A pictorial look back at the International GSE Expo in Las Vegas PAGE 14 INTERNATIONAL
The Middle East emerges as a critical bridge between East and West PAGE 22 OPERATIONS FOCUS
How sustainable practices can be both effective and responsible PAGE 25
Ground handlers and operators prepare for a cultural shift on the ramp, bringing together increased safety, efficiency and sustainability JFK
Millennium Partners celebrates partnership with Fortbrand Services
Ground handlers and operators prepare for a cultural shift on the ramp, bringing together increased safety, ef ciency and sustainability
More than 4,200 attendees and 232 exhibitors came together to showcase the latest in ground support technology, celebrate industry leaders, and connect with colleagues from around the world
The region has emerged as a critical bridge between East and West, necessitating an evolution in ground handling services
Consultant and accessibility advocate Brett Heising shares how airports, airlines, and ground service providers can improve the passenger experience for travelers with mobility challenges, while strengthening customer loyalty and the bottom line.S
The all-electric aircraft deicer combines lithium
Defining the Spirit of Ground Support
Dedication, ingenuity, and love for the work and the people who make it all possible
Attending my rst International GSE Expo in Las Vegas this September was an unforgettable experience. Walking through the aisles of gleaming equipment, meeting readers, and talking with professionals who keep the aviation ground support industry moving gave me an invaluable perspective on the community this magazine serves.
The passion, ingenuity, and camaraderie among attendees reminded me that this industry is not only built on technology and machinery, but also on people – the ones who make it all work, day after day.
JENNY LESCOHIER
Editor In Chief jlescohier@ endeavorb2b.com
That message came through most powerfully during Ground Support Worldwide’s 2025 Leaders of the Year awards presentation. Among the honorees was the late Don Redwine, who received a Lifetime Achievement Award for his decades of service to the industry. His wife, Cindy Redwine, accepted the award on his behalf, and her remarks captured the essence of what makes ground support such a remarkable profession.
“Don would have so enjoyed receiving this award,” she began. “I can imagine his pulling a notecard out of his shirt pocket, pretending to read from it, saying, ‘First I would like to thank the academy…oh wrong speech,’ and he would have been more than comfortable giving an acceptance speech, unlike me.”
She went on to describe Don’s remarkable work ethic, curiosity, and sharp mind. “His interest in machines and tools was infectious, and his brain, sharp. Don’s mechanical inclinations started at a young age… he took a lawn mower motor and attached it to a bicycle, building his own motorcycle. Then, as a teenager, there was the rebuilding of the engine of his VW Bug on the dining room table. I got the impression [his mother] didn’t care for that much.”
As the longtime director of GSE for Southwest Airlines, Don “described his job as putting together a large puzzle over and over again. The challenge invigorated him. He found well-engineered equipment a revelation and common-sense processes, a department staple.”
Cindy summed it up beautifully when she said, “What fueled Don’s motivation was love. He rarely expressed it with owery words or grand gestures. He loved his life. His love for family, and love for his friends was his crowning achievement.”
That sentiment – love for the work, for the people, and for the purpose – is what drives this industry forward. It’s what I witnessed at the Expo and what Ground Support Worldwide will continue to celebrate in every issue.
Congratulations to all of our 2025 Leaders of the Year, and also to our colleagues in EndeavorB2B’s Events Division for pulling off a record-breaking show in Las Vegas. Looking forward to the next one in 2027!
VP / MARKET LEADER
INFRASTRUCTURE & AVIATION GROUP Brandon Williamson 512-739-2102 bwilliamson@endeavorb2b.com
EDITOR IN CHIEF Jenny Lescohier 920-650-1579 jlescohier@endeavorb2b.com
PRODUCTION & CIRCULATION Art Director Jennifer Dakas Production Manager Sheila Ward 603-891-9132 sward@endeavorb2b.com
Ad Services Manager Terry Gann tgann@endeavorb2b.com
Audience Development Manager Debbie Dumke 920-563-1776 ddumke@endeavorb2b.com
INTERNATIONAL GSE EXPO
International GSE Expo Event Director Sue Ralston 847-848-0943 sralston@endeavorb2b.com
ENDEAVOR AVIATION GROUP Penny Hazeltine Administrative Assistant
Chris Ferrell CEO Patrick Rains COO Jacquie Niemiec CDO Tracy Kane CALO
Amanda Landsaw CMO Kylie Hirko EVP Infrastructure & Public Sector Group Michelle Kopier VP of Content Strategy, Infrastructure & Public Sector Group
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IATA Study Confirms SAF Technology Rollout is Main Bottleneck to Net Zero, not Feedstock Availability
The International Air Transport Association (IATA), in partnership with Worley Consulting, has published a study demonstrating that sufficient sustainable aviation fuel (SAF) feedstock exists to enable the airline industry to achieve net zero CO2 emissions by 2050. All feedstocks considered meet stringent sustainability criteria and do not lead to changes in land use.
The study also identified significant barriers in using that feedstock for SAF production, namely:
• The slow pace of technology rollout that would enable SAF to be produced from varied sources. Currently the only commercially scaled SAF production facilities use HEFA technology, for example converting used cooking oil into SAF.
• Competition with other potential users of the same feedstock. Policies allocating biomass feedstock to hard-to-abate sectors such as aviation must be prioritized.
Airlines will need 500 million tonnes (Mt) of SAF to achieve net zero carbon emissions by 2050, as outlined in the IATA Net Zero Roadmaps. This can be achieved from two main sources:
• Biomass: This has the potential to produce more than 300 Mt of bio-SAF annually by 2050. Some of this potential could be limited by
use for competing sources. This potential could be expanded by unlocking additional feedstocks or through efficiency gains and technology improvements over intervening decades.
• Power-to-liquid (PtL): This will be required to reach 500 Mt of SAF production annually by 2050. Maximizing the volumes of cost-effective bio-SAF will reduce the pressure on e-SAF to bridge the gap.
In all cases, to maximize SAF output, it will be essential to improve conversion efficiencies, accelerate technology rollout, enhance feedstock logistics, and invest in better infrastructure required to scale up commercial facilities across all regions.
“We now have unequivocal evidence that if SAF production is prioritized then feedstock availability is not a barrier in the industry’s path to decarbonization. There is enough potential feedstock from sustainable sources to reach net zero carbon emissions in 2050. However, this will only be accomplished with a major acceleration of the SAF industry’s growth. We need shovels in the ground now,” said Willie Walsh, IATA’s Director General.
Key findings from the report include:
• There are sufficient sustainable feedstocks and SAF production technologies to decarbonize aviation and meet the net zero carbon emissions goal by 2050.
• With the right policies and investments, more than 300 Mt of SAF from biomass feedstocks could be produced annually by mid-century and around 200 Mt from e-SAF.
• Enhancing the feedstock supply chain infrastructure, scaling up novel sources that meet sustainability criteria, and ensuring that the feedstocks identified for SAF production are made available to the air transport industry.
• Accelerating technology rollout to unlock new SAF production technologies, especially PtL, including reliable access to the low-cost renewable electricity, hydrogen, and carbon capture infrastructure which are all required as part of the PtL production method.
• Achieving coordinated government policies to support innovation, and investment to create a fully functioning SAF market, unlocking new economic opportunities.
• Rallying regional leadership, with North America, Brazil, Europe, India, China, and ASEAN identified as key drivers of global SAF output.
• Activating the energy industry to invest in SAF production capacity, support technology commercialization, and align their
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business strategies with global decarbonization goals.
“The report highlights the local and regional opportunities for SAF production to create jobs, stimulate economies and support energy security goals. Governments, energy producers, investors, and the aviation sector must work together, de-risk investment, and accelerate rollout. Policy certainty and cross-sector collaboration are essential to unlock the scale we need. The time to act is now, delays will only make the challenge
harder,” said Marie Owens Thomsen, IATA’s Senior Vice President Sustainability and Chief Economist.
