Aviation sustainability begins on the ground and dnata chose the backdrop of the Dubai Airshow last week, to further demonstrate its commitment to cleaner operations by signing five-year global framework contracts with eight leading manufacturers for new Ground Support Equipment (GSE). The contracts totaling more than USD 210 million, will see upgrade its GSE fleets across its ground handling, cargo and catering & retail operations at 130 airports on six continents. Deliveries will start this month. Almost half of the planned investment (USD 100 million+) will go into dnata’s Dubai GSE fleet, in preparation for the significant growth in business that is forecast. It currently operates 2,500 motorized GSE at Dubai International (DXB) and Dubai World Central (DWC) airports, where it serves more than 190 airlines. Globally, its GSE fleet totals 8,000+ pieces of motorized GSE.
The new orders are in line with dnata’s “Green First” approach aimed at further reducing its carbon emissions. To date, dnata has already committed to orders worth over USD 29 million from the agreements. “The advanced vehicles will further enhance efficiency, safety and sustainability across dnata’s global network, helping it to continue to deliver world-class services for its over 330 airline customers,” the release states, going on to underline that its green solutions go beyond simply the electrification of its ground handling fleet strategy. dnata “carefully considers climatic conditions and available infrastructure and, working closely with manufacturers and airports on practical solutions, invests in a mix of equipment types including biodiesel, electric, and hybrid to maximize environmental and operational efficiency globally.”
Steve Allen, CEO of dnata Group, declared: “We are committed to investing in best-in-class equipment and working with renowned partners to provide superior value and services to our customers. Today’s newly announced deals reflect our long-term strategy to constantly enhance our capabilities and adapt to the evolving needs of our industry. We will continue to invest in modern fleet and the latest technologies to remain at the forefront of the industry.”
The Sydney-based airline, formerly known as Pionair, has introduced its first Boeing converted 737-800 freighter aircraft to its fleet, registered VH-CYK. The aircraft can uplift up to 23.9 tons (52,900 pounds) of revenue payload, with 5,000ft3 available on the main deck (12 pallets) and a further 1,500ft3 available in the bulk cargo hold. Thanks to the aircraft’s cost efficiency, ASL Airlines Australia (ASLA) can offer its customers new business and transport opportunities in the Australian domestic and international markets, with its capability to move both express parcels and larger cargo consignments speedily with a range up to 3,750 kilometers or 2,025 nautical miles.
The addition of the aircraft to the carrier’s fleet was preceded by a revision of its Air Operators Certificate (AOC) by the Civil Aviation Safety Authority of Australia (CASA). This followed a 12-month project which saw delivery of VH-CYK to the airline in February 2024, issuance of a Certificate of Airworthiness in March, and a successful AOC variation proving flight under CASA oversight in April this year. Currently, ASLA is in discussion with customers and expects to operate its first commercial revenue flights soon. This initial freighter aircraft is part of ASLA parent ASL Aviation Holdings’ B737-800 Boeing conversion program which includes slots for 40 aircraft to be converted and placed into operation in ASL’s fleets in Ireland, France, Belgium, Thailand, India and now Australia. After having welcomed VH-CYK, ASLA expects to grow the fleet, adding freighters over time to meet customer demand. The B737-800BCF emits around 15% less greenhouse gases compared to its predecessor, the B737-400 Classic. This is in line with ASL’s commitment to sustainability and to achieving net-zero emissions come 2050.
Serving the U.S., Asia, and LatAm out of Miami. Image: Maersk
Last month saw A.P. Moller – Maersk open its first air freight gateway in Miami. The 8,000 m² facility is staffed entirely by in-house Maersk Air Freight forwarding professionals, and delivers full-service, in-transit service solutions. It is also fully certified both as a U.S. Customs bonded Container Freight Station (CFS) and a Certified Cargo Screening Facility (CCSF). Thus, best equipped to serve the U.S., Asia, and Latin America markets. “This new air freight facility underscores Maersk’s commitment to providing seamless and competitive connectivity to major Latin American markets. The Miami gateway will serve as a strategic node in Maersk’s global air freight network.” Maersk has modeled its Miami gateway on its other operations in Atlanta, Chicago, and Los Angeles. The new facility has been created with a focus on transshipping European and Asian cargo via Miami to Latin America, offering competitive connectivity on freighter and passenger capacity. It will support the North American export market to Latin America and the Asian market that serves the Latin American supply chain via cost competitive U.S. routes. In total, Maersk’s air freight portfolio offers 70,000 airport pairings across more than 90 countries around the globe.
