infrastructure. The Envision certification process is one way to realize these goals and communicate certified benefits to the community.
  • Take advantage of FAA Airports Climate Challenge programs: These programs provide financial support for initiatives including charging stations for ground support vehicles, conversion of on-road vehicles to zero emissions, recycling, heating and cooling backup systems, and planning for new energy supply infrastructure.
  • Purchase certified offsets: These offsets should satisfy key criteria: additionality, avoid overestimation, permanence, exclusivity and avoid social and environmental harm. Airports can encourage other stakeholders, including passengers, to offset their travel.

Airports can work with other stakeholders to help reduce Scope 3 emissions.

• Airports can work with stakeholders, including airlines and other aircraft operators, to cut Scope 3 emissions by encouraging the use of SAF and helping to build infrastructure to support its delivery.
  • Consider encouraging Book and Claim programs at the airport.
  • Encourage accurate and transparent tracking of the benefits of substituting SAF for jet fuel through the Sustainable Aviation Buyers Alliance (SABA).
  • Encourage the use of certified offsets by other stakeholders.
  • Encourage passengers and the workforce to use public transportation to cut Scope 3 emissions from automobiles at the airport.

Airports can and should measure emissions and then target reducing them.

• A useful way to organize, measure, and then promote accomplishments is to use the ACERT to document Scopes 1, 2, and 3 emissions at the airport and then apply for ACA certification as progress is made.

• Airports can also apply for certifications like Envision and LEED and awards such as those presented by ACI to communicate progress to the public and stakeholders.

Airports are engines of their local and regional economies.

• Airports create jobs and generate household income and output in their local and regional economies.
  • Forgoing aviation growth will mean lost jobs, household income, and transactions in the region.
  • Forgoing efforts to improve the connectivity of the airport will also be costly.
  • Using alternative modes in lieu of aviation trips is costly for consumers in terms of out-of-pocket costs and their time and would produce more emissions.
  • Using a nearby airport with at least the same quality of service is also costly to consumers and also produces more emissions.

The airports were also presented with economic impact estimates for their airport created using tools developed in this work program and described more fully in Appendix A and Chapter 4.

Following are detailed results for each case study airport.

1. Amsterdam Schiphol Airport (AMS)

Summary of Key Findings from the Amsterdam Case Study

Amsterdam Schiphol Airport (AMS) sees climate protesters turn up at the airport several times a year. It is therefore well-versed in dealing with climate change and aviation issues. These activists use the airport as a media-friendly protest point, even though they are actually targeting the airlines. Airport-specific sustainability initiatives largely do not resonate with climate change groups; their sole focus is on airline emissions. The airport no longer uses economic benefits in its sustainability communications, as within a Dutch and wider-European context, climate change issues are now seen as more important than narrow economic ones.

Desktop Study Findings

Table B-2 is a summary of the findings from the desktop study for the airport, as well as information from the airport representatives who participated in the Zoom call.

AMS Case Study Details

How active and focused is the community on sustainability?

The local community around AMS is generally very active and engaged in climate and environmental issues. There are a number of reasons for this, including:

1. There is controversy around the airport being a source of noise and air pollution for local residents. For example, the Dutch government has agreed to provide compensation for 3,000 families in the vicinity of AMS who were affected by noise from 2007–2019 (84). Meanwhile, the Environmental Justice Atlas has published figures showing that the air quality in the communities of Hoofddorp and Haarlemmermeer adjoining the airport is far worse than that of the rest of the Netherlands (85).
2. The Netherlands is one of the most climate-aware and climate-active countries in the world. For example, according to the 2021 Eurobarometer survey, 34% of Dutch respondents saw climate change as being the biggest single issue facing the planet today, compared to 18% across the whole of the European Union.

Table B-2. Summary of findings from AMS case study.

3. However, while being very climate-aware, the Dutch are continuing to fly. According to Statistics Netherlands, air passenger traffic was back to pre-pandemic levels with 19 million air passengers in the second quarter of 2023. The AMS representatives we spoke to said that many consumers are still driven by two competing impulses: 1) the need and wish to travel, and 2) an awareness of climate change.

Some examples of the local community’s engagement in climate and environmental issues around AMS include:

1. The formation of environmental groups, such as SchipholWatch (https://schipholwatch.nl), that campaign to reduce an airport’s environmental impact. SchipholWatch is active in

1. addressing the global issue of carbon dioxide emissions from aviation, as well as championing local residents concerned about nitric oxide emissions and noise. For example, in October 2023, the group published an article from a local resident entitled, “What good are 322 destinations if I can’t even sit quietly in my garden?” (86).
2. Regular protests and demonstrations against any airport expansion (87).
3. Protests against airlines located at AMS, in particular the national airline KLM, as well as private jets. This has on occasion even resulted in protesters occupying the runway and having to be removed by police (88). In our discussions with AMS, we were told that the airport tries to maintain good relations with environmental groups. However, these groups have in the past protested at the airport, as it represents a focal point where they can get media attention and protest the aviation industry.
4. Support for sustainable alternatives to air travel, such as high-speed rail. In fact, even KLM is encouraging travelers to take the train for shorter distances such as Amsterdam to Brussels, instead of flying, and has block-booked seats on those trains for transit passengers.

Who are the owners, and are they focused on sustainability?

AMS is owned and operated by Royal Schiphol Group, a Dutch airport company. Royal Schiphol Group is a fully owned subsidiary of the Dutch State. In addition to AMS, the Royal Schiphol Group owns Rotterdam/The Hague Airport and Lelystad Airport, and has a majority ownership share in Eindhoven Airport.

Royal Schiphol Group also has several international airport investments, including in Brisbane and Hobart in Australia.

The Group has a strong focus on sustainability (89). It has set the ambitious goal of operating the world’s most sustainable airports by 2030. To achieve this goal, Royal Schiphol Group is taking a number of measures, including the following:

1. Investing in renewable energy, such as solar and wind power.
2. Reducing energy consumption through energy efficiency measures.
3. Using sustainable materials in construction and renovation projects.
4. Reducing waste and promoting recycling.
5. Working with airlines and other partners to reduce aircraft emissions.

What are the airport commitments to Scopes 1, 2, and 3 emissions?

AMS has made a commitment for its operations to be zero waste and zero carbon by 2030, resulting in a 100% reduction for Scope 1 and Scope 2 emissions (90). The airport’s owners say that these targets are well ahead of the UNFCCC Paris Agreement and the Dutch Climate Act.

Among other things, to achieve this goal, the airport is switching to renewable energy sources for its electricity supply. AMS is investing in a new solar park that will generate enough electricity to power all the airport’s terminals. The airport is also replacing its old, inefficient boilers with new, more efficient models.

AMS recognizes that Scope 3 emissions are a major source of concern, stating that “our Scope 3 emissions from airline customers is a key issue. These Scope 3 emissions, from departing aircraft, include emissions during the entire flight to any destination worldwide. This results in a Scope 3 aviation share of over 90% of our combined Scopes 1, 2, and 3 emissions.”

Indeed, in conversations with AMS, the study team was told that climate and community pressure groups largely care only about the emissions produced by airlines—Scope 3 emissions. While not completely dismissing the airport’s efforts to embrace elements such as renewable energy, they feel that this will not really move the climate change needle.

However, the airport has undertaken several initiatives to help address airline emissions. For example:

1. With the supply of SAF not meeting the demand from airlines, Royal Schiphol Group has invested in a new SAF terminal being built in the Netherlands by alternative fuels company SkyNRG (91).
2. The airport has trialed the use of “TaxiBots” for sustainable taxiing, meaning that aircraft will turn their engines on later (92). Research by the aviation industry group Aviation Benefits Without Borders estimates that measures like this could save airlines up to 4% of their total fuel consumption and will cut taxiing CO₂ emissions by 75% (93).

The airport has also been supportive of measures to curb the number of flights at the airport, often in opposition to airlines. For example, in April 2023, Royal Schiphol Group announced the following measures for AMS (94):

1. New rules with clear limits for noise and CO₂ emissions.
2. The noisiest aircraft will be banned.
3. No take-offs between 00:00 and 06:00; no landings between 00:00 and 05:00.
4. No more private jets and small business aviation at Schiphol.
5. No additional runways.
6. Annual investment of 10 million euros in the local environment and residents.

In response, KLM expressed surprise at Schiphol taking what it saw as unilateral steps without first consulting its airline partners (95).

Airport communications strategy, including whether it is focused on sustainability objectives, measurement, and reports on progress, accreditation.