“With this study it becomes clear that we can make SAF the solution it needs to be for aviation’s decarbonization. The potential to turn SAF feedstock into real SAF production is in the hands of policymakers and business leaders, particularly in the energy sector. The conclusion of this study is an urgent call to action. We have just 25 years to turn this proven potential into reality,” said Walsh.
dnata Nets Three-Year Deal with Dubai Basketball as Founding Partner
dnata has signed a three-year sponsorship agreement with Dubai Basketball, becoming a Founding Partner of the city’s first professional basketball franchise. The deal represents dnata’s first major sports sponsorship and places the company’s brand at the center of one of the most ambitious sporting projects in the region.
With Dubai Basketball preparing for both the prestigious EuroLeague, and a return to the Adriatic Basketball Association (ABA) League, the partnership highlights dnata’s commitment to elevating the profile of basketball in the UAE and showcasing the nation’s growing role inz international competition.
As part of the partnership, dnata’s branding will appear on Dubai Basketball’s official jerseys, across the Coca-Cola Arena home court, and on the team’s digital platforms. The company will also leverage the partnership to showcase its portfolio of brands – including dnata Travel, Arabian Adventures, and marhaba – through game-day experiences and fan activations.
dnata will also serve as the official travel partner of Dubai Basketball, supporting the team’s journey across Europe and ensuring seamless travel as the club competes in elite competitions.
“This is a landmark moment for dnata and a true full-court press into the world of sport,” said Steve Allen, CEO of dnata. “Like Dubai Basketball, we believe in a play-to-win mindset – aiming high, competing with the best, and never settling for less. Their rapid rise mirrors our own journey as a Dubai-born company that has grown into a truly global brand, driven by the same discipline and teamwork that turn good into great.”
He continued, “Basketball has a universal appeal. It transcends borders, unites communities, and brings everyone, including families, together.”
HHS Aviation Expands Operations at BWI
Through New Partnership with American Airlines
HHS Aviation announces the expansion of its presence at Baltimore/Washington International Thurgood Marshall Airport (BWI) through a new contract with American Airlines.
This three-year contract will deliver high-quality passenger assistance services for AA, including wheelchair support. The new partnership highlights HHS Aviation’s growing presence at the airport by complementing its current service agreement with Delta Air Lines at BWI.
“This milestone highlights what has been an incredible year of growth for HHS Aviation,” said Brett Mannion, CEO of HHS Aviation. “I am deeply grateful for our team members who continue to exhibit a strong focus on operational excellence and customer service. It is because of their dedication that HHS Aviation is quickly becoming recognized as one of the most respected and sought-after aviation service providers in the industry, and this new partnership reflects that.”
AA chose HHS Aviation for its proven excellence and reliability, demonstrated by HHS Aviation’s growth with AA at Phoenix Sky Harbor International Airport earlier this year. American Airlines’ transition to HHS Aviation at BWI will take effect on November 11, 2025.
DNATA
Icelandair to Operate from New JFK Terminal 6 in 2026
JFK Millennium Partners (JMP), the company selected by the Port Authority of New York & New Jersey to build and operate John F. Kennedy International Airport’s new world-class Terminal 6 (T6), and Icelandair, the leading carrier of Iceland, announced that Icelandair has selected T6 for its future operations at JFK.
Icelandair joins partner airline JetBlue, Air Canada, Aer Lingus, ANA, Avianca, Austrian Airlines, Brussels Airlines, Cathay Pacific, Condor, Frontier, Kuwait Airways, Lufthansa, Norse, and SWISS as the 15th international airline that will make T6 its new home at JFK when the terminal opens to passengers in 2026.
Terminal 6 is a key component of the Port Authority of New York
and New Jersey’s $19-billion transformation of JFK International Airport into a world-class gateway, with two new terminals, two expanded and modernized terminals, a new ground transportation center, and an entirely new, simplified roadway network.
Icelandair passengers can look forward to T6’s digital-first, boutique guest experience, with a less than 5-minute average walk from the TSA security checkpoint exit to all gates, and seamless connectivity to Icelandair’s partner, JetBlue.
Thanks to the airline’s strategic partnership, passengers traveling on both airlines can take advantage of quick connections between the new T6 and JetBlue’s Terminal 5,
which will be connected when the terminal opens.
“Icelandair has been an outstanding long-term partner at T7, and we’re excited to write our next chapter together at the new T6,” said Steve Thody, CEO, JFK Millennium Partners. “As a leading international airline, Icelandair shares our commitment to sustainability and creating a memorable guest experience, and we can’t wait to open our doors to their passengers on our first day of operations.”
Unilode Welcomes American Airlines Cargo to its ULD Management and Digitalization Network
Unilode Aviation Solutions, a global leader in outsourced Unit Load Device (ULD) management, repair, and digital services, announces American Airlines Cargo as the newest partner in its worldwide network.
Under this partnership, Unilode will manage the entire American Airlines Cargo ULD eet, providing industry-leading repair, maintenance, and digitalization solutions.
To ensure a seamless transition, Unilode introduced a tailored onboarding process speci cally for American Airlines Cargo. This included roadshows across the United States and globally, offering hands-on training and information sessions to ensure that the American Airlines Cargo team felt comfortable and con dent in the partnership even before day one.
Unilode has also created a dedicated American Airlines Cargo Customer Success Team, based in Dallas-Fort
Worth and across the world, to provide 24/7 support and ensure the airline’s ULD needs are always covered. This team will work hand in hand with American Airlines Cargo to deliver continuous improvement, customer-speci c solutions, and the highest levels of service.
At the heart of this partnership is Unilode’s dedication to ULD-management excellence.
“We are delighted to welcome American Airlines Cargo into our global ULD management network,” said Janis Balkens, Chief Operations Of cer. “This is more than just managing ULDs, it’s about building trust, delivering tailored onboarding, and providing dedicated support to one of the world’s largest airlines.”
“American Airlines Cargo strives for continuous improvement in operational performance,” said Sam Mendenhall, Vice President American Airlines Cargo Operations. “Unilode’s expertise in ULD management,
Swissport and #1 Hospitality Management University (EHL) Introduce Customer Training for Employees
As part of its integrated development program, Swissport has partnered with EHL Hospitality Business School to create a new training module focused on people-centered service and resolving customer concerns.
The program launched in September 2025 and will train some 15,000 Swissport employees across key airports worldwide.
Swissport has partnered with EHL Hospitality Business
repair, and digital tracking technology will play a crucial role in modernizing our operations and ensuring the highest level of reliability and service for our customers.
“This collaboration is a testament to Unilode’s innovation and commitment to its customers, as well as its creation of lasting value through sustainable and digital ULD management. The focus now is on delivering on our promises and building a partnership with American Airlines Cargo that will grow stronger year by year.”
School (École Hôtelière de Lausanne) – ranked rst globally among hospitality management universities – to develop Passenger Service & Con ict Resolution, a rst of its kind specialized training program designed to rede ne airport customer care and support.
The program was of cially presented on June 12 at the EHL campus in Lausanne, Switzerland, and is now in full rollout across key Swissport locations worldwide.
Swissport is accelerating investments in training and technology to equip teams for the complexities of modern airport operations. In the rst phase of this new global program, 4,000 employees will be trained with a goal to reach up to 15,000 employees by summer 2026. This initiative underscores Swissport’s strategic commitment to talent development as a key driver of reliable, high-performance ground services and reinforces its goal to deliver exceptional service to airline customers and their passengers worldwide.
“Our people are at the heart of the service we provide to our customers. And this is especially relevant during operational disruptions, where customer interaction makes the difference,” said Philipp Müller, Vice President Global Operations Ground Handling & Fueling at Swissport International AG. “We’re giving our teams the tools to handle challenging situations calmly and effectively. It’s about delivering world-class service in a complex operational environment.”
As digital check-ins, biometric boarding, and selfservice kiosks become the norm, passengers now interact with airport staff mainly when things don’t go as planned, during flight delays, baggage issues, weather disruption, among others. These situations can define a traveler’s entire airport experience.
This training prepares Swissport’s frontline teams to meet these moments with professionalism, empathy and confidence. Developed by EHL experts and based on real-life feedback from passengers, airline customers, employees, and operational research, the course focuses on emotional intelligence and
SMART PUSHBACK STARTS HERE.
effective communication tools tailored to real-life airport scenarios.