John Wetherell, Global Head of Air Freight Forwarding at Maersk, said: “Our Miami expansion is a vital and strategic addition to our global gateway network, providing connectivity from Asia, Europe, and the U.S. to Latin America.”
Brent Mayhew, Regional Head of Air Freight for North America, stated: “Adding to our global gateway network, this addition in Miami provides our customers with substantial added value, leveraging structured routing within a gateway environment. This includes seamless truck connectivity through our North American station network, ensuring efficient and reliable integrated logistics solutions.”
Fabio Acerbi, Regional Head of Air Freight for Latin America, commented: “Our Miami Gateway offers an alternative routing option that can provide predictable transit times from our global network, improving connectivity, flexibility, and reliability. It supports the North American and Asian export market, opening new possibilities for our customers in Latin America.”
Harassment? Hush-up? Or Human, after all? CargoForwarder Global (CFG) rarely discusses personnel decisions made by airlines, airports or forwarding agents. Instead, CFG focuses on reporting factual issues and, in the case of management decisions, on the consequences they may have for a company. However, in this particular case, CFG makes an exception. Not least, because we also want to send out a stop signal to attempts at intimidation, as this would otherwise be the end of critical journalism.
Stanislas Brun, source: Etihad
This case involves many actors. The most important of which are: AirFrance-KLM-Martinair, its former Indian employee, Ruchika Singh Chhabra; the former AF-KLM-MP Executive, Stanislas Brun, who is meanwhile VP Cargo at Etihad; the press department of Etihad Cargo, and lawyer, Francesco Fiorilli from the Dubai law firm, HFW.
The case In 2013, Ruchika Singh Chhabra, a former commercial assistant of Air France-KLM-Martinair, had alleged being harassed by Stanislas Brun on multiple occasions, citing several incidents supporting her averment that she was subjected to repeated sexual advances in spite of her constant rejection of his – as she holds – unambiguous intentions. French national, Mr. Brun was at the time Marketing Manager at Air France-KLM Cargo & Martinair Cargo for India, Nepal, and Bhutan.
Revoke or get fired Following an internal investigation, which resulted in a blank cheque for Brun’s conduct, Ms. Chhabra’s allegations were denied by the airline which threatened her with dismissal and exclusion from future pension payments from the provident fund in case she would repeat her allegations.
But she persisted, and the case eventually ended up in the High Court in New Delhi. Finally, in 2018, the judges, S Ravindra Bhat and justice AK Chawla, ruled that the Internal Complaints Committee (ICC) constituted by Air France on the harassment complaints made by Ms. Chhabra and the (AF-KLM-MP) panel’s resultant proceedings were invalid, and set them aside. Air France was prompted to reconstitute the ICC in strict compliance with the legal requirements within 30 days and conduct the inquiry afresh. For instance, it is mandatory to conspicuously display at the workplace what the penal consequences are of indulging in acts that may constitute sexual harassments. The court found that Ms. Chhabra had been victimized by the carrier for complaining against sexual harassment and forced to resign on 23SEP17. According to the court, this made the victim the culprit. The High Court did not assess whether there was sexual harassment by Stanislas Brun, as repeatedly alleged by Ms. Chhabra. In its judgment, the High Court limited itself to the unacceptable composition of the ICC, which made an objective clarification of the allegations impossible.
Indian media reported extensively on the case. For example: the Hindustan Times on 30MAY18, HRKatha on 01JUN18 or LEXTECHSUITE, the Lawyer Service for India (file #16802-03, 2018). The outcome of the investigations by the newly constituted ICC has not been made public by either side. It is therefore unclear whether AF made any compensation payments to Ms. Chhabra or whether both sides had reached an agreement in another way.
Against this background, CFG asked Etihad Airways if management was aware of the complaints raised by Ms. Chhabra and the Indian judiciary’s involvement in the case, prior to hiring Mr. Brun.
HFW lawyer plays hardball, In addition, CFG confidentially sent Etihad Corporate Communication an excerpt of a letter it recently received from an anonymous source, asking Etihad for an official reaction. In the original letter considerable accusations are made against the management style of Mr. Brun.
