Every week, CargoForwarder Global’s ‘Spotlight On…’ highlights a specific aspect of the air cargo industry as an illustration of just how many functions are involved in global air freight logistics. Aside from the physical aspect of building up and moving shipments, there are also a multitude of regulatory frameworks influencing the flow of global cargo. The International Air Transport Association, IATA for short, is the global trade association representing a major segment of the aviation/air cargo industry and works to establish global standards and provide guidance on making cargo transportation safer, more efficient, and able to travel more smoothly across borders. The latter part in particular, falls under the responsibility this week’s Spotlight candidate, Christian Piaget (CP), Head of Cargo Border Management at IATA.

CFG: What is your current function and company? And what are your responsibilities?
CP: I am Head of Cargo Border Management at IATA, the global trade association representing the world’s airlines. In this role, I oversee efforts to ensure the smooth and secure movement of air cargo across borders. This includes leading work on customs and security issues affecting air freight, driving regulatory compliance and advocacy, and guiding the development and implementation of international standards. I also supervise the IATA industry groups dedicated to these customs and security matters. In addition, I am responsible for cargo claims – not for resolving individual cases (as a trade association, IATA does not intervene in or influence legal disputes), but for developing best practices and guidance to help the industry enhance its claims management processes.

CFG: What does a normal day look like for you?
CP: My days are an exciting mix of urgencies that require immediate attention and long‑term strategies to shape and execute. Urgencies are situations where international standards and industry best practices are challenged and require action which can range from informal recommendations to formal escalations with national governments or international bodies such as the European Commission, the World Customs Organization, ICAO, etc. There seems to be always a place in the world where such challenges occur. In parallel, I work on long‑term priorities: improving or developing new industry standards, maintaining IATA publications and training, and preparing for meetings with regulators worldwide.

CFG: How long have you been in the air cargo industry, and what brought you to it?
CP: I have been in air cargo for almost 13 years now and in international transport for almost three decades. After a Master in Law in Switzerland, where I developed a keen interest in international rules, I began my career in Geneva in international road transport, which introduced me to the central role of Customs in cross‑border trade. After 10 years, I joined the maritime sector in Brussels, where I contributed to shaping the security provisions of the EU Customs Code and the WCO SAFE Framework of Standards. During that work, I regularly interacted with IATA, as our interests often aligned. When I decided to return to my hometown of Geneva, the opportunity to join IATA Headquarters felt like a natural next step.

CFG: What do you enjoy most about your job?
CP: The people – without hesitation. Every morning, I still find it amazing to be able to have a coffee with colleagues literally originating from every corner of the world. I also love the opportunity to work with a wide variety of professionals: government officials from the 5 continents, compliance experts from 360 airlines and other supply chain actors, lawyers, technology providers, etc. Such cultural exposure to the rest of the world is something I had not even dreamed of when starting my career.

CFG: Where do you see the greatest challenges in our industry?
CP: In this industry in general, there are many challenges: supply-chain constraints and aircraft availability, decarbonization, geopolitical volatility, cybersecurity, etc. But specifically in my field, I see two main challenges: resistance to change and policy fragmentation. Concerning resistance to change, we must remain agile as regulatory expectations evolve rapidly. The rise of e‑commerce, for example, has profoundly reshaped traditional supply chain structures. Adapting without diluting responsibilities or legal liabilities is essential. As for policy fragmentation, I find the growing lack of regulatory alignment across countries and the disregard of international governance deeply concerning. Rules and principles that I thought were a given when I started my career, are now thrown away without any second thought. Air cargo depends on predictable, harmonized rules. Agility is important, but without clarity on the direction of travel, the industry is navigating with a blurred windscreen.

CFG: What advice would you give to people looking to get into the air cargo industry?
CP: My entry into air cargo was not planned. It unfolded naturally through my interest in international trade. For those passionate about aviation, my advice is to stay curious and connected. Keep up with industry developments and seek real‑world exposure whenever possible.
Specifically on training, IATA offers a wide array of training programs across aviation disciplines, which are excellent entry points for networking, learning, and identifying your niche. It can also help make yourself known. Again, this industry is above all about people. Finally, initiatives such as the IATA Future Air Cargo Executives (FACE) program can also serve as valuable springboards. Fundamentally, choose the field that resonates most with you. For me, it was trade facilitation, but for others it could be sustainability, digitalization, etc. Finally, do not get fixated on one specific sector: I enjoyed working for road and maritime as much as I do for air, now.

