In 2022, Singapore Changi Airport ranked as the 10th busiest air cargo hub by international airfreight, firmly establishing itself as Southeast Asia’s prime gateway for international cargo traffic. A remarkable 1.85 million tons of airfreight passed through its terminals in 2022, with an impressive 1.3 million tons handled within the first nine months of 2023. Notably, Singapore achieved the pinnacle of logistics excellence by topping the World Bank’s 2023 Logistics Performance Index (LPI) in trade logistics performance.
As a leading global air cargo hub, Singapore Changi Airport’s success hinges on building trust, enhancing service quality, and delivering unwavering reliability. This pursuit of excellence is underpinned by a strategic focus on fostering network and connectivity, improving operational efficiency, and bolstering handling capabilities through robust partnerships and community stewardship.
At the heart of its prowess lies a vibrant ecosystem of airlines, express integrators, logistics service providers, freight forwarders, truckers, and ground handlers, all seamlessly connected to approximately 140 global cities.
With over 100 airlines, including 30 freighter operators, and 530 weekly flights, the airport boasts one of the most expansive networks in the Asia Pacific, firmly positioned at the forefront of Southeast Asia’s expanding manufacturing, trade, and logistics landscape.
Pharma Excellence and European Expansion:
Moreover, the airport excels in catering to the unique needs of special cargo, such as pharmaceuticals, perishables, high-tech, and e-commerce. In 2017, Changi Airport Group (CAG) launched the Pharma@Changi Initiative, uniting IATA CEIV Pharma-certified companies in Changi.
This initiative is dedicated to elevating air pharma transportation standards, ensuring that all staff involved maintain the product’s integrity. Pharma@Changi underscores its commitment to becoming the trusted regional pharma gateway.
Additionally, Europe became the airport’s second-largest air trade region in 2022, with a key trade lane to Belgium for high-value cargo like biopharmaceuticals. In March 2023, CAG signed an MOU with Brussels Airport Company to enhance pharma air logistics and share best practices. The launch of non-stop passenger services to Brussels in April 2024 will expand cargo capacity between Singapore and Belgium.
E-commerce Advancements and Community Collaboration:
E-commerce is a vital segment for the airport. The Southeast Asian e-commerce market is set to triple, growing at a CAGR of 22%. The airport welcome an MOU between SATS and SingPost (Singapore’s national postal agency) to establish an advanced eCommerce transshipment hub in Singapore, streamlining cargo logistics for quicker deliveries and cost reduction.
The airport is forging a more interconnected air cargo ecosystem, fostering community collaboration. The Changi Air Cargo Community System (ACCS), with its Truck Dock Slot Booking (TDSB) application, streamlines cargo processes and enhances transparency. The completed pilot phase paves the way for a community-wide rollout in early 2024, aligning with its sustainability goals.
To gain a more profound insight into CAG’s air cargo strategies and its vision for the future, Air Cargo Update had the opportunity to sit down with Lim Ching Kiat, the Executive Vice President of Air Hub & Cargo Development at Changi Airport Group (CAG).
In this exclusive interview, he sheds light on the airport’s pioneering approaches and forward-looking initiatives in the field of air cargo. Let’s hear directly from him about CAG’s commitment to excellence and its plans to shape the future of air cargo.
How is CAG integrating technology, including AI and robotics, to enhance air cargo efficiency?
CAG is collaborating with its partners to trial autonomous solutions, such as autonomous tractors, to reduce manpower in airport ramp operations, including baggage and cargo transport. Promising trials are already underway, and Changi anticipates achieving fully driverless baggage delivery operations by 2024. Additionally, the airport is implementing asset-tracking solutions for motorized ground support equipment to achieve optimized deployment, increase productivity, and enhance overall ramp handling.
The airport’s cargo terminal operators are also investing in warehouse automation and digitalization projects to address manpower challenges and enhance efficiency and capacity. In partnership with logistics technology solutions provider Speedcargo, dnata has implemented Cargo Eye and Assemble solutions for Etihad Cargo at Changi Airport. Cargo Eye employs advanced vision-based 3D technology to capture precise dimensions, volume data, images, and labels of the cargo, creating a comprehensive digital record. Assemble then generates a digital plan, optimizing the pallet-building process and providing valuable guidance to cargo handling teams. This innovative technology is being considered for integration with other airline partners, contributing to the continuous improvement of business operations.
What sustainability initiatives has the airport undertaken to reduce its environmental impact in air cargo operations?
Sustainability is a significant focus for the airport. In its endeavor to build a more sustainable air cargo hub, the airport adopts a comprehensive and community-oriented approach. Key areas of emphasis in CAG’s environmental sustainability strategy encompass mitigating carbon emissions, enhancing waste management, transitioning airside vehicles to cleaner energy sources, and intensifying collaborations with industry partners to create a more sustainable Changi.
Leveraging technology and digitalization, the airport not only streamlines processes and enhances supply chain efficiency but also reduces the environmental impact of air cargo operations. For instance, the Truck Dock Slot Booking (TDSB) system within the Changi Air Cargo Community System (ACCS) platform optimizes trucking operations, minimizing idle time, and significantly decreasing carbon emissions from cargo transportation.
The airport is also committed to improving waste management practices and advancing toward a circular economy. At the Changi Airfreight Centre (CAC), CAG actively implements strategies to minimize waste generation.
In the domain of sustainable energy, CAG has established more than 100 Electric Vehicle (EV) charging stations at its airside facilities, backing an entirely electric baggage tractor fleet. Beginning in 2025, all newly acquired airside light vehicles, tractors, and forklifts will be mandated to be electric, with an aspiration for all airside vehicles to be powered by more environmentally friendly sources by 2040.
Over the coming years, the charging network will expand to over 300 points, aligned with its airport partners’ needs. The EV charging infrastructure at the CAC will also undergo upgrades. For vehicles and equipment that lack viable electric alternatives, Changi is conducting trials to power them with renewable diesel.
With the primary objective of reducing carbon emissions in the aviation sector, CAG collaborates closely with industry and regulatory partners, facilitating trials and engaging stakeholders to promote the adoption of Sustainable Aviation Fuel (SAF). The expansion of Neste’s refinery in Singapore will enable the annual production of up to one million tons of SAF, allowing the airport’s airline partners to achieve their sustainability goals.
As a founding and strategic member of Pharma.Aero, CAG plays an active role in developing and driving projects to enhance air pharma transportation. A notable project is the Green Air Pharma Logistics, where Changi and project partners aim to establish a green air pharma lane with qualitative and quantitative measurements. These collaborative initiatives underscore the airport’s unwavering commitment to global sustainability efforts and the pursuit of greener air cargo logistics.
What are the airport’s plans for the new air cargo terminal at Terminal 5, and how will it enhance its capacity and capabilities?
The airport’s long-term vision encompasses the Changi East Development, featuring the construction of the new Terminal 5 and the establishment of the new Changi East Industrial Zone (CEIZ). The CEIZ is set to become a preferred hub for airfreight, air express, e-commerce transshipments, and MRO activities, with a slated completion date in the mid-2030s. This expansion will also bring about a substantial increase in freighter bays, enabling the airport to better serve freighter operations in the future.
In conjunction with the revitalized CAC, which forms an integrated cargo village, the airport’s cargo handling capabilities are set to increase from the current 3 million tons per annum to 5.4 million tons annually at the end state. The upcoming CEIZ will provide an opportunity for the airport and its cargo partners to grow, strengthen their operations, and tap into emerging opportunities.
Lastly, what are the airport’s future air cargo opportunities and challenges, and how is it preparing for them?
The challenges encountered by most air cargo hubs include the constant rise in costs, labor shortages, environmental sustainability concerns, and the ever-increasing expectations of shippers.
Changi Airport recognizes the pivotal role of technology and automation as catalysts for sustainable, long-term air cargo growth. Initiatives like the TDSB application integrated within the Changi ACCS platform, autonomous tractors, and asset tracking solutions for ground support equipment exemplify the airport’s commitment to utilizing technology and automation to unlock greater productivity and capacity for the hub.
DUBAI, UAE – Air Canada has inaugurated its new four-times-weekly non-stop service between Dubai International (DXB) and its hub at Vancouver International Airport (YVR), marking the airline’s first-ever non-stop flight between the two iconic, global destinations and the only non-stop service connecting the Middle East and Western Canada.
The new route complements Air Canada’s daily year-round service between Dubai and Toronto. The new service between Dubai and Vancouver will be operated with state-of-the-art Boeing 787-9 aircraft, accommodating 298 passengers.
Passengers will have a choice of three classes of service: Economy, Premium Economy, and Air Canada Signature Class, which offers customers superior comfort and convenience in an exclusive cabin, with spacious lie-flat seating, personalized service, fine cuisine, extra baggage allowance and access to priority airport services.