However, instead of providing an answer to the question of whether Etihad management knew about the processes and legal proceedings in India prior to Mr. Brun’s appointment to VP Cargo on 21FEB24, Francesco Fiorilli from the Dubai law firm, Holman, Fenwick, Willan (HFW), issued CFG with this cease-and-desist declaration:
“Our Client [i. e. EY Cargo] demands that you refrain from publishing any article containing the above referenced allegations (or any similar allegations)*. If you fail to comply with such request, our client has instructed us to issue proceedings against you (without further notice to you) seeking any appropriate relief, including an injunction restraining further publication, damages and legal costs.”
* “the article is understood to contain serious allegations against Etihad Airways and one of its employees, Mr. Stanislas Brun.”
… but should fasten his seat belt Which ‘serious allegations’ he refers to, Mr. Fiorilli does not specify. This does not surprise us since CFG made no allegations. It simply posed questions to the Etihad management.
CFG’s response to Mr. Fiorilli and his law firm, is this:
“If a person living in the EU is targeted by a SLAPP** case in a third country, [such as the Emirates], EU member states must refuse the recognition and enforcement of this third-county judgement if it is considered manifestly unfounded or abusive. In order to discourage abusive legal actions, the [EU] judge can also decide to subject the party who initiated the SLAPP case to penalties or other equally effective measures.”
Quote: Council of the EU, 19MAR24
** SLAPP – Strategic Lawsuits against public participation, aimed at intimidating and threatening journalists and human right defenders.
On 13 May, Lufthansa brought four A320’s to Brussels Airport, with each of the group members sporting a ‘Yes to Europe’ livery. Through the visual demonstration of the aircraft, the aviation concern wanted to highlight the importance of the upcoming European elections which take place from 06-09JUN24. The event was an appeal to Europeans not to vote for right-wing extremist and post-fascist parties. They wanted to return to an EU of nation states and abolish the euro. This would jeopardize economic growth, Europe’s position in the world and cost millions of jobs.
The Lufthansa Group says “Yes to Europe” – image: CFG/ms
In his introductory remarks, Lufthansa CEO Carsten Spohr reminded of the prosperity the European Union has brought to post-war Europe and continues doing so. Only this economic and political bloc made it possible to establish a transnational aviation company like the Lufthansa Group. As proof, four A320 aircraft of member airlines stood behind him on the apron of BRU airport: Austrian Airlines, Brussels Airlines, Eurowings and Lufthansa.
Maintaining, not jeopardizing prosperity Today, the bloc is a respected trade partner across the world and extremely well connected. Within Europe and beyond the limits of the continent, the Lufthansa group member airlines, including Swiss, Discover Airlines, and Air Dolomiti provide the connectivity needed by business travelers, the cargo industry and leisure travelers alike. This is a contribution to the preservation of prosperity in Europe, the executive stated.
However, after 75 years of a largely positive development that has enabled millions of people to enjoy a safe everyday life, these favorable conditions are not to be taken for granted anymore, Mr. Spohr warned. “War is raging again at our doorstep and democracy as we know it may be under threat. “Soon millions of citizens will have the opportunity to shape the future of the European Union for the next electoral period of 5 years. Now more than ever, it is up to all of us to use our voting rights in the European elections to stand up for democracy and a united and free continent. This is the prerequisite for a strong continent and a strong economy,” he concluded.
Unity in diversity President of the European Parliament Roberta Mitsola stressed the importance of Europe’s legislative body for creating the right prerequisites for the functioning of the Union. Understandably, she too called for active participation in the elections to come. “Our work is far from finished,” she said.
As Belgium is currently holding the presidency of the Council of the European Union, the country’s PM Alexander De Croo was the third to address the guests. He said that the EU has really transformed the life of its citizens in a positive direction. “When the project was conceived there were fears that it would turn Europe into another kind of United States, erasing every form of national identity. Now we see that it has strengthened these national identities, allowing them to interact.”
Mr. De Croo admitted that the democratic process in the bloc tends to be slow. “There are countries where the leader controls 98% of the votes and decision-making may be faster,” he said. But this happens at the expense of freedom and democratic rights for the people living in states under authoritarian rule.
The joint hub concept On the occasion of the LH Group’s fleet presentation, the trade magazine AeroTelegraph published an interview with Dorothea von Boxberg, CEO Brussels Airlines. She spoke of plans to turn Brussels Airport into a joint hub of the Lufthansa Group with its joint venture partners United Airlines and Air Canada for facilitating passenger and cargo flows between North America and Africa. These flows are growing very strongly, which is why fast and efficient transfers of people and goods via high performing air hubs are essential. This joint project has already been discussed with the alliance partners, she confirmed. Part of the concept is also that Brussels Airlines will strengthen its African network by offering new routes, for instance to Nairobi, and replace jaw flights with nonstop traffic to some African destinations.