CFG: If the air cargo industry were a film/book, what would its title be?
CP: I love the WCO motto “Borders divide, Customs connect”. So, in the same spirit, I propose “Between Borders and Horizons”. This speaks to the dual nature of my work: navigating regulatory borders while connecting distant parts of the world.

Thank you, Christian!

If you would like to share your personal air cargo story with our CargoForwarder Global readers, feel free to send your answers to the above questions to cargoforwarderglobal@kopfpilot.at We look forward to shining a spotlight on your job area, views, and experiences.

Glyn Hughes, Director General of TIACA, is stepping down at a moment when the air cargo industry is under pressure to evolve. After more than four decades in the sector – and five years leading the association – his departure comes as the industry faces a bigger question: is it actually changing fast enough? For Hughes, the timing is both personal – and strategic. Leaving at the right time.

“I’ve just turned 60, and that is part of the attraction,” he says. “I’ve had some amazing jobs, worked with amazing people, been to incredible places, and been involved in amazing projects. But I also like the idea of leaving the party when people are saying, ‘I wish Glyn was still here,’ rather than waiting too long and sitting in the corner while people ask, ‘Why is he still here?’”

The role, he admits, has come at a cost. “This job, this industry, consumes your life if you don’t have very good control or clear boundaries – which I don’t. I love it, but I do recognize it means I’ve kind of put life on hold a little bit. So I think that’s an opportunity as well.” Hughes believes TIACA is in a strong position. “I think this industry is going through such profound changes, and I think it’s a good opportunity for somebody that’s got a little bit more of a future-thinking approach to things.”

A platform built – a shift ahead
“We’ve created an incredible platform with the board, the team, and our programs over the last five years,” he says. But he is equally clear that the next phase will require a different mindset.
“I’m into networks, collaboration, understanding how the industry got here. But going forward, this industry is going to need to be much more innovative. If we want to continue to be the premier mode of transport – and grow beyond that 1% to 2% share of international trade – we’re going to need to have innovation everywhere.”
That raises a harder question: after years of talking about digitalization, sustainability, and modernization, why does progress still feel slow?
It’s a gap the industry itself increasingly acknowledges – caught between ambition and the reality of a fragmented, multi-stakeholder ecosystem where alignment takes time.

Not leaving—just stepping back
Despite stepping down, Hughes has no intention of moving into another role. “I don’t want to work anywhere else. I love this job so much. If I were going to continue working somewhere else, I would stay doing this job.”
Instead, he plans to support the transition and then remain connected at a distance. “I want to support the board and my successor for as long as they would like me to. After that, I hope to stay connected through industry events for as long as they need me.”

The reality behind the role
Part of that shift is also about stepping away from the realities of the job—especially travel. “Travelling is not as enjoyable as it used to be,” he says. “I’ve just come back from a trip with a 16-hour delay, overnight stays, early morning flights, and two nights of two hours’ worth of sleep.”
The routine has become relentless. “Airport, Uber, hotel, conference, airport – you could be anywhere in the world. I don’t even know where I am half the time.”
He still wants to travel, but on different terms. “I would like to travel without a suit, just shorts, sneakers, and flip-flops. I would like to travel, but to travel rather than business travel.”

An industry defined by people
Even so, what he will miss most is not the role, but the people. “I’ll miss the camaraderie. There are people I’ve known in this industry for 30 or 35 years, and wherever we meet in the world, we reconnect instantly.”
That sense of connection, he argues, is what defines air cargo. “Air cargo is probably the best industry I could ever imagine – not just because the benefits they bring to the global community, the opportunity we have to really make an impact, but because of the people you meet along the way.” And despite the push toward digitalization, he does not see that changing. “Technology will drive the business side going forward, but people will always drive the heart of the industry. It’s the partners that we work with, and I do cherish all of them, and I will miss them, for sure.”

From moving boxes to moving emotions
Looking back over four decades, Hughes sees a fundamental shift in how the industry understands its role. “In the early ’80s, we were just moving boxes around the world. Today, we talk about the emotions of what’s inside the box.”
That change has raised expectations – and responsibility. “It could be a live organ, a wedding ring, a bunch of flowers, a smartphone for somebody’s birthday present – mit doesn’t matter. There’s an emotional connection. We cannot lose it. We cannot be late. We must communicate.”
At the same time, the pace of the industry has accelerated dramatically. “Twenty-five years ago, if I wanted to communicate with you, I would have had to type a letter, and you might get it three or four days later. Now everything is instant. Time has become much more important. The stress has increased because expectations are higher – but that’s also what’s kept the interest in the industry.”