All flights are timed to optimize connections with Air Canada’s extensive North American network and the vast network of Emirates beyond Dubai. Seats are available for booking at aircanada.com, via the Air Canada App, Air Canada’s Contact Centres and travel agencies.
“We are excited to now offer not one, but two routes from the most populous city in the UAE to our Canadian hubs in Vancouver and Toronto,” said Mary-Jane Lorette, Air Canada’s Vice President of International Affairs, Network and Partnerships. “Our new Dubai-Vancouver flights will complement Air Canada’s daily service between Toronto and Dubai, broadening our presence in fast-growing international markets in the Indian subcontinent and Middle East regions.”
“Air Canada’s recent move to Dubai International Terminal 3 underscores the significance of our strategic partnership with Emirates and the importance of our flights between the UAE and Canada, providing connections to over 200 destinations across the Air Canada and Emirates networks, with the added benefit of traveling on one ticket. Those eligible can enjoy access to Emirates’ signature Business Class Lounges and other hub facilities in Dubai prior to their flight. Aeroplan Members will also be able to take advantage of frequent flyer benefits on all flights operated by Emirates, with access to destinations across six continents,” Lorette added.
Rob Whitehouse, Vice President of Research at Dubai Airports, commented, “Dubai Airports is delighted to welcome the addition of Vancouver to our continuously growing list of international destinations, made possible by the introduction of Air Canada’s new service. With convenient departures from Dubai International (DXB), Air Canada’s new flights provide a seamless link between the Canadian West Coast and Dubai. This expansion complements Air Canada’s existing daily service between DXB and Toronto, and reaffirms our commitment to bringing more guests to Dubai, as well as expand our growing global connectivity.”
The Consul General of Canada in Dubai and the Northern Emirates, Tracy Reynolds, meanwhile, said: “This inaugural flight between Vancouver and Dubai marks a momentous occasion, connecting two vibrant cities across continents,” said. “Since the signing of the expanded Air Transport Agreement in April, there have been several announcements to expand air links between the UAE and Canada, including additional flights to Toronto, and a new flight to Montreal. But this flight is the first ever route to Canada’s west coast, opening up brand new opportunities for tourism and business. Direct flights allow for direct links between people and cultures. Vancouver and Dubai have a lot to offer each other; this new link will elevate the Canada-UAE relationship enable more travel, trade, and understanding between our two countries, and will especially benefit many of the 45,000 Canadians living in the UAE. I’m honored to be a part of these historic Air Canada celebrations.”
When it comes to ULDs, ACL Airshop is regarded as among the global leaders in the industry. From under 25,000 just seven years ago, its ULD fleet has grown to nearly 75,000. Combined with others’ ULD fleets that it manages worldwide, the company has approximately 100,000 ULDs under its care. Its network of global air cargo hubs has also grown from 23 to 57 sites.
Across continents, people in the aviation and air cargo sectors carefully work together 24 hours a day, to safely transport approximately 140,000 tons of different types of cargo aboard some 100,000 leg flights—passenger, and cargo alike.
These cargoes may include all kinds of food, flowers, pharmaceuticals like temperature-sensitive medicines, vaccines, etc., or high-value goods like cars, machines, pieces of jewellery, art pieces, smartphones, etc. It could also be live animals such as horses, and thoroughbreds, among many others. The combined value of the cargo that flies on a daily basis could be $17.8 billion, according to the International Air Transport Association, the global trade body for airlines.
Aboard the plane, each cargo is protected and restrained by the so-called Unit Load Device or ULD, a device for grouping and restraining cargo, mail, and baggage for the air transport industry.
ULDs (Unit Load Devices) are a very important component of every cargo flown in the sky. They not only hold the goods together but also make loading and unloading easier.
ACL Airshop: The “First Disrupter” and one of the ULD industry’s leaders.
When it comes to ULDs, ACL Airshop is regarded as among the global leaders in the industry. The original predecessor Airline Container Leasing could easily be called the sector’s “First Disrupter,” since that entrepreneurial beginning pre-dates other competitors who emerged much later. From fewer than 3,000 in 1983, its ULD fleet has grown to nearly 75,000 today, and still growing. Combined with others’ ULD fleets that it manages worldwide, the company has approximately 100,000 ULDs under its care. Its network of global air cargo hubs has also grown from 23 to 57 sites.
In recent years, ACL has successfully built a lean but modern manufacturing center in South Carolina in the United States where it is based. The company has also pioneered embedding its ULD products with smart tracking and tracing devices, earning it some coveted industry awards in innovative logistics and technologies.
“The underlying total market growth for air cargo averages around 4.5 percent annually in normal times,” Steve Townes, CEO of ACL Airshop, told Air Cargo Update. “ACL Airshop has outpaced market growth by more than double. Why? These factors account for our accelerated strategic growth: A superior business model with a huge fleet of Lease-Ready assets combined with a large network of service locations; Special features such as one-way leasing and drop-off at numerous destinations; High level of customer-friendly service by well-trained long-tenured staff, and; a full “Digital Suite” that puts all of the company’s technology in the customer’s hand, such as FindMyULDtm.”
“Four decades of consistent reliable presence on the worldwide air cargo market, plus a genuine high-performance culture. Our #1 competitive advantage is our global team of people,” Townes proudly noted.
Over its four decades of history, ACL Airshop has built a strong reputation as a company that highly values its customers and its employees, the backbone of its business.
“We treat everybody with respectful comradeship, the same way we wish to be treated,” said Townes.
Adding, “Achieving scalar growth in a far-flung company like ours means all activities have become more complex and faster-moving. The key to scalability is to have solid plans, effective processes, and terrific people. Successful scaling leads to exponential growth, but it is not easy. Nurturing a strong Culture and amplifying an equally strong Brand Identity are ways that ACL Airshop has expanded so admirably for its customers. ‘Maniacs about Customer Service?’ We consider that a high compliment.”
Expansion Plans
Maurice van Terheijden, ACL Airshop’s Managing Director – EMEA, said the company, along with the rest of the world in the post-pandemic world, is moving forward with the digital age with enhanced products and services.
“We are growing at least twice the underlying market growth rate, and that trajectory will continue,” assured van Terheijden who spoke more about the company’s accelerated digital plans for the future at the Caspian Cargo Summit in Baku Azerbaijan held this month.
“We have been growing and improving each line of business that we have: Leasing ULDs, Selling ULDs, Repairing, Manufacturing, and Logistically Managing ULDs with innovative technologies. Each of those five ACL Airshop pillars touches our customers in various interlinked ways,” he added.
Explaining further, van Terheijden said ACL Airshop propelled growth through scaling, which essentially means doing more with less while achieving efficiencies and speed.
“For example, ACL Airshop doubled its manufacturing throughput without doubling its staff or its overheads. That was done with smart investments in well-planned facilities, better capital equipment, “Lean” techniques on all details of shop efficiencies, tighter processes for controlling wasted time and materials, and a constant penchant for quality. That philosophy carries into ACL’s network of Repair Stations, and even into the back-office support teams. It adds up to better working capital velocity and enhanced ULD availability to Customers,” he said.
The company also takes pride in dominating the short-term lease ULD market, its core business when it was first formed.
“In the past several years, we have also built a growing portfolio of long-term multiyear ULD fleet management contracts. Our own ULD fleet investments allowed us to do both: Dominate short-term, and build long-term,” said Jos Jacobsen, COO and Managing Director-Global Leasing, ACL Airshop.
And with the company’s flexible terms under the principle, not one plan fits all, customers have more options. “The main difference between our long-term contracts and the classic “pooling model” is simple: we are commercially gentler on the Customer. We don’t offer a “one plan fits all” approach. Instead, every arrangement is tailored to the Customer’s individual corporate needs and restraints,” van Terheijden explained.
Townes, the ACL Airshop CEO, known for being a serial entrepreneur and an expert on mergers and acquisitions, said the company has doubled and even tripled some elements of its business over the past seven years through dedication, hard work, and a results-driven attitude.
“To the credit of all our people around the world, we have gone beyond our own ambitious forecasts of a few years ago. “Exceeding expectations makes ACL Airshop a great place to work for everybody aboard on this exciting journey. Raise your tray tables and fasten your seatbelts, we are Aiming High,” said Townes.
The ‘Uberization’ of ULDs
Under the guidance and leadership of Townes, a West Point and Harvard graduate, ACL Airshop successfully embraced innovation and digitalization. The company was the first in the ULD industry to use a Bluetooth tracking and tracing option, among other innovations.
Jacobsen who first coined the word “uberization” in the ULD business said the company’s tech roadmap began more than 15 years ago. “We will make doing business with us as easy and efficient as hailing a ride-share, that’s where we are heading. Our new worldwide ERP System will make a huge difference,” he said.
