CATALOGUE OF AIRPORT SAF ACTIONS Actions for Airports to Stimulate the Uptake of Sustainable Aviation Fuel
Executive Summary The role of airports in the Sustainable Aviation Fuel (SAF) value chain is becoming increasingly central as SAF production expands and regulatory requirements accelerate its deployment. Although airports are not directly involved in fuel procurement, they play a key role in facilitating its deployment. This Catalogue provides airports with a high-level overview of more than 25 actions they can take to stimulate SAF uptake. These actions are divided into three categories that airports can take to stimulate SAF uptake. As each airport operates within a unique regulatory, commercial and operational context, the catalogue is intended as a source of inspiration rather than a prescriptive roadmap. Airports can use it to identify, evaluate and prioritise actions that best fit their local circumstances. The first version of the SAF Catalogue was published in 2022 and outlined the actions airports could take. Since then, the SAF landscape has evolved considerably, most notably through the adoption of the ReFuelEU Aviation Regulation (EU 2023/2405), which progressively introduces SAF blending mandates. At the same time, airports have gained practical experience in implementing initiatives to support SAF deployment. This updated edition builds on the original catalogue by reviewing the implementation status of the proposed actions and identifying the lessons learned by airports. The update draws on discussions with the STARGATE lighthouse airport, Brussels Airport Company, fellow airports (Athens International Airport, Budapest Airport and Toulouse-Blagnac Airport), and members of the project advisory board, including ACI Europe and Airbus. The mission of the catalogue remains unchanged: to provide airports with a practical overview of actions that can support the availability and uptake of SAF. The actions are grouped into three categories: •
actions that directly stimulate SAF uptake;
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actions that increase SAF awareness;
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actions that strengthen the airport’s leadership role within the SAF value chain.
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Aim Main objective •
The objective of this catalogue is to present a broad range of practical actions that airports can implement to support SAF deployment. The catalogue is intended to help airports identify opportunities for collaboration with local stakeholders and develop initiatives adapted to their specific context. Guidance on facilitating the physical supply of SAF can be found in the STARGATE SAF Playbook.
Target audience This catalogue is intended for: •
airports seeking to increase SAF uptake and strengthen their role in the SAF value chain;
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sustainability, strategy and operational managers responsible for developing airport SAF initiatives;
•
organisations and corporate SAF users interested in collaborating with airports to support SAF deployment and reduce their Scope 3 carbon emissions related to business travel.
Reader’s guide •
This catalogue can be used as a practical guide to explore the different actions airports can take to support SAF uptake. An overview of all actions is provided on page 6. Based on the action categories, airports can identify the measures most relevant to their local context and use the experiences and lessons learned to support further evaluation.
Key lessons learned from airports •
Airports play an important role in bringing together the local SAF ecosystem, disseminating information and facilitating dialogue between airlines, fuel suppliers, corporate SAF users, and public authorities. Participation in stakeholder working groups has emerged as an effective way to improve awareness, coordinate initiatives, and support SAF deployment.
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Table of contents SAF Actions Overview . . ........................................................................... p. 4 01. Stimulating Change............................................................................... p. 5 02. Financial Support . . ................................................................................ p. 8 03. Providing Information ........................................................................ p. 25 04. Stakeholder Management .................................................................. p. 38 05. Aligning Own Organization ................................................................ p. 46 06. Corporate SAF purchase checklist ...................................................... p. 52 Conclusion .............................................................................................. p. 57
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SAF Actions Overview
Increase SAF uptake Stimulating change
Fee Incentivisation
Fee Differentiation in Airport Charges
Financial Support
SAF Incentive Fund
Revenue based funding of the incentive
Non-revenue based funding of the incentive
Supply chain Investment
Invest in SAF Production Facility
Invest in SAF Blending
SAF Supply Chain R&D
Third Party SAF Financing
Set Up Tool for Voluntary SAF Purchase by Passengers
Offsite Advertising and Communication
Increase SAF awareness Providing Information
Information Campaigns
Billboards and Other Advertisements at Airport
SAF info Dashboard
Passenger Nudging
Gamification of SAF Use
Airport SAF User Acknowledgement
Publish Research Results
Publish aircraft performance
Publish SAF Research
Events for the general public
SAF discussion booth at the airport
Increase airport leadership on SAF Stakeholder Engagement
Aligning Own Organisation
Policy Engagement
Engage with the aviation sector
Engage with Government for Airline funding
Sector Partnerships
Set Up SAF Working Group with Stakeholders
Collaborate with SAF Initiatives
Cross-Stakholders MoU
Airport Internal Actions
Start a SAF Internal Coordination Team
Purchase SAF for Own Corporate Flights
Hold internal Workshop on SAF
Set SAF Targets in Corporate Plan/ Roadmap
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01. STIMULATING CHANGE For these actions, the airport uses its aeronautical charges to initiate change.