This initiative is being designed by Swissport in close collaboration with EHL experts, blending hospitality best practices with the operational demands of the aviation environment. It reflects Swissport’s long-term vision for quality, reliability, and consistent service across its global network.
“This cooperation allows us to bring proven hospitality practices to an environment where service moments are few, but critical,” said Damien Kobel, Senior Lecturer & SBP Coach at EHL. “This training enables airport staff to resolve issues and restore confidence when passengers need it most.”
This training program builds on Swissport’s ongoing strategic collaboration with EHL Hospitality Business School. In 2024, Swissport’s hospitality brand, Aspire Executive Lounges - Europe’s largest lounge brand and the second largest worldwide - partnered with EHL to reimagine the future of airport hospitality and food and beverage experiences in lounges, now entering its second phase.
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Menzies Aviation Champions Biodiversity
Through Honeybee Man Partnership
Menzies Aviation has announced a new partnership with The Honeybee Man, sponsoring two honeybee colonies at Fairclough Hall Farm in Weston, UK. This initiative underscores the company’s commitment to supporting biodiversity and protecting vital ecosystems.
Bees play a crucial role in pollinating crops, trees and wildflowers, all of which are essential for food production and sustaining habitats for wildlife. By sponsoring colonies, Menzies is helping to strengthen honeybee populations and safeguard these natural processes.
As part of the partnership, Menzies has also introduced bee-friendly plants at its London Headquarters to create a welcoming environment for pollinators in the city.
Through partnerships like The Honeybee Man, Menzies is delivering on its All In sustainability goals. This initiative aligns with the United Nations Sustainable Development Goal 13, Climate Action, one of seven SDG goals that Menzies is progressing.
“This initiative not only helps to protect biodiversity but also engages our people in a creative and meaningful way,” said John Geddes, Chief Governance & Sustainability Officer & Company Secretary, Menzies Aviation. “Didier’s winning design perfectly captures the spirit of this partnership: sunny, positive and full of energy. We look forward to sharing our very own Menzies Aviation honey soon.”
MENZIES AVIATION
International GSE Expo 2025 Draws Record Crowds in Las Vegas
More than 4,200 attendees and 232 exhibitors came together to showcase the latest in ground support technology, celebrate industry leaders, and connect with colleagues from around the world
The ground support community turned out in record numbers for the International GSE Expo, held Sept. 16-18 at the Las Vegas Convention Center. Produced by Endeavor B2B, parent company of Ground Support Worldwide , and co-sponsored by the International Airport Equipment Manufacturers Association (IAEMA), the biennial event once again proved to be the premier gathering for the global GSE industry.
“This year’s International GSE Expo was truly outstanding – with more than 4,200 registered attendees from around the world and a record 232 exhibitors, the momentum in our industry has never been stronger,” said Jennifer Matasy, Executive Director of IAEMA. “The energy on the oor, the connections made, and the innovations on display all highlight just how vital this show is to the future of ground support equipment. IAEMA is proud to be part of such a successful and impactful event.”
Across the show oor, attendees had the chance to see the latest GSE technology rsthand, from zero-emission vehicles and next-generation deicers to advanced safety and automation solutions. For many, the expo was not only an opportunity to evaluate equipment but also to connect with suppliers, airlines, airports, and ground handlers in meaningful ways.
ALL PHOTOS BY PENNY HAZELTINE
Attendees waited in anticipation for the ribbon to be cut, allowing entry to the show.
Popular themes among equipment on display were electrification, digitalization and autonomous operation.
A highlight of the event was Ground Support Worldwide’s annual Leaders of the Year awards presentation, which recognized individuals and organizations whose contributions continue to advance innovation, safety, and service excellence across the ramp. The awards celebration provided a moment to honor the people driving the industry forward and to reinforce the strong sense of community that defines ground support worldwide.
With its record-breaking turnout, the 2025 International GSE Expo underscored both the strength and the momentum of the sector. For those who walked the aisles in Las Vegas, the show was more than just a showcase of equipment, it was a reminder of the innovation, collaboration, and dedication fueling the future of aviation ground support.
Ground Support Worldwide’s 2025 Leaders of the Year awards presentation
Accepting awards were: Guillermo Vega of SAASA for Service Leader of the Year; Niall Mallaghan of Mallaghan GSE for Product Leader of the Year; and Cindy Redwine, accepting on behalf of her late husband, Don Redwine, for his Lifetime Achievement award.
The Demo Zone offered attendees an opportunity to see machines in action.
More than 4,200 attendees from around the world attended the International GSE Expo to visit a record 232 exhibitors in Las Vegas.
JFK Terminal 6 Ushers in
First-Ever Pooled Electric GSE Fleet
in North America
Ground handlers and operators prepare for a cultural shift on the ramp, bringing together increased safety, efficiency and sustainability
BY JENNY LESCOHIER
When construction crews nish the sweeping glass façade of John F. Kennedy International Airport’s new Terminal 6 (T6), the passengers passing through will see the latest in architecture and design. But for those working on the apron, the real innovation will be happening out of view.
With the rst gates set to open in 2026, T6 will debut as the rst North American terminal to operate a pooled, all-electric eet of ground support equipment (GSE). The plan, developed by JFK Millennium Partners (JMP) in partnership with the Port Authority of New York and New Jersey (PANYNJ) and operated by Fortbrand Services, reimagines how airlines and handlers interact with the very tools that keep aircraft moving.
Instead of each airline or ground handler deploying its own tractors,
belt loaders, and GPUs onto the ramp, all operators at T6 will tap into a centralized pool of electric equipment owned, maintained, and managed by Fortbrand. The aim: cut emissions, reduce duplication, streamline safety, and set a new baseline for ef ciency.
6, we’ve had the opportunity to start fresh and reimagine how operations on the ramp should look.
“This initiative is a game changer,” said Steve Thody, CEO of JFK Millennium Partners. “At JFK Terminal
will operate the pooled GSE fleet at JFK’s new T6.
Pooling ground service equipment and making it fully electric brings together safety, ef ciency, and sustainability in a way that hasn’t been done before in the U.S.”
Jared Verano, CEO of Fortbrand Services, echoed the sentiment. “Fortbrand is proud to be part of
MILLENNIUM PARTNERS
this groundbreaking operation at JFK T6,” he said. “As a New York-based company with more than 40 years in the industry, it means a lot to contribute to the first all-electric ground service pooling operation in the United States.”
Why pooling matters
The idea of pooling GSE isn’t new. Europe has been experimenting with shared fleets for years. The results have shown promise: less congestion, lower capital investment, and more predictable maintenance schedules.
But transplanting the model into the U.S. is no small task. Here, airlines and their contracted handlers have long controlled their own fleets, tailoring them to individual preferences and managing maintenance internally. Changing that DNA means untangling decades of ingrained practices.
Rick Cotton, Executive Director of PANYNJ, framed the move as part of a broader climate and operational strategy. “The Port Authority’s nation-leading commitment to achieve net-zero emissions by 2050 includes a transition to the use of all commercially available zero-emission ground support equipment at the
TERMINAL 6 BY THE NUMBERS
Cost of project: $4.2 billion
Gates at full build-out: 10
Annual CO² savings from pooled electric GSE: ~2,500 metric tons
Gasoline equivalent: 6 million miles driven by a passenger car
Opening date for first gates: 2026
Project partners: JFK Millennium Partners, Fortbrand Services, Port Authority of New York & New Jersey
region’s airports,” he said. “The agreement between JFK Millennium Partners and Fortbrand to serve Terminal 6 with shared electric ground support equipment represents an exciting step toward reaching our goal.”
At full build-out, the T6 electric fleet is projected to cut about 2,500 metric tons of CO2 annually – the equivalent of driving a gasoline car six million miles.
Verano pointed out that while adoption of electric GSE has been slow, pooling and infrastructure planning at T6 offer a path forward. “Electric equipment adoption has been slowed by infrastructure challenges, but it remains the most environmentally friendly and cost-effective way to service aircraft,” he said. “We’re thrilled to see JFK T6 lead the way.”
