Home Blog Page 164

Menzies Aviation opts for more friendly BioNatur Plastic

Every (rare) time I read a press release regarding the switch to greener plastic, I ask myself why it is taking the industry so long to make a difference? This plastic wasn’t invented just yesterday, and air cargo has a major negative impact when it comes to single-use plastics. Every step in the right direction is encouraging, but this needs to happen much faster than it is. Following an initial transition start in AUG23, Menzies Aviation announced last month, that it will now be successively switching its cargo operations to M&G Packaging’s sustainable BioNatur Plastic™. This step is part of its All In sustainability plan set up to achieve net zero in scopes 1, 2 and 3 by 2045. It will begin deploying the biodegradable cargo wrap in its cargo operations at Los Angeles International Airport (LAX), San Francisco International Airport (SFO) and Miami International Airport (MIA). This first step will be the annual equivalent of five million water bottles in plastic waste savings as BioNatur Plastics are properly biodegradable in landfills, disintegrating in the space of 8-12 years as opposed to 1,000 years. They also do not result in microplastics, are both stronger, more resistant, and lighter than conventional plastic, and versatile in their use (including for food products or temperature-controlled items). Next in the roll-out schedule are all US cargo operations, followed by Europe and the UK.

Plastics in the background of the delivered press picture. Image: Menzies

Menzies Aviation’s Head of Sustainability & Corporate Responsibility, Katy Reid, commented: “Waste is a top priority for many of our stakeholders, and the introduction of BioNatur will not only help make our cargo operations more sustainable, but also ensure we’re working in partnership with our customers to meet their own ESG goals. Our cargo operations utilize various packing materials, and our priority is to continue reducing the volume of plastic use and waste, increase recycling, and source materials that minimize any impact on the environment. Adopting BioNatur represents a key milestone for our cargo operations as we continue to grow our business responsibly and sustainably.”

Beau Paine, Global Head of Cargo, Menzies Aviation, stated: “Our cargo business has expanded rapidly, growing from 49 locations in 2021 to 75 this year, and we have ambitious plans to take this even further. Our cargo operations utilize various packaging materials and replacing our cargo-use plastic products with BioNatur Plastics will not only dramatically reduce waste levels but supports our long-term sustainability targets.”

New Year, new AOC: Camex Adria is ready to fly

The best things come to those who wait. Slovenia-based Camex Adria Airlines was initially planned to take to the air in APR23, according to announcements made this time last year. This year, and this month in particular, should see the subsidiary of Georgia’s Camex Airlines (founded 2021) finally begin operations with its Boeing 737-800 BCF; having now received its Air Operator’s Certificate (AOC) from the Slovenian Civil Aviation Authority. It aims to serve destinations in Europe and the Middle East.

Have AOC, will fly. Image: Camex Adria/LinkedIn

The joy on LinkedIn at the end of 2023, was palpable:We are proud to share our biggest achievement yet in our journey – Today CAMEX ADRIA AIRLINES has officially obtained the European Air Operator Certificate (AOC)!,” the company page published.

This achievement is a testament to the unwavering dedication and hard work of our incredible team. With the AOC in our possession, we are ready to provide the highest standards of safety, reliability, and excellence for our customers and partners. CAMEX ADRIA AIRLINES team would like to especially express heartfelt appreciation to the CAA.si for the exceptional level of cooperation and support we have experienced in our process of obtaining AOC. Stay tuned for exciting developments as we continue to redefine the skies!”

The freshly authorized airline took delivery of its Boeing 737-800 BCF in June last year, after the 19-year-old aircraft had undergone freight conversion in London-Gatwick. It has since received Slovenian registration at Maribor Airport.

Run DMC – Bolloré’s focus on digital agility

DMC at Bolloré Logistics stands for Data Management Center and refers to the company’s dedicated organization focused on digital solutions that support the collection and analysis of data. The DMC was set up in 2017, and with the growing governance requirements, directives, and policies, as well as the importance of having transparency of activity and performance in the air cargo industry’s volatile market, is more relevant than ever.