LH Cargo expands its network On 14MAY24, just one day after the event in Brussels, Lufthansa Cargo announced the addition of Monterrey to its route network. The weekly flights operated with a Boeing Triple Seven freighter aircraft are scheduled to commence on 03JUN24 and take from Frankfurt to Mexico City (NLU), then onwards to Monterrey International Airport (MTY), and back to Frankfurt. The services should be particularly interesting for automotive suppliers, electronics providers, and customers transporting medical products. Eastbound, many perishables are expected alongside industrial goods traveling from Mexico to the EU. “Connecting the business and industrial city of Monterrey with the European market as the first European cargo airline underscores our strategic growth into new markets and underlines our purpose of Enabling Global Business,” explains Ashwin Bhat, CEO of Lufthansa Cargo. With this new addition, Lufthansa Cargo will serve North America with up to 33 freighter frequencies weekly and South America with up to 4 frequencies weekly in addition to the large number of passenger flights offering the cargo industry abundant lower deck transport capacity.
Furthermore, Lufthansa Cargo announced the expansion of its transatlantic belly network this summer by adding Minneapolis and Raleigh-Durham to its route map. Some of the Shanghai to Frankfurt flights operated by a B777F will stop over in Dubai in future.
CargoForwarder Global’s ‘Spotlight On…’ series makes a point of illustrating the many different functions involved in air cargo. Many individuals all have their part to play in ensuring that shipments get to their destinations on time, in one piece, and without posing a security risk to anyone. Each week, CargoForwarder Global invites an air cargo personality to the fore and asks them to explain what they do, what brings them to our industry and why, and what advice do they would give to anyone considering a career in air cargo. This week, we hear from Kristin Beck (KB), Management Advisor at BeCon Projects GmbH.
It’s a people’s business – image: Kristin Beck
CFG: What is your current function? And what are your responsibilities?
KB: My role is Management Advisor at BeCon Projects (BC), one of the top global Air Cargo consulting firms which revolutionizes the industry by providing integrated consulting solutions: Our products reach from facility (pre-) design & Material Handling System (MHS) design for cargo warehouses, to e-commerce readiness checks, cargo operation’s optimization and IT consulting. Hence, we deliver one-stop shop solutions to our worldwide clients in Europe, the US, and the UAE. My responsibility is to advise BC’s management in strategy, HR, and marketing-related topics, and to support in IT-related projects at client side.
CFG: What does a normal day look like for you? Or is there such a thing?
KB: In short: lots of calls, lots of alignment, coordination, and problem-solving. My normal day consists of diverse tasks such as moderating remote coordination calls with clients, managing the timeline of an implementation project, and coaching our management in regard to a specific topic, 1:1.
Working as a Management Advisor for BC is fun because I also get to travel for sales pitches and onsite workshops with clients in cities such as Paris or Amsterdam. TIACA or IATA events are also highlights of mine as I get to connect with industry insiders, there.
CFG: How long have you been in the air cargo industry, and what brought you to it?
KB: Since June 2023! When I was a little girl, I used to witness my father have all these calls which sounded important. He was always busy solving people’s problems and connecting stakeholders in the industry. I got to know how passionate he always seemed for his founded business. It was thus a natural thing to do: first go to university, then work in a different industry to gain experience, and then join his company. Knowing from an early age on that it is a people’s business, is precisely the fact that fascinated me to switch from the software to the Air Cargo industry.
CFG: What do you enjoy most about your job?
KB: Stakeholder management, the commercial side of the job and the diverse facets of my job ranging from recruiting the right people, to being involved in the operational work, too.
CFG: Where do you see the greatest challenges in our industry?
KB: The mid management in Air Cargo giants will retire at some point and new, fresh talents must be attracted via digital social media marketing and recruited through modern tools.
CFG: What advice would you give to people looking to get into the air cargo industry? Any particular training they should aim for?
KB: I would advise anyone who joins the industry to first start with familiarizing themselves with the industry’s supply chain and how it works. Then, speak to your manager on how to get really good at your job fast, and show up each day with a hands-on mentality. Meeting with different industry experts on a regular basis has shown me how important an open mindset is, as well as having the courage to try new ways of doing things and implement new technologies, for instance. Be authentic and use the training offered by industry communities such as TIACA.