A career without boredom
Across 44 years, one thing never changed. “I’ve never been bored. I’ve never had a moment where I thought, ‘What do I do now?’ I’ve never got to the point where I’ve said, ‘I have all the answers,’ and I’ve never got to the point where I’ve said, ‘That’s it, it’s all done.’”
For him, that constant evolution is exactly what makes the industry compelling. “Everything is improving. Everything is evolving. Everything is exciting. I learn new stuff every day. I fell into this industry – but I’m very thankful that I did.”

Opening doors for the next generation
Hughes also takes pride in helping others step forward. “One of the things I’ve always loved is being able to give people their first speaking opportunity at TIACA – whether that’s moderating a panel, speaking on a panel, or making a presentation. I find that really rewarding.”
He sees generational change as an opportunity rather than a challenge. “We’ve got some super young moderators coming through and first-time speakers. It’s sometimes nice to get different perspectives, and I hope that continues.”

Gender parity: “We’re not there”
Hughes is direct when it comes to gender balance in the industry – and clear that progress has been too slow. “We try and increase gender parity. We haven’t got it up to 50%, which is what I would love to get to. I think we’ve hit the mid-20s. We aim for mid to upper 20s wherever we can.”
What stands out most to him is the difference in how men and women respond to opportunities. “When we invite men, on average, there’s like a nanosecond – ‘Yep, done.’ When we invite women, it’s a much more analytical assessment. We get a lot more rejections. For men, it’s probably around 90% acceptance, and for women around 50%.”
He’s cautious about overinterpreting the reasons, but the pattern is clear. “There are different value assessments. Sometimes there are more expectations in the workplace. There are a lot of factors here which I’m probably not qualified to comment on – but I do find it interesting that the pressures on women in this industry are much greater. I can observe that.”
At a leadership level, the imbalance becomes even more visible. “It’s more unusual than not to have a woman leading a team of men. And that’s what’s wrong with this industry. It should be as natural as anything else.”
The pipeline, he stresses, is not the problem. “Women account for around 50% of graduates globally. In mathematics and engineering, it’s also about 50%. The feedstock is there.”
And yet the numbers tell a different story. “Only about 6% of pilots globally are women. India has the highest percentage, and it’s around 12%. We should be talking about 12% as the worst country, not the best.”
For him, the conclusion is straightforward. “As an industry, we still have a lot more to do. We have to make it so, that people look beyond gender, age, religion, education, and just look at competency, capability, and attitude. And I think there are industries that really get that spot on. We’re not there yet. That’s one of the journeys that’s still unfinished.”

An industry still in transition
After 44 years, Hughes leaves without any sense that the job is finished – because the industry itself isn’t. “There’s still a lot more to do,” he says. And that, more than anything, is why his departure matters now – and exposes an uncomfortable truth: the air cargo industry has spent years talking about transformation. The next phase will be defined by whether it can actually deliver it.

There are women running cargo terminals at some of the world’s busiest hubs. Women negotiating significant freighter contracts. Women writing the code that underpins digital cargo booking platforms, and women mentoring the next generation of aviation logistics professionals. Yet ask anyone outside the air cargo industry to picture an air cargo professional, and the image that comes to mind is rarely that of a woman. That is a problem the industry must actively work to correct – and the Women in Air Cargo Awards, hosted by CAAS Int, is one way forward.

Now in its second year, the Women in Air Cargo Awards aims to empower change, celebrate achievement, and shape a more diverse future in air cargo. It does this by giving the floor to those women whose leadership, contributions and dedication are positively impacting the direction of our industry.

Recognizing women in Air Cargo matters
Air cargo is a dynamic, global industry that keeps world trade moving and connects international communities. Historically, it has been male-dominated and still today, global estimates state that around 20-21% of the air cargo and logistics workforce is made up of women – with figures quickly thinning out the further up the ladder you go. Also, unlike its ‘glamorous’ sister industry: the passenger side of aviation – air cargo tends not to be in the forefront of people’s minds when they think of airports and aviation, and therefore isn’t a particularly visible industry to young talents looking to start their career. It is even less attractive to women, as long as female role models are not immediately visible.
The Women in Air Cargo Awards were established with the prime purpose of addressing this imbalance by celebrating the outstanding women who are driving innovation, leading teams, and inspiring future generations.