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» Fee incentivisation The airport may use its aeronautical charges to encourage airlines in uptaking SAF.
Fee Differentiation in Airport Charges
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Fee Differentiation in Airport Charges Airports can adapt their airport charges to incentivize more sustainable airlines and specifically SAF users. Although this requires extensive deliberation with stakeholders, leading airlines that want to use SAF may be interested in such differentiation.
Key benefits •
Airports use their unique infrastructure position to push other stakeholders towards SAF.
•
Stimulates sustainable behaviour by airlines.
Key concerns •
Has to be integrated into standing agreements on airport charges, or new agreements must be made.
•
May lead to conflict with airlines
Key takeaways •
Airports have shown interest in exploring this measure but only when pursuing multiple goals altogether, such as SAF and incentivisation of quieter aircraft and / or high load factors.
•
Athens International Airport implemented this measure.
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02. FINANCIAL SUPPORT Airports can undertake action on financial incentives, generating resources or stimulating investment for SAF.
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» SAF Incentive Fund A SAF incentive provides financial support to reduce the additional cost of SAF compared with conventional jet fuel. The airport establishes a dedicated SAF fund, financed through one or more funding sources. Airlines purchasing SAF at the airport can receive support from the fund to cover part of the SAF price premium. By reducing the cost difference between SAF and conventional jet fuel, the incentive can encourage greater SAF use at the airport. Its impact on SAF uptake depends on the size of the fund and the level of financial support provided.
Revenue based funding of the incentive
Non-revenue based funding of the incentive
Key takeaways •
Following the implementation of ReFuelEU Aviation, many airports have discontinued, or no longer prioritize, SAF incentive funds, as the uptake of SAF is now mandated.
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In addition, non-commercial measures involving direct financial support for SAF use are increasingly viewed as outside the core responsibilities of airports. This section shows, among others, the updated map of SAF incentive funds in Europe.
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SAF Incentive A SAF incentive ensures the airport can financially support airlines to uptake SAF. Airports create a SAF fund that they can finance through different means. Airlines can then use this SAF fund to subsidize the SAF premium, by applying to the airport fund when they refuel with SAF. Thereby airlines drive up the offtake of SAF at the airport. This action can have a large impact on SAF uptake depending on the scale of the fund. Airport Funding
SAF FUND
SAF subsidy for Airlines
Revenue based funding of the incentive Non-revenue based funding of the incentive
Key benefits •
Establishes the airport as a first mover in SAF.
•
As multiple airlines refuel with SAF at the airport, the requirements in operations and safety become clear.
•
A large uptake from airlines leads to a continuous and readily available amount of SAF available at the airport.
Key concerns •
At current SAF production costs, this requires a relatively high funding level.
•
Requires a follow-up strategy to maintain and further continue SAF uptake beyond the SAF incentive programme.
Key takeaway •
While airports have explored this measure (Athens, Brussels, Toulouse), direct financial incentives for SAF uptake are generally not considered to fall under the scope of actions airport can take. Interviews indicate that airports do not view subsidising SAF use as part of their role, with such support falling under the responsibility of local, national governments or passengers.
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SAF Incentive Programs at EU Airports (2022)
Subsidy per tonne SBC (neat) SAF - €500 SAF - €1000 Synthetic Fuels
Subsidy cap €2.5M*
Notes Airlines must provide the airport with a forecasted quantity of SAF and provide an updated forecast in October. *If the cap is exceeded, the available funding is allocated proportionally to the share of forecasted quantities.
Subsidy per tonne blended SAF 50% of price delta between SAF - Jet A1*
Subsidy cap €2M
Notes There is a minimum (€24k) and maximum (€560k) per airline group. *Incentives will only be given to volumes exceeding the national blending mandate. Source: Swedavia Airports - SAF Incentive Program 2022
Source: Schiphol Airport – Charges and Conditions 2022
Subsidy per tonne SBC SAF €533 SAF (all types)
Subsidy cap €11.6M
Subsidy per tonne SBC SAF € 250 SAF (all types)
Subsidy cap No cap
Notes SAF Incentive is enacted through NOx charge.
Notes Maximum of €1000 of SAF per refueling/ departure.
Source: London Heathrow – SAF Incentive in Heathrow Aeronautical Charges, December 2021
Source: Düsseldorf Airport – Tariff Regulations for Düsseldorf Airport
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Current SAF Incentive Programs at European Airports (updated)
Period 2022 - 2024 Period 2022 - 2025
Period 2022 - ongoing
Period 2022 - ongoing
Period 2024 - 2025
Period 2023 - 2024
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Revenue Based Funding Of The Incentive An airport can choose to stimulate SAF uptake directly from their airport revenue. This can come from aeronautical as well as non-aeronautical revenue. Possible mechanisms to support the airport fund are increasing airport charges or contributing directly out of profits. Retail vouchers or new services for sustainable travelers are also possible mechanisms that may generate new revenue that can be used for the SAF fund.