AMS’s communications strategy is focused on sustainability objectives to a significant extent, given that this is such a critical issue in the Netherlands as a whole. As a result, the airport has a dedicated sustainability section on its website. AMS also produces a sustainability report each year, which provides a comprehensive overview of its sustainability performance.

The Schiphol Group is one of 40 airports in the world that have achieved the highest level of ACI’s Airport Carbon Accreditation Standard (ACA) (96). In discussions with AMS, the study team was given to understand that the airport places a high value on third-party accreditations of this nature, as it shows external measurement and endorsement of its sustainability efforts.

The media used and media strategies.

Amsterdam’s Schiphol Airport uses its own website, social media channels, and online newsroom to disseminate information about its sustainability efforts.

In fact, the regular flow of news announcements that are in some way sustainability-related is impressive. From January through October 2023, AMS issued 10 press releases that were sustainability-related—an average of one a month. There are also physical exhibits at the airport, telling passengers about the airport’s sustainability plans and journey.

This includes an interactive exhibit called “The Future Case” (97). A touch screen installation in which the screens are designed to look like suitcases enables passengers to find out everything Schiphol is doing together with its partners to make their travel more sustainable, now and in the future.

From traveling to the airport, in the terminal to the gate, and in the air—seats next to the installation are provided with an interactive game that allows everyone to build their airport of the future.

What is the level of commitment by senior managers?

AMS’s senior management is heavily engaged in sustainability efforts and communications. This extends all the way up to the CEO, who in 2022 and 2023 was Ruud Sondag (98).

For example, in November 2022, Ruud Sondag published a letter on AMS’s media channels in response to environmental group Greenpeace asking him if he was committed to a “sustainable future.” Sondag wrote the following in his response.

“Schiphol has an important social mission: Connecting the Netherlands to the rest of the world and helping promote the well-being of the Dutch people. Schiphol directly links the Netherlands to almost 300 destinations across the globe. That’s wonderful, but this has to be done differently. In a way that’s better for our employees and the environment, with fewer emissions and pollution.” Sondag also said that protesters were welcome to demonstrate in front of the airport but made the request “let’s keep things civil” (99).

In April 2023, when AMS announced a raft of measures, including a night-flight curfew and the scrapping of plans to build an additional runway (94), in that same announcement, Sondag again took the lead, fronting the announcement with the following statement:

Given the political and social importance of climate change issues in the Netherlands, it is very much expected that senior managers take the lead when it comes to sustainability, and that is certainly the case at Amsterdam’s Schiphol Airport.

Comments on the economic impacts developed in the program, and whether the airport links economic impacts with sustainability efforts.

In our discussions with AMS, we were told that the economic benefits the aviation industry brings are starting to lose their resonance.

Climate change is seen as a more important issue than the economic benefits of air travel. As a result, the airport no longer leads with economic benefits in its sustainability communications.

AMS still talks about its role in connecting the Netherlands with 300 destinations worldwide. However, this is now tempered with a recognition that air travel cannot continue to grow without something being done to reduce its climate impact.

The economic benefit is not completely without value, though.

There is still some recognition by parts of Dutch society that the airport is an important employer and economic driver. For example, when Schiphol announced its night-flight curb, trade union De Unie claimed that the decision would cost “thousands of high-quality jobs” (95).

Comments on the narrative developed in this work program and which parts of it might be more appropriate for internal versus external communications.

AMS agreed with the narrative that was developed, but had several comments as follows:

1. The statistics about aviation contributing 2% to 3% of total emissions could be confusing for outsiders, and there was a recommendation that this should be put more into context that external audiences could understand.
2. As already discussed, AMS felt that economic benefits woven into sustainability communications are becoming less important over time, so much so that they no longer lead with an economic narrative.

3. AMS agreed on the importance of switching to renewable energy, something that it is doing itself. However, there needs to be recognition that this is a big infrastructure project; you cannot just “flick a switch.”
4. AMS said that ensuring a supply of SAF to the airport is a challenge that airports need to address now. In addition to sufficient supplies being available, the airport needs to work with its contracted fuel suppliers to ensure that SAF gets to airline tenants.
5. AMS said that there should be a greater emphasis on non-CO₂ emissions. Nitric oxides are a big issue in its own local catchment area, and there is more of an industry focus on contrail management.
6. AMS felt there should also be more emphasis on getting airports hydrogen- and electric aircraft-ready. Both are major infrastructure projects, which will take time.
7. AMS agreed that airport design and elements like where to place the gates to improve air quality are important. For example, AMS currently has a pier set up that traps pollutants within the piers and results in very bad air quality in these areas. Obviously, AMS stressed that many airports are restricted by the extent to which they can change this, as they do not have room to expand or significantly change the layout of the airport estate.
8. AMS agreed with the importance of third-party accreditation schemes, such as the Airport Carbon Accreditation Standard, and construction initiatives such as LEED. These matter, as an airport can then show that an independent third-party is assessing its sustainability efforts.

2. East Coast Large Hub (ECLH)

Summary of Key Findings from the ECLH Case Study

An ECLH is classified as a large-hub airport by the FAA and serves as a focus city for a major airline. The airport chose to remain anonymous for this report. The airport serves a major East Coast metropolitan area with both domestic and international services. It is owned by a government entity that sets the policy objectives and makes the major capital decisions regarding the airport. The state entity has an environmental and sustainability office that ensures operational environmental compliance at the airport. It develops, implements, and continuously maintains programs aimed at safeguarding the environment, fostering pollution prevention, and mitigating risks associated with compliance violations. The majority of the population in the state acknowledges climate change is having a detrimental effect, and the state has an active program to measure and report its progress on climate-related issues. The commitment of the state entity to sustainability is outlined in a plan, which consolidates the measures taken by the state entity to encourage conservation and sustainability across its owned and operated facilities and details the methods to track data collection and reporting to monitor performance. Meanwhile, the airport has established and put into action an environmental management system (EMS) to strengthen environmental initiatives. The EMS delineates a set of guidelines, policies, procedures, and processes that specifically address the environmental impacts arising from routine business activities.

The state entity is in the process of crafting a sustainability plan, aiming to guide investments that enhance organizational sustainability while safeguarding the environment, conserving resources, and maintaining steady economic growth.

A key initiative of the program will be a Decarbonization Plan and Feasibility Study, which will set goals and measure progress toward reducing Scopes 1, 2, and 3 emissions. The owner’s decarbonization efforts are guided by legislation that is adamant that decarbonization will not slow economic progress. The airport’s sustainability plan will also make it clear that environmental, economic, social, and human impacts are linked, and thus solutions should keep those impacts in mind. Further, many of the decarbonization efforts will save the owner and its tenants money in

the overall life cycle of the solutions. The airport generally agrees with the Narrative created in this work program. The state publishes an airport economic impact study that mentions sustainability.

Desktop Study Findings

Table B-3 is a summary of the findings from the desktop study for the airport, as well as information from the airport representatives who participated in the Zoom call.

ECLH Case Study Details

How active/focused is the community on sustainability?

A majority of the population of the state acknowledges that climate change is having a major impact on weather, sea level rise, and wildlife. The airport is owned by the state, which actively pursues climate goals.

The state publishes a Transportation Plan (TP). The TP establishes a 20-year vision through a series of statewide goals and objectives. To track progress on meeting these goals and objectives, the state publishes an annual Attainment Report on Transportation System Performance (AR) to

Table B-3. Summary of findings from the ECLH case study.

identify successes, challenges, and strategies for improving the transportation services delivered to residents. The TP explicitly links facilitating economic opportunity and reducing congestion through strategic expansion.

The TP includes links to a dashboard that tracks GHG emissions over time due to the transportation system.

Who are the owners and are the airport owners focused on sustainability?

A state agency is responsible for operating ECLH and a GA airport. The CEO has signed a Sustainability Mission statement that commits the owner to environmental stewardship and proactive identification of areas of resource efficiency and sustainable business practices. Targets developed in 2022 included:

• Investigating the Airport Carbon Accreditation Program.
• Apply for FAA VALE Grants to expand gate electrification and install electric infrastructure.
• Work with airlines and fleet management to develop plans to electrify ground service equipment and fleets.
• Expansion of public EV charging stations.

The owner is developing a formal sustainability plan to ensure that investments are sustainable while protecting the environment, conserving resources, maintaining stable levels of economic growth, and achieving social progress in the community. The sustainability manager is helping to complete this plan, which takes it cues from state objectives expressed as four pillars in the plan:

• Environmental stewardship.
• Economic growth.
• Social and community impact.
• Human experience (travelers and employees).