So: open mindset, hands-on mentality, courage!
CFG: If the air cargo industry were a film/book, what would its title be?
KB: It’s a people’s business.
Thank you, Kristin, for sharing your points.
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.
Air Waybills (AWBs) have been around since 1929, ensuring that all the details pertaining to any one air cargo shipment are documented as a legal contract between the respective transporting parties. Though meanwhile largely transacted on a digital basis, they still require a lot of work regardless of their digital or analog form. And ECS Group this week shared information on its growing ‘VERIFY’ solution aimed at lifting that burden of repetitive AWB processes from the shoulders of airlines or their GSAs, to enable them to concentrate fully on revenue-generating, customer-facing tasks.
ECS Group’s Bulgarian and Indian Squair teams – image: ECS Group
But before we look at VERIFY, the brief tongue-in-cheek reflection on the state of eAWB implementation following a cheeky comment I had left on Cargo Director, Joszef Kossuth’s LinkedIn post last week regarding upcoming happenings at Budapest Airport, led me to run a quick search on eAWB penetration. And lo – what do we find? The original IATA plan was to have 100% eAWB penetration by 2022. We are now into 2024, and implementation appears to have stagnated at 85% in the past few years, now 14 years after its introduction. Pretty much like the eAWB information on the IATA website, which also seems stuck in SEP20 or JAN22, depending on which document you pull up. And any up-to-date target has quietly disappeared somewhere along the way.
From the passive to the dynamic Switch to ECS Group’s Squair teams, and the AWB story is a much more dynamic one – as well as a completely digital one, too. The press release’s title last week was “One million AWBs and Growing”, in relation to the GSSA’s unique VERIFY product – or Ability – as the group prefer to refer to it. “Last month, ECS Group’s Squair team verified its one millionth AWB since VERIFY operations first began in MAR20. Squair offers a crucial and unique back-office service to airlines and GSAs, enabling them to concentrate fully on tasks of higher value for customers. The speed of industry adoption is fanning further expansion,” the release states.
VERIFY is the name given to Squair’s AWB verification and data capture service, wherein AWBs are processed, and any resulting billing queries are followed-up on. Data is consolidated and cargo sales reports checked. Given the lack of available staff in the industry, the possibility to outsource these processes is very welcome. “This centralized process optimization means lower operational costs for customers, and results in fewer Charges Correction Advices (CCA) and disputes,” the release confirms.
Positive growth Dimitri Arnaudin, Managing Director at Squair, explains: “When Squair’s VERIFY product was launched in 2020, around 50,000 AWBs were processed in the first year. Today, our team handles that same amount in just a single month. 36 international clients located across America, Europe, Asia, and Oceania now benefit from the expertise and reliability of our service, and our KPIs clearly show the weight of workload that no longer rests on their shoulders. Squair is a digital native and sustainable company. Since the beginning, we’ve made processes paperless. Historically, AWB verification was done through printed AWB copies. Squair works with 100% electronic versions and its processes are supported using entirely cloud-based IT architecture.”
95% of all AWBs are processed autonomously and fewer than 5% of those AWBs require clarification in order to complete data capture. Less than 1% of AWB verifications result in a CCA and change in invoice to customers, hence overall, the team ensures 99%+ reliability. And in terms of AWB numbers, the team’s activity doubled in 2023 compared to 2022, and a 60%+ increase is predicted for 2024.
Fair and Squair It is refreshing to hear a company confirm its commitment to diversity and gender equity. In FEB23, the original Squair team in Bulgaria was fortified by the creation of a second Squair team in India. Already by the end of 2023, the Indian team counted 14 staff, and is looking to double in size by the end of this year – always with a clear balance on gender, too. Arnaudin reports: “We now have 16 people working, and the plan is to keep growing the team up to 23 by the end of this year. To date, 57% of our team members are women, and at management level the ratio is 60% female.”
Squair is on its way to going global Adrien Thominet, Executive Chairman of ECS Group, explained: “Squair’s growth strategy is fine-tuned to ensure continued consistent compliance with our customers’ SLAs. We currently operate out of 2 centers: one in Europe, one in Asia. Within weeks of inaugurating our India office last year, we began services in APAC, marking our first step in the region. Since then, we have attracted more data capture activities for this region, including Japan in July 2023, and Australia and New Zealand in December – all adding to our solid customer base in Western Europe and Northern America.”