Today, ACL Airshop boasts of ULD Control™ which is a complete web-based software solution for controlling ULD equipment anywhere, 24/7/365. This feature yields improved utilization of ULDs, reduces costs, instantly checks quantity and availability, comprehensive KPIs and management dashboards, automatic processing of IATA messages and emails (IATA/ATA), ULD history archiving, and cost control over repairs.
The company won the coveted Industry Innovation Award for its FindMyULDtm App which consolidates all of ACL Airshop’s logistics, leasing, and technology services into the palm of the customer’s hand.
Most recently, the company has completed beta testing for tying the Airway Bill of a pallet load or container-full, to the Bluetooth tag ID, and the ULD serial number. Then, it is linked all into the company’s ERP System and ULD Control global Ops Center.
Jacobsen described this as “an ambitious roll-out, just beginning initially one client at a time.” But the benefits could be enormous.
“Benefits are measurable with end-to-end visibility and accountability. A prime example is the well-known “pain point” of demurrage charges (the cost per day when ULD’s linger too long at a cargo center or a handler’s site). A major customer of ACL Airshop recently requested help on accounting for “lost pallets” at a large hub, and saved “6-Figures” by tracking everything down in a combined project team with the airline, the main handler, and ACL, scouring the large ecosystem of touch points at that giant hub and training everybody on FindMyULDtm techniques. Indeed, most of them were found,” he shared.
The company’s tech innovations have also enabled customers to save as much as 20 percent across the entire life-cycle costs of their ULD Fleet, because efficiencies and accountability eventually mean “mission accomplishment with fewer ULDs.”
“ACL Airshop measures its success with customers and their experience shows that savings of 10 percent or up to 20 percent can be achieved in the overall cost of the ULD fleet—that’s significant in the budgets and cashflows of airlines,” the executives happily noted.
A reliable partner across continents
ACL Airshop takes pride in working with multiple airlines in Europe, Asia, the Middle East and the Caspian region.
“The Caspian Summit highlights the Silk Road trading routes of times past, present, and future. In many ways, the air cargo routes and stopover points of today are reminiscent of Marco Polo’s trading journeys. With the thriving Asia-Pacific economies anchoring to the East, and modern Europe to the West, Eurasia and the Middle East regions are squarely at the crossroads of trade in the hemisphere. ACL Airshop also has customer relations with multiple airlines in the Gulf Cooperation Council (GCC) region. The regional management office of ACL Airshop for the whole strategically critical area of Eurasia and Middle East is located at the Dubai World Center,” said Townes.
He sees the company further expanding its footprint in the Middle East amid the UAE’s tourism growth and Saudi Arabia’s changing economic landscape which seeks to diversify its economy away from oil dependence. The Kingdom recently announced a massive new investment in aviation, including the goal of making Riyadh International Airport the world’s largest airport, with six runways.
In the Caspian region, ACL Airshop is happy to fulfill its commitment to its long-term customers seeking to expand its market share in aviation.
Lean operations infused with technology
ACL Airshop reiterated the company’s vision is clear—scalar growth over time with an expanding network, technology investments, with lean and very efficient operations.
“Our strategy is transparent and well-known with our customers, partners, and employees. The vision for the company is clear, and so elegantly simple it can be handwritten on the back of a business card. As ACL Airshop has grown, we have stayed disciplined about overhead costs while steadily investing in technologies, management training, and other improvements. That spells ‘Operating Leverage,’” Townes and van Terheijden echoed.
The company’s back-office support functions and internal business processes are far more efficient than just a few years earlier as part of deliberate “scaling.”
“As a result, our efficiencies allow for internal funding of Growth ULDs, new airport Hubs, Training and performance Incentives for our people, Equipment in our shops, and Technology upgrades that delight our customers. The new Digital Suite is a great example of pulling it all together into a package of convenience,” the two executives noted.
Backed by a majority shareholder that holds $5 billion, Astatine Investment Partners, ACL Airshop is confident that it can finance future projects that will benefit the company as well as its customers.
“ACL Airshop is advantaged by having a $5 billion majority shareholder that deeply understands the business and is highly supportive of management’s aggressive goals. Astatine Investment Partners, with offices in Greenwich CT, and in central London, has long experience dealing with airports, airlines, equipment enterprises, and logistics enterprises, among other industrial and infrastructure sectors,” Townes explained.
According to Astatine’s website, it has invested in infrastructure businesses over the years that operate in all 50 states in the United States as well as in Canada, the United Kingdom, and continental Europe. These businesses serve over 100 million customers annually in more than 550 cities globally and are run by a workforce of over 80,000 people.
“Astatine is among the world’s most successful investors in infrastructure, including transportation and logistics,” said Townes in the 2021 news announcement about the majority investment made by Astatine. “Astatine has a successful track record of investment in pooled and leased equipment and is experienced in backing growth-oriented companies. They are committed to ACL Airshop’s strategy of growing with its customers and share our vision for continued expansion in the coming years.”
Doha, Qatar—Qatar Airways Cargo has evolved and grown into the world’s leading air cargo carrier, with an extensive fleet and a robust network. To commemorate this remarkable journey, the carrier reflects on its major achievements and innovations.
In 2003, Qatar Airways Cargo took delivery of its very first freighter, an Airbus A300-600, which was a converted passenger aircraft. It began regular operations to Amsterdam and Chennai, and shortly thereafter, to New Delhi. Today, the cargo airline operates to more than 160 belly-hold and over 70 freighter destinations with over 200 passenger aircraft and 31 dedicated cargo freighters.
Elisabeth Oudkerk, Senior Vice-President, Cargo Sales and Network Planning, expressed her joy and gratitude, stating: “As Qatar Airways Cargo celebrates 20 years of freighter operations, we extend our heartfelt thanks to our customers for their continuous trust in our services. We take immense pride in our history and anticipate contributing to the promising future of air freight.”
Over the past two decades, Qatar Airways Cargo has continuously expanded its fleet, network, and product portfolio, becoming the world’s number one cargo carrier. With the launch of its Next Generation strategy, Qatar Airways Cargo has defined its role in the air cargo industry by bringing a fresh and innovative approach to business across its network and operations: through enhanced products and services, cutting-edge technology, a commitment to sustainability, and diversity, investing in existing talent and attracting new ones.
Under the complete corporate mindset shift that is The Next Generation, Qatar Airways Cargo has achieved significant accomplishments including being the first airline globally to complete the suite of IATA CEIV certifications, the launch of the Kigali Africa hub in partnership with RwandAir, and the introduction of innovative products like Pharma, Fresh, Courier, and SecureLift.
Furthermore, Qatar Airways Cargo’s commitment to customer experience and innovation has made it a preferred partner for businesses worldwide. Having embraced digital transformation early, it has successfully launched its new website and a state-of-the-art ebooking portal Digital Lounge, and partnered with marketplace platforms, bringing added value to its customers. Additionally, Qatar Airways Cargo has committed to sustainability through its WeQare program, championing initiatives such as ‘Rewild the planet’ and launching a CO2 emission calculator.
As Qatar Airways Cargo enters its next decade, it remains dedicated to digitalization and sustainability and looks forward to continuing being at the forefront of air cargo’s innovation and customer-centric solutions.
To celebrate 20 years of freighter operations, Qatar Airways Cargo has launched a timeline of its history which can be viewed here: https://www.qrcargo.com/s/company/our-history
Meanwhile, the cargo carrier also announced it is expanding its China in two major cities. It launched its belly-hold flights Chengdu (TFU) and Chongqing (CKG) on 23rd and 25th of September, respectively.
Both these destinations, served three times a week by Airbus A330-300 aircraft will further enhance Qatar Airways Cargo’s global network. These strategic additions will play a crucial role in facilitating international trade, bridging China with the rest of the world.
Elisabeth Oudkerk, SVP Cargo Sales and Network Planning said, “Qatar Airways Cargo has been serving the Chinese market since October 2003, when it first started belly hold flights to Shanghai. We are pleased to expand our network in Mainland China with these new destinations and offer our customers direct belly hold capacity for their imports and exports out of these key markets.”
Qatar Airways Cargo already serves several destinations in Mainland China, including Beijing, Guangzhou, Hangzhou, Shanghai, Shenzhen, Zhengzhou offering a combined weekly cargo capacity of more than 2,700 tonnes each way including the newly introduced destinations.
Both Chongqing and Chengdu stations will primarily operate as export-oriented markets, jointly providing a weekly capacity of 84 tonnes each way. Exports will predominantly consist of vulnerable/tech cargo while imports will encompass general cargo, fish and seafood, and perishables.
“Schiphol Airport is more than just a hub. It’s a nexus of innovation and collaboration. Our journey is one of continuous evolution, driven by the commitment to excellence.” – Joost van Doesburg, Head of Cargo, Schiphol Airport
Nestled nine kilometers or about 5.6 miles southwest of Amsterdam in the municipality of Haarlemmermeer, Schiphol Airport stands as the Netherlands’ largest airport and ranks third in Europe in terms of passenger traffic.
