Istanbul,Türkiye—The International Air Transport Association (IATA), announced that leaders of the global aviation industry are gathering in Istanbul, Türkiye, for the 79th IATA Annual General Meeting (AGM) and World Air Transport Summit, with Pegasus Airlines as the host airline.
The event (4-6 June) attracts the industry’s most senior leaders from among IATA’s more than 300 member airlines, as well as senior government officials, strategic partners, equipment suppliers, and media.
“In a few days, Istanbul will become the aviation capital of the world. Airlines will meet to review the industry’s recovery from COVID-19, to plan the way forward to a more sustainable future, to discuss the opportunities for technology to drive efficiencies from modern retailing to improved facilitation, and to understand the common regulatory challenges they face. Aviation is important. Connecting the world even as geopolitical divides deepen is a vital mission that requires profitable, safe, efficient and sustainable airlines. The outcomes of this AGM must set the direction for even more effective global connectivity,” said Willie Walsh, IATA’s Director General.
Chairperson of the Board of Directors, Pegasus Airlines, and Chair of the IATA Board of Governors Mehmet T. Nane said: “We are enormously proud to be hosting our industry partners in the great city of Istanbul and look forward to welcoming everyone here for the IATA AGM, particularly as we look ahead to our 100th aircraft milestone on the 100th anniversary of Republic of Türkiye later this year. Aviation came together to assist the people of Türkiye to rebuild after the tragic earthquake in February. Now aviation comes together to debate vital issues concerning our pathway to net-zero CO2 in 2050, the diversity of our industry, our operational recovery from the depths of COVID, and many other topics.”
World Air Transport Summit
The World Air Transport Summit immediately follows the AGM.
The ever-popular CEO Insights Panel moderated by CNN’s Richard Quest will feature Greg Foran (CEO, Air New Zealand), Yvonne ManziMakolo (CEO, Rwandair), John W. Dietrich (President and CEO, Atlas Air Worldwide) and Campbell Wilson (CEO and MD, Air India).
In addition to the updated industry economic outlook, key topics to be addressed include:
A highlight will be the fourth edition of the Diversity and Inclusion Awards sponsored by Qatar Airways. These awards recognize organizations and individuals who are making a difference in helping to drive the industry’s 25by2025 initiative to make the aviation industry more gender balanced.
This will be the second time that the AGM is hosted in Istanbul, which last hosted in 2008. Türkiye is rebounding strongly from the pandemic shut down. In 2022 travel to/from Türkiye increased nearly 60% and it is now the 7th largest international passenger market in the world.
“Since we were last in Istanbul, Türkiye has become an incredible global aviation powerhouse. Its carriers are leading the way in regional and international connectivity, and the magnificent new airport puts some other nations’ lack of airport investment to shame. There’s no doubt that Türkiye’s importance to global aviation will continue to grow significantly,” said Walsh.
“Air Charter Service’s global network, support infrastructure, and focus on compliance and risk management have enabled the company to successfully navigate complex logistics challenges and fulfill unique and challenging cargo charter requests for its clients.” – Dan Morgan-Evans, Global Cargo Director of Air Charter Service
By Mohammed Irshad
Air Charter Service (ACS) has carved a niche of its own in the global aviation industry over the past 33 years since its humble beginnings in the basement of its founder, Chris Leach, in Kingston Upon Thames in south-west London.
Today, ACS, part of ACS Group, is one of the largest global charter providers—private jets, helicopters, commercial airliners and cargo aircraft—with at least 29 offices across continents, including Australia, Brazil, Canada, China, France, Germany, Hong Kong, India, Kazakhstan, Singapore, South Africa, Spain, Switzerland, UAE, UK, and USA.
The aircraft charter company has the largest range of jets and operates an impressive over 25,000 flights per year across the world.
For the air cargo industry, ACS has earned a worldwide reputation for providing urgent ‘go now’ cargo charters to a range of industry clients. It is also known for providing immediate humanitarian relief for disaster-stricken areas and zones facing armed conflicts, supporting NGOs, governments and aid agencies.
And as the demand for specialized cargo transportation services continues to grow worldwide, the global cargo chartering industry is undergoing a period of rapid expansion. In this dynamic landscape, ACS has emerged as a standout player, renowned for its unwavering commitment to operational excellence, exceptional customer service, and continuous innovation.
In an exclusive interviewwith Air Cargo Update, ACS Global Cargo Director Dan Morgan-Evans shares his unique insights on what sets the company apart from its competitors, how it manages intricate logistics challenges, and ways in which it leverages technology to enhance its operations and services to an even greater extent.
Expert on complex tasks and customer service
ACS’s ability to manage complex logistics and operations involved in global cargo chartering is a key factor that sets the company apart from its competitors. With a truly global network and a team equipped to handle any challenge that may arise, it leverages its local knowledge, numerous languages, and support teams to ensure a smooth and efficient process.
According to Morgan-Evans, their team’s extensive training, havingthe largest network of brokers, and focus on customer service are key factors that differentiate the company from its competitors.
While ACS strives to offer competitive prices, its value proposition goes beyond pricing to encompass a single point of contact and 24-hour operations that ensure smooth and efficient processes for clients.
Morgan-Evans emphasizes that value is not the same as price, and ACS’s focus on building relationships with clients and understanding their specific needs is a core part of its strategy.
Global Network and Support Infrastructure for Complex Logistics
Global cargo chartering involves complex logistics and operations that require a deep understanding of local markets, regulations, and cultural nuances.
With offices in over 29 countries and a multilingual team, the company provides a strong foundation for its cargo chartering services.
Further, ACS has a support infrastructure that includes a Time Critical arm for ground logistics, a Legal and Compliance team for risk management, and a 24/7 operations team for flight watching and updates.
Morgan-Evans cites the example of ACS’s response to the COVID pandemic, where the company leveraged its Chinese offices to transport PPE and test kits from the region, demonstrating the power of its global network to fulfill unique and challenging cargo charter requests.
In response to the growing demand for urgent cargo products such as on-board couriers (OBCs) and next-flight-out (NFO) services, ACS recently consolidated these services under its new ACS Time Critical sub-brand. Morgan-Evans explains that this move made sense given the critical mass reached by these services and enables ACS to focus more on these offerings and provide more visibility to clients.
Navigating Global Challenges
As a company that places a high value on compliance and risk management, ACS takes a thorough approach to scrutinize every charter for compliance with regulations and safety standards.