Seems Squair’s VERIFY is the perfect in-between step for airlines battling resource issues and without their own digital solutions, before AI takes over the game completely – whenever that may be.
Garbe Industrial Real Estate is breaking new ground in the construction of freight terminals such as, for example, at Straubing harbor on the Danube River. There, a large warehouse is being built entirely out of wood, including the interior fittings. This is a world premiere, since there is no other warehouse of comparable dimensions constructed using just wood. The building equipped with 12 truck docks, offers users an area of 24,382 m² for the sorting, handling, or storing of their goods. It will be inaugurated in early 2025.
The Straubing warehouse and distribution center, built entirely of wood, consists of 27,000 sqm – photos: courtesy Garbe Real Estate
Going by the visuals tabled by the architect, the hall is a real eye-catcher. However, more importantly, it will offer tenants a pleasant working environment since wooden buildings are known for maintaining constant temperatures year-round due to their first-class insulation abilities. Most of the energy needed to power machines or run computers is supplied by solar panels mounted on the building’s roof. This lowers Garbe’s ecological footprint and is in line with the company’s philosophy of embarking on the green energy path and avoiding harmful ecological effects by relying on environmentally friendly materials in combination with efficient utilization concepts.
Unique project that could be duplicated “The building is very functional, but certainly also somewhat unconventional. We, ourselves, are curious to see what impact the wooden freight terminal will have on employees and customers,” says Jan Dietrich Hempel, MD Garbe Industrial Real Estate GmbH. If the response is positive, he does not rule out further logistics facilities based on the unique Straubing project.
And what about fire protection? “Tests show that wood does not burn quickly over large areas. Insurance companies, therefore, do not demand higher installments from users. In addition, sprinklers are installed everywhere,” says the Garbe executive.
Garbe Real Estate executive Jan Dietrich Hempel pioneers new environmentally friendly construction methods for logistics facilities.
New concrete – less greenhouse gasses He eyes a second material suitable for building logistics facilities: CO2-neutral concrete. This is still being reviewed. Yet, initial tests are very encouraging, at least for prefabricated components. They have the same degree of hardness as today’s facilities which are mostly made of concrete. The big difference: “In comparison, a much smaller amount of greenhouse gasses is emitted during the production and processing of the new material,” notes the manager.
Occupancy rate of 96% The Garbe Group, headquartered in Hamburg, has grown very strongly in recent years. This has spurred its expansion across Europe. Today, Garbe manages 222 properties across Madrid, London, Milan, and Warsaw, spanning 648,000 m2 at a stunning utilization rate of 96%. This positions the developer in fourth place in Europe, measured by its 2023 turnover of almost 4.6 billion euros.
Garbe owns two distribution centers at airports: the Cargo Center on the fringes of Hamburg Airport, and the World Cargo Center onsite at Leipzig/Halle Airport. No other airport project is currently written on the company’s to-do list. “The development of logistics real estate at airports and seaports is generally very complex due to the potentially major influence exercised by the different stakeholders owning the property.”
The interest-rate trap Founded in 1965 by Bernhard Garbe, the company has been jointly managed by his son, Christoper Garbe, and Jan Dietrich Hempel since 2010. Jan Philipp Daun and Andrea Agrusow complement the executive team. Today, the Garbe Group consists of these five units: Industrial Real Estate, focusing on developing Office and Residential real estate / Office and Housing Projects / Asset Management for Housing and Office Space / Infrastructure GmbH / and Property Management GmbH.
Interest trends have a strong influence on the financial performance of the logistics and asset management company. They spur or slow down the business. Currently, experts such as Tobias Kassner, Head of Research and Member of the Executive Board of Garbe, are quite confident regarding the second half of this year. He expects the European Central Bank to cut interest rates come July. If so, financing real estate and logistics projects should become less costly – and lead to higher profits. The Kassner expectation is music to the ears of the entire Garbe Group. Should the prediction become true, it could perhaps lead to more freight terminals being built using wood, similar to the Straubing project.
… and delights travelers and cargo customers alike. The background to this is that the Canadian airline is flying to Paris again, after a major interruption to the route. The flights, operated daily, take off from Puerto Vallarta (PVR) in Mexico, to Calgary (YYC). There, the freight consignments are transferred to the carrier’s B787 passenger fleet bound for Paris Charles de Gaulle (CDG). In this way, plenty of agricultural products grown and harvested in Mexico cross the Atlantic on board of the Canadian carrier’s fleet. CargoForwarder Global (CFG) spoke with Kirsten de Bruijn (KdB), Executive VP Cargo, about this new air service which pleases French supermarkets, consumers, and restaurant operators.