Airport commitments/initiatives on Scopes 1, 2, and 3.

The airport’s targets are consistent with aggressive targets.

The airport’s detailed plans are not complete but will focus on the elimination of Scopes 1 and 2 emissions, and helping airlines reduce Scope 3 emissions. The owner is currently studying the feasibility of various decarbonization solutions and will create a plan that draws down carbon to net zero by 2045. Most of the focus is on electrification, including site planning for solar power. The airport is considering becoming a hydrogen hub for the community.

ECLH is on an oil pipeline. If SAF becomes economically viable and produced at scale, ECLH is confident that the existing pipeline will facilitate distribution to operators at the airport. Currently, ECLH is one of seven airports that participate in a program that collects used cooking oil to use as a feedstock at SAF refineries.

Airport communications strategy, including whether it is focused on sustainability objectives, measurement and reports on progress, accreditation.

The state actively communicates with the community with major reports on the economy and environment headlined by the Governor and/or Secretary of Transportation. The airport’s communications on sustainability will expand once its sustainability plan is completed and the airport commits to goals and the progress it makes in the future.

The media used and media strategies.

The owner maintains a sustainability page on its website, which will house the sustainability plan once it is completed. Currently, the page includes a document that reports on progress on

the owner’s environmental initiatives including noise compatibility, noise levels, water management, energy saving, ground transportation, and protection of the natural environment.

ECLH also communicates via periodic public outreach events and press releases. The airport also emphasizes that it maintains a 170-acre environmental buffer, its involvement with the oyster partnership, which results in cleaner water, and the airport’s efforts with composting.

Level of commitment/participation by senior managers.

Major announcements about capital investments, awards or certifications, or other major news regarding progress at the airport include the Governor and or the state Secretary of Transportation. The owner reports to the state and is responsible for operating ECLH and a general aviation (GA) airport.

Comments on economic impacts developed in this work program and whether the airport links economic impacts with sustainability efforts.

The airport’s economic impact study (circa 2017) is fronted by the Governor and Secretary of Transportation and mentions sustainability and safety as the primary goals of the owner. There are no details in the sustainability report; however, discussions regarding economic impacts and sustainability are forthcoming in the sustainability plan and overall program.

Comments on the Narrative developed in this work program and which parts of it might be more appropriate for internal versus external communications.

The airport communicates on all of the items in the Narrative in various venues, although not all items are included in each communication.

3. Dallas Fort Worth International Airport (DFW)

Summary of Key Findings from DFW Case Study

Dallas Fort Worth International Airport (DFW) is only one of three North American airports to reach the highest level of the ACI’s ACA program and has ambitious goals to be Scopes 1 and 2 net zero by 2030 and cut Scope 3 emissions by 50%. The airport’s CEO, Sean Donohue, very much takes a leadership role in sustainability communications, while DFW is also an example of an airport that runs economic and sustainability messaging in tandem. In addition, DFW is an example of an airport that aligns its sustainability goals with the UN’s Sustainability Development Goals (UN SDG).

Desktop Study Findings

Table B-4 is a summary of the findings from the airport.

How active and focused is the community on sustainability?

Though DFW has not seen the kind of climate protests witnessed by other airports (particularly in Europe), there is a level of activism revolving around local quality-of-life issues.

For example:

1. Air North Texas (www.airnorthtexas.org): This coalition of environmental and community groups works to improve air quality in the DFW region. They have been critical of the airport’s noise and pollution levels and have called for stronger regulations and mitigation measures.
2. Committee for a Better Environment (CBE): CBE is a nonprofit organization that works to protect public health and the environment in Texas. They have been involved in a number of

Table B-4. Summary of findings from the DFW case study.

1. campaigns to reduce noise and pollution from the airport, including a recent effort to secure funding for a new noise monitoring system.

In addition to these organized groups, there are also growing numbers of individual residents and businesses in the DFW area who are becoming more vocal about their concerns about noise and pollution from the airport. This is due in part to the fact that the airport is continuing to expand, resulting in increases in traffic and activity, which some say is having a negative impact on the quality of life for people living in nearby communities.

Who are the owners, and are they focused on sustainability?

DFW is owned by the cities of Dallas and Fort Worth, Texas. Dallas has a 64% ownership share, while Fort Worth has a 36% ownership share.

DFW is committed to sustainability and has set a goal of achieving net-zero carbon emissions by 2030 (100). The airport is implementing several initiatives to achieve this goal, including:

1. Investing in renewable energy, such as solar and wind power
2. Electrifying its ground fleet
3. Improving energy efficiency in its buildings and operations
4. Reducing waste and pollution

DFW is also working to reduce noise pollution for its neighbors. The airport has implemented a number of noise mitigation measures, such as building noise barriers and changing flight paths.

The airport’s owners, the cities of Dallas and Fort Worth, are supportive of its sustainability goals. Both cities have their own sustainability plans, and they are working with the airport to achieve their shared goals.

What are the airport commitments to Scopes 1, 2, and 3 emissions?

• DFW is committed to achieving net-zero Scope 1 emissions by 2030.
• DFW is committed to achieving net-zero Scope 2 emissions by 2030.
• DFW is committed to reducing Scope 3 emissions by 50% by 2030.

In terms of Scope 3 emissions, DFW is, among other things:

1. Working with airlines and other stakeholders to develop and implement strategies to reduce air travel emissions, such as more efficient flight paths and the use of SAF.
2. Promoting sustainable transportation for employees and passengers: DFW is promoting sustainable transportation for employees and passengers by providing electric vehicle charging stations, bike lanes and pedestrian paths, and public transportation options.
3. Reducing waste and pollution: DFW is reducing waste and pollution by implementing a number of initiatives, such as recycling and composting programs, and reducing the use of single-use plastics.
4. Supporting sustainable businesses: DFW is supporting sustainable businesses by providing them with opportunities to operate at the airport and by purchasing sustainable products and services.
5. Educating employees and passengers about sustainability: DFW is educating employees and passengers about sustainability through a variety of programs and initiatives, such as its website, social media, and employee training programs.

What is the airport’s communications strategy, including whether it is focused on sustainability objectives, measurement, and reports on progress?

DFW’s communications strategy is focused on sustainability objectives in a number of ways. The airport’s website, social media channels, and other communications materials regularly highlight its sustainability initiatives and progress. DFW also publishes an annual sustainability report, which provides a comprehensive overview of its sustainability performance and goals.

Here are some specific examples of how DFW focuses on sustainability objectives in its communications (101):

1. The airport’s website has a dedicated sustainability page that highlights its sustainability initiatives and progress.
2. The airport’s social media channels regularly share news and updates about its sustainability initiatives. For example, the airport recently posted a video on its X (formerly Twitter) account about its new solar power system.
3. The airport’s annual sustainability report provides a comprehensive overview of its sustainability performance and goals. The report includes information on the airport’s Scopes 1, 2, and 3 emissions, its energy efficiency efforts, and its waste reduction initiatives.

DFW also measures and reports on its progress in achieving its sustainability objectives. The airport’s annual sustainability report includes data on its emissions, energy consumption, waste generation, and other sustainability metrics. The airport also tracks its progress toward its net-zero carbon emissions goal by 2030.

Key to the carbon-neutral positioning and the overall sustainability plan is the United Nations Sustainable Development Goals (SDG). In a video introduced by DFW CEO Sean Donohue, different DFW spokespeople talk about sustainability while showing on screen how every part of the program ties into SDG (102).

As a result, while carbon neutrality is front and center of what DFW is doing, the UN’s SDG allow the airport to take a wider approach. That includes talking about a safe and inclusive environment for airport staff.

The media used and media strategies.

The airport uses social media channels as well as a dedicated web page on the DFW website to communicate about sustainability. DFW management is also active in talking about the airport’s sustainability program in trade journals such as Skift (103) and International Airport Review (104).

Finally, the airport does a lot of community outreach events that have an environmental focus. Key to this is DFW Airport Earth Day (105). The airport has a comprehensive website showcasing the different initiatives offered. This included distributing STEAM activity kits to children in the DFW area and developing a curated collection of videos, documents, and websites compiled by DFW experts, all about the natural world.

As a piece of corporate social responsibility work, the Earth Day campaign is impressive and shows real community commitment.

What is the level of commitment by senior managers?