With an average annual cargo tonnage of 1.74 million, it is also the 4th busiest cargo airport in Europe.
Originally established as a military airbase in 1916, this aviation marvel has transformed into a bustling hub of international travel and commerce. Having opened its gates to civilian aircraft in 1920, Schiphol had since burgeoned into a global juggernaut, welcoming over 72 million passengers in 2019 and facilitating flights to over 320 destinations worldwide.
Within Schiphol’s single terminal building, divided into three departure halls, a tapestry of connectivity is woven. The airport serves as a hub for prominent carriers like KLM Royal Dutch Airlines, Delta Air Lines, United Airlines, and easyJet.
Furthermore, Schiphol Airport’s strategic location and state-of-the-art facilities have established it as a vital player in the global air cargo network. With its cutting-edge cargo handling capabilities and relentless dedication to efficiency, Schiphol contributes significantly to the seamless movement of goods across continents.
Air Cargo Update had the distinct privilege of engaging in a comprehensive dialogue with Joost van Doesburg, the Head of Cargo at Schiphol Airport. This conversation delves into the heart of Schiphol’s remarkable journey, illuminating its evolution into a dynamic air cargo powerhouse, and highlighting the commitment of its leaders to propel the industry forward through innovation and excellence.
A Journey of Transformation
Joost van Doesburg’s journey to becoming the Head of Cargo at Schiphol Airport is one woven with diverse experiences and a deep-rooted commitment to the air cargo industry.
With an impressive background advocating for industrial firms, pharmaceutical companies, and high-tech enterprises within the sector, his path laid the foundation for his current role. His advocacy role extended to optimizing the movement of goods via air cargo, bridging the gap between senders and recipients.
This role, coupled with leadership positions in airline pilot associations and a major general union, provided him with a holistic understanding of the industry’s inner workings, from cleaners to security personnel to handling staff.
Reflecting on his journey, van Doesburg shares, “Shifting my perspective to engage with unions, employees, and shippers directly has been enlightening, It’s like looking at the industry through a different lens. My diverse experiences have equipped me with a holistic understanding of the various stakeholders involved, and I’m excited to contribute to the continued growth and success of this vital sector.”
This journey signifies a commitment to holistic growth, an attribute that has become synonymous with Schiphol Airport’s trajectory.
“Our focus lies on enriching our importance in terms of quality, catering to high-demand and specialized cargo. Our ambition is to remain a pioneering hub that not only stands out for its logistical excellence but also for its unwavering commitment to tailored solutions, making a lasting impact in the cargo landscape for years to come.”
Smart Cargo Hub: Quality Over Quantity
Schiphol Airport’s transformation from aspiring to be the largest cargo airport in Europe to becoming a smart cargo hub emphasizes a shift from quantity to quality.
The concept emerged as a response to the realization that full capacity had been reached, urging a strategic shift that prioritizes excellence over sheer numbers. “Our approach centers on becoming more intelligent, adaptive, and responsive to industry demands,” van Doesburg explains.
He elaborates, “To achieve this, we made a decisive move two years ago by acquiring the CargoNaut port community system, which is tailored to our specific needs and operations. This system operates neutrally, welcoming collaboration with other IT service providers and creating substantial value for our community. It’s an essential component in our vision of a smarter cargo hub.”
The adoption of the CargoNaut port community system and the substantial investment in the RIT port community system exemplify this shift. The consolidation of cargo activities on one side of the runway, along with the construction of a state-of-the-art cargo facility, signifies a unified cargo city. This move eradicates congestion, streamlines operations, and reduces the overall time taken from door to door.
The commitment to quality extends beyond physical facilities. Schiphol Airport is embracing innovation to refine ground operations, enhance truck accessibility, and provide customs agencies with timely information. Collaborations with the Netherlands Customs reflect a dedication to shaping a future of heightened efficiency and excellence.
Navigating Resource Constraints
Operating at full capacity presents unique challenges, and Schiphol Airport navigates these obstacles with a resolute commitment to cargo operations. By maintaining a baseline level of freighter operations, valuable slots allocated to freighters are preserved, ensuring stability and continuity for operators. “Preserving a baseline level of freighter operations is integral to our strategy,” van Doesburg emphasizes.
He continues, “The well-connected network of destinations serviced by dedicated freighters and cargo holds of passenger aircraft remains a distinctive feature. Schiphol Airport’s commitment to cargo operations ensures stability while catering to both cargo stakeholders and the broader aviation community.”
Sculpting the Future Infrastructure
Investments in infrastructure are pivotal to Schiphol Airport’s strategic direction. The consolidation of cargo facilities into a centralized cargo city enhances efficiency and collaboration. Initiatives like the “Smart Cargo Main Port” program focus on enhancing information flow within the road feeder network, bolstering the predictability of road feeder services. This provides reliable road transportation alternatives when air solutions are unavailable.
“The ‘Secure Imports’ program underscores our commitment to playing a more integral role in the Netherlands’ economy. We’re placing a greater emphasis on handling high-value goods, including pharmaceuticals and high-tech products. As part of this endeavor, we’re investing in advanced IT solutions designed to enhance security measures,” van Doesburg highlights. “These strategic investments reflect our commitment to innovation, security, and efficiency, positioning Schiphol Airport as a dynamic and secure hub for cargo operations.”
Catering to Diverse Verticals
Schiphol Airport’s diverse offerings encompass various sectors vital to global trade and transportation. “Among these verticals, the flower industry stands as a notable highlight. Schiphol Airport proudly holds the distinction of being Europe’s premier flower hub,” van Doesburg proudly states. “We play a pivotal role in the distribution of flowers across the continent, underscoring our significant contribution to the floral trade.”
He continues, “Additionally, the pharmaceutical and high-tech verticals hold considerable importance in our operations. These sectors demand the utmost precision, security, and efficiency, and we have dedicated resources and capabilities to meet their unique requirements.
“Moreover, we have a focus on high-value goods, which encompasses valuables of various kinds. This vertical reflects our commitment to handling valuable cargo with the highest level of care and security.
“As we look ahead, our strategic vision places emphasis on high-value goods, pharmaceuticals, and high-tech products. These verticals are aligned with our strengths and capacity, enabling us to provide optimal solutions for these critical industries. However, it’s essential to note that our commitment to the flower industry remains unwavering. Even as we evolve and diversify, we continue to nurture our legacy as the flower hub of Europe, ensuring a comprehensive and dynamic cargo portfolio that meets the needs of various industries and trade partners,” he further explained.
Sustainability: A Driving Force
Sustainability has emerged as a paramount concern in the modern world, and Schiphol Airport is at the forefront of adopting sustainable measures. “Undoubtedly, sustainability stands at the forefront of our priorities at Schiphol Airport. As the Netherlands seeks to reduce its environmental impact, we are leading the charge in adopting sustainability measures,” van Doesburg asserted.
He elaborates, “As a state-owned airport, we’re fully committed to becoming a leader not just in terms of quality, but also in terms of sustainability. One of our significant endeavors involves the reduction of noise and NOx emissions. This aligns seamlessly with the government’s directive to enhance sustainability across all sectors. We are the first among airports, but certainly not the last, to embark on this path. This underscores our determination to set a sustainable precedent for the aviation industry.”
“The electrification of our ground equipment is a focal point in minimizing emissions and noise pollution within the airport environment. In terms of air traffic, we’re implementing stringent criteria for freighters that can operate at our airport. We’re prioritizing clean and quiet operations, and we’re actively working towards accommodating only the most environmentally friendly and efficient freighters.”
A Culture of Collaboration
The Smart Hub program embodies Schiphol Airport’s collaborative spirit and its ability to leverage partnerships for innovation. “The essence of the Smart Hub program aligns remarkably well with the collaborative spirit that characterizes the Netherlands,” van Doesburg notes. “Our nation has a rich history of cooperation, dating back centuries to our collective efforts in building protective dikes to combat the challenges of being a country below sea level.”
Schiphol Airport’s geographic advantage and well-connected network have attracted stakeholders who recognize the advantages of the airport’s cooperative approach. “At the heart of this collaboration is Air Cargo Netherlands, an integral entity in our cargo community. This longstanding association comprises all airlines, airports, truckers, handlers, and forwarders. It’s a comprehensive coalition representing the diverse segments of our industry,” he explains. “This unity is a testament to our shared understanding that working together is key to unlocking the potential of a unique logistical solution.”
The Digital Odyssey
Schiphol Airport’s journey into digitalization is a testament to its commitment to innovation and efficiency. “Schiphol Airport has made substantial strides in the digitalization of cargo operations. At the core of our digital transformation is our dedicated port community system,” van Doesburg emphasizes.