WestJet Cargo’s Kirsten de Bruijn is one of the most dynamic and innovative managers in the global air cargo industry – courtesy: WestJet Cargo
CFG: Kirsten, in a joint statement it is said that WestJet Cargo and your cooperation partner, sales agent ECS, are determined to integrate sustainable practices into the CDG services, reflecting the companies’ dedication to environmental responsibility. Could you elaborate on this, please?
KdB: By closely collaborating, both companies—ECS Group and WestJet Cargo—demonstrate their shared dedication to environmental stewardship.
The Paris route, which supports the transportation of Mexican perishables, promotes sustainable agricultural practices, and strengthens global food supply chains, benefiting local farmers. By fostering strong relationships with suppliers and logistics providers, the partnership enables effective communication and collaboration to implement eco-friendly initiatives across the supply chain. This said, the following key aspects are worth noting:
Temperature-controlled transportation
Use of locally sourced perishables, produced in the western parts of Mexico.
Structured transportation schedule on this route, of 5-7 days a week.
ECS Group’s technological innovations such as the Quantum e-quotation system and Apollo business intelligence platform, contribute to the efficiency and sustainability of cargo operations. These tools optimize route planning and reduce fuel consumption, thereby supporting sustainable transport.
Additionally, WestJet Cargo may engage in community projects that promote sustainability, such as tree planting, clean-up campaigns, and support for local environmental initiatives.
A broad spectrum of services
CFG: WestJet Cargo continues to remain focused on providing high-quality, offering efficient and technologically advanced cargo services to meet the dynamic needs of its global customers. Kindly illustrate these keywords to make them more tangible.
KdB: My pleasure. High Quality/Reliable Service translates into prioritized on-time performance and customer satisfaction, providing a dependable service for our customers. Diverse Cargo Options: By offering a wide range of cargo options including general cargo, perishables, and mail, the airline can cater to various customer needs and industries. Customer-Centric Approach: WestJet Cargo emphasizes listening to customers and understanding their needs to offer tailored services and solutions that align with their expectations and demands. Strong Partnerships: Collaborations with experienced logistics partners such as ECS Group, help enhance the overall quality of cargo operations through shared expertise and resources.
Efficient, Optimized Load Factors: By working to optimize load factors on flights, WestJet Cargo maximizes the efficiency of cargo transport and reduces wasted capacity. Strategic Hub Network: Utilizing Paris CDG as a central hub and expanding operations through key routes, optimizes cargo transport and streamlines connections across Europe and beyond. Continuous Operation: Year-round operations on key routes provide stability and consistency, allowing the airline to nurture stronger relationships with customers and partners. Close Supplier Relationships: Maintaining respectful relationships with suppliers and logistics partners ensures smooth operations and minimizes delays or disruptions in the supply chain.
Technologically Advanced Digital Booking Platform: WestJet Cargo’s use of a digital booking platform streamlines the reservation process and provides customers with a convenient, user-friendly interface. Advanced Tools from ECS Group: The use of ECS Group’s Quantum e-quotation system and Apollo business intelligence platform allow for efficient management of cargo capacities and market analysis. Data-Driven Insights: Leveraging data analytics tools enables WestJet Cargo to make informed decisions about cargo operations, optimizing efficiency and performance. Innovative Solutions: By adopting new technologies and staying current with industry trends, WestJet Cargo can continuously improve its services and better meet the evolving needs of its global customers. Collaboration on a proof-of-concept initiative with WireMind to enhance capacity forecasting using AI-driven solutions, aiming to optimize cargo sales and operations for the WestJet passenger bellies. Booking platform Cargo One – to enhance booking process for freight forwarders.
Cargo and passenger services differ significantly
Avocados harvested today in Jalisco, West-Mexico, are available at French markets three of four days after – Source: Informador.MEX
CFG: WestJet inked codeshare agreements with multiple airlines. Does this include closer cooperation in freight matters as well or is cargo a different animal?