The level of commitment is high. The airport’s CEO, Sean Donohue, is visible when it comes to airport sustainability. This includes a signed commitment by Sean Donohue, hosted on the airport website, where he writes, “DFW Airport is driven by the belief that actions taken today will impact the quality of life for future generations” (106).

Comments on the economic impacts developed in the program, and whether the airport links economic impacts with sustainability efforts.

DFW is a major airport that ties together sustainability and economic messages. For example, right at the start of DFW’s sustainability video, CEO Sean Donohue tells viewers that the airport is an “enormous economic engine,” responsible for $40 billion of economic activity every year (107).

He also concludes the short film by talking about how decarbonization has been good for business and how switching to areas like renewable energy has actually saved the airport money. As a result, as well as promoting the carbon-neutral angle, DFW is at the same time reminding audiences of the crucial role that the airport plays in the region.

4. Western Large Hub (WLH) in the United States

Summary of Key Findings from WLH Case Study

WLH is classified as a large-hub airport by the FAA and serves as a hub or focus city for multiple airlines with both domestic and international flights. Due to the community’s distance from other large cities, there are limited alternatives to flying for most intercity travel. The airport is owned by the local government, with the CEO appointed by the mayor and confirmed by the city council; however, the airport does not operate with any city general fund dollars. The local population tends to be environmentally conscious, and the mayor has set goals around reducing GHG emissions and transitioning to renewable energy, which the airport supports. WLH’s communications strategy speaks to environmental initiatives in conjunction with airport growth, and while they also focus on the airport’s economic contributions, they work to align economic and environmental messaging in response to climate concerns, rather than pitting economic growth against environmental performance.

Desktop Study Findings

Table B-5 is a summary of the findings from the desktop study for the airport, as well as information from the airport representatives who participated in the Zoom call.

Table B-5. Summary of the WLH case study.

Case Study Details

How active/focused is the community on sustainability?

The local community is focused on sustainability and environmental issues broadly, though there has not been a lot of direct outreach to the airport regarding climate change. The airport has a lot of land, so noise complaints are generally fewer than at other major airports. There has been some community activism around the airport’s current and proposed expansion, particularly around road access versus public transit. Concerns have largely been focused on traffic and impacts on local neighborhoods rather than only on the environmental impacts. Some community members have expressed concerns about the oil and gas wells on airport property, which the airport recently capped.

Who are the owners, and are the airport owners focused on sustainability?

The local government owns the airport. The city has set goals to reduce GHG emissions by 65% by 2030 from a 2019 baseline (and 80% by 2050 from a 2005 baseline) and to use 100% renewable energy sources for electricity by 2030.

Airport commitments/initiatives on Scopes 1, 2, and 3.

The airport acknowledges its responsibility to reduce its Scope 1 and Scope 2 emissions, and to work with other stakeholders to reduce Scope 3 emissions. The airport has focused on having a lower-emitting vehicle fleet and has won several “green fleet” awards. It also has multiple LEED-certified buildings (with the recent concourse expansion projects on track to be certified at least as LEED Gold), has installed more efficient lighting systems, improved HVAC efficiency, and installed solar panels on airport property with production potential of over 50 gigawatt-hours per year as part of a growing program. The airport has transitioned away from oil and gas production on the airport and has recently capped all oil and gas wells on airport property. The airport’s EMS is certified to ISO 14001 standards.

Airport communications strategy, including whether it is focused on sustainability objectives, measurement and reports on progress, accreditation.

The airport’s communication approach has revolved around transparency regarding airport activities and the emissions associated with them, as well as accepting responsibility to reduce emissions where possible, noting that it is important that the community doesn’t see the airport as “greenwashing.” The airport tries to integrate the discussion of airport growth with environmental initiatives. Airport communications make the point that environmental impacts and emissions do not necessarily grow linearly with activity; for example, as airlines are using larger aircraft (and increasing the number of seats on existing aircraft), flights are not increasing as quickly as seat capacity.

The media used and media strategies.

The airport has a sustainability section on its website, including a sustainability policy. The airport believes it is important to have consistent messaging and show the airport being proactive across public reports, social media, and traditional media.

Level of commitment/participation by senior managers.

Senior leadership, including the mayor and the CEO, are committed to the airport’s environmental initiatives and are visible in discussions of the airport’s sustainability efforts. One of the goals in the CEO’s strategic plan is related to carbon neutrality.

Comments on economic impacts developed in this work program and whether the airport links economic impacts with sustainability efforts.

The airport recommends caution around focusing exclusively on the economic benefits of an airport in response to environmental concerns. There is concern that such a linkage could be perceived as “you need to accept pollution in order to get economic growth,” which is not the message that the airport wants to send. The airport’s focus is on growth with lower environmental impacts and reducing emissions.

Comments on the narrative developed in this work program and which parts of it might be more appropriate for internal versus external communications.

The airport generally agrees with most of the content in the narrative, though it notes that SAF will be more regional than national and that their state will not be at the forefront of SAF due to macroeconomic factors, geography, and resources, so there may be fewer opportunities. The airport believes it is important to communicate the advances that the airport is facilitating while acknowledging that there are no silver bullet solutions.

5. Phoenix Sky Harbor International Airport (PHX)

Summary of Key Findings from PHX Case Study

Phoenix Sky Harbor International Airport (PHX) is classified as a large hub by the FAA and serves as a hub for American Airlines and a base for both Frontier Airlines and Southwest Airlines. The airport, which is the largest airport in the state of Arizona, serves Phoenix and the surrounding area with both domestic and international services. The City of Phoenix owns and operates the airport through the Aviation Department. The local Phoenix community is heavily invested in climate change and the impact it has on the city. As a result, both the City of Phoenix and the Aviation Department have sustainability efforts as a top priority for their respective organizations. The Aviation Department has several sustainability-related goals, measures, and programs that they actively promote, and have a team dedicated to making them successful.

Desktop Study Findings

Table B-6 is a summary of the findings from the desktop study for the airport, as well as information from the airport representatives who participated in the Zoom call.

PHX Case Study Details

How active/focused is the community on sustainability?

Due to extreme weather in Phoenix, which often results in high temperatures and little rainfall, climate change is a popular topic in the community. Therefore, sustainability is a top priority for the City of Phoenix as well as the Aviation Department at Phoenix Sky Harbor International Airport (PHX).

Who are the owners, and are the airport owners focused on sustainability?

PHX is owned by the City of Phoenix, an organization hyper-focused on sustainability thanks to its mayor, Kate Gallego, and the 30+ departments that fall under her office. One of Gallego’s goals is for Phoenix to become the most sustainable desert city in the United States. To do this, she has fostered investments in cooling solutions, including the nation’s first publicly funded

Table B-6. Summary of findings from the PHX case study.

Office of Heat Response and Mitigation; launched the city’s successful Cool Pavement pilot; and led the charge toward building the necessary EV infrastructure to support a sustainable future. Additionally, the city is currently updating its climate action plan as well as its citywide water conservation plan.

Airport commitments/initiatives on Scopes 1, 2, and 3.

The Aviation Department has obtained level 4 ACA accreditation for PHX and is implementing a roadmap to achieve net-zero carbon by 2040, 10 years ahead of the global 2050 industry goal. The Aviation Department is also aiming for a goal of 100% carbon-free electricity by 2030.

Airport communications strategy, including whether it is focused on sustainability objectives, measurement and reports on progress, accreditation.

The Aviation Department is actively focused on communicating its sustainability efforts, such as its ACA accreditation level, future net-zero carbon goal, renewable energy technology, air quality initiatives, waste and recycling opportunities, water conservation efforts, and outreach plans to as many people as possible. The airport believes in taking a proactive approach to addressing sustainability, instead of being reactive.

The media used and media strategies.

The Aviation Department utilizes its website, social media channels, electronic newsletters, in-terminal posters, and community billboards, as well as direct mailers to promote its sustainable efforts.

Level of commitment/participation by senior managers.

Just one year ago, the Aviation Department received approval to form a sustainability team of dedicated staff who focus on reaching current goals and setting new ones. This showed commitment by the airport management as well as the City of Phoenix’s dedication to making progress on their sustainable goals.

Comments on economic impacts developed in this work program and whether the airport links economic impacts with sustainability efforts.

The Aviation Department representative would like to see more of the potential socioeconomic impacts, including potential loss of jobs among different cohorts, including lower-wage workers. The Aviation Department representative is also interested in the economic impacts if the airport were downsized.

Comments on the narrative developed in this work program and which parts of it might be more appropriate for internal versus external communications.