Inspiration, visibility, and validation
Recognition matters. It boosts morale and self-confidence, inspires others to aim higher, and validates the hard work that often goes unseen. When women are celebrated for their achievements, it sends a powerful message that their voices and talents are valued. This acknowledgment can be the catalyst for broader organizational change, opening doors to leadership roles, mentorship opportunities, and skills development for women everywhere.
Awards create visibility. They put names, faces, and stories in front of the entire industry. They tell the young woman studying logistics at university that there is a career for her here. They tell the mid-level cargo manager that her expertise is noticed and valued beyond her own company’s four walls. And they send an unambiguous signal to industry leadership that talent is distributed broadly – and that the structures needed to harness it must be equally broad.

Spotlight on excellence: who should you nominate?
Often, the most deserving individuals are modest about their achievements – it is therefore up to you to ensure that their names are put forward. Take a moment to think about the women you work with or whose stories you’ve heard. Perhaps it’s a logistics manager who streamlined operations during a crisis, an innovator who implemented new technology to improve efficiency, or a team leader who has advocated for positive change in the workplace. The awards aren’t limited to those in executive positions – talent exists at every level: from warehouse supervisors to customer service representatives to product specialists, ground handlers, data analysts, ramp supervisors, or sales leads, and anyone else who sets the standard others aspire to. You know who she is. Your job is simply to tell us.

Consider nominating women who:

• Demonstrate exceptional leadership and vision
• Drive innovation and problem-solving in air cargo operations
• Mentor and empower other people within the industry
• Champion diversity, equity, and inclusion in the workplace
• Show commitment to sustainability and responsible business practices
• Consistently go above and beyond in their roles, inspiring others through their work ethic and integrity

The Women in Air Cargo Awards exist because recognition does not happen automatically. It has to be deliberate, consistent, and driven by people who care enough to act.

The nominations window is open until 10JUL26, so nominate now. Our industry – and the women who make it exceptional every single day – are counting on you: https://caasint.com/women-in-air-cargo/

THANK YOU!

Eric Malitzke has been named new Chief Operating Officer (COO) Europe, Middle East and Africa (EMEA) of Worldwide Flight Services (WFS). WFS is the leading global handling agent and, since SEP22, member of the Singaporean SATS Group. In his new role, the executive will lead the management and drive the further development of the wholly owned country entities within the EMEA region. In particular, Malitzke will be working closely with regional functional WFS leaders to support the company’s performance and elevate sustainable growth.

His nomination reflects the continued growth of the ground handling agent and its ambition to strengthen operational excellence across a rapidly expanding international network. Malitzke brings over 20 years of international leadership experience in logistics, aviation, airport management and e-commerce. He has held senior positions at the German Parcel Service – Deutscher Paketdienst (DPD), online retailer, Amazon and Integrator, DHL. In addition, he held various board positions in the European logistics sector. Eric Malitzke’s extensive expertise and deep industry knowledge will be valuable assets as WFS continues to advance its strategic priorities in the EMEA region, explains the ground handler in a statement.

The members of the GCC are fastening their seatbelts
In the Middle East in particular, the market – and predominantly the logistics industry – is currently under enormous pressure following the outbreak of the Iran war and the hostilities in the surrounding Gulf region. As a result, passenger and cargo traffic has been widely scaled down, as airspaces were temporarily shut by the members of the Gulf Cooperation Council (Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, and the United Arab Emirates). This also torpedoed the business model of the local Gulf carriers, as exemplified by the collapse of the tourist industry in the Emirates, or the stiff cost-cutting program launched by Qatar Airway on Friday 27MAR26.

Challenging starting conditions
Hence, the initial conditions for Eric Malitzke – whose first WFS day in office is 30MAR26 – could hardly be more challenging. However, he has already demonstrated his ability to successfully navigate economical and organizational hurdles during his tenure at logistics firm, Fiege, where he served as Managing Director in Switzerland, as well as at DPD and at Leipzig-Halle Airport, where he headed the management team. At SATS-WFS, he will report to John Batten, who has held senior management positions at WFS since 2015. As made known to CargoForwarder Global, Malitzke will continue to reside privately in southwestern Germany, near the Swiss border, and will conduct some of his many WFS duties from there.