Airport charges
Retail vouchers
Directly out of profits
New services for sustainable travellers
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Airport Charges Airports can generate revenue for a SAF fund through an additional charge levied on airlines. The charge could be structured similarly to existing noise or NOx charges, or linked directly to the amount of (conventional) fuel uplifted by each airline at the airport. The revenue will directly go to the SAF fund. Therefore, those who use the most fuel contribute the most.
Airport charges Airlines
Airport
SAF Fund
Key benefits •
Very transparent.
•
‘Polluter pays’ principle.
•
Revenue from taxes will directly be used for SAF.
•
Airlines will profit from tax payments in the long-term.
Key concerns •
Could lead to resistance from airlines, saying that an aircraft fuel tax would only slow down decarbonisation.
•
Most airport charges are based on long term agreements.
•
Makes fuel at the airport more expensive compared to other airports, impacting the competitiveness.
•
Risk of tankering.
Key takeaway •
In the absence of a business case, airports are reluctant to implement such a measure. Applying higher aeronautical charges may result in a competitive disadvantage financial burden.
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Retail Vouchers Concessionaires in the airport terminal can sell “SAF vouchers” to passengers that cover a certain amount of SAF. Passengers can also use these vouchers to receive preferential pricing at the concessionaires. The revenue of the vouchers will go to SAF. As a result of the preferential pricing, retail and food vendors may see increased sales, though at lower profit margins.
Revenue from voucher
Purchase of Retail Vouchers Airport Concessionaires
Passengers
SAF Fund
Preferential Pricing
Key benefits •
Motivates passengers’ participation through monetary benefits.
•
Passengers receive monetary benefits, the airport receives money for the fund, food vendors and retail see increased sales.
Key concerns •
Relies on complex concessionaire partnerships.
•
Could reduce overall revenue from airport retail and food vendors.
*Based on earlier work by SFO Airport
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New Services for Sustainable Travellers The airport could develop a specific service line for travelers that fly on SAF. The revenue that is generated with these services goes into the SAF fund. Options to include in the service line to persuade passengers include green lounges, fast security check and passport control, preferred parking options, decreased parking charges or discounts on public transportation.
SAF Fund Part of the revenue generated contributes to the fund Airport Service provided
Revenue generated from service New/current service providers
Passengers Contribution for service provided
Key benefits •
Environmentally friendly behaviour is rewarded: passengers who purchase SAF receive service contributions.
•
The airport has already developed these services (lounge, fast-track and parking).
•
More effective because it targets frequent flyers.
Key concerns •
Possible competition with other services (i.e. airline lounges).
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Public transportation discount requires a contract between public transportation companies and the airport.
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Would make fast-security and lounge more crowded, reducing the benefit of the service.
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Operation costs of services are estimated to be high. 16 / 63
Non-revenue Based Funding of the Incentive Airports can also try to develop non-revenue-based mechanisms to support the SAF fund. Airport shareholders may want to invest directly to support the airport’s sustainability targets. Airports can also work together closely with governments to develop the SAF fund.
Key benefits •
Does not require funding from revenue streams, and therefore does not impact the business.
•
Increases the engagement of the airport with government or shareholders.
•
Allows the SAF fund to be detached from the financial future of the airport, making it more robust.
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Some airport shareholders may want to provide funding for the SAF fund.
Key concerns •
Government involvement may be regulated by higher bodies such as EU. This must be carefully evaluated.
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Shareholders may not be willing to contribute without a return.
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Requires cooperation with government or airport owner stakeholders.
Key takeaways •
Brussels airport implemented a SAF incentive fund, based on government funding.
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When government funding is discontinued, these incentive schemes are often withdrawn due to the lack of an alternative funding source.
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» Supply Chain Investment Airport operators can play a role by taking the first step in starting the SAF value chain, which is usually the most difficult step. These investments in production, blending and other supply chain R&D can stimulate SAF uptake.
Invest in SAF Production Facility
Invest in SAF Blending
SAF Supply Chain R&D
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Invest in SAF Production Facility Airports can invest in the development of SAF production capacity, either directly or alongside other public or private investors. Investment can take place at different stages of project development, through equity investment before the Final Investment Decision (FID), or through participation in project financing after FID. Such investment can help mobilise capital for new SAF production capacity and strengthen the airport’s involvement in upstream stages of the SAF value chain.
Key benefits •
The airport can arrange that a portion of the produced SAF is reserved for the airport.
•
Can potentially be a source of profit for the airport. Diversification of their portfolio.
•
SAF mandates included in RefuelEU Aviation, create a growing demand for SAF. Additionally to the mandatory market, the emerging voluntary market generates additional demand.
Key concerns •
SAF production is capital-intensive, requiring large investment. Therefore, only very large airports with strong financial capabilities can consider such an investment.
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SAF remains an emerging industry, with uncertainties related to technology, feedstock availability, production costs and market conditions.