The Aviation Department representative noted that the list of actions that airports can take to address Scopes 1 and 2 emissions should include measures to transition the airport’s fleet, ground transportation, and equipment to efficient or low- or zero-emission technologies.

The Aviation Department representative suggests that the report differentiates between carbon removals and carbon offsets as different categories of carbon credits.

Regarding preparing emission inventories, the Aviation Department representative noted that ACRP Report 11 walks through this. It was clarified that ACERT is one tool that airports can use but there are others available, and airports can also create their own customized tool. The Aviation Department representative recommends including in the report that airports prepare an emission inventory but notes that there are multiple options for doing so.

6. San Francisco International Airport (SFO)

Summary of Key Findings from the SFO Case Study

San Francisco International Airport (SFO), classified as a large-hub airport by the FAA, began publishing its sustainability goals and achievements as early as 2008. Having achieved Level 4 Airport Carbon Accreditation from Airports Council International, a first for a large-hub airport in North America, the airport is committed to reaching net-zero emissions by 2030. SFO is inclusive of its airlines, concessionaires, fuel service providers, and other partners to achieve its sustainability goals. Having reached close to 100% plastic-free food accessories and beverage containers for retail and food and beverage tenants, the airport is now demonstrating its leadership in the alternative fuels space by having supported airline use of 7.1 million gallons of neat sustainable aviation fuel (SAF) in 2022 and continuing to advocate for SAF incentives in California. Despite serving a global base, SFO is a Bay Area origin-destination airport (i.e., approximately 70% of its passengers live in the region), feedback from SFO’s generally sophisticated and technical passengers is mostly positive, and SFO strives to be more accountable in justifying the benefits the airport publishes relative to their sustainability programs accordingly.

Desktop Study Findings

Table B-7 is a summary of the findings from the desktop study for the airport, as well as information from the airport representatives who participated in the Zoom call.

SFO Case Study Details

How active/focused is the community on sustainability?

The Bay Area community is highly engaged in environmental and sustainability matters. Reflecting the community’s interest, the city has a dedicated initiative to achieve the long-term sustainability of San Francisco’s built and natural environment, which includes climate protection, energy, water, waste and materials, air quality, ecology, and resilience. The city’s climate change directives, including Ordinance No. 81-08 and amended by Ordinance 117-21, Climate Change Goals and Action Plan, mandate the achievement of the following GHG emission targets by each city department:

61% reduction from 1990 emissions by 2030 and

80% reduction from 1990 emissions by 2050.

Who are the owners, and are the airport owners focused on sustainability?

The airport is owned and operated by the city and county of San Francisco. As noted above, the city has its own sustainability initiatives and goals that it is pursuing aggressively. For example, San Francisco was the first U.S. city to prohibit the use of plastic bags and plastic water bottles. It is actively investing in projects to make infrastructure more resilient, especially to the effects of sea level rise. It also has approved the Aramis Renewable Project, a 100-megawatt (MW) solar farm that is planned to feature approximately 300,000 solar panels to produce renewable energy for the city.

Airport commitments/initiatives on Scopes 1, 2, and 3.

As outlined in its 5-year strategic plan, SFO aims to be the first airport in the world to achieve triple zero: net-zero carbon, zero waste, and zero net energy (unless it is from renewables). The airport produces an annual SFO Climate Action Plan, which is a strategic framework for reporting,

Table B-7. Summary of findings from the SFO case study.

planning, and reducing emissions across Scopes 1, 2, and 3. Scope 3 emissions can be “influenced” by the airport but are not under its direct control. To address Scope 3, the airport is promoting the use of SAF. As one of its first steps to increase the use at the airports statewide, SFO led a group of airlines and fuel providers (among others) in successfully lobbying the California Air Resources Board to expand the Low Carbon Fuel Standard (LCFS) to offer the opt-in inclusion of SAF. As a result, the LCFS has offered ∼$1.25 incentive for SAF over conventional fuel since January 2019. This incentive helps level the playing field between conventional fossil-based aviation fuel and the sustainable alternative, currently making California the world’s most competitive market for SAF. SFO continues to convene an SAF Coalition to advocate for additional incentives at the state and federal level (the Blenders’ Tax Credit) to further decarbonize the industry and help SFO hit its goal of 5% SAF by 2025.

Airport communications strategy, including whether it is focused on sustainability objectives, measurement and reports on progress, accreditation.

SFO reports annually on its Scopes 1, 2, and 3 emissions (Figure B-1). To further reduce Scope 1 emissions, which are under the airport’s direct control, SFO plans to electrify its buildings and fleet and use low-Global Warming Potential refrigerants in its operations. Scope 2 emissions, which are from the production of purchased electricity, have been zero since the airport began purchasing 100% emissions-free electricity from Hetch Hetchy Power in 2012. The airport also generates on-site renewable energy through its 12 solar installations and recently completed a Distributed Energy Resources study that identified 49.5 MW of new solar generation capacity, which it will start delivering in 2024 through its Capital Plan. To reduce Scope 3 emissions, SFO is leading the world’s

largest initiative to develop and deploy SAF at an airport and currently receives the highest volume of SAF of any airport worldwide. The airport has also adopted a transit-first policy that promotes transit, high occupancy vehicles, and vehicle electrification, which will be supported by deploying 2,000+ EV chargers across SFO’s campus for fleet vehicles, employees, and public use.

The airport deploys social media, its own website, periodic in-person meetings, and public announcements to keep the community informed about its sustainability initiatives. Most of this material is produced and published by its sustainability organization or in conjunction with planning or other airport departments.

Level of commitment/participation by senior managers.

Senior managers participate in airport communications on sustainability and appear to be highly committed to achieving the airport’s sustainability goals. This may reflect the city’s own significant commitments and efforts to reach net zero.

The airport has a dedicated sustainability and resilience organization that

1. Acts as the subject matter expert on all related communications (internal and external),
2. Oversees $100M in sustainability investments within large Capital Projects via a ZERO Committee (Zero Energy & Resilient Outcomes) and ensures all tenant improvement projects meet SFO Sustainability Standards (see by searching the Internet on “SFO Tenant Sustainability Guide”), and
3. Creates the airport’s sustainability web presence managed entirely by the sustainability and resilience team and evaluates climate vulnerabilities and risk exposures as part of its Infrastructure Resilience Framework and Infrastructure Modernization Program.

Comments on economic impacts developed in this work program and whether the airport links economic impacts with sustainability efforts.

Economic impacts and financial analysis are done by separate departments at SFO. Usually, sustainability and economic impacts or growth are not linked in communications. Instead, the airport focuses on reducing emissions, fossil-fuel use, and waste. SFO uses a triple-bottom-line approach to all investments, ensuring that the total costs of ownership are embedded into financial decision-making. This information is communicated, typically in utility cost savings, as part of press releases aligned with large capital projects. The Sustainability and Social Impact teams also partner to deliver reports—like the Racial Equity Action Plan—and workforce development programs, like fellowships and internships to build up the next generation of workforce talent. SFO also led an ESG Working Group at ACI World to prepare a white paper to build airport knowledge on the subject and standardize around material impacts that airports should disclose. SFO leveraged that work and formed an ESG Task Group to prepare SFO’s first report in 2024.

Comments on the narrative developed in this work program and which parts of it might be more appropriate for internal versus external communications.

The airport has provided no direction for which elements might be more appropriate for internal or external communications.

7. Southwest Florida International Airport (RSW)

Summary of Key Findings from the RSW Case Study

Southwest Florida International Airport (RSW) is classified as a medium hub by the FAA. The airport is primarily an origin-destination airport with a significant peak in activity during the winter and early spring months when the area’s population swells with tourists and snowbirds.

The local community has not expressed significant interest in airport sustainability. As a result, the airport does not measure or set emissions objectives for Scopes 1, 2, or 3. There is very little communication with the community on this topic. The airport does pursue sustainability investments when they make economic sense and expects tenants to follow this same policy.

Desktop Study Findings

Table B-8 is a summary of the findings from the desktop study for the airport, as well as information from the airport representatives who participated in the Zoom call.

RSW Case Study Details

How active/focused is the community on sustainability?

There is little evidence of community interest in sustainability or climate change impacts. Unlike most Florida commercial airports, RSW is not near the water and is not subject to sea level risk. There is community concern about noise.

Who are the owners, and are the airport owners focused on sustainability?