“This platform is integral to the cargo ecosystem in the Netherlands, with universal connectivity across the industry. All stakeholders are seamlessly integrated into this system, rendering it an indispensable hub for efficient communication and collaboration.
“We’re resolute in our commitment to minimize paper-based processes within the Dutch cargo landscape,” he continues. “Our journey into digitalization is a testament to our commitment to innovation, efficiency, and environmental responsibility. As we continue to harness the power of technology, we’re shaping a more agile, interconnected, and sustainable cargo ecosystem that sets new benchmarks for the industry.”
E-commerce has become a driving force in cargo operations, and Schiphol Airport is primed to cater to its demands. “E-commerce undeniably represents the future of cargo operations. This surge in e-commerce cargo presents both opportunities and challenges,” van Doesburg notes. “To address this, we’re focused on enhancing our port community system’s capacity to efficiently manage e-commerce data. Our objective is to streamline customs procedures and facilitate seamless processing for e-commerce shipments.”
While e-commerce is a significant vertical, Schiphol Airport’s commitment extends to a comprehensive range of cargo needs.
“Schiphol Airport remains committed to serving a diverse array of cargo needs. Our broad approach distinguishes us from airports that specialize solely in e-commerce, highlighting our commitment to offering a comprehensive range of cargo services that cater to the diverse needs of our industry and community,” said van Doesburg.
Vision for the Future
Looking ahead, Schiphol Airport’s roadmap for the next five years revolves around enriching its importance in terms of quality rather than sheer volume.
“Our focus lies on enriching our importance in terms of quality, catering to high-demand and specialized cargo,” van Doesburg outlines. “Our ambition is to remain a pioneering hub that not only stands out for its logistical excellence but also for its unwavering commitment to tailored solutions, making a lasting impact in the cargo landscape for years to come.”
Van Doesburg’s journey and Schiphol Airport’s evolution mirror a shared commitment to excellence. The emphasis on innovation, collaboration, sustainability, and digitalization forms the bedrock of their strategy.
In a world where adaptability is key, Schiphol Airport’s journey is a testament to its resilience and determination to continue shaping the air cargo landscape for generations to come. With a roadmap focused on delivering exceptional care and attention to cargo, Schiphol Airport’s journey continues to exemplify the spirit of excellence and adaptability in the air cargo industry.
Dubai, UAE—dnata, a leading global air and travel services provider, continues to take initiatives to reduce its environmental footprint across its operations in the UAE, resulting in cutting its Carbon Dioxide or CO2 emissions by as much as 80 tons per year.
Most recently, dnata’s group brands dnata Logistics, Arabian Adventures, Alpha Flight Services and City Sightseeing have switched their vehicles to run on a biofuel blend. The company said the strategic move saves 80 tons CO2 emissions per year, equivalent to over 320,000 kilometres driven by an average petrol-powered car.
dnata says this latest initiative is part of its efforts to reduce its carbon footprint and waste to landfill by 20% by 2024 in line with its two-year green operations strategy. In June 2022, the company announced that it would invest US$100 million in green operations in two years to further enhance its environmental efficiency globally.
“We constantly explore and implement emission reduction methods across our fleet and infrastructure to reduce our carbon footprint. The introduction of biofuel to a diverse range of our UAE businesses is an important step in our ongoing journey. It offers a simple and effective method of cutting emissions throughout the fuel lifecycle, without requiring any changes to equipment,” said Steve Allen, CEO of dnata Group.
“We will continue to invest in our operations, including large-scale infrastructure solutions, to further enhance our sustainability performance and achieve our green operations targets,” he added.
dnata’s group brands cutting fossil fuel dependence
dnata Logistics has switched 31 of its trucks to be run on a biofuel blend at its Dubai-based hub. Providing multimodal freight forwarding, logistics, supply chain and road transport services, its trucks cover up to a total 217,000 kilometres per month. The move saves almost 35 tons of CO2 emissions per year, the equivalent of eight petrol-powered cars driven for one whole year.
City Sightseeing Dubai, a joint venture with dnata Travel Group, operates three tour routes, providing elevated viewing of Dubai’s top attractions, through the use of 21 open-top, biofueled buses. These cover an average of 76,000 kilometres per month, removing over 32 tonnes of CO2 emissions each year: the equivalent of the electricity use of four average homes for 12 months.
Alpha Flight Services (Alpha), dnata’s inflight catering joint venture, has already switched five landside vehicles to biofuel blend and is also in the process of transitioning all of its Sharjah-based airside catering trucks. Alpha now sends its used cooking oil to the biofuel manufacturer and once recycled, it is then re-used within its vehicles. Research shows that one litre of oil recycled into biofuel avoids the emissions of 3kg of CO2, a reduction of 92% compared to diesel fuel use. Alpha’s vehicles cover over 27,000 kilometres per month, supporting the company’s extensive catering operations that create over 25,000 meals a day. As a result of the initiative, Alpha will save seven tonnes of CO2 emissions per year, the equivalent of charging over 850,000 smartphones.
Arabian Adventures has also switched the generators at its desert safari camps to a biofuel mix. The most experienced tour and safaris operator in the UAE, offering true Arabian hospitality, desert safaris, experiences and dune buggies, is saving almost five tonnes of CO2 emissions per year as a result of the initiative. This equates to 1987 litres of diesel.
Besides its recent investment in landside operations, dnata has significantly invested in the electrification of its ground handling fleet across its global airport operations to reduce emissions, with more than 15% of the company’s global fleet now electrified. However, dnata understands that electrification is not the only solution for all vehicles throughout its group, and invests in a mix of equipment types and renewable fuel sources to maximise environmental and operational efficiency globally. It already operates biodiesel, electric and hybrid vehicles as well as actively exploring the use of hydrogen-powered equipment in its operations.
dnata’s other recent key initiatives include continued significant investment in renewable infrastructure, low-emissions ground support solutions and process improvements to optimise fuel efficiency. dnata continues to make significant investments in renewable energy including the installation of rooftop solar panels across its existing facilities, and capture and recycling of grey water or rainwater for conservation.
Waste-to-landfill focus
In order to reduce its environmental footprint in ways other than emissions, dnata is determined to reduce waste to landfill and is collaborating with industry leaders and policymakers on the treatment of international catering waste. In addition, dnata is investing in sustainable solutions to recycle cargo waste materials, such as transport belts and nets. In close co-ordination with the airport community to enhance the segregation and retrieval of recyclables airside, dnata is targeting a 20% diversion of waste from landfill by 2024.
dnata is a leading global air and travel services provider. Established in 1959, the company offers quality and safe ground handling, cargo, travel, catering and retail services in over 30 countries across six continents. In the financial year 2022-23, dnata’s customer-oriented teams handled over 710,000 aircraft turns, moved over 2.7 million tonnes of cargo, uplifted 111.4 million meals, and recorded a total transaction value (TTV) of travel services of US$ 1.9 billion.
In the dynamic world of aviation, only few companies can boast a history over the past 50 years as illustrious as Chapman Freeborn. Today, the world’s leading aircraft charter and aviation support company operates more than 29,000 flights a year across six continents.
As the company celebrates its 50th anniversary, a testament to its enduring commitment to excellence and innovation, Air Cargo Update had the exhilarating opportunity to engage in a conversation with Russi Batliwala, Chairman of the Chapman Freeborn Group of Companies, to reflect on their milestones, challenges, and vision for the future.
From its humble beginnings in 1973 when Chris Chapman and Mike Freeborn formed the company and worked as marketers of Alaska International Air’s fleet of Lockheed C-130 Hercules freighter aircraft, Chapman Freeborn has grown into a towering presence in the global aviation industry, serving both passenger and cargo flights.
Since 2019, Chapman Freeborn proudly stands as part of the prestigious Avia Solutions Group, a global aviation powerhouse with over 100 offices worldwide. With a remarkable variety of aircraft chartered over the past 50 years, including the legendary Antonov AN-225, the largest air cargo aircraft ever built, Chapman Freeborn has not only redefined the boundaries of aviation logistics but also etched its name in the annals of history.
The company’s journey has been one of constant innovation and adaptation. Over the years, it has forged remarkable collaborations and undertaken extraordinary projects, from the VIP transport of the Olympic flame to supporting Greece’s wildfire fight by swiftly transporting helicopters. Chapman Freeborn’s commitment to excellence has earned it a global presence across six continents, solidifying its position as a trusted partner in the aviation industry.
An Extraordinary Milestone
Fifty years in any industry is a significant achievement, and Batliwala acknowledges the magnitude of this milestone. Recounting his experience at a recent industry event, he shares, “When I arrived, people began congratulating me on the accomplishment, but it was only then that it truly dawned on me—yes, this is quite an achievement. I felt incredibly overwhelmed, and even now, it continues to be overwhelming and emotionally inspiring.”