•
Relies on expertise of executive party that builds the facility.
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Airports Invest in SAF! (examples)
Luxembourg Airport Luxembourg Airport has invested in synthetic fuel producer Norsk e-fuel, a start up in Norway that aims to achieve production of 25 million liters by 2026. Through the investment, the airport joins the four partners in the consortium that has ownership of Norsk e-Fuel: Sunfire, Climeworks, Valinor and Paul Wurth
Schiphol Airport Schiphol Airport has invested in SkyNRG SAF plant in Delfzijl, which expects to produce 100,000 tons of SAF by 2025. SkyNRG started a consortium to fund the development of a SAF plant. The consortium includes Schiphol, KLM and many other partners such as energy firms, the Dutch National Growth Fund and infrastructure developers.
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Invest in SAF Blending Investing in a SAF blending facility. Based on local context factors such as regulation, available space and SAF demand, both on-site and off-site blending can be explored by the airport.
Key benefits •
Gives the airport the option to offer a variety of blends to airlines.
•
Reduces fuel transportation costs as fewer trucks for SAF are needed (1 truck with 100% vs 3 trucks with 33%).
•
Increases visibility and presence of SAF to airport partners such as airlines, increasing cooperation.
Key concerns •
Requires neat SAF, which might be difficult to acquire from fuel producers.
•
May require space at the airport site, which is valuable.
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High investment costs.
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Extra on-site fuel supply chain may be required.
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SAF must be tested and certified by a dedicated laboratory, a capability that is typically not available at airports.
•
Regulatory compliance: safety standards, fuel quality checks.
Key takeaway •
SAF blending facilities usually take place off airport site. Yet, a pilot project under Stargate explores the possibility of on-site SAF blending (led by Skytanking) at Brussels Airport. Results are shared as part of Stargate task 5.1.
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SAF Supply Chain R&D Using financial resources to stimulate knowledge development on SAF supply chains can strengthen the airports’ connection with SAF value chains and increase the development rate of SAF. Participation in STARGATE itself is a good example.
Key benefits •
Might result in new technology innovations.
•
Expands knowledge base.
•
Gives the latest information.
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Builds credibility.
Key concerns •
No guarantee on practical use of outcomes.
•
Potentially time consuming.
•
Does not guarantee any SAF volume at the airport.
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» Third Party SAF Financing Airport operators can facilitate the financing of SAF by third parties, including passengers or corporates. Several SAF purchasing tools and alliances have been set up to support this, and these can be integrated into the airport value chain.
Set Up Tool for Voluntary SAF Purchase by Passengers
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Set Up Tool for Voluntary SAF Purchase There is a number of tools that facilitate SAF purchasing by passengers or corporates. These tools are often implemented within airline booking systems but can also be included in airport value chains. This may increase the voluntary contributions from passengers and raise awareness. For example, a tool from SkyNRG and CHOOOSE called Fly on SAF can be implemented into the airport’s website. There are also other initiatives being developed.
Key benefits •
Relatively easy to implement.
•
Low cost for the airport.
•
Connects airports to the first step of the book and claim system.
Key concerns •
Up to now only a small fraction of passengers are wiling to voluntary buy SAF.
•
Passengers do not buy tickets on the airport’s website, so they are unlikely to use the tool at large scales.
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03. PROVIDING INFORMATION Actions based on sharing information, with the objective to increase the knowledge of SAF, improve the SAF awareness and raise the voluntary contributions by passengers.
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» Information Campaigns Through information campaigns, airports can communicate to passengers and other stakeholders about SAF, increasing awareness and use. Informing passengers on SAF is seen as the main role airports can embrace.
Billboards and Advertisement Campaigns at the Airport
SAF info Dashboard
Offsite Advertising and Communication
Events for the general public
SAF discussion booth at the airport
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Billboards and Advertisements at the Airport Inform passengers by means of advertisement at the airport to share information about SAF. Using airport real estate will also showcase the airports involvement and support for SAF.
Key benefits •
Does not involve many other stakeholders, only the agency organizing advertisements at the airport.
•
Could be implemented quickly depending on collaboration with advertising agency.
•
The opportunity to buy SAF directly could be included through a QR code.
Key concern •
May require replacing advertisements, possibly resulting in loss of future revenue.
Key takeaways •
This action was considered but ultimately not implemented, as it would result in a loss of revenue.
•
Furthermore, paid communication agreements with other stakeholders, such as airlines, provide an additional source of income, which SAF advertisement does not.
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Advertising SAF must therefore be part of a global strategy to be implemented.
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SAF Info Dashboard The airport discloses SAF usage on dashboards at the airport. Over time, this shows the passengers the growth of the market and the commitment of airlines to decarbonize the sector.
Key benefits •
Provides transparency about SAF usage at the airport for the general public.
•
If results are broken down by airline, then the passengers are made aware of the level of SAF commitment of their airline.