The airport is operated by the Lee County Port Authority, which is a dependent authority to the Lee County Board of County Commissioners who own the land. The Authority runs both RSW and the GA airport Page Field (FMY), as well as airport mitigation lands. For areas operated by the Authority, investments in sustainability (e.g., reductions in energy use) are based on return on investment. Examples of such investments include new LED lights, chiller plants, tinted glass, and hurricane windows at RSW, and solar panels at Page Field. Tenants, including airlines and concessionaires, are expected to make their own investments, and RSW does not impose strict sustainability requirements on them but encourages sustainable development and operations.

The Port Authority has a Planning and Environmental Compliance department responsible for coordinating and administering airport master plans, local land use planning, environmental compliance & permitting, mitigation land management, wildlife management, tall structure permitting, and noise programs. This department is starting to implement a sustainability program at RSW which is following the Florida Department of Transportation’s Sustainability Guidebook. Step 1 (Setting the Stage – ideas, goals, and vision) and Step 2 (Baseline Assessment) have been completed to date. The next step will be to prepare a formal sustainability plan. Sustainability is also one of the goals of the Authority’s Innovation Pillar of the organization’s strategic plan. The strategic plan is currently being updated, and the sustainability plan preparation will be performed concurrent with these efforts.

Airport commitments/initiatives on Scopes 1, 2, and 3.

The airport is not measuring GHG emissions for any Scope and has not committed to specific future reductions.

Airport communications strategy, including whether it is focused on sustainability objectives, measurement and reports on progress, accreditation.

The airport is not focusing on sustainability in its communications per se but does invest in sustainable investments when they make economic sense.

The media used and media strategies.

There are three Divisions in the Authority – Administration, Aviation, and Development. Each Division has employees who are part of an overall “green team” that supports the organization’s sustainability initiatives, but the team does not track emissions.

Table B-8. Summary of the findings from the RSW case study.

Level of commitment/participation by senior managers.

There are currently no major commitments to sustainability as a major message by the Authority’s executive leadership or county commissioners at this time. However, the Authority’s Executive Director has asked the Planning and Environmental Compliance Department staff to research this further and prepare a presentation for the Authority’s executive leadership to discuss how the organization will move forward with this in the future.

Comments on economic impacts developed in this work program and whether the airport links economic impacts with sustainability efforts.

The State of Florida produces an economic impact study that includes each of the commercial airports in the state, including RSW. The airport employs these data in its communications but does not link economics with sustainability. The economic impact material developed in this ACRP program would be helpful internally.

Comments on the narrative developed in this work program and which parts of it might be more appropriate for internal versus external communications.

The airport does pursue sustainability investments and projects that make economic sense and expects its tenants will do the same thing. They agree with all of the options regarding what airports can do in the Narrative, except they are not pursuing certifications like LEED, which are time-consuming and expensive.

8. Eugene Airport (EUG)

Summary of Key Findings from EUG Case Study

Eugene Airport (EUG), despite its location in and service to a relatively active environmental community, has not yet experienced climate change protests on its campus. The focus is to meet current and future demand for air travel and to contain the local passenger leakage to Portland International Airport (PDX), located 2 hours and 30 minutes north, which lessens cars on the road and reduces emissions. EUG’s communications are issues-driven, and they focus on their future terminal expansion; other current and future capital improvements include a sustainability pillar and measurable goals on how the project will meet the City of Eugene’s Climate Action Plan 2.0.

Desktop Study Findings

Table B-9 is a summary of the findings from the desktop study for the airport, as well as information from the airport representatives who participated in the Zoom call.

EUG Case Study Details

How active/focused is the community on sustainability?

Eugene’s community is known for its focus on sustainability, and the airport experiences its share of residents who are concerned about the potential environmental impacts of growth.

Despite this, climate activists have not protested at the airport. EUG pointedly included all community voices—those for, against, and neutral about airport growth—in the most recent Advanced Terminal Planning study to make decisions that are informed, inclusive, and smarter.

Who are the owners, and are the airport owners focused on sustainability?

EUG is owned and operated by the city of Eugene, Oregon, and is an enterprise fund within the Public Works Department. In the summer of 2020, The City of Eugene Climate Action Plan 2.0:

Table B-9. Summary of the findings from the EUG case study.

A Roadmap for Eugene’s Climate Journey was published, serving as Eugene’s roadmap to achieve the following goals identified in its Climate Recovery Ordinance (109):

1. Reduce our fossil-fuel use by 50% by 2030 compared to our 2010 usage, and
2. Reduce our GHG emissions by 7.6% annually.

The CAP 2.0 focuses on actions that community partners have committed to working on that will help the community reach its climate goals more quickly.

A primary goal is working toward creating a livable and equitable Eugene for everyone in the community, now and in the future, by applying the triple-bottom-line framework:

1. Environmental stewardship,
2. Social equity, and
3. Economic prosperity.

The CAP 2.0 is an update to Eugene’s 2010 Community Climate and Energy Action Plan.

Airport commitments/initiatives on Scopes 1, 2, and 3.

EUG is proud to partner with The Good Traveler, having joined the program in 2021. This allows travelers to make sustainability choices for themselves while minimizing the investment for a budget-conscious airport.

As part of the recent master plan update, EUG partnered with consultant HMMH to explore the feasibility of and potential locations to install solar panels on airport property. Notably,

Eugene experiences fog and more recently, wildfires—attributed to climate change—which may obscure solar panels, thereby reducing their effectiveness. A solar pilot project within the rental car facility will further gauge performance.

Additional master-plan-related studies included an energy audit, a recycling reuse and water production plan, and an economic development study “all in tandem with the FAA’s move toward sustainability master plans.”

All current and future projects include a sustainability pillar, some that are measurable, to reduce GHG emissions. Some of the projects include the following:

• New Car Wash Quick Turnaround Facility (QTA) for Rental Car Agencies: rooftop solar, EV charging capable, and water reclamation tanks for car wash system.
• Widening of Taxiways J/L to accommodate larger charter aircraft on the cargo apron—up to 30% of shoulder asphalt contains recycled asphalt material.
• Terminal Expansion: expand ticket lobby, airline office space, new baggage handling system, and new inline TSA baggage screening will be planned and executed from an overarching framework of environmental sustainability.

Airport communications strategy, including whether it is focused on sustainability objectives, measurement and reports on progress, accreditation.

EUG’s communications are issues-driven. The airport’s future terminal expansion and other current and future capital improvements include a sustainability pillar and measurable goals on how the project will minimize the usage of natural resources and meet the City of Eugene’s Climate Action Plan 2.0.

A champion of sustainability efforts within the public domain, EUG strives to keep their environmental communications within the airport lane, while working with partners at city hall.

The media used and media strategies.

The airport uses these channels to communicate to their stakeholders about sustainability efforts: website, press releases, social media [actively uses X (formerly Twitter), a platform the media typically monitors], through their Airport Advisory Committee, and articles published in industry press.

EUG’s vision is to be a premier aviation hub that embraces new technologies, celebrates innovation, and champions environmental sustainability.

The airport focuses on communicating that it seeks to meet current and future passenger demand through expansion of right-sized facilities.

Level of commitment/participation by senior managers.

The City of Eugene Climate Action Plan 2.0 is the policy initiative that guides EUG’s sustainability planning, growth, and measurable outcomes. Airport management is highly engaged in reaching the City’s and the airport’s goals.

Given financial and resource limitations, EUG’s focus is on incorporating sustainable measures into its capital improvement projects, rather than campaigns, collateral, accreditation, and awards/certification submissions, which can be costly.

Comments on economic impacts developed in this work program and whether the airport links economic impacts with sustainability efforts.

EUG’s focus is to meet current and future passenger demand for air travel, and to contain the local passenger leakage to Portland International Airport (PDX), located 2 hours and 30 minutes north, thereby reducing cars on the road and lessening emissions.

City elected officials and leadership are focused on an expansion of the terminal facilities but do not currently have an appetite to add metrics for growth. They are focused on retaining local catchment area passengers that may currently drive to PDX—whether due to EUG’s facility constraints or perception of limited airlines, nonstop routes, and higher fares—rather than generating new passengers.

Comments on the narrative developed in this work program and which parts of it might be more appropriate for internal versus external communications.

Numbers help clarify ideas.

EUG’s internal resources include the environmental project manager position, who is involved in all capital improvement projects, and helps the airport stay focused on measurable sustainability goals.

A concern of The Good Traveler is there is no local offset program—versus national or global—particularly for a community that is so focused on sustainability. Both the city and EUG do not currently have the capacity to design and implement a local carbon-offset project.

