Driving is distinguished in air charges and passenger slope services

At La Aurora International Airport, LAATS has a 96 % dominant position in Cargo RAMP Services and 65 % stake in passenger slope services.

When asked about maintaining such hegemony amid market conditions, the answer is clear: the ability to adapt and dedicate quality. The company says: “LAATS maintains its main location with the ability to adapt gracefully and intelligence to industry changes, with the support of a team committed to safety, quality and efficiency,” the company says. The year 2025 represents a milestone with large investment in the Electric Support Equipment (GSE). “We import additional units to enhance operational efficiency-enhance our global level service,” adding, highlighting how the update is compatible with sustainability goals.

The transition to Electric Gse was not without challenges, but the benefits are tangible. “This investment has improved directly from operational efficiency and is in line with our commitment to continuous improvement and higher environmental standards,” explains Laats. These green initiatives show an approach to thinking forward, which is important in an era in which environmental responsibility is increasingly affecting the work strategy.

Moreover, LAATS expands its mark beyond Guatemala and actively developing services at Mundo Maya International Airport and in Panama. “In Mundo Maya, the focus is on the evaluation of the market capabilities and the development of the infrastructure of future air freight services. In Panama, strategic partnerships are formed, and communication with regional and international markets is strengthened,” indicating a broader regional vision.

One of the decisive factors that raise the operational standards of Laats is its commitment to the issuance of ISAGO certificate, a global recognized standard in the safety and quality of ground treatment. The impact is profound: “ISAGO has led to the implementation of unified procedures and control, enhancing consistency and efficiency in slope, goods, aircraft, and passenger handling operations.”

Safety is not a one -time achievement but rather a continuous journey. LAATS emphasizes strict organizational processes, reviews, continuous training and risk management. “We use performance indicators and make systematic analyzes to verify the fulfillment of safety goals. Change management is applied and specific methodologies are applied to assess the effect of operational changes, and to maintain safety in all new or modified operations.” In addition, the SMS system merges the identification of risks, risk assessment, mitigation, and promotion of safety-a comprehensive approach to ensuring operational excellence and protecting stakeholders.

Laats has been recognized recently to the “Best Station” award at the 2024 Freatment Granding Awards. What distinguishes them? They explain: “The full commitment to operational safety and quality from senior management to front-lines-the first to distinguish them before all other values.” This spirit permeates every class of the company.

Continuous improvement by adopting best practices and quality standards is essential. “Continuous pursuit of continuous improvement by adopting best practices and quality standards that govern the global market” ensures that LAATS remains in the future. Moreover, real participation with customers adopts confidence and allows Laats to customize its services. “The deep understanding of our customers through continuous and real participation with them” puts the company as a real strategic partner in the aviation industry.

While cargo services, maintenance and passengers operate as distinct departments, LAATS maintains a unified vision. “All department managers share a strong commitment and vision to provide excellence in the service. This is why the high levels of horizontal communication are kept through departments to achieve and overcome – the promise of the service.”

The customization is the key to meeting the unique needs of the various airlines that operate in Guatemala. “Part of our success lies in listening to our customers and understanding their specific and unique needs.” This approach includes “frequent, high-virtual and personal communication-with each airline representative”, allowing LAATS to define challenges and develop effective solutions.

Working in Guatemala comes with obstacles in infrastructure. The airport remains “one of the few airport in the world, which is still run by the state by 100 %,” which caused delay and bureaucratic obstacles. The LAATS strategy was a proactive association with the authorities, “determining the solutions that we know are able to implement.” In some cases, even Laats “suggested and implemented many solutions … sometimes absorbing the associated costs”, confirming its dedication to supporting airport growth and economic development.

On the organizational front, LAATS acknowledges diversity throughout Latin America but finds comfort in increasing monotheism. “Over the past ten years, we have witnessed continuous unification between laws, regulations and procedures, which allowed us to work comfortably in most cases.” The ISAGO early adoption in 2011 enhances their compliance, allowing “more quickly and inclusive adaptation of other processors that have not been adopted.”

Technology is the reshaping of the Earth’s treatment, and Laats is not an exception. “Now more than ever, our industry can create and store operating data automatically – something that cannot be easily achieved in the past.” Their challenge today is to transform “these large quantities of data into canable information that pays decision -making in all operational and financial fields.”

To meet this, Laats created a “team dedicated to projects and analyzes to start managing and interpreting our operating data”, ensuring that visions support strategic decisions – successes in the technology industry.

Besides GSE, their sustainability initiatives extend with energy efficiency, waste management, circular economics practices, environmental education, and suppliers cooperation. Examples include “LED lighting, optimal climate control, low -consumption equipment” to save energy, “sorting, reusing and recycling” to reduce waste. It also enhances “environmental awareness between employees and society” and partnership with suppliers who share their sustainability. All of these are in line with global trends that focus on reducing carbon emissions and resource use.