KdB: Cargo is a different animal. WestJet’s codeshare agreements with airlines such as AF-KLM, Delta, and Emirates, are primarily centered on passenger operations and may not necessarily include closer cooperation in freight matters. Although these codeshare agreements might facilitate dialogue and communication between the airlines on various operational aspects, passenger and cargo partnerships are typically handled separately.
The requirements for cargo and passenger services differ significantly. Cargo services involve specialized handling, storage, and transport conditions to safely move goods, while passenger services focus more on providing comfort and convenience for travelers. Additionally, cargo and passenger services cater to different markets and have distinct goals and strategies. Codeshare agreements can lead to network expansion, which may indirectly benefit cargo operations by providing access to new markets. However, cargo partnerships usually involve their own interline agreements that are separate from those in passenger operations.
CFG: WestJet serves Gatwick, Heathrow, Edinburgh, Dublin, Rome, Barcelona, and Paris CDG. Which of these routes are operated seasonally, which year-round, and are there any other European destinations on your wish list?
KdB: Seasonal routes are Gatwick, Edinburgh, Dublin, Rome, and Barcelona. Paris and Heathrow are year-round. Paris opens more sales and connections for all of EU, whereas Heathrow primarily feeds UK and Ireland. Both serve as great interline hub connections. While we are currently not able to share specific details about potential new European destinations, we are always evaluating market opportunities and exploring potential expansions that align with cargo goals.
CFG: Thank you for these explanations and good luck with your PVR – YYC – CDG services.
WestJet lands in the land of volcanoes Further to this, on 15MAY24 WestJet launched flights between Calgary and Reykjavik, Iceland. They are bolstered by an interline agreement with Icelandair. This enables passengers to travel across Icelandair and WestJet’s network via one boarding pass, with the convenience of a single check-in and baggage tagged and checked to their final destination.
“Iceland offers one of the most geologically diverse and breathtaking landscapes in the world and we are thrilled to provide convenient direct access to Reykjavik as we continue to expand our European network,” said Angela Avery, WestJet Group, Executive Vice-President, Chief People, Corporate and Sustainability Officer.
“This new route is about more than just the connection between two cities, it’s about recognizing a mutual commitment to global connectivity. In advancing that commitment, every step, every new destination, counts towards solidifying YYC’s role and status as a global hub,” commented Chris Dinsdale, President and CEO of The Calgary Airport Authority.
Cleaner skies will only happen when everyone comes together – as shown by Kuehne+Nagel, LATAM Group, and Elite Group in this year’s flower season. The three again agreed to invest in SAF for the flowers being flown out of Bogotà, Columbia, to Miami, in time for the American Mother’s Day, celebrated on 12MAY24. It is the second time within a year, that the three have collaborated on a SAF sustainability initiative. This time, a total of 34,615 liters of SAF were purchased, resulting in a reduction of 55 tons of CO2 emissions on that route, during the transport of more than 1.6 million flower stems. The SAF used had been produced from used cooking oil, in this case. All three have clear sustainability targets. In Kuehne+Nagel’s case, the reduction of emissions is a core topic of its Roadmap 2026 and Vision 2030.
Moved using cooking oil SAF. Image: Kuehne+Nagel
Yngve Ruud, Executive Vice President Air Logistics at Kuehne+Nagel, said: “It is crucial to drive actions in the industry that emphasize the importance of establishing a sustainability strategy. Based on long-term collaboration, the impacts of the initiatives developed increase over time. The decarbonization challenges faced by logistics companies are ambitious, and the only way to achieve them is by leading the conversation and actions around the ESG agenda at a global level.”
Andrés Bianchi, CEO of LATAM Group subsidiaries, stated: “This alliance deepens the LATAM group’s commitment and efforts against climate change, with which we challenge ourselves to achieve net zero emissions by 2050. Collaboration between the different actors in this industry is essential to advance at the pace necessary to achieve our goals. We hope that examples like this will help to generate more solutions that contribute to decarbonization and encourage the development of this type of fuel in South America where there is great potential.”
Speaking for the flower companies in Elite Group, its Executive Vice President, Galo Sánchez, commented: “This initiative aligns perfectly with our broader environmental, social, and governance (ESG) objectives, underscoring our goal of net zero emissions while maintaining a positive impact on the environment and the communities in which we operate. Adopting SAF protects our environment and enhances the reputation of air transport, ensuring the longevity of numerous jobs throughout our supply chain. As a leader in our industry, we remain steadfast in our mission to unite innovation with responsibility, driving progress while upholding our commitment to the planet and our global community.”