Key concerns •
Risk of perception of public shaming if broken down by airline.
•
Requires willingness to share SAF usage information between airport and operator.
Key takeaways •
Airport have limited access to information on SAF deliveries.
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Airports urge fuel suppliers (and eventually member states) to increase transparency regarding SAF deliveries to airports. Greater transparency would enable a more accurate assessment of measures airports can implement and would facilitate the evaluation of their impact.
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Offsite Advertising and Communication Sharing information on SAF through online channels such as websites, streaming content, and more. Setting up podcasts or videos is also an option.
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Key benefits •
Popular communication channel.
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Can be targeted at specific groups, in a way that attracts the attention of this group.
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Flexibility of the campaign in effort and costs.
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Reaches people before they book their flight tickets.
Key concerns •
It may target a group that is already aware of sustainability impact.
Key takeaways •
As part of Stargate, online communication was published and relayed by BAC and fellow airports.
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Events for the General Public Organising events at the airport or within the community to generate publicity, attract the attention of passengers and increase the awareness of SAF. The difference with previously mentioned actions is that this one requires active involvement from passengers to join such events.
Key benefits •
Engages and informs passengers.
•
Results in feedback from passengers, which may be useful for the airport or other stakeholders.
Key concerns •
Difficult to get people to join.
•
Only influences passengers that are at the event, who may already be willing to purchase SAF.
Key takeaways •
Airports have participated in the organisation of events aimed at raising awareness on SAF.
•
Brussels airport implemented a campaign entitled “Fries to Fly” aimed at raising awareness on used cooking oil collection to produce SAF. 1000 portions of fries were handed out in the terminals.
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SAF Discussion Booth at the Airport Engaging in an active participation with passengers on SAF will allow airports to gain SAF knowledge and motivate passengers to purchase or contribute to SAF. The option to buy SAF at the stand could be included, allowing passengers to make a direct impact.
Key benefits •
Leads to interaction with passengers and understanding of reasons for purchasing SAF or not.
•
Informs passengers while spending time waiting at the airport.
•
Shows passengers the airport’s commitment to SAF.
Key concerns •
Requires trained staff.
•
Requires that passengers are willing to spend time at the booth.
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» Passenger Nudging Nudging is a concept in behavioural economics that proposes positive reinforcement and indirect suggestions as ways to influence the behaviour and decision-making of groups or individuals.
Gamification of SAF Use
Airport SAF User Acknowledgement
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Gamification Gamification can be defined as ‘all the activities that contain Game-elements to stimulate behavioural change’. In the context of the airport and the goal of stimulating the uptake of SAF, gamification is viewed as developing a application that increase awareness about the importance of SAF in a playful manner. Such gamification can be developed during a hackathon.
Key benefits •
Fun experience for passengers.
•
Can reach people who are not proactively looking for information on SAF.
Key concern •
Risk of no/little interest by passengers.
Key takeaways •
Budapest airport implemented a SAF game aimed at raising awareness on the topic. A ~25€ voucher was given to a daily selected winner.
•
Link to the game (May 2026).
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Airport SAF User Acknowledgement The airport SAF counter shows how many people have purchased SAF at the airport over a certain period of time. People rely strongly on other people’s actions when making decisions. This action uses social references to change people’s behaviour.
NUMBER OF PASSENGERS THAT ALREADY PURCHASED SAF FOR THEIR FLIGHT
Key benefits •
Gives passengers acknowledgement for SAF purchase.
•
Stimulates passengers to lead by example.
Key concern •
Start up phase important to reach a critical count.
Key takeaways •
Airports often cannot verify the amount of SAF delivered on-site or purchased for departing flights, as they typically do not have access to fuel supply data.
•
When passengers purchase SAF through a Book & Claim scheme, the fuel may be physically delivered to a different airport. Combined with limited access to fuel-related information, this makes it difficult for airport operators to track the volume of SAF attributed to their passengers.
•
Overall, this action is less feasible for airports.
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» Publish Research Results Reporting on SAF developments to increase the understanding of SAF and aircraft emissions. This can be done either stand alone or in collaboration with knowledge institutions and other SAF stakeholders.
Publish Aircraft Performance
Publish SAF Research Reports
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Publish Aircraft Performance This airport action includes reporting on environmental performance of aircraft in the form of a dashboard. It is also possible to report on the entire airline fleet. In this way, passengers can easily compare the environmental performance of different aircraft or airlines. This can be a stimulus for airlines to improve their environmental performance, potentially by purchasing SAF.
Key benefit •
Provides passengers with access to clear and accurate data to take more informed decision.
Key concerns •
Environmental performance is not the passengers’ priority hence the impact of this action is limited.
•
Difficulty in reaching people with little knowledge and interest on the topic.
•
Risk of airlines opposition regarding the sharing and publication of data.
•
Requires emission data from aircraft.