Morgan-Evans stresses that ACS is a risk-averse company that prioritizes safety and compliance over speed and convenience. By ensuring that all aspects of a charter meet regulatory and safety requirements, ACS minimizes potential issues or setbacks and delivers reliable service to clients.
Morgan-Evans believes that global events can have a significant impact on the cargo charter industry, affecting the demand for charter flights. Natural disasters often lead to an increase in the number of aid missions, which means more charters are needed to deliver supplies and personnel to affected areas.
However, trade disputes can have the opposite effect, resulting in a decrease in demand for charters. Despite the challenges posed by global events, ACS remains dedicated to providing its clients with efficient and reliable services tailored to their unique needs.
Technology and Innovation for Enhanced Operations and Services
ACS is at the forefront of the cargo charter industry in leveraging technology to improve its operations and services. Its internal CRM system holds data on thousands of airports, airlines, and individual aircraft, enabling the team to locate aircraft worldwide with ease. The company invests in technology and people to continually enhance its services, providing a seamless customer experience.
Morgan-Evans underscores that technology is intended to support the sales team, not to supplant them.ACS’s bespoke CRM system allows the company to locate aircraft globally at the touch of a button. The company’s investment in technology and people ensures it stays ahead of emerging challenges in the industry, providing customers with a smooth and efficient service.
As ACS expands its services, Morgan-Evans, said the company reinforces its commitment to delivering exceptional value, operational excellence, and unparalleled customer service. By investing in cutting-edge technology and a world-class team, ACS is poised to surpass emerging challenges and set new industry standards in global cargo chartering services.
BOX OUT
ACS Group posts record 28,000 flights in 2022
World-leading aircraft charter broker, Air Charter Service Group, announced results exceeded expectations in 2022 with record profits being credited to the post-COVID charter boom continuing further into the year than predicted, as well as the growth of its core businesses.
Highlights included a 35% growth in private jet revenue, despite the exit from the company’s Russian operations in 2022, along with a total of 28,000 charter flights arranged and more than 2,100 new customers booking for the first time.
Total Group revenue had been significantly inflated in 2021 due to COVID-related demand, especially in the cargo sector. This had been expected to fall significantly in 2022, however it continued throughout Q1, giving the company an exceptional start to the year. This was further boosted by strong growth in underlying business throughout the past 12 months. As a result, whilst total Group revenue declined from £1.29 billion to £1.09 billion, EBITDA increased from £72 million to £82 million.
Chris Leach, Air Charter Service’s Founder and Chairman, commented: “2021’s revenue was exaggerated by hundreds of trans-Pacific widebody freighter flights carrying essential Covid-related cargo, along with a backlog of goods caused by the pandemic, and subsequent reduction in scheduled service network. Those large, expensive flights continued into the first few months of 2022, but soon tailed off. The huge turnover generated by adding such flights to our business is not likely to be replicated for several years. However, we have been blown away by the performance of our underlying business. Passenger charter revenue reached almost £450 million, whilst cargo accounted for close to £650 million.
“This past 12 months we have arranged more than 28,000 charter flights in total – on a par with the year before. Whilst cargo numbers have dropped off slightly, we have seen a 15% increase in private jets flights year-on-year, which represents a 29% increase in pre-pandemic levels. Private jet revenue was up 34% on 2021 and 72% up on pre-pandemic levels. This additional revenue is as a result of price inflation and customers booking longer flights on larger aircraft.
“We haven’t increased our cost base to reflect this spike in sales, knowing that this was only going to be temporary, so we are in an exceptionally strong position moving forward. Our underlying business is increasing and, whilst we might not hit £1 billion this year, our aim is to finish with revenue between £800 and £900 million – although the first two months of this year have already put us above target.
“To support our underlying growth, we have hired some experienced heads in key regions and grown our staff numbers overall, as well as opening two new offices in 2022, to drive future growth. There are exciting times ahead, with three new office openings in 2023, the first of which has just been announced as Mexico City.”(Source: www.airchartermideast.ae)
Dubai, UAE—His Highness Sheikh Ahmed bin Mohammed bin Rashid Al Maktoum, Second Deputy Ruler of Dubai, has officially inaugurated Arabian Travel Market (ATM) 2023, marking the start of the 30th edition of the Middle East’s largest travel and tourism exhibition.
His Highness Sheikh Ahmed bin Mohammed bin Rashid Al Maktoum was accompanied at the inauguration by VasylZhygalo, Portfolio Director, RX Global; Danielle Curtis, Exhibition Director Middle East, ATM; and a host of other VIPs who embarked on a tour of the show floor as the four-day event got underway in Dubai.
Taking place from 01 to 04 May at Dubai World Trade Centre (DWTC), exhibitor participation at this year’s event has seen a 27% rise compared to ATM 2022. The 30th edition of the show, which will welcome an anticipated 34,000 attendees over the course of the next four days, is hosting more than 2,000 exhibitors and representatives from over 150 nations.
In line with its theme, ‘Working Towards Net Zero’, ATM 2023 is enabling global tourism professionals to forge new connections, share knowledge and showcase innovations with the potential to expedite the sector’s journey towards decarbonisation.
Day one of ATM 2023 includes 20 sessions across its Global Stage, Travel Tech Stage and brand-new Sustainability Hub. In addition to the opening Ministerial Debate, highlights include Technology: The Enabler of Sustainable Travel, Sustainability in the Travel Industry: Who Pays? and Enhancing the Customer Experience Through AI. In addition, the Sustainable Hospitality Alliance is addressing the importance of protecting the locations, livelihoods and communities in which hotels are located as part of the Achieving Net Positive Hospitality session.
Looking ahead to day two, John Strickland will engage in conversation with Sir Timothy Clark, President of Emirates Airline, on the ATM Global Stage as part the session, Emirates Returns to Growth. This discussion will cover a range of pertinent topics such as rising passenger traffic, as well as the challenges and opportunities that the carrier expects to encounter over the coming years.
Over on the Travel Tech stage, day two will begin with Getting Into the Mind of a Digital Consumer, which will feature speakers from Euromonitor, TikTok and Amadeus. Taking place at the Sustainability Hub tomorrow afternoon, Green Technology for Responsible Tourism will see experts share insights into the role of innovation in helping to minimise carbon emissions, water consumption and waste across the sector.