A cultural shift for ground handlers
For the ground handling companies preparing to operate at T6, the announcement represents more than just new equipment, it’s a cultural shift in how work on the ramp is organized.
Nic Pierre, Regional Director for Airway LLC, said his team sees it as a chance to lead change rather than resist it. “We are truly excited to be part of this ground-breaking plan to modernize ramp operations,” he explained. “It’s a unique opportunity to help shape the future of how we work, setting a new standard for safety, efficiency, and innovation.”
Pierre acknowledged that sharing equipment will require new habits and communication channels. Traditionally, handlers felt ownership – and responsibility – for their own gear. Now, discipline and coordination will matter more than brand loyalty or proprietary processes.
“Naturally, there may be shortterm challenges, particularly with adapting to sharing equipment,” he said, “but I’m confident that with clear communication, teamwork, and strong leadership we will overcome them quickly.”
Steve Thody, CEO of JFK Millennium Partners (left) celebrates the pooled GSE fleet partnership with Jared Verano, CEO of Fortbrand Services.
For frontline staff, Pierre frames the change as positive: an opportunity to work with modern tools and to be part of an industry-first. “This transformation is empowering,” he said. “It provides modern tools, and an opportunity to feel proud of being part of something innovative and industry leading.”
Balancing opportunity and challenge
Other handlers see the same duality – enthusiasm mixed with practical concerns.
Shown here is an artist’s rendering of the new Terminal 6 at New York’s JFK Airport, which is expected to see the first gates open in 2026.
that coordination will be key. “We recognize that any implementation of new plans, technologies, and processes requires careful coordination and adaptation,” the company said in a statement.
Worldwide Flight Services (WFS), which is expanding from its large cargo and express footprint into passenger ramp handling at T6, noted
For WFS, the chief concern is availability and positioning of equipment during peak periods. “Our focus will be ensuring all stakeholders understand their requirements and responsibilities, guaranteeing that adequate equipment is deployed at the right location and time,” the company said. Training is also top of mind. While
staff will need to learn new procedures and adapt to electric operations, WFS expressed confidence in its team’s ability to adjust while “maintaining the exceptional service quality our customers expect.”
The company sees T6 as a growth opportunity, giving it a foothold in passenger ramp operations while showcasing its ability to collaborate in a shared-resource environment.
Sustainability
through collaboration
For dnata, one of the world’s largest handlers, the T6 project is proof that collaboration can advance sustainability while improving daily operations.
“We are proud to be part of the first airport in North America to introduce a shared pool of electric ground support fleet among airlines,” said David Barker, dnata’s Regional CEO – Americas. “This innovative model enhances safety, improves efficiency, and reduces environmental impact, showcasing how collaboration across the airport community can drive smarter, more sustainable operations.”
Barker added that dnata will continue to invest in training and infrastructure to deliver “the dnata difference” at T6, positioning the company as a leader in setting new service benchmarks.
Crunching the numbers
Arnold Sue, CEO of ASAK, approached the change with a more analytical lens. He described the initiative as “a true chance for the GHA companies of JFK to showcase our understanding of communal operations.”
Sue pointed to several operational adjustments that will require careful management:
WHY POOLED GSE?
For the airlines and handlers moving into JFK’s Terminal 6, the pooled ground support equipment model offers a host of advantages.
By dedicating fully electric equipment to each gate, congestion is reduced, movements across the apron are minimized, and the safety of ramp workers is improved. Because the fleet is shared and centrally managed, carriers and ground handlers avoid the capital expense of owning GSE outright, while telematics systems provide accountability and performance data in real time.
Beyond the cost and efficiency gains, the all-electric fleet represents a major step toward the Port Authority’s long-term sustainability goals.
user discipline, pricing models for handlers, and labor allocation. He noted that the introduction of telemetry, access control, and unfamiliar equipment types may create learning curves.
Yet, Sue is optimistic about the bottom line. “Not all change is bad,” he said. “This modernization offers operational effectiveness, lower GHA capital expenditure, and reduced maintenance costs.”
Importantly, he stressed that ASAK personnel are well-positioned to adapt, having already worked with many of the projected systems. “Our own personnel will transition with limited hardships,” Sue said, predicting that the company’s focus on labor
allocation, training, and service-level agreements would help establish ASAK as a premier GHA at T6.
The infrastructure question
The pooled model requires more than equipment, it demands infrastructure. Each of T6’s 10 gates will be outfitted with dedicated electric GSE, minimizing the need to reposition units across the apron. Charging stations, battery monitoring, and grid capacity must be robust enough to support peak operations.
Thody acknowledged that building charging into the terminal from the start was a critical advantage. “Technology has really been the needle we’ve threaded to make this program work,” he said. “Telematics means we know who’s using the equipment, how it’s being used, and if it’s being used responsibly.”
Verano emphasized that Fortbrand’s long history in New York prepared it for this challenge. “We’ve been serving the New York airports for over four decades, and being part of the first terminal to implement an all-electric pooling operation is
Arnold Sue, CEO, ASAK, and Karen Ali, COO, JFK Millennium Partners, are part of the teams working cooperatively on T6.
especially exciting,” he said. “This represents the future of our industry.”
That visibility will allow Fortbrand not only to enforce accountability but also to generate data on utilization, turnaround times, and maintenance patterns that could help reshape industry best practices.
Looking to the future
The bigger picture extends well beyond JFK. The $19-billion redevelopment of the airport includes not only T6 but also the $9.5-billion New Terminal One, which is likewise planning for common-use electric GSE. Industry observers are watching closely to see whether pooling in New York becomes a template for airports in Los Angeles, Chicago, Dallas, and beyond.
For handlers on the ground, the shift is as much about mindset as machinery. As Pierre of Airway LLC put it, “Looking ahead, I see a very bright future for our company at JFK T6. This modernization positions us as leaders in operational excellence, strengthens our partnerships with airlines, and paves the way for continued growth and new opportunities.”
The consensus is clear: while challenges lie ahead – from training to cost modeling to equipment allocation – the opportunity to modernize ramp operations at scale is too important to pass up.
In Arnold Sue’s words: “With our aggressive focus on labor allocation, training, airline SLA, and understanding of both communal
operations and management; I have no doubt that ASAK will be premier GHA at JFK T6.”
A blueprint in the making Terminal 6 is more than another new terminal in a long airport redevelopment. It is a test case for how the U.S. industry might reinvent ramp operations. If Fortbrand and JMP succeed, pooled electric GSE could become not just a sustainability milestone, but an operational model copied nationwide.
“The eyes of the industry are on us,” Thody said. “Our responsibility is to show that pooling electric GSE works, that it’s safer, more efficient, and more sustainable. And we’re confident it will be.”
»ATLAS« 2
THE ONE WHO MAKES THE DIFFERENCE.
With the new Goldhofer »ATLAS« 2, every detail reflects a relentless focus on efficiency – from streamlined development to intelligent design. Engineered without compromise, the »ATLAS« 2 delivers powerful, energy-efficient performance for gate operations. By maximizing output while minimizing energy consumption, it sets new standards in sustainable and economical ground handling.
Planes preparing for take off at Riyadh King Khalid Airport in Riyadh, Saudi Arabia.
Ground Support in the Middle East: An Industry at a Crossroads
The region has emerged as a critical bridge between East and West, necessitating an evolution in ground handling services to meet growing demands
BY MARIO PIEROBON
The Middle East aviation sector stands in an advantaged position, driven by national visions, strategic geographical positioning, and infrastructure investments that are reshaping the aviation landscape.
As the region emerges as a critical bridge between East and West, its airports have become important nodes in the international travel network, necessitating an evolution in ground handling services to meet growing demands.
Saudi Arabia’s Vision 2030 and the UAE’s continued focus on aviation excellence exemplify the region’s commitment to becoming a world-leading aviation hub. This transformation extends beyond passenger terminals and runways, it is demanding sophisticated, technology-driven ground handling operations capable of supporting current and estimated growth trajectories.
The convergence of several key
factors is driving this transformation: rapidly expanding flight operations, increasing passenger expectations for seamless travel experiences, environmental sustainability mandates, and the need for operational efficiency in an increasingly competitive market. Ground handling companies are responding with substantial investments in electrification, automation, digital technologies, and workforce development programs that align with regional economic diversification goals. This evolution signifies a strategic repositioning of the Middle East as a cornerstone of global aviation infrastructure.