Chapman Freeborn’s journey commenced with a focus on operating Hercules aircraft within Africa, primarily serving humanitarian organizations. Over time, the company’s charter broking business emerged, transforming the industry landscape.
Batliwala explains, “In the early days, charter broking was more like a used car salesman business. However, the industry has changed significantly today, with regulations, compliance, and legal aspects playing a crucial role.” This adaptability and ability to navigate industry changes propelled Chapman Freeborn’s growth, and the company now operates on a global scale, across six continents.
Global Presence
Diversification and strategic partnerships have played a pivotal role in Chapman Freeborn’s rise as a global leader in aviation logistics. Its extensive network, spanning six continents, has solidified its position and earned the trust of clients worldwide. The company is now filled with hundreds of highly-skilled air charter experts, from charter brokers to flight support officers, each bringing unwavering commitment which allows Chapman Freeborn to consistently provide tailored solutions to meet the diverse needs of industries and individuals. 
Recognizing the need to diversify and adapt to a changing market, Chapman Freeborn embarked on strategic moves to expand its portfolio and its team. Batliwala emphasizes, “We started bringing in new products, investing in our onboard courier business, and acquiring Intradco Global, the number one animal transportation specialist in the world, with Charlie McMullen at the helm. We also purchased Arcus and increased our share in Magma Aviation, working closely with their CEO, Conor Brannigan.” These bold initiatives allowed Chapman Freeborn to have its own assets and broaden its revenue streams, differentiating the company from its competitors.
Chapman Freeborn, a distinguished member of the Avia Solutions Group, stands as a testament to the power of strategic partnerships in the aviation industry. As Batliwala highlights, “The partnership with the Avia Solutions Group has played a vital role in our growth and success.” This collaboration has positioned Chapman Freeborn to thrive in the ever-evolving aviation landscape.
As part of the world’s largest ACMI provider, Avia Solutions Group brings an impressive fleet of 173 aircraft to the table. With a global presence in 68 countries and a workforce of 11,500 highly skilled aviation professionals, the group provides Chapman Freeborn with the resources and expertise necessary to thrive in today’s competitive market.
Indeed, ACMI leasing is a key part of Chapman Freeborn’s onward trajectory, marked by the advent of its new global ACMI department, announced in April of this year. Headed by Scott Collier, President – ACMI Leasing, the team is situated across three continents and provides wet, dry, damp and hybrid lease solutions.
With the backing of Avia Solutions Group, Chapman Freeborn is poised for remarkable collaborations and ventures on the horizon. Batliwala stresses, “This expansion is bringing new capacity for us to market as a broker, and it’s an incredibly exciting development for us.” Through the partnership with Avia Solutions Group, Chapman Freeborn is actively managing and expanding its asset portfolio, extending its focus beyond cargo to encompass passenger services. This strategic positioning reflects the company’s commitment to meeting the evolving demands of the industry. As the Chairman affirms, “We are poised for exciting collaborations and growth opportunities in the passenger services sector. Our team of professionals in this arena is exceptional, and we have recently added several new people into the mix, such as Andy Hutchinson who is our new Head of Sales & Commercial in our UK passenger team, and Matt Feldon, Senior Team Leader Commercial Jets. We are very optimistic and confident about what the future holds for Chapman Freeborn in the passenger sector.”
Embracing Challenges and Forging Memorable Collaborations
Reflecting on the last 20-30 years, Batliwala shares remarkable stories of collaboration and resilience. From delivering humanitarian goods to Somalia to navigating the ever-changing charter business landscape, Chapman Freeborn has embraced challenges and carved a unique path. “I have a deep passion for aviation, and the charter business, in particular, excites me because it’s different every day,” he shared. “This passion is shared by our ever-growing team and remains inherent, even as the business expands and adapts to market changes.”
In 2010, Chapman Freeborn faced a critical turning point. Rising costs and the realization that being a “nice guy” was no longer sufficient prompted the company to redefine its approach. Recognizing the need for value addition, Batliwala explained, “We recognized that being a nice guy alone was not sufficient; we needed to add value and differentiate ourselves.” This led to diversification efforts and the provision of tailored solutions, ensuring the sustainability of the business.
Amidst challenges, Chapman Freeborn has also forged unforgettable collaborations. From witnessing the offloading of humanitarian goods by local villagers in Somalia to engaging in dynamic industry partnerships, the company’s journey is marked by remarkable moments. Half a century of firsthand experiences exemplify the unpredictable nature of the air cargo charter business and fuel his unwavering passion for aviation.
Embracing challenges and cultivating memorable collaborations have defined Chapman Freeborn’s trajectory. With a renewed approach focused on value addition and differentiation, the company continues to thrive.
As it navigates the dynamic aviation landscape for more than half a century, Chapman Freeborn remains committed to shaping the future, leaving an indelible mark on the industry and inspiring aviation enthusiasts worldwide.
Commitment to Sustainability and Carbon Neutrality
In the pursuit of sustainability, Batliwala highlights the current challenges faced by the industry.
“Sustainable aviation fuel is a luxury primarily accessible to legacy carriers like Lufthansa, while the charter market struggles to afford this option,” he acknowledges. However, despite these limitations, Chapman Freeborn is determined to make a difference and promote carbon neutrality within their operations.
Batliwala proudly announces, “As far as Chapman Freeborn is concerned, we have a large onboard courier business headed by Nikolai Bergmann, OBC – Managing Director, with offices in Los Angeles, Hong Kong, and Cologne. All our onboard couriers globally will be CO2 neutral. Which is, I believe, the first in the industry.” This groundbreaking initiative, fronted by Business Development Manager, Felix Deutscher, sets Chapman Freeborn apart as trailblazers in the field, with their onboard courier business leading the way in achieving carbon neutrality. “Already, our Cologne onboard courier office is run entirely on green energy”, Batliwala adds.
To provide tangible proof of their commitment, Batliwala explains, “We will be issuing certificates through our partner who is going to be doing the CO2 compensation. So, if you book an onboard courier, you can confidently inform your customer that this is proof of CO2 neutrality. Which is a big step.” By issuing these certificates, Chapman Freeborn ensures transparency and empowers customers to showcase their environmentally conscious choices.
The commitment to sustainability extends beyond the onboard courier business. In the private aviation sector, Chapman Freeborn offers customers the option to neutralize their CO2 footprint by paying an additional amount. This comprehensive approach reflects their dedication to reducing the environmental impact of their operations and sets the stage for further sustainability initiatives.
Chapman Freeborn is prioritizing transparency, providing tangible proof, and offering eco-conscious solutions, and will inspire change and set a new standard for the aviation community. As they continue their sustainability journey, Chapman Freeborn remains dedicated to shaping a greener and more responsible future for aviation.
A Legacy of Corporate Social Responsibility
Chapman Freeborn’s journey is not only defined by its business accomplishments but also by its commitment to corporate social responsibility. Over the years, the company has actively engaged in various initiatives to support humanitarian causes and give back to society.
Whether it be providing ad hoc sponsorship for special cases or contributing to humanitarian efforts in times of crisis, Chapman Freeborn recognizes the importance of making a positive impact on the communities it serves.
Batliwala acknowledges the need for a more structured approach. He comments, “It might be something we need to consider changing in the future, perhaps by supporting a particular organization consistently. The company recognizes the importance of unified efforts within the Avia Solutions Group, contributing to humanitarian causes and supporting organizations collectively, emphasizing the commitment to operate as one group and provide aid to those in need.”
Soaring Towards a Heritage of Innovation and Impact
As Chapman Freeborn embarks on the next phase of its journey, the company, under the guidance of Batliwala and CEO of almost three years, Eric Erbacher, is poised for growth, innovation, and impactful corporate social responsibility initiatives.
Collaborations, expanding asset portfolios, and a clear vision for the future pave the way for Chapman Freeborn to continue its legacy as a global leader in the aviation industry. With an unwavering commitment to value addition and a dedication to serving society, the company remains well-positioned to navigate the dynamic challenges and opportunities that lie ahead.
Looking toward the future, Batliwala emphasizes the significance of adding value and driving the company forward. He envisions a path of growth and innovation. With an expanding team, strategic partnerships, and a clear roadmap for 2030, the company is poised to seize new opportunities and conquer new challenges. He states, “Even after over 36 years with Chapman Freeborn, I continue to feel excited about what we do every day, and I am continually inspired by the extraordinary people I work with. As long as I continue to add value, I will remain in my role.” This steadfast commitment to excellence and continuous improvement sets the tone for Chapman Freeborn’s trajectory on its continued quest for growth beyond its first 50 years.
Reflecting on Chapman Freeborn’s 50-year journey, it is evident that the company’s success is not merely measured in numbers, but in its ability to adapt, innovate, and make a lasting impact. The remarkable accomplishments over the past 50 years and the resolute dedication of each person within the Chapman Freeborn Group have solidified its place as a true trailblazer in the aviation world. With an exciting future ahead, Chapman Freeborn continues to soar to new heights, leaving an indelible mark on the industry and inspiring the next generation of aviation leaders.