The 30th edition of ATM is taking place as part of Arabian Travel Week (1-10 May 2023), a festival of events dedicated to enabling industry professionals from all over the world to collaborate and capitalise on market opportunities through exhibitions, conferences, breakfast briefings, awards, product launches and networking events.
Those attending ATM 2023 in person can get involved in the conversation online by using the hashtag #ATMDubai when posting on social media channels.
ATM 2023 is being held in conjunction with Dubai World Trade Centre, and its strategic partners include Dubai’s Department of Economy and Tourism (DET) as the Destination Partner, Emirates as the Official Airline Partner, IHG Hotels & Resorts as the Official Hotel Partner, and Al Rais Travel as the Official DMC Partner.
“Our Free Zones offer unique airside connections, which are highly desirable for businesses seeking a competitive edge. This exceptional connectivity, combined with the rapid growth of the local economy and the expansion of Etihad, positions ADAFZ as an ideal location to capitalize on the burgeoning opportunities presented by the air cargo market.”
Steven Polmans ADAFZ Vice President for Business Development and TIACA Chairman
Known for its world-class infrastructure, modern architecture, diverse population and ease of doing business, Abu Dhabi, the oil and gas-rich capital of the United Arab Emirates, has emerged as a major global hub for various industries while captivating travelers from across the world with its unique tourist attractions and culture.
Strategically located between the East and the West, Abu Dhabi is also fast emerging as a major transport hub. And among its many Free Zones making an important connection in today’s fast-paced global trade is the Abu Dhabi Airports Free Zone (ADAFZ).
Steven Polmans, ADAFZ Vice President for Business Development, who oversees the growth and development at the Free Zone, breaks down to Air Cargo Update the company’s priorities, challenges, and opportunities facing ADAFZ in its mission to become a leading hub for cargo and logistics.
Boosting Business Logistics
Most of ADAFZ landbank is located next to Abu Dhabi International Airport, providing easy access to air, sea, and land transportation networks. Thus, it has become a preferred destination for businesses involved in cargo and logistics operations.
According to Polmans, ADAFZ’s priority is to execute and speed up the strategy agreed upon for cargo and logistics. “This means building the team and getting the right resources on board, speeding up the delivery of real estate projects, designing and developing a new air cargo terminal, having offerings in place for our customers and tenants such as sea-air solutions, and growing the number of airlines, forwarders, distributors, and other players in the value chain to deploy activities at Abu Dhabi.”
ADAFZ offers several free zones at different airports in the Emirate of Abu Dhabi, each with its own specific customer focus. From an airport city to a logistics area, from offices to MRO zones, the Free Zones offer a range of products and services to companies setting up a business.
Polmans, who is also the current chairman of the international trade body, The International Air Cargo Association or TIACA, underscored the importance of having the Free Zones connected to an airport, thus, benefit from the airport ecosystem. “Besides that, our Free Zones offer a range of products and services to companies setting up a business, and also different government and investment authorities are keen to discuss support for new initiatives,” he says. This makes ADAFZ an attractive option for businesses looking to set up in Abu Dhabi.
To enhance its cargo operations, ADAFZ is in constant discussion with its existing and potential future customers to understand their needs and concerns. “We also work with customs, police, and handling to make little steps and further improve the processes at the airport. the government is making big efforts, such as for example the introduction of ATLP, a single window for trade in Abu Dhabi. This platform digitally facilitates trade through the sea, land, air, industrial and Free Zones. It enables transparency, predictability, simplified procedures, and efficiency,” Polmans added.
Challenges and Opportunities
The biggest challenge facing ADAFZ is time. Polmans said there are numerous projects and momentum and ensuring that everything is done in time and coordinated between all teams and stakeholders is a challenging exercise.
In the past, ADAFZ’s focus was more on supporting and growing Etihad Cargo. While Etihad remains the home carrier and most important partner, the Free Zone is again diversifying its focus and wants to do this in a balanced and sustainable way. However, challenges linked to opportunities, as is the case for ADAFZ, are often the nicer ones to deal with.
Polmans is an advocate and supporter of collaboration between all stakeholders and a strong ecosystem, whereby the airport acts as the conductor of the orchestra.
“If you want to build a strong and growing business in line with our strategy, collaboration is a must. So, we actively talk with all airlines and forwarders, with government agencies such as customs and police, and organize joint events such as the World Cargo Summit some months ago, and we do not do this on the airport community level. We do this too with AD Ports and other logistic clusters to offer future customers and investors an overall solution as Abu Dhabi, one that best fits their needs, expectations, or requirements,” he noted.
Expanding Cargo Capabilities
As the global air cargo industry continues to grow, ADAFS is gearing up to meet the needs of this expanding market. With a vast array of infrastructure and facilities available, including modern warehouses, cutting-edge handling equipment, and reliable customs services, it has positioned itself as a hub of choice for cargo operations.
“All infrastructure is present at the moment to handle all types of cargo, and we constantly update existing infrastructure. However, the biggest need currently is the construction of a bigger and brand-new air cargo facility. Currently, we are in the design phase of this building and later this year we will tender for construction,” said Polmans. “This building will double our capacity for cargo and allow us to handle all types of cargo in the most modern environment and setup. It will be constructed opposite the new passenger terminal, in East Midfield, and the area has huge room for further growth. In the first phase, we will be able to handle 1.5 million tons of cargo, but we can easily expand this to up to 3.5 million tons if needed.”
He further added, “All buildings in the Cargo Village and Terminal are being constantly modernized to meet local and international regulations and safety standards. We also expand where possible or needed, such as with the recently opened new pharma facility of Etihad or the brand-new DHL first-line facility that will open in Q2 of this year. Many more projects are in the pipeline or already in the design stage, so you can expect a lot of new announcements and updates in the years to come.”
ADAFZ’s focus in the future is not limited to expanding infrastructure and fostering a robust air cargo ecosystem. Polmans said measuring success at ADAFZ is not about total cargo volume alone, but also about diversifying their portfolio and increasing the presence of local forwarders and cargo operations.
While they aim to grow their cargo volume in the coming years, the airport’s goal is to support the growth of their Free Zones and the economy in Abu Dhabi as a whole. This strategy includes attracting new airlines and increasing the share of local cargo, as well as promoting the growth of businesses in the region.
Exceptional Connectivity Edge
ADAFZ’s location is not only strategic but its world-class operational support system (OSS) also sets it apart from other destinations for companies looking to establish a foothold in the region.