Ground handling services and airport growth
Dirk Goovaerts, Swissport’s CEO, Continental Europe, Middle East, Africa & India and global cargo chair, affirms that the ground handling sector in the Middle East,
particularly in Saudi Arabia, is on a strong upward trajectory, in line with the ambitious expansion of the region’s aviation sector and Saudi Vision 2030.
“Saudi airports saw a 15% increase in passenger traffic in 2024, reaching 128 million travelers, with growth expected to continue through 2030. We have responded decisively, expanding to 13 airports across the Kingdom starting in June 2025, increasing flight handling capacity by more than 50% compared to 2024.
“Key hubs driving this growth include Riyadh (King Khalid International), Jeddah (King Abdulaziz International), Medina, and Dammam, as well as rapidly growing regional airports such as Hail, Al Jouf, Tabuk, Yanbu, Taif, Abha, and Jizan,” he says. “This expansion positions us as a strategic enabler for airline and airport growth, directly supporting Saudi Arabia’s vision of becoming a world-leading aviation hub.”
FEDOR
dnata continues to experience strong demand from airline partners, driven by Dubai’s continued growth as a key destination for business and leisure travel, according to Jaffar Dawood, divisional senior vice president, UAE airport operations at dnata.
“As we expand operations, we are focused on developing our team and improving operational efficiency to ensure the continued delivery of high-quality services to our customers at both Dubai airports. We are proud to actively contribute our experience and expertise to the development of the new Al Maktoum Airport, one of the industry’s most significant global infrastructure projects,” he says.
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“This mega-project allows us to offer world-class services, based on the latest technologies and innovative design. We are excited about what lies ahead and proud to operate in a country with visionary leaders who recognize the aviation sector as a key driver of national growth and success.”
Ground handling technologies, infrastructure, and investments
Swissport is active in ground handling innovation across the Middle East by introducing advanced digital and sustainable technologies, according to Goovaerts.
“A key focus is the electrification of ground support equipment (eGSE),
combined with intelligent fleet management systems and digital tools that improve safety, reduce emissions, and enhance efficiency. Building on global pilot projects, including autonomous vehicle trials and real-time data platforms, we are now introducing these solutions in the Middle East, ensuring regional operations benefit from proven innovation,” he says.
“Return on investment is realized through lower fuel and maintenance costs, improved asset availability, and increased service reliability. These technological investments not only improve service levels for airlines but also support regional sustainability goals aligned with Saudi Vision 2030.”
In 2025, Swissport completed one of the fastest expansions in its history, entering seven new Saudi airports in just 40 days prior to its June launch, Goovaerts observes.
“This required the rapid deployment of full GSE eets and the training of over 400 employees to ensure service readiness from day one. Investments continue to focus on the expansion and modernization of ground support equipment eets, with a focus on electri cation, supported by dedicated facilities for eet management and maintenance. In addition to ramp services, Swissport is also preparing to introduce additional offerings such as cargo handling, aircraft cleaning, and lounge operations to provide end-to-end solutions,” he says.
“These investments are being made in close collaboration with local stakeholders and partners, including GACA and ASYAD Holding Group, and are aligned with the infrastructure development goals of Saudi Vision 2030.”
A eet of six electric, autonomous baggage handling tractors was recently deployed at Dubai World Central – Al Maktoum International (DWC) airport, Dawood af rms.
“While autonomous vehicles have largely been limited to trials, this deployment introduces the technology into normal daily operations. As global travel continues to recover and operational demands increase, automation could be key to building smarter, safer, and more resilient infrastructure. This next-generation technology will signi cantly improve workforce productivity and reduce safety risks,” he says.
“A key strength is our continued investment in electric equipment and our broader commitment to reducing emissions across all operations. In
addition to expanding our electric eet, a key milestone was the transition of all non-electric GSE to biodiesel at both Dubai airports, a key step in our sustainability journey.”
Job market conditions and training programs
The ground handling sector in the Middle East faces a highly competitive labor market, with rising salary expectations and increasing service levels from airlines, according to Goovaerts.
“Swissport addresses these challenges by investing in robust training and development programs, tailored to regional needs while leveraging global best practices. During the recent expansion of the Saudi airports, over 400 new employees were trained in just a few weeks, supported by digital learning platforms and on-the-job coaching,” he says.
“Local recruitment is a key priority, ensuring we contribute to the development of the national workforce while ensuring world-class operational standards. This approach directly supports the human capital development goals of the Saudi Vision 2030 by creating jobs, transferring skills, and developing local expertise. Thanks to a culture of safety, continuous learning, and digital transformation, we are positioning as an employer of choice in the aviation sector.”
dnata is actively recruiting and training new staff across all locations, Dawood af rms. “We offer highly competitive salaries, solid bene ts, and a robust career development program supported by our in-house training facilities. We are con dent that, thanks to our industry-leading offering and attractive
employer branding, we will continue to be a leading employer in the region,” he says.
Summing up
The Middle East ground handling sector is undergoing substantial structural changes as companies respond to increased traf c volumes and infrastructure development. The operational expansions being experienced demonstrate the sector’s capacity to scale rapidly when market conditions require it. Technology implementation, including e-GSE, re ects the industry’s response to operational demands. The transition from trial phases to operational deployment indicates increasing con dence in these technologies.
The sector’s current trajectory aligns with regional aviation development plans. Sustainability requirements embedded in national development visions will likely in uence equipment procurement decisions and operational practices going forward.
The approaches being implemented in the Middle East may inform industry practices in other high-growth aviation markets, particularly regarding rapid scaling methodologies and technology integration timelines.
Dr. Mario Pierobon provides solutions in the areas of documentation, training and consulting to organizations operating in safety-sensitive industries. He has conducted a doctoral research project investigating aircraft ground handling safety. He may be reached at mariopierobon@alphaomega.dev.
King Abdulaziz Int’l Airport serves Jeddah and Mecca in Saudi Arabia.
Sustainable Ground Support Operations Gain Momentum
Industry is demonstrating that operational effectiveness and environmental responsibility can go hand in hand
BY MARIO PIEROBON
As the aviation industry is increasingly required to reduce its environmental footprint, ground handling operations have emerged as a eld for the industry’ sustainability transformation and they are presenting opportunities for innovation and environmental stewardship.
Ground handling companies are pioneering electri cation programs, implementing smart logistics solutions, and adopting data-driven approaches to slash their environmental impact. With high current benchmarks and even higher targets for electric eet compositions, the industry is demonstrating that operational effectiveness and environmental responsibility can go hand in hand.
This transformation extends beyond electri ed equipment upgrades. Advanced telematics, arti cial intelligence, and predictive maintenance are being leveraged to optimize several operational aspects, while navigating an increasingly complex landscape of environmental regulations and certi cation requirements.
Environmental impact of ground handling
Mathias Holmberg, Group ESG Manager at Aviator Airport Alliance,
af rms that emissions are considered the primary environmental impact of ground support operations. “When we interview our stakeholders, emissions, followed by noise, are generally considered the top two priorities for mitigation. With the increasing use of electric ground support equipment (e-GSE), both emissions and noise levels are decreasing,” he says.
“We currently monitor our total Scope 1 emissions from GSE, as well as Scope 1 emissions for each turnaround. In addition to electrifying our GSE, we also use HVO100, a fully renewable biofuel, which represents our second most effective mitigation strategy. HVO100 can reduce emissions by 80 to 90% compared to diesel. By the end of 2025, we will operate entirely fossil free in Sweden. This milestone has been achieved through the use of 100% renewable energy and HVO100.”
While carbon emissions are the primary focus, other topics also need to be on the environmental agenda for ground handlers, observes Manuel Berger, Global Head of Sustainability at Swissport.
“Climate change clearly is our environmental priority at Swissport. Therefore, we committed to increasing our share of electric GSE
to 55% by 2032 and achieving net zero carbon emissions by 2050. We have a global action plan in place to reach these targets,” he says.