Key takeaways •
The ReFuelEU Aviation Regulation introduces a voluntary Flight Emissions Label (FEL) to provide passengers with harmonised, independently verified information on the environmental performance of flights, including the contribution of SAF use. (source: EU Flight Emissions Label (FEL)).
•
Yet, Implementation can be complex for airports due to data availability, ownership, and compliance with data protection and confidentiality requirements.
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Publish SAF Research Reports This airport action includes reporting research results. This includes promoting publicly available reports from other organisations and/or conducting own research and publishing the results. Relevant topics to include are Book & Claim, local supply chain opportunities and SAF feedstock availability, among others.
Sustainable AVIATION FUEL
RESEARCH REPORT
Key benefits •
Shows the airport is aiming to lead across the value chain.
•
Contributes to the collaboration between SAF stakeholders.
Key concern •
Risk of mainly reaching companies within the industry, since passengers are unlikely to read full research reports.
Key takeaways •
The lighthouse and fellow airports have conducted SAF surveys as part of Stargate and the results will be disseminated.
•
However, airports do not have a system in place to share SAF research reports, outside of Stargate.
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04. STAKEHOLDER ENGAGEMENT SAF deployment is a multistakeholder task along the SAF value chain. The airport can take an active role in engaging with these stakeholders by a set of different actions outlined in the following.
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» Policy Engagement This involves supporting policies or decisions by government officials that increase the development and uptake of SAF.
Engage with the Aviation Sector
Engage with Government for Airline Funding
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Engage with the Aviation Sector Airports can support aviation sector groups to advocate for policies for SAF uptake, subsidies and mandates.
Key benefits •
By aligning with the rest of the aviation sector, a level playing field can be created across airports.
•
Engagement with specialized sector groups increases access to policymakers.
•
Brings sustainable aviation higher on the agenda of politicians.
Key concern •
Depending on the context, sector impact on policy development may be limited.
Key takeaway •
Airports and their representative organisation, ACI EUROPE, have called for greater transparency on SAF deliveries and availability at airports. Improved access to information on the volumes and characteristics of SAF supplied at airports would allow airport operators to understand better how SAF is being deployed on their premises, take more informed decisions to support its uptake, develop targeted initiatives with airlines and fuel suppliers, and communicate more effectively on its potential benefits, including in relation to local air quality.
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Engage with Government for Airline Funding Working with government policy and incentives to develop financial support for SAF incentives provided to airlines. This can be done in close collaboration with airlines or other stakeholders.
Key benefits •
Can enable the deployment of resources for the airport and other involved stakeholders.
•
Brings sustainable aviation higher on the agenda of politicians.
Key concerns •
Undefined outcome for the airport.
•
Requires engagement with many different stakeholders and understanding of policy development.
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» Sector Partnerships There are many initiatives around the world that aim to stimulate the development of SAF, from a local to the global level. These initiatives are based on a collaboration between multiple parties in which airports can get involved.
Set up SAF working Group with Stakeholders
Collaborate with SAF Initiatives
Cross-stakeholder MoU
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Set Up Working Group with Local Stakeholders A working group is a group appointed to study and take action on SAF. The working group consists of local stakeholders supporting SAF development such as fuel suppliers, airlines, into plane companies, government groups, etc. The working group can align their goals and targets and pick up actions together. Setting standard meetings and sharing a clear responsibility can facilitate this action.
Key benefits •
Aligns the local stakeholders to ensure SAF can be refuelled at the airport.
•
Ensures the airport stakeholders are informed, aligned and committed.
Key concerns •
Requires collaboration from local stakeholders.
•
Stakeholders need to be willing to contribute to SAF projects and resources.
Key takeaways •
Airports have taken part in SAF working groups with their ecosystem and local authorities to raise awareness on SAF.
•
For instance, Toulouse airport took a leading role in a regional initiative (ICEO).
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Collaborate with SAF Initiatives This action involves becoming part of worldwide or regional initiatives that aim to stimulate the development of SAF, such as SABA, Fly Green Fund, Board now, RSB or WEF Clean Skies. Depending on the local context, partnerships available on national and EU levels can also be explored.
Key benefits •
Allows airport to connect with similarly active stakeholders.
•
Collaboration is often more effective than individual action.
•
In specific situations, alliances can provide access to cheaper SAF through shared investment and purchases.
Key concerns •
Impact depends on commitment from parties within the initiative.
•
Due diligence must be done on the different initiatives, for example with regard to their environmental integrity and efficiency of resource use.
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Cross-Stakeholder MoU Alignment with other important stakeholders such as fuel suppliers (supply) and airlines (demand) can be achieved by signing a Memorandum of Understanding (MoU). This allows stakeholders to publicly announce their shared plans. Partners can also be universities, research institutes, or corporates.
Image from TAP SAF MoU
Key benefits •
Supports stakeholders alignment on SAF.
•
Creates public awareness of steps being taken to support SAF.
•
Gives both internal and external stakeholders a SAF usage vision towards which they can work.