Reducing personal vehicles traveling to/from EUG has not been possible, as TNCs have not returned to pre-pandemic numbers at the airport, making this ground transportation source unreliable.

A shuttle service recently began serving EUG with regular daily service between the University of Oregon and EUG, and Oregon State University and EUG.

9. London City Airport (LCY)

Summary of Key Findings from LCY Case Study

Surrounded by residential areas, London City Airport is the only one of London’s airports to be actually located within London. Its passenger traffic would classify it as a small hub airport by FAA’s metrics. It has a short runway, meaning that only aircraft of the size of the Embraer E-190 or Airbus A220 can land there. The airport is faced with active community groups lobbying against any further airport expansion and any loosening of the restrictions that prevent aircraft from taking off from midday Saturday to midday Sunday. LCY has an active sustainability strategy, which includes publishing annual reports with targets.

Table B-10 is a summary of the LCY case study.

How active and focused is the community on sustainability?

LCY sits in the middle of a built-up urban area in the Docklands area of London, UK. That means that there are restrictions about noise and flight times. This includes a complete flight stop from Saturday to Sunday lunchtime and no night flights. Any effort by the airport to loosen these restrictions invariably results in pushback from community and environmental groups. The main group that opposes LCY is HACAN East (http://www.hacaneast.org.uk/home), which is affiliated with a similar group that protests expansion at London’s main Heathrow Airport (LHR).

HACAN East says it recognizes the economic benefits that an airport brings but believes that these are outweighed by the quality of life and environmental concerns.

In addition to HACAN East, other active groups include:

• London City Airport Community Consultative Committee: This is a forum for the local community to raise concerns and provide feedback on the airport’s operations. It has a dedicated sustainability sub-committee that focuses on environmental issues (110).

Table B-10. Summary of the findings from the LCY case study.

• Friends of the Earth Tower Hamlets: This environmental group campaigns on a range of issues, including air quality, noise, and climate change. They have been particularly vocal about their concerns about the airport’s expansion (111).
• No Aircraft Noise Over East London: This community group has been campaigning against noise from aircraft at LCY for over 20 years.

Who are the owners, and are they focused on sustainability?

London City Airport is owned by a consortium of investors, including

• Global Infrastructure Partners (GIP),
• OMERS Infrastructure,
• Wren House Infrastructure Management, and
• AIMCo.

These investors are all leading players in the infrastructure sector, and they are all committed to sustainability.

GIP, for example, has a dedicated sustainability team and has invested in several renewable energy projects. OMERS Infrastructure has also committed to achieving net-zero carbon emissions by 2050. Wren House Infrastructure Management is a signatory to the UN Principles for Responsible Investment, and AIMCo has a sustainable investment policy.

What are the airport commitments to Scopes 1, 2, and 3 emissions?

LCY has set the following commitments to Scopes 1, 2, and 3 emissions (112):

• Scope 1: Net zero by 2050
• Scope 2: Net zero by 2050
• Scope 3: Reduce by 50% by 2030

Airport communications strategy, including whether it is focused on sustainability objectives, measurement and reports on progress, accreditation.

The airport has issued a sustainability roadmap with three components (113):

1. Decarbonizing the airport,
2. Improving the environment, and
3. Helping East London grow and prosper.

Below that, the airport has published five core commitments as follows:

1. Support local people and the local community.
2. Become a net-zero-carbon airport by 2030.
3. Be one of the first airports in the UK to facilitate net-zero flights.
4. Eliminate avoidable single-use plastics by 2025.
5. Become the best-connected airport by sustainable transport.

LCY has committed to publishing a yearly action plan, showing progress in each area.

This measures the airport against the targets it set under its three main components of decarbonization, improving the local environment and local prosperity.

The media used and media strategies.

London City Airport uses a variety of media to communicate its goals, including:

• Website: The airport’s website has a dedicated sustainability page that highlights its sustainability initiatives and progress.
• Social media: The airport is active on social media, including X (formerly known as Twitter), Facebook, and LinkedIn. It uses these channels to share news and updates about its sustainability initiatives, as well as to engage with the community on a range of issues.
• Community newsletters: The airport publishes a regular community newsletter that provides information on its latest news and developments, as well as upcoming events and opportunities.
• Community forums: The airport hosts regular community forums where residents can meet with airport representatives to discuss their concerns and get updates on the airport’s operations.
• Press releases: The airport issues press releases to announce new sustainability initiatives and progress.
• Media interviews: The airport’s sustainability team is available to give media interviews on a range of topics related to sustainable aviation.

The airport’s communications strategy is focused on the following key messages:

• London City Airport is committed to sustainability and is working to reduce its environmental impact.

• The airport is investing in renewable energy, electrifying its ground fleet, and improving energy efficiency.
• The airport is working with airlines and other stakeholders to reduce air travel emissions.
• The airport is a member of the Airport Carbon Accreditation program and has achieved the highest level of accreditation.

The airport’s communications strategy is also focused on engaging with the community and addressing their concerns about sustainability. The airport regularly publishes information about its sustainability initiatives and progress on its website and social media channels, and it hosts regular community forums where residents can meet with airport representatives.

What is the level of commitment by senior managers?

The airport’s CEO, Robert Sinclair, has spoken in the media about the airport’s sustainability commitments on a number of occasions. He fronted the release of the airport’s 2022 sustainability report (114) and is on record in trade publications such as AeroTime discussing how he wants LCY to be the airport of choice for passengers concerned about sustainability issues (115).

Comments on the economic impacts developed in the program, and whether the airport links economic impacts with sustainability efforts.

According to LCY’s website, the airport supports over 12,000 jobs and generates over £2 billion in economic activity each year. The airport also claims that its expansion plans will create an additional 10,000 jobs and generate an additional £1.5 billion in economic activity each year.

LCY also notes that it is an important part of London’s infrastructure, providing a convenient and efficient way for businesses and individuals to travel to and from the city. The airport is located close to the Canary Wharf financial district and the Docklands business area, making it a convenient option for business travelers.

LCY also states that it is a sustainable airport and that its expansion plans will be carried out in a way that minimizes environmental impact. The airport has set a target of achieving net-zero carbon emissions by 2050.

However, like other European airports that the study team researched, LCY in general does not run economic benefit statements in tandem with climate change ones. In a wider-European context, it is no longer seen as a credible or effective communications strategy to link the two together.

10. Laredo International Airport (LRD)

Summary of Key Findings from the LRD Case Study

Laredo International Airport (LRD) is located in South Texas near the U.S.-Mexico border and is classified as a nonhub airport by the FAA. The airport has scheduled passenger service from three airlines, as well as significant amounts of cargo, GA, and military traffic. LRD is approximately 165 miles from San Antonio International Airport (SAT), and many travelers to and from the Laredo area drive to SAT or Austin-Bergstrom International Airport (AUS). The City of Laredo owns and operates the airport as a city department, and the airport is part of the city’s budget. The local population has not expressed much concern about climate change but is concerned about water quality and air quality (not specific to LRD). The airport and city have not focused on communications around sustainability and have not set specific goals related to reducing climate impacts. LRD staff generally agree with the Narrative created in this work program but suggested that more graphics/video material would be helpful in communicating to the public.

Desktop Study Findings

Table B-11 is a summary of the findings from the desktop study for the airport, as well as information from the airport representatives who participated in the Zoom call.

LRD Case Study Details

How active/focused is the community on sustainability?

The local community currently has minimal focus on climate change issues but is more concerned about immediate environmental issues such as water and air quality. Some stakeholders have raised concerns about PFAS, which are chemicals that are used in firefighting.

Who are the owners, and are the airport owners focused on sustainability?

The City of Laredo owns LRD and is currently focused on water and air quality issues rather than climate change. Airport staff anticipates that concern about climate change will increase in the future.

Airport commitments/initiatives on Scopes 1, 2, and 3.

The airport has not set specific climate goals at this time. However, in the course of airport renovation projects, LRD is installing LED lighting, a more modern and efficient HVAC system, and other improvements that make financial sense and are better for the environment. LRD has been looking into solar and other forms of renewable energy, but funding is

Table B-11. Summary of the findings from the LRD case study.

a constraint. The airport has not yet pursued AIP grants around sustainability initiatives but may look into it.

Airport communications strategy, including whether it is focused on sustainability objectives, measurement and reports on progress, accreditation.

LRD’s communications have not focused on communications around sustainability, but the airport is considering adding mentions of some of its initiatives (e.g., how terminal improvements also have environmental benefits).