“However, our environmental impact extends beyond carbon emissions. To address this, we have implemented a comprehensive environmental management system worldwide, ensuring adherence to internationally recognized standards, with all our stations certi ed to ISO 14001. Beyond carbon, a key focus is advancing circular economy principles, which includes proper disposal of ground support equipment, responsible management of waste from cabin cleaning, and safe handling of materials in our repair and maintenance workshops.”
dnata adopts a data-driven approach to understanding and managing its impact on climate change, according to Lara Seymour, senior manager of environment affairs at dnata.
“We assess greenhouse gas emissions across all our operations and supply chain, tracking fuel consumption, energy use, and other key factors that contribute to our environmental impact. This allows us to evaluate our performance and identify opportunities for improvement,” she says.
“Progress, challenges, and opportunities are reviewed during regular meetings of the environment & sustainability action group and during meetings of our HSE board with the executive committee.”
Transitioning to electric power
Globally, the adoption rate of e-GSE at airports is around 15 to 25%, according to Holmberg.
“Many major airports have ambitious goals to increase this percentage to 50% by 2030. At Aviator, our GSE fleet is already 57% electric. Tugs, passenger stairlifts, and conveyor belt loaders have led the transition, with investment in electric options growing over the last decade. In addition, electric tow trucks are becoming increasingly common,” he says.
Berger notes that by mid-2025, over 25% of Swissport’s global motorized fleet is already electric. “Swissport operates the largest fleet of ground support equipment globally, approximately 14,500 motorized units
Seymour says the global fleet decarbonization strategy focuses on the gradual phase-out of diesel engines and the future transition to electric, hybrid, or hydrogen alternatives, depending on location.
“As a result, over 40% of dnata’s fleet is electric in key markets, including Italy, Switzerland, The Netherlands, and the United Kingdom,” she says. “We also actively collaborate with biofuel suppliers to reduce emissions. More recently, we transitioned our entire non-electric airside fleet to biodiesel across our extensive Dubai operations, achieving significant carbon reductions while maintaining operational excellence in one of the world’s leading transportation and logistics hubs.”
Reduced fuel consumption and predictive maintenance
Many grounds handling companies, including Aviator, now use GPS tracking systems, which allow them to monitor GSE usage and optimize equipment routes, Holmberg says.
Globally, the adoption rate of e-GSE at airports is around 15 to 25%.”
— Mathias Holmberg, Group ESG Manager, Aviator Airport Alliance
across all continents. While we have reached electrification levels of 50% and above in European countries such as Switzerland, we also drive forward our engagement in other parts of the world.
“In Morocco, we are close to reaching 30% of e-GSE,” he says. “Given our size, we are leading the purchase of new electric equipment with our supply chain partners. To ensure a global approach, we implemented a global procurement policy that is gradually transitioning to procuring only electric wherever possible.”
dnata monitors the fuel consumption of the entire GSE fleet using vehicle tracking management systems at its main hub in Dubai and it is implementing this technology at other locations worldwide, Seymour observes.
“We also conduct logistics mapping exercises to ensure minimum distances are traveled within the flight area. We also optimize shifts and parking spaces to avoid excessive fuel consumption,” she says.
Swissport optimizes routes and procedures to reduce fuel consumption through data analytics,
telematics, and artificial intelligencebased systems, according to Berger. “Efficiency is ensured by matching the most suitable equipment for each task, segmenting fleets by function, and monitoring driver behaviour to minimize downtime while improving safety standards. For example, our telematics governance model maximizes asset utilization and reduces unnecessary travel, directly reducing fuel consumption and emissions,” he says.
“Predictive maintenance further improves GSE efficiency by promptly detecting potential equipment issues through continuous condition monitoring. This reduces downtime, extends asset life, and ensures vehicles operate at peak performance. Integrated with Swissport’s fleet management software, predictive diagnostics enable timely interventions that prevent costly breakdowns, maintain operational reliability, and support our sustainability goals.”
Environmental regulation and sustainability
Airports and ground handlers must comply with EU and national environmental regulations and increasingly strive for net-zero emissions, Holmberg points out.
“Among sustainability certifications, Airport Carbon Accreditation is widely used at airports, while the ISO 14001 Environmental Management System is frequently adopted by ground handlers. The Science Based Targets initiative (SBTi) is also widely used as a guide for setting climate change targets,” he says.
Berger observes that airports and ground handlers must comply with a range of environmental regulations, including diesel emissions standards such as Tier 3 and Stage 5, which vary significantly by region.
“European airports are
increasingly implementing electri cation requirements, although global adoption is uneven due to infrastructure limitations. Ground handlers also adhere to strict policies regarding waste management, pollution prevention, for example fuel spill controls, and biodiversity protection, in line with local laws and international protocols,” he says.
“Among the sustainability certications that have become industry standards is ISO 14001, particularly in Europe, for both airline
for sustainability performance, an increasingly sought-after assessment by customers and a key requirement for ground operators to demonstrate their sustainability maturity.”
Ongoing transition
The transition to environmentally responsible ground operations is accelerating rapidly. The convergence of technological innovation, regulatory pressure, and market demand is driving change across the sector. Electric GSE adoption rates
The most effective approaches combine strategic vision with granular operational data and regulatory compliance with voluntary certi cation programs. With clear pathways to net-zero emissions emerging through electri cation, alternative fuels, and operational optimization, the industry is well set to complete this essential transformation.
Dr. Mario Pierobon provides solutions in the areas of documentation, training and consulting to organizations operating in safety-sensitive industries. He has conducted a doctoral research project investigating aircraft ground handling safety. He may be reached at mariopierobon@alphaomega.dev.
Textron Debuts Safeaero 220E Electric Deicer for Wide Range of Aircraft
The all-electric aircraft deicer combines lithium battery power with one-person operation and advanced fluid management technology
BY JENNY LESCOHIER
As aviation ground operations continue adapting to industry-wide demands for sustainability, efficiency and cost savings, equipment manufacturers are responding with new solutions designed to reduce emissions and streamline ramp activities.
Textron GSE has introduced its latest entry in this space: the Safeaero 220E, an all-electric aircraft deicer that combines lithium battery power with one-person operation and advanced fluid management technology.
Unveiled for international markets and CE-certified for use in Europe, the 220E marks a significant step for Textron’s Safeaero line, which has long been recognized for deicers capable of servicing both widebody aircraft and smaller fleets. By adding a lithium-electric drivetrain to the platform, Textron is signaling the company’s intention to bring deicing into alignment with broader electrification trends already reshaping
ground support equipment (GSE) fleets worldwide.
Leadership perspective
Morgan Gresens, Vice President and General Manager of Textron GSE, said the 220E represents the latest stage in the company’s effort to update its flagship deicer platform, and it was featured at the International GSE Expo in Las Vegas in September.
“This is taking our 220 product and electrifying it, and it has been out on demo with many customers,” Gresens explained.
The company offered attendees a chance to see the unit up close at the show’s outdoor Demo Zone, where operators could climb into the cab and test the boom controls.
For Textron, the demonstration was an opportunity to showcase not only the 220E’s design but also its operating endurance. “We’re most proud that our vehicle can run just like a diesel-powered unit,” Gresens noted. “It can withstand a full day of de-icing
before it has to be charged again. It’s a true single-operator deicer, meaning you drive it and de-ice from the cabin.”
One-person operation
The 220E is designed for maneuverability and reach. The cab-mounted boom offers a maximum nozzle height of 65.6 feet (20 meters), enabling service of widebody aircraft tails. The swing reach of 45.9 feet (14 meters) and telescoping arm range of 13.1 to 27.2 feet (4 to 8.3 meters) give operators flexibility across a diverse mix of aircraft, from business jets to long-haul airliners.
The system includes a four-mode nozzle control, allowing spray patterns to be adjusted to match different airframes and conditions. For detail work, a ground gun with a 32-foot hose reel provides precise application in hard-to-reach areas.
This single-operator approach is aimed at reducing labor demands on already stretched teams.