“Our Free Zones offer unique airside connections, which are highly desirable for businesses seeking a competitive edge. This exceptional connectivity, combined with the rapid growth of the local economy and the expansion of Etihad, positions ADAFZ as an ideal location to capitalize on the burgeoning opportunities presented by the air cargo market,” Polmans explained.
He noted that ADAFZ’s growth prospects are substantial, with enormous potential for greenfield developments, airside-connected warehouses, and new infrastructure to support the company’s cargo operations. As part of its strategic plan, ADAFZ aims to foster a robust air cargo ecosystem, attract new companies, and enhance efficiency.
Polmans re-affirmed ADAFZ’s vision is “100% aligned” with Abu Dhabi’s economic vision, and the company is committed to playing a significant role in enabling its execution. With its state-of-the-art airport, innovative Free Zones, and collaborative stakeholders and customers, ADAFZ is dedicated to supporting the growth of the logistics industry and positioning Abu Dhabi as the preferred hub for air cargo operations.
The CAPA – Centre for Aviation, has said there have been 425 major construction projects at existing airports, with US$450.7 billion in total committed expenditure globally, each of which is at various stages, from preparatory to about to conclude, along with 225 new airport projects and airport investor numbers swelling to 1074, including 258 airport operator groups or consortiums. Its database has region-wise listed the total numbers of the airport project and the volume of investment include 155 in Middle East worth US$209.4 billion.
The Middle East region, positioned at the strategic crossroads of major economies of Asia, Africa and Europe, has transformed into a major international hub and continues to be an inspirational growth story. With over 110 airports, this is already among the fastest growing in the world, accounting for 170 million of the global traffic.
Airports in the Middle East will need to invest US$151 billion in capacity expansion as the global air passenger demand is expected to increase more than two-fold in 2040. “This necessitates an investment totaling US$2.4 trillion for Middle East and Asia-Pacific airports until 2040 to accommodate this growth,” the Airport Council International said. The ACI forecasts close to 19.7 billion passengers are expected to traverse the world’s airports by 2040 and the Middle East airports will handle 1.1 billion passengers by 2040 – a significant increase from 2019’s 405 million.
The airport industry’s growth story is far from over as new airports are coming up and existing facilities getting expanded and upgraded to meet future passenger demands. The airport industry players, seeing the huge investments coming back on the tracks, will get into an energised enthusiasm at the Airport Show in Dubai from May 9 to 11. It will be held under the patronage of His Highness Sheikh Ahmed bin Saeed Al Maktoum, President of Dubai Civil Aviation Authority, Chairman of Dubai Airports and Chairman and Chief Executive of Emirates Airline and Group.
The 22nd edition of the world’s largest annual airport industry B2B platform will connect over 200-plus aviation brands and 100-plus buyers from over 30 airports and aviation authorities from 20 countries. Also taking place on the sidelines of the Airport Show is the Global Airport Leaders’ Forum (GALF).
The high-profile global platform will see over 4,500 visitors, and exhibitors have been confirmed from the United States, Italy, France, Germany, Denmark, Turkey, Netherlands, China, Belgium, Korea, Sweden and the UAE. May Ismail, Event Manager at Reed Exhibitions, its organiser, said the Airport Show-2023 will see almost everything that airports require being on display. The 2022 edition witnessed 4,200-plus attendees from 71 countries and over 160 exhibitors from 23 countries and 100-plus buyers from 35 companies and 23 countries along with five country pavilions. This edition will break those records for sure as aviation is coming back in its full splendour.
According to GlobalData, the total pipeline of new airport construction projects had a combined value of US$1.64 trillion while the global fleet of aircraft is projected to touch 36,500 aircraft by 2031 and the global airport construction market size has been revised to US$1.4 trillion by 2026. There are several countries which are pursuing airport developments at a break-neck speed now.
India, the world’s third-largest civil aviation market, plans to increase to 220 operational airports by 2027, up from 141 now. Its most populous neighbour, China, is expanding and by 2025 will have more than 30 civil airports with a targeted capacity of two billion passengers. Indonesia, Vietnam and the Philippines to are in the race to catch up with new airport developments. Turkey’s TAV will continue its investments in Almaty and Antalya airports in 2023 and it is building a new terminal and additional units in Almaty with an investment of US$200 million to double the capacity to 60 million. TAV will start investing in Esenboğa Airport in the Turkish capital Ankara. Oman Airports has inked a MoU to develop Kilimanjaro Airport and an ambitious plan is to develop a southern Africa hub in Harare in Zimbabwe.
In the UAE, the New Sharjah International Airport Expansion, costing an estimated US$517 million, will get completed by Q4 2024. The work involves the construction of a new passenger terminal and supporting infrastructure to raise its capacity to accommodate 20 million passengers by 2023. Earlier, it had been reported that the Arab world’s most vibrant economy had planned investments of over US$23 billion in airport development and expansion projects over this decade.
The Kuwait Airport’s Passenger Terminal 2 expansion, costing US $4.36 billion will boost the airport’s annual passenger handling capacity to 13 million passengers per year with the flexibility to increase to 25 million passengers and 50 million passengers in the future. As the project aims for the status of the world’s first LEED Gold-accredited passenger terminal building, the project is expected to be completed fully by 2025.
In Qatar, Hamad International Airport Phase 2B’s expansion work on the passenger terminal and extension of concourses D and E in Doha will commence likely this year and will enhance passenger capacity to more than 60 million annually. The new cargo terminal will be completed by 2023 and will feature a new 3-level facility and an 85,000-square metre building footprint. Musandam Airport in the Sultanate of Oman, costing US$250 million, is expected to get completed by Q4 2026. The work includes the construction of two runways and a passenger terminal with a capacity of 250,000 passengers per year. In Egypt, plans to build Terminal 4 at Cairo International Airport are advancing.
Saudi Arabia is set to build one of the world’s largest airports which will have six parallel runways. The airport will help drive annual passenger traffic to 120 million by 2030 and 185 million by 2050. The Kingdom is undertaking a massive airport expansion and upgrades programme to serve 330 million travellers by 2030 through US$147 billion investments. The Red Sea International Airport is set to open in late December 2023. King Salman International Airport aims to accommodate up to 185 million passengers and process 3.5 million tons of cargo by 2050. Jeddah Airport City at King Abdulaziz International Airport (KAIA) is taking airport-centric development to a new level. Its expansion could push the passenger capacity to 114 million passengers per year after 2035, after its completion in 2028. Total investment is estimated to be US$4.5 billion. It will be Saudi Arabia’s first airport city development in line with Vision 2030.