The media used and media strategies.

As noted, LRD has not done a lot of communication around sustainability. However, LRD staff did comment on general media approaches and noted that they have found graphics, videos, and animation to be most effective in communicating technical information to the public.

Level of commitment/participation by senior managers.

As a relatively small airport, senior management and city officials tend to be involved in most major announcements. However, as noted above, sustainability has not yet been a focus area for LRD.

Comments on economic impacts developed in this work program and whether the airport links economic impacts with sustainability efforts.

LRD staff thought the information was good for a technical audience, but may not be suitable for the general public. They noted the importance of having aesthetically pleasing material and more graphics for the public, such as a video, slide show, or Prezi. They cited the animated clip on LRD’s website explaining the benefits of Laredo’s Foreign Trade Zone as an example (116). There were no specific comments about the linkage of economic impacts to sustainability efforts, given that sustainability has not yet become a focus.

Comments on the narrative developed in this work program and which parts of it might be more appropriate for internal versus external communications.

Similar to the above comments, LRD thinks this is good information but would be more accessible to the public if delivered in a less technical manner, using videos/graphics.

11. SLO County Regional Airport (SBP)

Summary of Key Findings from SBP Case Study

The SLO County Airport (SBP) is a small nonhub airport in central California. SBP is owned and operated by the County of San Luis Obispo. Airport leadership has worked for the past three years to make sustainability a priority, including applying for ACA certification, budgeting sustainable projects in its strategic business plan, and partnering with the local university to find ways to expand its programs.

The county’s general aviation airport, L52, has been a recent target for a local group that would like to repurpose the airport property for low-income housing. The commercial airport has been a central focus in the county as it develops a plan to clean up PFAS. SBP staff will continue to prioritize sustainability in their communications with the region as they promote the actions the airport is undertaking to protect the community’s quality of life.

Desktop Study Findings

Table B-12 is a summary of the findings from the desktop study for the airport, as well as information from the airport representatives who participated in the Zoom call.

Table B-12. Summary of the findings from the SBP case study.

SBP Case Study Details

How active/focused is the community on sustainability?

The city of San Luis Obispo and the California Polytechnic State University at San Luis Obispo are actively focused on sustainability, especially as it pertains to taking care of natural resources. However, the airport is owned and operated by San Luis Obispo County, which historically has been slower to set sustainable initiatives. As a result, the airport is considered a driving force within the county’s sustainability efforts.

Who are the owners, and are the airport owners focused on sustainability?

SBP is owned by the County of San Luis Obispo. While the county is not taking large-scale steps to create and meet sustainability goals, the airport is permitted to develop its own initiatives. Sustainability is a focal point for the airport—beyond ACA accreditation, the airport prioritizes sustainability in its 2021 strategic business plan and is partnering with the local university to explore additional sustainable opportunities.

The county is also heavily invested in the region’s PFAS discussions, which include airport impacts.

Airport commitments/initiatives on Scopes 1, 2, and 3.

The airport has submitted its application for ACA accreditation Level 2 and is committed to reducing emissions 30% by 2033. SBP is aiming for a 3% reduction per year and will track its progress based on the ACERT.

Airport communications strategy, including whether it is focused on sustainability objectives, measurement and reports on progress, accreditation.

SBP has baked sustainable efforts into its strategic business plan and is focused on reducing emissions, adding solar, increasing natural ventilation in the terminal, and transitioning to an electric fleet of vehicles. It has applied for but has not yet received an ACA accreditation. The airport has developed a Carbon Management Plan and a corollary Carbon Management Commitment. SBP plans to report annually on its sustainable efforts and will update its Carbon Management Plan in 2026.

The media used and media strategies.

SBP utilizes its website, its social media channels, and press releases to inform the community about its sustainable efforts. In terms of messaging, staff avoid the term “climate change” and instead focus on the airport’s efforts to improve the regional quality of life.

The county also owns and operates L52, a general aviation airport on the seacoast. When a small but vocal minority advocated for replacing the airport with low-income housing, the airport used industry partners like the Aircraft Owners and Pilots Association and the FAA Airports District Office to help document the airport’s value to the community, and the county’s obligations to keeping open the GA airport under FAA Grant Assurances.

Level of commitment/participation by senior managers.

Senior management is heavily focused on sustainability. Beyond airport efficiencies, it is a personal passion project for several of the leaders. This has led to a prioritization of environmentally conscious projects, such as the electrification of the airport’s vehicle fleet.

Comments on economic impacts developed in this work program and whether the airport links economic impacts with sustainability efforts.

SBP requested that the project team rerun the airport’s details for a new comparable airport; the airport foresees that these data would show significant economic and carbon-reduction benefits of not driving to a competitor airport.

Comments on the narrative developed in this work program and which parts of it might be more appropriate for internal versus external communications.

The Narrative is helpful and also provides new opportunities for the airport to consider, such as a green roof or rainwater harvesting.

12. Heber Valley Airport (HCR)

Summary of Key Findings from the HCR Case Study

Heber City is part of a rapidly growing area of Utah, and its GA Heber Valley Airport (HCR) reflects that growth. As housing prices rise in Utah’s Wasatch County, so does the number of jets flying into HCR. The airport and its city sponsor completed an airport master plan update in 2023 and had to address issues including noise, lead, overflight, and safety, and the general feeling that only the “1 percenters” ever use the airport or benefit from it. (The airport is a gateway to the resort community of Park City.) Additionally, as more new residents arrive from California and other West Coast states, sustainable initiatives will become increasingly important for the region.

While more traditional sustainable initiatives like recycling or solar are not in question, the airport has dealt directly with the idea of passenger shaming and the necessity of even keeping open an airport that is perceived as not serving the whole community. Messages like those shared

in the draft narrative help explain the airport’s value and the efforts the entire industry is making to reduce its carbon footprint.

Desktop Study Findings

Table B-13 is a summary of the findings from the desktop study for the airport, as well as information from the airport representatives who participated in the Zoom call.

HCR Case Study Details

How active/focused is the community on sustainability?

There is little evidence of community-wide focus on sustainability; however, the community does have a clear interest in preserving its natural resources and protecting the region from overdevelopment.

Who are the owners, and are the airport owners focused on sustainability?

The airport is owned by Heber City and serves the greater Wasatch Valley, just south of Salt Lake City. The city’s General Plan, titled Envision 2050 (https://envisionheber.com/wp-content/uploads/2020/01/Heber-City-General-Plan-011620-Final-Draft2-small-file.pdf), offers a plan for sustained growth in a recreation-heavy area that has been affected by droughts in recent years. The general plan has a vision of protecting the region’s quality of life for its grandchildren, but other

Table B-13. Summary of the findings from the HCR case study.

than a desire to protect open land, it does not directly address sustainable initiatives that may help it protect that quality.

Airport commitments/initiatives on Scopes 1, 2, and 3.

The airport is not measuring GHG emissions for any scope and has not committed to specific future reductions.

Airport communications strategy, including whether it is focused on sustainability objectives, measurement and reports on progress, accreditation.

The airport is not focusing on sustainability per se but the community is focused on noise, overflights, and preserving the region’s quality of life.

The media used and media strategies.

The airport manager is the primary spokesperson for the airport and uses messages similar to the project draft narrative to explain the improvements in aircraft, the future potential of SAF, and the economic value of having a general aviation airport in the community.

Level of commitment/participation by senior managers.

HCR is owned and operated by the City of Heber and has an Airport Advisory Board comprised of aviation experts, city staff, and engaged residents. There is no commitment to sustainability as a key strategy at this time.

Comments on economic impacts developed in this work program and whether the airport links economic impacts with sustainability efforts.

As a GA airport, HCR has fewer direct ties to the community than a commercial airport, so the economic impact of the airport plays a large role in the airport’s communications. The airport does not believe the TAF is accurate for HCR and therefore does not use it for measurement, and instead relies on the work done during the airport master plan forecasting process and the Utah DOT’s recent statewide airport economic impact study. The airport has not yet tied economic impacts directly to sustainable initiatives.

Comments on the narrative developed in this work program and which parts of it might be more appropriate for internal versus external communications.

Overall, the narrative provides information similar to what the airport is already sharing in the community. SAF is impacting GA before commercial aviation, so this conversation has already started taking place with tenants and residents. However, the cost impacts of transitioning to SAF cannot be dismissed. The other themes in the narrative are well-received by politicians, and the airport manager appreciates the document’s ability to capture these different themes in one place.

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