Electric powertrain and charging
At the core of the 220E is a dual 109 kWh lithium nickel manganese cobalt (NMC) battery system, providing a total capacity of 218 kWh. Power is delivered through a liquid-cooled, high-torque AC motor, which Textron designed to deliver the necessary force for both driving and spraying operations.
The system supports 22 kW AC onboard charging as well as 120 kW DC fast charging, which gives operators flexibility depending on airport infrastructure.
Fluid management and Intellimix technology
Beyond the power source, the 220E incorporates Textron’s Intellimix fluid management technology, designed to minimize waste and cut operating costs.
Traditionally, deicers flush fluid lines between different mixtures to maintain quality, which consumes both fluid and water. Intellimix eliminates the need for flushing by circulating and heating fluids while
mixing them at the nozzle. The result is more precise blending of Type I and Type IV fluids and less wasted product.
The 220E carries a tank capacity of 2,232 gallons (8,450 liters), or 1,902 gallons (7,200 liters) with a heater, giving it the volume needed for sustained operations in busy hubs.
Operator experience and connectivity
Inside the cab, the 220E takes cues from the automotive world. Automotive steering controls are designed to simplify training and reduce the learning curve for new operators.
The unit also includes wireless data transfer and remote diagnostics, features increasingly common in next-generation GSE. These capabilities allow maintenance teams to track performance, monitor for emerging issues, and even conduct troubleshooting without taking the machine offline.
Broader industry context
The Safeaero 220E enters the market at a time when airports and airlines
are under mounting pressure to decarbonize ground operations. European airports, in particular, face regulatory frameworks that encourage or mandate the reduction of fossil-fuel-powered equipment on the ramp. North American airports are also moving in this direction, with incentives and funding programs supporting electric GSE adoption.
Electric deicers present additional complexities compared to smaller vehicles, given their higher energy demands and fluid heating requirements. Textron’s approach with the 220E – large dual battery packs, liquid cooling, and fast-charging support – signals that these challenges are increasingly surmountable with current technology.
Another factor is workforce efficiency. Ground handling providers across regions continue to report labor shortages, especially during peak seasons. A single-operator deicer reduces staffing requirements while keeping aircraft turnaround times on schedule, aligning with operational priorities at busy airports.
Rethinking Air Travel for Passengers with Reduced Mobility
Consultant and accessibility advocate Brett Heising shares how airports, airlines, and ground service providers can improve the passenger experience for travelers with mobility challenges while strengthening customer loyalty and the bottom line
BY JENNY LESCOHIER
Ground Support Worldwide spoke with Brett Heising, principal of Phoenix-based BH Accessibility Consulting, about his team’s work to improve air travel for passengers with reduced mobility (PRM). Heising, who navigates the world using a wheelchair, brings both personal experience and professional insight to helping airlines, airports, and ground support providers better serve this growing customer segment.
GSW: Could you start by sharing your story and how you came to focus on accessibility in travel?
HEISING: My path has been anything but traditional. I graduated from Ohio State University with degrees in journalism, public relations, and political science. Back then, if you’d told me I’d someday run a company focused on travel for people with disabilities, I’d have said, “No way, I’m going to be a journalist and PR guy.”
But as I built my corporate career, I traveled frequently for work. Over time I noticed a troubling trend: Roughly 80 to 85% of the time, even with a corporate travel department booking my trips, I would not get the accessible hotel shower I needed.
On vacation, that might be an inconvenience. On a business trip, it’s a deal-breaker. If you’re trying to project a professional image and meet clients – many of whom may never have worked with someone in a wheelchair before – showing up looking disheveled because you couldn’t
shower properly undermines your ability to earn a living.
For context, I was born with cerebral palsy, which affects my stamina. I can walk short distances on crutches at home, but for everything else I use a manual wheelchair – my “freedom machine.” Early in my career, there weren’t many people with disabilities in corporate America, so these barriers were even more isolating.
By 2012, I came home to my wife and said, “I’m going to do something nuts.” I left corporate America to launch BrettApproved.com, a travel and entertainment website where people with disabilities could review hotels, restaurants, and venues in real time. We developed the “Brett Score,” a 1–10 scale indicating accessibility. It spared travelers from having to call hotels and explain their entire situation just to reserve an accessible room.
We raised $1.1 million in funding and were true trendsetters. But like many startups, we couldn’t survive Covid-19. After the pandemic, we rebranded as Brett Heising Consulting, focusing on training and strategy for
airlines, airports, and hospitality providers. My passion remains the same: enabling people with disabilities to travel confidently.
When you consider that 64 million American adults have some type of physical disability, and 77 million baby boomers are aging – 36 million of whom already have mobility impairments – the stakes are huge. People with mobility challenges still want to go places and do things. My goal is to help them do that without being defined by their disability.
GSW: How has the PRM segment evolved since you first entered this space?
HEISING: When we started around 2012–2013, there wasn’t much
mainstream discussion about PRMs in airports and airlines. The Air Carrier Access Act actually predates the Americans with Disabilities Act by four years, but that didn’t mean widespread awareness.
Think about how large airports are today. Even someone who doesn’t use a wheelchair but has limited stamina faces long distances with few opportunities to rest. That’s one of the biggest challenges for PRMs – just navigating the space.
The biggest change I’ve seen is increased awareness by airports and airlines. Awareness alone isn’t a solution, but it’s the first step. There’s a saying in the independent living movement: “Nothing about us without us.” More and more, I see airports and airlines sitting down with people with disabilities to ask, “What can we do better?”
We’re still far from perfect, but the effort matters. People with disabilities understand that things won’t always go smoothly, but what we value is genuine effort. Airlines like Alaska are doing notable work in this space, and others are following suit. We’re starting to see the industry coalesce around identifying pain points and addressing them together.
GSW: What specific steps can airports, airlines, and ground support providers take to improve the PRM experience?
HEISING: First, bring in expertise. That’s the core of what we do at BH Accessibility. Whether you’re an airport, an airline, or a ground-handling company, hiring an expert ensures your people understand not just the regulations – like the Air Carrier Access Act – but also the human factor.
My business partner, Liz Pond, spent more than 20 years in the airline industry. Together, we help
organizations go beyond “checking the box.” We train everyone from gate agents to baggage handlers to understand who they’re serving.
For example, mobility devices aren’t just luggage. My wheelchair is custom-polished titanium and cost over $10,000 out of pocket a decade ago. I don’t have a spare in the garage. Treating it like Samsonite isn’t an option.
I also understand airports are chaotic environments. Everyone is trying to turn flights quickly and maximize revenue. But investing in customer service training benefits the bottom line: faster, smoother boarding for PRMs, less damage to medical equipment, and more loyal customers.
People with disabilities are paying customers with growing spending power. I’ve never received a discount
HYDRAULICS INTERNATIONAL,
If staff aren’t well-trained, injuries can occur during transfers — bruises, broken bones — without the passenger even realizing it at the time.
– Brett Heising
on a flight or hotel because of my disability. In fact, I can’t risk budget carriers or low-tier hotels. I need the best to ensure accessibility. So if an airline or airport makes me comfortable, I’ll keep opening my wallet.
GSW: What are the main obstacles preventing inclusive travel for PRMs?
HEISING: They’re numerous. Some travelers, like me, were born with disabilities and have learned to navigate the system. Others are newly injured and their world is suddenly upside down. They may have no idea how to travel with a wheelchair or other equipment.
Take the aisle chair used to transfer passengers onto aircraft. For people with spinal cord injuries, it can be
Treating passengers with reduced mobility equitably requires specific training.
an undignified and even risky experience. If staff aren’t well-trained, injuries can occur during transfers – bruises, broken bones – without the passenger even realizing it at the time. Stories like these put a human face on the statistics.
Even well-meaning airport signage can be confusing. We see “area of refuge” signs. What does that actually mean? If a PRM sits there feeling overwhelmed, does anyone know they’re there? Is anyone coming to help? Without ongoing education, efforts like this fall short.
At its core, everything comes down to reducing anxiety at every touchpoint. Traveling is stressful even under the best circumstances. For PRMs, that stress is magnified by concerns about their equipment, transfers, and the unknown.
Heising says it’s time to go past ADA compliance and move toward universal design.