Istanbul, Türkiye—Turkish Cargo has climbed up to the third spot in the global air cargo airlines ranking based on the latest data published by the International Air Transport Association (IATA).
The cargo and logistics arm of Turkish Airlines, the national airline of Türkiye, showed a remarkable performance in May, overtaking top brands from America, Europe and the Far East during the period.
According to the FTK (Freight Ton Kilometers), derived by multiplying the cargo tonnage, carried by air, with the kilometers covered, Turkish Cargo increased its cargo tonnage by 17% compared to the previous month while raising its market share to 5.4% from 4.7% by increasing it 0.8 points as compared to April.
Turkish Airlines Chairman of the Board and the Executive Committee, Prof. Dr. Ahmet Bolat, commented: “We, as Turkish Cargo, are continuing to reinforce our leading position in the industry in line with our target to grow and improve continuously. We recognize these achievements as a commitment to our future targets and work harder to add further value to the air cargo industry.”
Touted as one of the fastest growing air cargo brands in the world, Turkish Cargo continues to raise the bar for excellent performance day by day and combines its wide range of services and operational capabilities with the unique geographical advantages of its hub in Türkiye.
With a fleet of 24 freighters and access to 422 aircraft via Turkish Airlines, Turkish Cargo provides air cargo services to more than 340 destinations, 104 of which are dedicated for cargo shipments across 132 nations around the world.
“While we have been concentrating more on the North American side, we do see opportunities to explore further international markets…WestJet Cargo aims to be easy to do business with, aligning with its culture of simplicity and hassle-free interactions. We are investing in connecting to third-party platforms and focusing on revenue management.” – Kirsten de Bruijn, Executive Vice President Cargo, WestJet Cargo
By Mohammed Irshad
WestJet Cargo, a subsidiary of Canada’s second largest carrier, WestJet Airlines, which operates more than 777 flights per day, continues to break barriers and initiate innovative solutions in the air cargo industry.
A shining beacon of ingenuity and excellence, WestJet Cargo is once more pioneering new horizons through the leadership of Kirsten de Bruijn, the airline’s Executive Vice President for Cargo.
In this exclusive interview with Air Cargo Update, De Bruijn discusses WestJet Cargo’s remarkable journey of adapting and innovating in the face of numerous industry challenges and how it’s reshaping its future with a team of industry-leading experts she handpicked for the job.
As the industry undergoes significant transformations, WestJet Cargo remains at the forefront, rewriting the rules and redefining what it means to be a cargo powerhouse. With an unwavering commitment to customer satisfaction and a deep understanding of the intricate nuances of air cargo, De Bruijn and her dedicated team orchestrate a symphony of efficiency and reliability. As they navigate the vibrant air cargo landscape of North America, the cargo airline boldly carves a path of innovation and excellence, consistently setting new industry standards.
WestJet’s ingenious strategies to carve its future, manage talent shortages and foster a team of industry-leading experts are working in its favor. The result is a cohesive, diverse, and motivated group of cargo experts united in their mission to push WestJet to new heights.
Challenges Turned Opportunities: A Positive Perspective
“We view the challenges in a positive light,” De Bruijn shares. “Although we faced a downward market when we started, it has pushed us to be more vigilant and perform better than ever before.” She highlights how they utilized the main deck capacity of their three Boeing 787s, which was a significant addition to their existing belly cargo operations. “The certification process, though longer than expected, provided us with an opportunity to excel.”
“Our brand has always been well-liked and known for its positive and responsive culture,” De Bruijn explains. She emphasizes WestJet’s unique identity that resonates with customers. “Our competitors primarily operate larger aircraft such as Boeing 767 freighters and Boeing 747s with capacities of 35 tons or more,” De Bruijn says. “However, there are certain routes and smaller airports where operating such large aircraft becomes challenging or inefficient. In those cases, our more agile fleet is better suited to provide custom solutions to customers.”
“The entire year has been a journey of learning and discovery,” De Bruijn reflects. She highlights the comprehensive understanding she gained across various aspects of the business. “One positive outcome of this experience is that the aircraft has have proven to be much more reliable than expected,” she said, emphasizing their plans to install advanced communication systems to improve operational efficiency and expand their reach.
Remarkably, despite being parked for nearly a year, WestJet Cargo’s fleet of aircraft had shown excellent performance.
De Bruijn said the company plans to expand to other global markets, saying, “While we have been concentrating more on the North American side, we do see opportunities to explore further international markets.” She pointed out perishable goods as a promising vertical with their strong presence in passenger lanes.
Carrying pets is another market they want to focus on. “Another interesting vertical for us is the pet industry,” she adds, highlighting the unique aspects of the Canadian air cargo market and their focus on understanding and serving its diverse landscape.
In this captivating chapter of WestJet’s cargo symphony, challenges are transformed into opportunities, setting it apart with its unique strengths, unveiling new dimensions through continuous learning, and exploring international markets for diversified revenue streams.
The journey towards Cargo Excellence
De Bruijn explains the need for freighters, stating, “The cargo business operates differently from utilizing belly space alone.” She highlights the importance of optimizing cargo flow and maximizing both belly space and freighter capacity. “By introducing freighters, we have the capacity to handle everything and also optimize our wide-body aircraft operations to meet diverse cargo needs,” she said. She underscores the rising demand for e-commerce and the vast potential in the Canadian market.
“I consider myself fortunate in this regard,” De Bruijn explains, “Utilizing this knowledge, I actively pursued the specific individuals I knew would be a perfect fit for our team.” She proudly shares that they currently have no vacancies and adds, “I hand-selected each member of my management team, which is a first for me.”
De Bruijn underlines, “We are lucky to have a highly motivated and driven group of cargo experts from diverse backgrounds. In my opinion, our team ranks among the best in North America, if not the world.”
Highlighting WestJet’s progress in digitalization, De Bruijn shared, “WestJet has made significant strides in digitalization, including the implementation of the smart cargo system.”
WestJet is actively working on improving its digital platform, aiming for a 10-20% increase in online bookings this year. “WestJet aims to be easy to do business with, aligning with its culture of simplicity and hassle-free interactions. We are investing in connecting to third-party platforms and focusing on revenue management,” De Bruijn explains and emphasizes their commitment to operational efficiency and customer service through track and trace initiatives and sales CRM dashboards.
De Bruijn acknowledges the need for further advancements in digitalization, stating, “Tthe cargo industry as a whole still has a long way to go,” and affirms their dedication to ongoing efforts until December 2024.
With a clear vision and unwavering dedication, De Bruijn’s leadership propels WestJet’s cargo operations toward a brighter future. Through the adoption of freighters, careful selection of skilled professionals, and a strong focus on digitalization, WestJet Cargo is actively influencing the industry and redefining the standards for success in the cargo sector. The stage is set for continued success as optimized operations, exceptional team members, and streamlined processes drive WestJet Cargo forward.
Change, Sustainability, and Integration
Regarding change management during the implementation of Smart Cargo, De Bruijn acknowledges the challenges faced and states, “People tend to resist change and often perceive the previous system as better.” She explains, “To address this, the company had change management advocates who were confident in the decision and provided motivational support.”
De Bruijn shares that personalized one-on-one training sessions were conducted with each customer to ensure a smooth transition.
She recalls, “Feedback from customers was collected and used to drive continuous improvement in the system.” De Bruijn highlights their commitment to customer service, stating, “The company invested in ramping up its contact center to provide support during the transition.”
She proudly mentions their company personally training at least 500 customers and expresses their dedication to ongoing improvements based on customer feedback. De Bruijn acknowledges that digitalization in the cargo industry still has a long way to go and emphasizes WestJet Cargo’s commitment to investing in necessary advancements.
De Bruijn stressed the importance of sustainability initiatives: “Our sustainability initiatives at WestJet are an important focus for us.” She explains their commitment to extending these initiatives to cargo operations and mentions Angela, the leader of their dedicated sustainability team, who oversees environmental, social, and governance factors.
De Bruijn states that they have set goals to become carbon neutral and have conducted a Sustainable Aviation Fuel (SAF) flight on the passenger side. She acknowledges the limitations in SAF availability in certain locations. She emphasizes their priority of reducing plastics and harmful materials, saying, “We are actively working with our ground handlers and exploring different initiatives to achieve that.”
De Bruijn also shares insights on integrating WestJet’s culture into newly acquired airlines, “It’s been a learning curve for us,” she said, explaining the challenges they faced due to the dynamic nature of cargo operations compared to stable passenger operations. The company’s dedicated team, however, is managing full freighter operations and initiated efforts in aligning the organization with cargo behavior.