Key concerns •
No legally binding agreement.
•
If not sufficiently concrete, might be perceived as too uncommitting.
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05. ALIGNING OWN ORGANIZATION ‘Progress begins with yourself’. Within the organization, airports can undertake multiple actions to support and stimulate the uptake of SAF.
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» Airport Internal Actions Connecting and aligning with airport stakeholders is critical to support the uptake of SAF at the airport. Not only management but also technical staff must be aware of the implications that SAF brings to the airport ecosystem.
Start a SAF Local Coordination Team
Hold Internal Workshop on SAF
Purchase SAF for Own Corporate Flights
Set SAF Targets in Corporate Plan/ Roadmap
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Start a SAF Local Coordination Team The airport can establish a team of experts within the organisation that focuses on SAF. In order to ensure the entire company is involved and on board, representatives from all relevant airport departments should be included.
Key benefits •
Increases the awareness of SAF within the organisation.
•
Leads to faster SAF development at the airport.
•
Shows external stakeholders the airport is prepared for sustainable aviation.
•
Can attract young talent who value sustainability.
Key concerns •
Requires the commitment of staff time within the organisation.
•
Requires expertise on SAF within the organisation, or involvement of external stakeholders.
Key takeaway •
Airports have recruited dedicated sustainability and SAF specialists to address both the strategic and operational challenges associated with SAF. This reflects the growing commitment of airports to strengthening their role in supporting SAF deployment.
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Hold Internal Workshop on SAF Interactive session with employees to inform them about SAF. The goal of these sessions is to increase the awareness of SAF within the organisation. This can lead to a more pro-active attitude towards stimulating SAF.
Key benefits •
Increases knowledge on SAF within organisation.
•
Stimulates transfer of knowledge or best practices from other departments.
•
Engages all employees to engage with SAF and sustainability in general.
Key concern •
Requires employee time and SAF to be considered as a priority.
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Set SAF Targets in Corporate Plan/ Roadmap Including SAF targets into the corporate plan and roadmap sets a clear vision. It provides a mandate for the airport to purchase SAF, thereby supporting SAF uptake. Externally, this shows airlines, SAF producers and other stakeholders that there is an increasing demand for SAF.
Key benefits •
Sets strong targets and a commitment to be carried by the entire airport company.
•
Contributes to scope 3 emission reductions.
Key concerns •
Requires analysis on feasibility of targets.
•
Requires a plan on how to achieve the targets once they are set.
•
Alignment between stakeholders is required to reach the targets.
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Purchase SAF for Own Corporate Flights For all flights taken by employees of the airport, the CO2 emissions are (partly) compensated by purchasing SAF. This can be done together with SAF purchasing organisations, but the compensation could also be made directly with fuel suppliers.
Key benefits •
Direct way to stimulate the development of SAF.
•
Contributes to sustainability strategy of airports and carbon accreditation.
•
Sets an example for other corporates.
•
Establishes the airport as an organization that is willing to “walk the talk”.
•
Increases internal knowledge on SAF.
Key concerns •
Increases corporate travel costs substantially.
•
Requires knowledge in SAF purchasing, or collaboration with SAF purchasing groups.
Key takeaways •
Airports see compensating business travel emissions through SAF as a meaningful option to support SAF uptake.
•
Airports may use SAF as a way to offset or remove their business travel carbon emissions, as part of the ACA program for example.
•
The coming slides outline the 4 main steps for any organisation willing to engage in a corporate SAF purchase.
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06. CORPORATE SAF PURCHASE CHECKLIST
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Corporate SAF purchase – check list Step 1 – Define corporate SAF purchase strategy •
Defining a long-term SAF uptake strategy, including target SAF volumes and a phased scale-up trajectory (e.g. 5%, 10%, 15% etc).
•
Establishing SAF procurement criteria, such as compliance with RED III sustainability requirements, minimum greenhouse gas emission reduction thresholds, preferred uplift locations, feedstock origin.
•
Ensuring alignment across key stakeholders, including sustainability, finance, procurement, and senior management teams, to secure a shared understanding of objectives & budget implications.
30% 30% 25% 20% 15% 5% 2024
10% 2025
2030
2029
2028
2027
2026 SAF Purchase Timeline Illustrative purpose only
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Step 2 – Set up a system to track corporate flights •
Once the SAF strategy has been defined, the next step is to establish a system to track corporate air travel. Several approaches can be considered: •
Travel management company reporting: If the organisation works with a travel agency, flight data can often be obtained directly through existing reporting tools and booking systems.
•
Manual tracking using spreadsheets: Flight information can be recorded and managed in Excel or similar tools. While suitable for smaller organisations, this approach is generally less efficient and more prone to errors, particularly when sustainability reporting requirements increase.