In 2022, airline net losses are expected to be $6.9 billion (an improvement on the $9.7 billion loss for 2022 in IATA’s June outlook). This is significantly better than losses of $42 billion and $137.7 billion that were realized in 2021 and 2020 respectively.
Air cargo revenues played a key role in cutting losses with revenues expected to reach $201.4 billion.While some of the airlines tweaked their services towards cargo, many of them relied on outsourcing, finding value and growth, now moving towards profits.
Outsourcing is the operative word. A key player in this realm is Global GSA Group which is active in 46 countries, partnering with 62 airlines, across almost all continents.
Founded in 1995 as Global Airline Services in the Netherlands, it has fast expanded in other countries, starting with offices in Belgium, the UK and Germany.
In 2006, Global GSA Group was established to manage all subsidiaries and there has been no looking back. Giving a total perspective of the Global GSA Group, is its CEO, Ismail Durmaz to Air Cargo Update. Excerpts of the interview below.
ACU: Is Global GSA Group, truly global, in the sense that you are present in all the continents?If not, what are your plans?
Ismail Durmaz (Durmaz):Yes, we are definitely global. We have offices everywhereexcept in Africa and Oceania. But we have developed partnerships with other GSAs that allow us to have an indirect presence in these regions.
ACU: Could you tell us how air cargo has evolved in these years and how Global GSA Group has taken initiatives that may have impacted the way business is done?
Durmaz: Over the past three decades, air cargo has evolved significantly due to changes in technology, globalization, e-commerce and currently sustainability awareness.
The use of automation, digitization and real-time tracking has revolutionized the way air cargo is transported, tracked and delivered. The growth of international trade and e-commerce has led to increased air cargo volumes, with many products being transported globally. Furthermore, with a growing concern for the environment, the air cargo industry is seeking to reduce its carbon footprint by using more fuel-efficient aircraft and exploring alternative fuels.
Global GSA Group has embraced these evolutions. Regarding technology, we have invested heavily in digitalization and automation, enhancing the efficiency of our operation.
Furthermore, Global GSA Groupis puttingemphasis on sustainability. Committed to reducing our carbon footprint we have taken multiple steps to achieve this, implemented in accordance with the specific guidelines we have developed.
Moreover, we havekept developing our value-added services, adapting each time to the new realities of the industry. This has enhanced our performance and the overall customer experience.
ACU: What is the air cargo market size itself and how do you look at this huge pie?
Durmaz:In 2022, the air cargo market size reached US$ 287.4 Billion according to IMARC Group’s report. The sudden outbreak of the COVID-19 pandemic has led to the growing adoption of air freight services while capacity was limited, resulting in an overall increase of yields. Despite the slow start in 2023, we forecast a steady growth in the following years.
ACU: Why do airlines need to outsource cargo operations? Is it because they need to focus more on passenger airlines or they do not have the wherewithal to start cargo operations (in terms of expertise, skilled personnel, costs, etc.)?
Durmaz:In a market that has continued to evolve and become more complex, airlines need partners with solid local market knowledge. Global GSA Group provides that.
In addition, not all carriers have local offices to call upon and even then, when a GSA is assigned to represent a carrier in a specific region, agents are not allowed to book directly with the carrier.
Beyond our local market knowledge, we offer better customer service at a time when many companies are willing to outsource the sale of their capacity to better focus on other issues that the current economic situation brings.The costs of outsourcing are therefore lower than running your own office and represent a one-time investment as well as other benefits such as not having to deal with all sorts of legal and compliance issues, which are different in every country.
ACU: What strengths does Global GSA Group bring to the table that airlines find attractive?
Durmaz:Despite all the developments, this business is still people-oriented. The good results are mainly due to the relationships you have and the quality of the services you provide.
At Global GSA Group, we always make sure that all our airline partners receive dedicated services. Our extreme flexibility, extensive local expertise and highly engaged workforce are truly our strength and drive our success.
ACU: There is a mention of ‘Code of Conduct’ within the group, what is that and how does it work across continents and how does it help the group, per se?
Durmaz: The Code of Conduct is a set of values, principles and rules outlining what our group expects from its employees. With this Code, we aim to create a respectful and safe working environment for our staff,while ensuring that they comply with national and international laws and regulations.
ACU: What is your employee strength and what is the road map, say for the next five years? What kind of training takes place for them to keep them abreast of developments?
Durmaz: We currently have 475 employees worldwide.As a group we have implemented a strategic approach to attract, retain, and develop our staff. We aim to increase the number of employees with certain certifications and skills such as agility and creativity in the solutions we implement, while providing our current staffwith ongoing training to keep up with new developments in our field.
To meet these goals, we invest in various training and development programs: on-the-job training where they learn new skills by working alongside experienced colleagues or mentors; online courses but also sending employees to attend workshops, seminars, conferences,fairs, and events.
ACU: We are in an era where there is emphasis on sustainability, environment, and governance, tell us how Global GSA Group has factored these in its businesses?
Durmaz: As Global GSA Group, we are aware of the major role our industry plays in these issues. Even though we don’t have a direct impact because we don’t own assets such as planes, trucks or warehouses, we know that we have a responsibility to act in this area. That’s why we have created a new position within our management team, the Chief Sustainable Officer, to address these issues at the highest level.
It is not only about implementing actions that we, as Global GSA Group, will carry out, but also about taking responsibility for advising our partners, such as airlines and freight forwarders, to prioritize these issues.
ACU:While passenger airlines have adopted digitization much faster than expected, cargo hasn’t? What could be the reasons for the same? Also tell us Global GSA Group’s digitization journey?
Durmaz:The supply chain of the passenger operations is shorter and less complicated. Cargo, on the other hand, has many factors and variables to consider. Not only regarding shipments variations, but also with much more key stakeholders involved.It is therefore more complicated to implement a digital solution that works smoothly and satisfies all the stakeholders involved.
We are investing continuously in this area, in particular by taking advantage of the solutions developed by CargoTech. Whether it is for booking, capacity and revenue optimization or pricing decisions, the solutions we use have already proven to be particularly insightful for us and our partners, enabling better performance.
Partnering with CargoTech has taken Global GSA Group to a new level, approaching digitalization no longer as mere necessary tools to implement but as ongoing innovations to take an active part in. Currently, we have started to adapt the available tools to our specific needs. This will surely make a considerable difference for Global GSA Group.