De Bruijn expresses their focus on change management, motivation, and regular communication to integrate their culture. “We conduct roadshows, personally engage with duty managers, and keep our stakeholders close to ensure understanding and appreciation for the dynamic nature of cargo operations,” she said reflecting on the interesting journey they have embarked upon so far.
Future Outlook
When asked about WestJet Cargo’s future in terms of freighters and revenue percentage over the next five years, De Bruijn acknowledges the challenge of providing a specific answer at this point. She mentions that they currently have four freighters but states, “It’s challenging to determine the exact number of freighters we will have in the future,” she said, noting their focus on building up their network and optimizing connectivity through their “go west” strategy and the integration of Sunwing Airlines which WestJet Airlines acquired in May 2023.
Highlighting the importance of understanding their cargo footprint and market variables in shaping their cargo operations, De Bruijn says, “By the end of the year, I will present a proposal outlining the focus for the next five years, including considerations such as capacity, freighter types, and routes.”
De Bruijn acknowledges that it’s still early to provide a concrete plan but expresses her willingness to discuss this in greater detail in the coming months. Her leadership and commitment to excellence are evident throughout her responses, showcasing WestJet’s determination to thrive in the ever-evolving cargo industry.
Wiremind and WestJet Cargo explore capacity forecasting
With WestJet Cargo’s recent renewal of its SKYPALLET contract with Wiremind, the decision was made to take the digital collaboration further and explore capacity forecasting improvements. A Proof of Concept (PoC) was initiated in April 2023 and will run for the next few months with a final enhancement expected in the second half of this year.
An Artificial Intelligence-driven capacity forecasting mechanism is already part of Wiremind’s optimization solution, CARGOSTACK Optimiser. Through a combination of advanced Machine Learning models and algorithms, Wiremind’s solution provides a more accurate estimate of the remaining cargo capacity for sale, after factoring in non-cargo items such as passenger baggage, fuel and other capacity consuming items. It can provide this capacity estimate in payload, volume and positional terms depending on the profile of the flight or the aircraft type operated.
“We understand that a key pain point for cargo teams at passenger-heavy airlines is determining how much cargo capacity they will be able to sell. This is why we developed our capacity forecasting solution to provide more accurate recommendations which cargo sales teams can trust,” states Nathanaël de Tarade, Chief Executive Officer of Wiremind Cargo. “We have been accompanying WestJet Cargo in its digital transformation since December 2019, when they became a SKYPALLET customer, and we are very excited to take this partnership a step further with this PoC.”
The new capacity forecast solution also complements SKYPALLET by providing a more accurate capacity definition within which SKYPALLET must optimize the flights’ bookings. Further iterations are planned for both solutions to work seamlessly together, such as automatically reconfiguring the aircraft to an optimal layout, to unlock further efficiencies.
Kirsten de Bruijn, Executive Vice President Cargo at WestJet Cargo, has high hopes the airline’s partnership with Wiremind will yield to growth.
“Having experienced the financial benefits and efficiencies that SKYPALLET brings to the cargo business, here at WestJet, where we have already implemented Wiremind’s software into our daily operations for three years, I am more than confident that our joint Proof of Concept will be an incredible success. In the run-up to the flight, there are several variables and factors to consider, making intelligent digital support highly valuable. Given the current pace of change in machine learning and artificial intelligence, we are just at the beginning of the vast opportunities they can bring to the air cargo business. With Wiremind, we have a trusted and innovative SaaS provider that offers flexibility and reliability,” she said.
Dubai, UAE, 4 July 2023 – The Emirates Group is laying the groundwork for its next big growth phase with a mammoth drive to recruitthe best minds and talentgloballyacross 180 unique roles. The Group is looking to cherry-pick cabin crew, pilots, engineers, IT professionals and customer service agents at both Emirates and dnata.
Despite tough labour market conditions globally, the Emirates Group ended its financial year on 31 March with more than 102,000 employees, after having welcomed 17,160 people in various roles throughout the year.
Oliver Grohmann, Senior Vice President Human Resources at the Emirates Group, said: “The Emirates Group has built an extraordinary reputation as an employer of choice and as a trailblazing force in aviation. People aspire to be part of the Group’s growth story and its ambitions as well as work and live in Dubai, one of the world’s safest, most cosmopolitan and dynamic cities. In the last financial year, we received around 2.7 million applications globally for roles across the organisation. We are using the latest technologies, such as digital assessments, artificial intelligence and other top-notch recruitment systems to shortlist, select and respond to candidates in the most efficient and effective ways. Our focus is on recruiting the best talent, the brightest minds, and those most fit for the various roles that will support and drive our future growth and expansion.”
The fresh callout for cabin crew and pilots comes at one of the most exciting times in Emirates’ history – a year of record financial results and profit share, projected growth, network expansion, delivery of the new fleet of Airbus A350s and Boeing 777-Xs starting in 2024, a buoyant travel market and an optimistic outlook overall.
Cabin crew
Emirates is organising open days and invite-only events across 6 continents, covering hundreds of cities all year round, in search of the brightest talent to offer customers an unmatched onboard experience. The recruitment process is carefully designed to be completed within a day, and candidates are contacted within 48 hours of the assessment.
As part of the world’s largest international airline, Emirates’ cabin crew community represents over 140 nationalities, speaks around 130 languages and delivers the airline’s signature services with excellence and empathy. Aspiring cabin crew can browse the recruitment events calendar, view benefits and eligibility criteria, and apply here.
Pilots
Emirates is holding a series of open days to recruit pilots in the UK and Ireland – Dublin, Manchester, London Gatwick and London Stansted – in August, after successfully running these events in Budapest, Madrid and Lisbon in June. An online information session is slated for 19 July at 1pm Dubai time.
Emirates’ pilots fly one of the world’s youngest and most sophisticated fleets, with 260 all wide-body aircraft of Airbus A380s and Boeing 777s, to six continents, 150 destinations, and across all terrains, including the North Pole. Since 2022, the airline has welcomed over 900 new pilots on its three recruitment programmes – Direct Entry Captains, Accelerated Command, and First Officers.
A380 Direct Entry Captain: designed for captains with recent command experience on Airbus fly-by-wire Wide Body such as the A330, A340, A350, and A380.
Accelerated Command: for experienced Airbus Captains, who currently command narrow-body aircraft on regional routes.
First Officer: for those who have multi-engine, multi-crew aircraft experience, and a valid Airline Transport Pilot License (ATPL).
For more info on benefits, eligibility criteria and to register for the online information session, click here.
Engineers
Emirates Engineering is planning open days in Australia, Canada, Brazil, South Africa and the UK in July and August. With 260 all wide-body aircraft in the fleet, the largest retrofit programme in aviation underway in-house, and with the A350s and 777-Xs joining the fleet soon, Emirates is looking for 75 Structural Technicians along with over 400 positions in aircraft maintenance engineering and engineering support roles.
To know more about Engineering roles, entry requirements and the registration process, click here.
IT professionals
The Group aims to recruit over 400 IT professionals with the right skills for a range of roles in software engineering, DevOps, hybrid cloud, agile delivery, technical product management, digital workplace, cybersecurity, IT architecture, innovation and service management.
The Group’s IT team works on projects across B2C, B2B, support functions and operations for more than 40 brands and businesses in Dubai and globally. The team works with advanced tools, technologies and patterns including cloud services, robotics, DevOps, biometrics, web and native mobile development, and modern programming languages.
The IT team routinely introduces cutting-edge technologies and applications to airline operations, develops flexible, user-friendly customer interfaces, uses in-depth data analysis, and implements machine learning and robotics in partnership with industry leaders.
To learn more about the diverse IT roles available, entry requirements and the registration process, click here.
Customer service roles
For those who dream of being in aviation, interacting with people from all over the planet and being a part of an iconic brand and a professional team, the Emirates Group’s customer service roles are a step in the right direction. The Group is looking for exceptional individuals who will receive extensive training prior to joining Emirates Airport Services, dnata, marhaba or the contact centres. Those in customer service roles can work either in full-time or part-time positions and enjoy the flexibility to fulfil their lifestyle and career goals.
To know more about customer service roles, click here.
The Emirates Group is also recruiting for several other roles across the organisation, including at dnata, Emirates SkyCargo and in airport services. Those wishing to be a part of the Emirates Group are advised to regularly visit www.emiratesgroupcareers.com to check out the latest roles and updates.
Emirates offers a range of benefits designed for employees and their families to lead an enriching and enjoyable lifestyle. This includes deeply discounted flight tickets for employees, family and friends, competitive tax-free salary, accommodation and transport allowances, life insurance and medical cover, and bonus eligibility. The Emirates Platinum card offers employees thousands of exclusive offers and privileges from hundreds of retail, leisure, service, and hospitality brands in the UAE and globally.
Technology has made the world smaller and faster.Real time communication with people from all over the world at different time zones through phones and gadgets