GSW: You’ve emphasized training. How would you describe the state of training today?
HEISING: There are many good companies offering training, including us. Some focus primarily on compliance with the Air Carrier Access Act, which is important. We focus on the human side – empathy and compassion versus sympathy.
I don’t want sympathy. I want compassion and understanding. Training has to stick so that when a ground handler is in hour 11 of a 12-hour shift and a complex power chair comes down the ramp, they pause, breathe, and remember the training.
And if they’re unsure, just ask. The passenger on the plane knows their equipment best – its quirks, its weak points, how to handle it safely.
Here’s a quick anecdote to illustrate why empathy matters. Early in my career, I had a wheelchair with handles. At a networking event, I was talking to someone when I suddenly started rolling backward. A man behind me had grabbed my chair and moved me a few inches to make room, without saying a word.
He meant no harm, but I explained it was like picking up an able-bodied person and moving them without asking. It blew his mind. That’s why
my current chair has no handles. It’s about personal space and autonomy. These are the kinds of insights we bring to training.
GSW: Looking ahead, what’s your vision for the future of accessibility in travel?
HEISING: I’m passionate about universal design – creating environments that work for everyone from the start. The Americans with Disabilities Act, passed in 1990, was landmark civil rights legislation. But we need to go beyond ADA compliance toward universal design principles.
Take hotels. Right now, in a 100room hotel, one room has a roll-in shower. One. For someone like me, a tub with grab bars is useless. What if every room were designed to be accessible? It would increase occupancy, revenue per available room, and guest satisfaction.
I tell hoteliers all the time: You have a mandated inventory of accessible rooms, but you don’t market them. You’re leaving money on the table.
The same goes for stadiums, restaurants, and especially aircraft. The average commercial aircraft stays in service for nearly 30 years. From concept to retirement can span decades. So when designing new aircraft, let’s
plan for accessibility from the outset.
I once rode the Eurostar train between Paris and London, for a business meeting, instead of flying. I often joke that the onboard lavatory was bigger than my first apartment in Scottsdale. That’s what’s possible. My dream is that one day every mobility device stays in the cabin of the aircraft, just as eyeglasses or canes do.
I’m realistic; this won’t happen overnight. But age finds us all. Someday, every able-bodied traveler will face mobility limitations. When that day comes, you’ll care deeply about how far the ticket counter is from the gate and whether the lavatory on the aircraft is usable.
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In the meantime, more seating and areas of respite within airports would be an immediate improvement. Over the next 50 years, I’d love to see universal design become the standard for
hotels, aircraft, and public spaces. The ultimate goal is that a child born with a disability decades from now won’t have to think twice about traveling, they’ll just go.
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Full Names and Complete Mailing Addresses of EVP and Editor In Chief - EVP: Kyle Hirko, Endeavor Business Media, LLC 201 N Main St, Ste 5, Fort Atkinson, WI 53538 ; Editor In Chief: Jenny Lescohier, Endeavor Business Media, LLC 201 N Main St, Ste 5, Fort Atkinson, WI 53538 ; Editorial Director: ,
GSW: For airlines, airports, and ground handlers eager to take action, how can they connect with BH Accessibility Consulting?
HEISING: The best way is through our website, BrettHeising.com. There’s an intake form that helps us understand your needs – whether it’s training for staff, keynote speaking at a corporate event, or building a long-term accessibility strategy.
14. Issue Date for Circulation Data: Jul/Aug 2025
a. Total Number of Copies (Net press run)
b. Legitimate Paid and/or Requested Distribution (By Mail and Outside the Mail)
(1) Outside County Paid/Requested Mail Subscriptions stated on PS Form 3541. (Include direct written request from recipient, telemarketing and Internet requests from recipient, paid subscriptions including nominal rate subscriptions, employer requests, advertiser’s proof copies, and exchange copies.)
(2) In-County Paid/Requested Mail Subscriptions stated on PS Form 3541. (Include direct written request from recipient, telemarketing and Internet requests from recipient, paid subscriptions including nominal rate subscriptions, employer requests, advertiser’s proof copies, and exchange copies.)
(3) Sales Through Dealers and Carriers, Street Vendors, Counter Sales, and Other Paid or Requested Distribution Outside USPS®
(4) Requested Copies Distributed by Other Mail Classes Through the USPS (e.g. First-Class Mail®) Total Paid and/or Requested Distribution (Sum of 15b (1), (2), (3), and (4))
Owner - Full name and complete mailing address: Endeavor Media Holdings I, LLC, 905 Tower Place, Nashville, TN 37204; Endeavor Media Holdings II, LLC, 905 Tower Place, Nashville, TN 37204;Resolute Capital partners Fund IV, LP, 20 Burton Hills Blvd, Suite 430, Nashville, TN 37215;RCP Endeavor, Inc, 20 Burton Hills Blvd, Suite 430, ,Nashville, TN 37215;Northcreek Mezzanine Fund II, LP,312 Walnut Street, Suite 2310,Cincinnati, OH 45202;Invegarry Holdings, LP,44235 Hillsboro Pike,Nashville, TN 37215;Everside Fund II, LP,155 East 44th St, Suite 2101 - 10 Grand Central,New York, NY 10017Everside Endeavor F1 Blocker, LLC, 155 East 44th St, Suite 2101 - 10 Grand Central, New York, NY 10017;Everside Endeavor International Blocker, LLC, 155 East 44th St, Suite 2101 - 10 Grand Central, New York, NY 10017;Everside Founders Fund, LP, 155 East 44th St, Suite 2101 - 10 Grand Central, ,New York, NY 10017;Suncap Endeavor Blocker, LLC,155 East 44th St, Suite 2101 - 10 Grand Central,New York, NY 10017; Known Bondholders, Mortgagees, and Other Security Holders Owning or Holding 1 Percent or More of Total Amount of Bonds, Mortgages or Other Securities: None Tax Status (For completion by nonprofit organizations authorized to mail at nonprofit rates) (Check one) The purpose, function, and nonprofit status of this organization and the exempt status for federal income tax purposes: N/A Nonrequested
(1) Outside County Nonrequested Copies Stated on PS Form 3541 (include Sample copies, Requests Over 3 years old, Requests induced by a Premium, Bulk Sales and Requests including Association Requests, Names obtained from Business Directories, Lists, and other sources)
(2) In-County Nonrequested Copies Stated on PS Form 3541 (include Sample copies, Requests Over 3 years old, Requests induced by a Premium, Bulk Sales and Requests including Association Requests, Names obtained from Business Directories, Lists, and other sources) (3) Nonrequested Copies Distributed Through the USPS by Other Classes of Mail (e.g. First-Class Mail, Nonrequestor Copies mailed in excess of 10% Limit mailed at Standard Mail® or Package Services Rates)
(4) Nonrequested Copies Distributed Outside the Mail (Include Pickup Stands, Trade Shows, Showrooms and Other Sources)
Total Distribution (Sum of 15c and 15e)
(Sum of 15f and g)
Percent Paid and/or Requested Circulation (15c divided by 15f times 100)
Total Nonrequested Distribution (Sum of 15d (1), (2), (3), and (4)) 18 Debbie Dumke, Sr. Audience Development Manager
Publication of Statement of Ownership for a Requester Publication is required and will be printed in the issue of this publication.
You can also email me directly at Brett@BrettHeising.com or my business partner Liz at Liz@BrettHeising.com. We’ll work with you to create measurable KPIs – like reduced wait times or fewer equipment damages – so you can attach real dollar value to improving dignity and service for PRMs.
One of the greatest joys of my work is seeing skeptics in the audience have that “aha” moment during a presentation. But that moment has to translate into action. We give our clients the tools to make that happen.
GSW: Any final thoughts for our readers in the ground support community?
HEISING: Everyone plays a role in what I call the “symphony of travel.” Ground handlers, airport personnel, airline staff – we can’t do this without you.
I’ve never received a discount because of my disability. I’m a paying customer, and I represent a demographic whose numbers and spending power (people with disabilities spend billions on travel per annum) are only growing. By investing in training and understanding today, you’re not just complying with regulations, you’re building loyalty, revenue, and a better travel experience for everyone.