ACU: Tell us how Global GSA Group performed during the height of COVID-19 and also post that?
Durmaz:Our agility was the key factor in our success during the Covid crisis. Our local teams were able to act fast, adapt to the new working conditions, monitor market conditions, act with new sales strategies, and ensure the best possible results for our partners.
We have once again proven to them that GSAs are a real added-value to their operations. Even after the Covid, we have managed to perform despite the drop in demand and capacities.
ACU: What are the challenges for an air cargo operator such as yours, particularly having so many airlines as partners? Also challenges of operations, regulatory compliances? What needs to be done to improve ‘ease of doing business’?
Durmaz:Despite a general drop in demand and capacities, our strategic objective remains the same: preserving the same level of service and expertise for our customers to ensure they best overcome the turbulences.
In these uncertain times, we remain convinced that developing cutting-edge technology solutions will have a direct impact on our efficiency and our ability to provide customers the best services. In that respect, we have chosen to boost our investments in digital transformation, as it will be essential to meet the challenges of the coming year.
ACU: What is Global GSA Group’s expansion plans, in terms of both organic and inorganic growth?
Durmaz:Our expansion plans for 2023 are focused on the Americas and Southeast Asia. The increase in e-commerce sales and the growth in global demand from APAC countries make these two regions important market drivers with many opportunities. We therefore plan to strengthen our position in these areas through the creation of new companies and the acquisition of existing ones.
ACU: Is outsourcing and consolidation the future for air cargo? If yes, what strategic moves is Global GSA Group planning?
Durmaz: Freight GSA companies are still crucial to carriers, and we are seeingan increase in demand from carriers with their own setups abroad shifting to the GSA concept. Carriers managing their own offices abroad, experience significant difficulties, that influence their performance accordingly.
Furthermore, the operational costs are higher, and the carrier runs a bigger risk and has more liabilities. GSA companies have proven their value over the years, and even more during the pandemic, with their ability to rapidly adapt to new market conditions. As carriers serve more and more destinations, the outsourcing option is much more effective and efficient. Global GSA is committed to gaining new market share and has ensured that it is fully equipped to do so, both in terms of technology and human resources.
ABU DHABI, UAE—The capital of the United Arab Emirates, Abu Dhabi, posted a 10.5% growth on its economy for the first nine months of 2022, compared to the same period in 2021, the highest in the Middle East and North Africa region.
Abu Dhabi’s real GDP exceeded AED830 billion during the period with practically all sectors showing a double-digit growth, including transportation and storage activities which grew by 11.4%, according to the Statistics Center – Abu Dhabi, (SCAD).
SCAD said the transportation and storage sector saw an added value of AED14 billion in the first nine months of 2022, which boosted the emirate’s GDP by 1.7%. It covers the transportation of passengers and cargo via rail, road, water, or air, and related storage activities. Abu Dhabi Airports reported that the Emirate’s airports were used by a combined total of 15.9 million passengers in 2022.
Abu Dhabi continued to grow in leaps and bounds at the end of Q3 2022 across its various sectors thanks to the collaborative efforts of various government and private sector organizations. Abu Dhabi strengthened its international standing and maintained its competitiveness and macroeconomic stability.
Abu Dhabi has launched a number of initiatives in recent years as it focuses on diversifying its economy away from oil, promoting its non-oil economic activities, maintaining a prudent fiscal policy and progressively responding to the market needs and trends to upgrade the regulatory and legal frameworks to encourage foreign direct investment and promote its domestic investments.
“Abu Dhabi’s robust economy continues to prove its superiority driven by our leadership’s clear vision, its ability to attract foreign direct investments and agile policies that enabled our economy to achieve the strongest growth in the region,” said Ahmed Jasim Al Zaabi, Chairman of the Abu Dhabi Department of Economic Development (ADDED).
Ahmed Mahmoud Fikri, Director General of SCAD, noted: “According to statistical estimates of the first nine months of 2022, all economic sectors demonstrated impressive growth with the exceptional performance of main economic sectors. This included remarkable increases that portend a bright future for indicating a thriving and robust economy.”
The non-oil sectors contributed 50.3% to Abu Dhabi’s GDP, up by AED 39 billion compared to the same period in 2021 to reach AED 417.3 billion in total by the end of Q3 2022. Its real estate sector posted the highest growth at 20.3% followed by the accommodation and food services sector at 20.2%.
Africa is vast and rich with natural resources. It has gold, diamonds, oil & gas, various minerals, water, arable land, forests and wildlife, among many others, spread over the continent’s54 nations. But few foreign investorshave ventured into business there due to concerns over security, lack of infrastructure, market volatility and so on.
But the Kenya-based Astral Aviation was undeterred. It was among thecompanies that dared to do business in Africa, pioneering in the aviation sector in 2000. It was the brainchild of the UK-educated Indian-descent entrepreneur, SanjeevGadhia, who saw the need for a cargo carrier to help transporthumanitarian efforts tothe continentand bring relief to those who badly needed it.
His business venture paid off, providing not just humanitarian aid, but also enabling the continent to trade globally via Astral Aviation’s expanding services which now include drone transportation across Africa.
Frontline during the pandemic
African countries were among the areas heavily affected during the pandemic due to limited resources and access to mobility. Many of its airports were closed for a long time and aviation restrictions were imposed in accordance with global policy at that time.
But Astral Aviation rose to the challenge by serving as many as 40 countries in Africa, benefitting numerous communities with basic things needed to prevent the spread of the virus and treat those already infected. When COVID-19 vaccines were rolled out, the airline was also among the first in the region to serve its people.
“Astral Aviation did well at the peak of the Covid pandemic, with a renewed focus in ensuring the un-interruption of our scheduled services for perishables, in addition to our existing scheduled services from the Nairobi Hub to the Intra-African network,” said Gadhia.
“Operating during the pandemic had its challenges due to the closure of many airports in Africa along with crew restrictions on some of our routes.We were honored to be of service to the continent by moving hundreds of flights to and within Africa carrying PPE’s, hospital equipment and oxygen concentrators including an entire plant, which was followed by vaccines and syringes to over 40 of the 54 countries in Africa,” he added.
The Astral Aviation founder and CEO recalled one of his most memorable memories during the pandemic was when the airline successfully transported close to 900,000 doses of COVID-19 Covishield vaccines from Johannesburg, South Africa to more than 16 countries across Africa in less than 48 hours.