•
Automated solutions: Custom-built tools or programmed reporting solutions (e.g. using Python) can automate data collection, processing, and reporting, improving accuracy and scalability. The tracking system should capture, at a minimum: •
Origin and destination (route flown)
•
Flight frequency and number of trips
•
Travel class (economy, premium economy, business, or first class)
•
Distance travelled, preferably calculated using the great-circle distance methodology (such as this source)
Carbon footprint Company X - 2025 #
x10
x2
Travel class
Distance flown (km)
Brussels Airport
Athens International Airport
Economy
2,104
Toulouse Blagnac
Budapest international airport
Economy
1,456
Departing airport Arriving airport
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Step 3 – Calculate organisation’s carbon footprint •
With a flight tracking system in place, the next step is to calculate the organisation’s aviation-related carbon footprint. Several approaches can be used: •
ICAO Carbon Emissions Calculator: This is one of the most userfriendly options, providing flight-specific emissions estimates based on internationally recognised methodologies. However, calculations must typically be performed manually for each flight or itinerary.
•
Kerosene-based emission factors: Emissions can be estimated by applying Jet A-1 (kerosene) emission factors to fuel consumption. Fuel consumption may be determined directly, where data is available, or estimated based on flight distance and aircraft characteristics.
•
External carbon accounting providers: Calculating aviation emissions internally can be time-consuming, particularly for organisations with significant travel volumes. Specialist service providers can support data collection, emissions calculations and accurate reporting.
•
Regardless of the methodology chosen, it is important to apply a consistent approach over time to ensure reliable tracking of emissions and progress towards targets (step 1).
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Step 4 – Connecting with a fuel supplier or an intermediary •
Based on the organisation’s carbon footprint and SAF uptake strategy, determine the annual volume of SAF required.
•
Next, engage with a fuel supplier or intermediary to arrange SAF procurement and delivery, ensuring alignment with the criteria established in Step 1, including the targeted greenhouse gas emissions reduction, compliance with RED II sustainability requirements, and uplift locations. Recent studies suggest that SAF usage has a positive impact on local air quality.
•
Before selecting a supplier or intermediary, verify that they are able to provide a sustainability certificate through an approved SAF registry. Following fuel delivery, ensure that the corresponding sustainability certificate is transferred to your organisation. This documentation will be required for sustainability reporting.
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CONCLUSIONS
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Actions with High Airport Interest Airports are particularly interested in actions that increase SAF awareness and strengthen collaboration across the aviation ecosystem. These measures align well with the airport’s role as a facilitator and can typically be implemented without significant investment.
Communication & dissemination •
Airports see communication and dissemination actions as a natural way to support SAF uptake. These measures help increase awareness among passengers, industry stakeholders and public authorities, while highlighting ongoing SAF initiatives and achievements at the airport.
•
Implemented actions at fellow airports and at the lighthouse include: communication campaigns, publish SAF research report, and develop SAF game.
Engagement with airport larger community •
Airports value actions that strengthen collaboration across the local aviation ecosystem. By engaging airlines, fuel suppliers, businesses, public authorities and other stakeholders, airports can facilitate dialogue, identify common challenges and support collective action towards SAF deployment.
•
Implemented actions at fellow airports include: local SAF working groups.
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Actions with Limited Airport Interest Airports are willing to act as facilitators, conveners and communicators, but are generally reluctant to take on actions that require significant financial investment, create competitive disadvantages, fall outside their core mandate, or Engage with Government for Airline funding.
Cost and financial burden Airports showed limited interest in actions that increase airport costs, reduce revenues, or require substantial capital expenditure. They were often considered difficult to justify, particularly when the benefits accrue primarily to other stakeholders in the value chain. •
Includes: SAF Supply Chain R&D, Billboards and Advertisements at the Airport, SAF discussion booth at the airport.
Limited visibility on benefits •
Airports were more likely to support actions where a clear link could be established between the effort invested and SAF deployment at the airport. Actions with uncertain effectiveness or limited influence on actual SAF uptake received less attention.
•
Includes: SAF Supply Chain R&D, Billboards and Advertisements at the Airport, Offsite Advertising and Communication, SAF discussion booth at the airport, Engage with Government for Airline funding.
Data access & confidentiality •
Several actions rely on access to detailed SAF consumption data. In practice, airports have limited visibility over SAF volumes, purchases, and allocation mechanisms, limiting the feasibility of some monitoring and communication initiatives.
•
Includes: Billboards and Advertisements at the Airport, Airport SAF User Acknowledgement.
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Authors
Continuous support
Review
AUTHORS Vincent de Haes (To70), Valentin Rajon Bernard (To70), Quincy Tjaden (To70), Ella Soltani (To70), Elisabeth Woeldgen (University of Hasselt), Sumit Maharjan (University of Hasselt), Prof. Robert Malina (University of Hasselt)
REVIEWED BY: Brussels Airport, Stargate Advisory Board (Airbus), Fellow airports (Toulouse, Athens, Budapest), ACI and Airbus
This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement GA101037053.