“We have had many memorable experiences during the pandemic, but one that brings joy was to uplift under 900,000 doses of Covid-19 Covishield Vaccines from Johannesburg to over 16 countries in Africa on a CRJ200P2F which was achieved in less than 48 hours,” he shared.
The perishables sector, which include cut flowers and vegetables, heavily struggled during the period due to restrictions to enter its primary market, Europe. Passenger flights were also restricted at that time.
“The impact of the pandemic on the aviation sector in Africa was felt greatly by the perishables sector, which had restricted capacity in 2020 and 2021 arising out of a limited resumption of passenger flights to and from Europe.The inbound sector from China to Africa has been affected due to lack of direct or in-direct capacity hence the rates are at historical highs, which has affected e-commerce and mobile phones shipments bound for Africa,” Gadhia explained.
Adding, “African airlines made significant attempts to improve capacity by converting passenger aircrafts into passenger freighters which made a difference in key routes into Europe and Middle East.”
2022 and beyond
Gadhia described 2022 as a “great year for Astral” as the airline took delivery of two new B757 freighters, increasing its fleet capacity.
“We took delivery of our two B757F which were leased from Aquila Air Capital. The Intra-African market has been relatively stable while our cargo flights to and via Dubai experienced growth in perishables which were performed on the B767-200F,” he said.
“The last quarter of 2022 was difficult due to a reduction in the volumes into Africa due to the effect of the post-Covid and global recession in addition to the reduction of output from China to Africa, which was the fastest growing trade lane in the world for air-cargo,” he added.
Over the last three months, Astral Aviation had successfully forged new partnerships which could boost its business outcome this year. This includes code-share agreement with Kenya Airways (on UAE-Kenya route); Appointment of GSA in Europe, UK and USA with Air Logistics Group; MoU with Etihad Cargo expand their existing partnership and enhance cooperation between Abu Dhabi and Nairobi, and;agreement with Abu Dhabi Airports Company for direct scheduled flights from Nairobi to Abu Dhabi.
Africa, heart of Astral
With Astral’s heart focused on Africa, Gadhia lamented the continent wasn’t a priority during the pandemic despite its vast proportion of in terms of global land area and population. Add to the continent’s woes are problems with corruption and bureaucracy.
“Sadly, Africa’s problems are “left for the end” as this has been experienced during the pandemic when Africa received PPE’s and Covid-19 vaccines later than the rest of the world. On a positive note, this enables the continent to manage its own problems using a combination of innovation and resilience which enables it to deal with the crisis, with the lowest levels of infections and deaths, and the fastest recovery.
“Indeed, Africa is blessed with all the world’s agricultural and mineral resources, but the mis-management of these resources has resulted in complex problems, which has resulted in it being dependent on the West and East for its survival,” said Gadhia.
But recent global events highlighting Africa’s importance to geopolitics may change its fortune in the future.
“This is however changing due to a number of initiatives which includes the African Continental Free Trade Area which will result in deeper economic integration and will attract investment, boost trade, provide better jobs, reduce poverty, and increase shared prosperity in Africa,” said Gadhia.
He said the company will forever cherish Africa for it was where it all began, saying, “Africa will always be the heart for Astral Aviation as it credits the continent for its birth and significant growth. The Nairobi Hub which has been operational for 23 years will continue to expand with new destinations, while the new Johannesburg Hub will go live in April 2023 with a number of new scheduled routes within Southern Africa, while the new Lome Hub will go live by mid-2023 with a number of new scheduled routes within Western Africa.”
“Due to the size of the continent, it’s prudent to have a Pan African network which will enable Astral to offer scheduled freighter services to over 30 destinations in Africa,” he added.
Other important markets
Gadhia said the Middle East, the United Arab Emirates, remains an important strategic part of Astral Aviation’s operations. Saudi Arabia, which is reforming its economic system, is also emerging as an important market for the airline.
“The Middle East continues to be of strategic importance to Astral Aviation, as it will expand its UAE network with flights to and from DWC and Abu Dhabi, with perishables cargoes from Africa to the UAE, and with return cargo comprising of general cargo, trader traffic and e-commerce shipments,” he said.
“Astral has plans to expand its flights into the Kingdom of Saudi Arabia with scheduled flights for perishables into the Kingdom which it expects to commence in Q2/2023.”
In North America, Astral will continue to rely on itsinterline partners to move cargoes from the US into Liege in Belgium for onward connectivity to Africa, said Gadhia.
In Europe, the airline willcontinue to operate scheduled flights to Africa from its Liege Hub in Belgium which has been in operations for over 10 years.
Below is the rest of our e-mail interview with Astral Aviation’s Founder and CEO on a number of other issues.
The biggest challenge facing the global air-cargo industry is a combination of high fuel prices, drop in volumes and yields, in addition to weakened output from China, however, we remain optimistic of recovery by mid-2023.
Astral has slowed down its fleet expansion in 2023/4 by differing some of its deliveries while optimizing its current fleet and resources, in addition to keeping control on its overheads.
Q:Problems related to climate change has gone from bad to worse all over the planet in recent years. How is Astral Aviation helping to tackle this issue?
Astral Aviation was the first airline in Africa to join the TIACA BlueSky program which was launched in 2022 and is a tool that the entire air cargo industry can use to track their sustainability progress, benchmark against peers and accelerate the industry transformation.
The first phase of the program comprises an evidence-based desktop verification process in which participants can assess their progress against eight critical sustainability criteria, including decarbonization, waste elimination, biodiversity protection, support for local economies and communities, impact on society improvement, efficiency and profitability, employee engagement, retention and development, and partnership building.
Upon completion of the tailored assessment process, Astral will receive a personalized dashboard which displays the carrier’s performance against the criteria. Later phases of the program will include the option for a full onsite audit with an in-depth report that highlights areas for improvement.
Q:Your subsidiary Astral Aerial has taken on a very special role in transporting vital goods through drones throughout the continent. Please tell us more about the company and some of its biggest accomplishments so far.
Astral Aerial, under the leadership of my eldest son, Kush, has been in the forefront of drone-technology in Kenya which is being scaled to the neighboring region.
While the initial focus was to utilize drones for last mile delivery, which is a project which has been delayed due to regulatory factors, Astral Aerial is a market leader in commercial solutions in Agriculture and Aerial Mapping to a number of clients
It has entered into various partnerships recently with Skyports, Swoop.aero, Reliable Robotics and will collaborate with global technology companies in Africa
Africa has been through many ups and downs, and will maintain stability despite the current recession caused by the crisis in Ukraine and the slowdown in China.
African companies have been quick to adapt to the China syndrome by producing locally and will continue to be the fastest growing region in the world and will attract enormous investments.
The African Continental, established in 2018, will create the world’s largest free trade area, bringing transformative change and tremendous opportunity to African economies and business environments. Its adoption and implementation will accelerate intra-African trade and develop regional and localvalue chains, creating new business dynamics that offer investors access to a population of 1.7 billion people.
Four sectors—the automotive industry, agriculture and agro-processing, pharmaceuticals, and transportation and logistics—are expected to accelerate in production and trade volumes under the AfCFTA (The African Continental Free Trade Area).
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Etihad Cargo signs MoU with Astral Aviation to expand African network
LONDON, UK—A turbulent 2022 for the global air cargo market ended in December with a ‘win/win’ outcome for airlines, forwarders and shippers as chargeable weight fell -8% on a year ago and the general airfreight spot rate registered its largest year-on-year decline of 35%, but overall average rates remained 75% above the pre-covid level, according to weekly market analysis by CLIVE Data Services, part of Xeneta.
The -8% fall in global air cargo volumes represented the 10th consecutive month of lower demand, down -13% compared to 2019, at a time when available airfreight capacity continued to restore above last year’s level. Capacity in December 2022 recovered to 93% of the 2019 level.
CLIVE’s ‘dynamic load factor,’ which measures the volume and weight perspectives of cargo flown and capacity available to provide a true indication of market performance, declined -7% pts year-over-year to 57% and was -5% pts below the figure for December 2019.
“It would be easy to take a pessimistic view of the global air cargo market’s downturn, but this would ignore where it has come from. There is little use comparing it to the same time last year because then we had no Ukraine conflict, no high energy prices, no soaring interest rates, nor the impact of the subsequent cost-of-living pressures,” commented Niall van de Wouw, Chief Airfreight Officer at Xeneta.
“So, based on the global environment we see right now, airlines are still achieving rates 75% higher than pre-Covid. That indicates the glass is very much still half full. If, in January 2020, you had asked airline executives if they’d like to see airfreight rates across the Atlantic or from Asia Pacific 75% higher, we would have heard a unanimous ‘yes’. The difference now is that there’s less pressure if you’re a shipper, even though you’re still paying more. In terms of the long-term sustainability of the air cargo supply chain, this will help,” he added.
Airfreight spot rates on top volume corridors declined more sharply in December. Outbound Asia Pacific spot rates have been falling for eight consecutive months, with spot rates from Asia Pacific to North America of USD 5.38 per kg for the final month of the year down 13% since October. This represented a -58% decline on a year ago but remained 87% above the 2019 level.
Uncertain times and outcomes
On the Asia Pacific to Europe corridor, the average December spot rate dropped 10% compared to October to USD 4.67 per kg, -46% year-on-year but, again, remaining a strong 92% above the pre-pandemic level.
Reducing winter flight schedules contributed to some resilience to this year’s market headwinds on the Europe to North America corridor. December’s airfreight spot rate stood at USD 3.25 per kg, up 7% over the October level. Replicating the market trends on the other main lanes, this rate was -46% versus a year ago but still 80% up on 2019.
The company specializes in craing tailor-made expe solutions designed to meet the demands of clients, backed by dedicated customer service to provide bespoke premium aireight and chaer services.
Prime Aviation may be relatively young in the sturdy global airfreight and logistics industry but it takes pride in having the knowledge and capabilities to provide airfreight and logistics solutions specific to what customers need.
The company does this through an integrated system that utilizes logistics and supply chain technology coupled with decades of experience that are agile and responsive to the demands of the market.
It specializes in crafting tailor-made expert solutions designed to meet the demands of clients, backed by dedicated customer service to provide bespoke premium airfreight and charter services.
These practices make Prime Aviation the preferred reliable and cost effective choice for clients in the region.
Global Network
Founded in Dubai, the global business gateway, Prime Aviation’s network of operations span across the Middle East, Asia, Africa, Eastern Europe, China and the CIS countries. It benefits from a healthy network that has been established on trust and integrity
Founded in Dubai, the global business gateway, Prime Aviation’s network of operations span across the Middle East, Asia, Africa, Eastern Europe, China and the CIS countries. It benefits from a healthy network that has been established on trust and integrity across many airlines, airports, handling companies and freight forwarders.
Prime Aviation MD Syed Mohamed Wazeer has a keen vision to create value driven growth by providing services that extend beyond airfreight logistics.
acros s many airlines , airports , handling companies and freight forwarders.
Prime Aviation MD Syed Mohamed Wazeer has a keen vision to create value driven growth by providing services that extend beyond airfreight logi s tics . As digital fulfillment platforms such as end-to-end supply chain visibility, integrated distributed order management solutions and personalized analytics take center stage in today’s logistics, Prime Aviation’ s goal s become more transparent.
Its vision is clear—to create an environment for manufacturers and retailers that effectively position and manage their businesses by sharing information, hence, propelling a refreshing form of efficiency into the air cargo transport industry.
This becomes particularly relevant when we observe the consumer behavioral dynamics rapidly evolving to suit a digitalized form of commerce. Adoption of e-commerce has led to a revolution in consumer trends especially during the pandemic allowing Prime aviation to reflect thoroughly on the demands of their clients as they face an overwhelming demand, which at times may be crippling due to lack of supply.
Providing an efficient and tailored supply chain can mitigate the numerous risks clients face allowing for better fulfillment and increased profitability.
Quality Service
Prime Aviation prioritizes quality of service over every other factor which is reflected in the satisfaction of their clients. With the availability of e-services that allow tracking, tracing and online bookings customers relish in the comfort of fulfillment with transparent visibility of their cargo.
It becomes quite evident that the organization does not intend to leap forward into an abyss but rather takes calculated steps forward. Its team continues to explore activities and projects that may introduce new streams of revenue, increase profitability or add value to the organization.
The pandemic proved to be a fruitful time to increase the pace on development within the organization and investments were poured into hiring skilled manpower, expanding the fleet of airplanes and establishing cross border partnerships that allowed for new routes to be established fulfilling the requirements of the clients.
It is imperative now for the organization to maintain the existing momentum and capitalize on the existing resources to maximize efficiency and create a profitable path for the future.
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