New, paperless office in Nanjing. Image: Bolloré Logistics

Digital agility at the heart of digitalization and innovation,” was the title of Bolloré’s first press release of 2024, as it starts out on another challenging year for the air cargo industry – albeit one that the Head of Air Freight Procurement at Bolloré Logistics, Claude Picciotto, believes “could see a return of ‘classic seasonality’ with stability in rates and capacity.”

It recently opened a new, paperless DMC in Nanjing, China, which is tasked with data management and innovation for Bolloré Logistics Greater China. “DMC has a dedicated team set up to provide visual display of information and data-driven insight for internal performance management and supplier quality monitor. By providing a holistic view of the operation with visual dashboards, it leverages the digital assets to support strategic decisions on the development of the business,” the release explains, going on to say that

To improve data quality, DMC works with the operations teams on actual business scenarios to establish standardized operating procedures and data supervision procedures. It ensures every facet of data within the organization; architecture, quality, analytics, and visualization, is managed with precision and efficiency.”

Those efficiencies include the complete overhaul of the event management process, which is now fully automated: data extraction, data capture, event updates, storage, analysis, and visualization are all carried out by the software, without the need for human intervention. The DMC team will continue to work on simplifying processes in order to increase operational efficiencies and, in turn, provide a better customer experience.

TRIWO presents long-term plans for Hahn

0

Hahn Airport (HHN) has had an eventful history. This is evidenced by the various changes of ownership over the past 30 years or so. But what future does the airport have, located around 110 km southwest of the large Rhine-Main Airport? Does it have any economic prospects at all? TRIWO CEO, Peter Adrian delivered answers to this and other issues concerning HHN, during his recent presentation at the German Air Cargo Association (acd).

Pictured left to right are: Ingo Richter, acd board member  /  Peter Adrian, CEO TRIWO AG / Christopher Stoller, President acd – courtesy: acd

TRIWO AG bought Frankfurt-Hahn Airport out of insolvency in April 2023, following a month-long bidding process, loudly applauded by Hahn’s 400+ employees. However, the takeover took place at a time of a downturn in air freight which has more or less continued to the present day. Despite meager freight figures, Adrian assured the acd members that the management firmly believes in Hahn’s success. He also confirmed that owner TRIWO AG will keep its word and invest 20 million euros in the location in the coming years.
The master plan includes the renovation of the apron areas, the acquisition of a maintenance hangar, the rollover of the ground fleet from carbon to electric powered vehicles, and the modernization of the airport’s equipment, for example. In addition, key areas in the passenger terminal are to be renovated and operational processes improved to ensure a better customer experience.
“I assume that there won’t be any new airport being built in Germany within the next couple of decades,” the manager predicted, pointing at growing public resistance to aviation due to noise pollution and greenhouse gas emissions. Notorious naysayers even try to torpedo plans to expand existing airports that, at times, operate at capacity limit, he said.

24/7/365 ops permit is Hahn’s biggest asset
The manager expressly welcomed the fact that Hahn enjoys broad support among the population in the surrounding region – a stark contrast to the widespread air traffic skepticism within the EU. At HHN, there is little industry within a radius of 50 km, and those who work at the airport do not want to risk their jobs.
Unlike most German airports, HHN offers carriers the choice of 24/7 operations, given an unlimited night flight permit and broad slot availability. For cargo airlines in particular, these are attractive conditions for opting in favor of HHN. In addition to these operational features, users also appreciate the direct access to the management, whose doors are always open to existing and potential customers.
“Hahn Airport is a valuable pillar for the German export industry,” emphasized Mr. Adrian. This will be even more the case once HHN is technically updated.

High level of acceptance
Turning to last year’s traffic results, he admitted that, similar to other German and most European airports, Hahn felt the effects of the current decline in cargo volumes. “Such cycles are normal in the aviation industry. In contrast, air freight experienced record demand when the borders were closed due to Covid 19. Now, cargo is suffering from overcapacity and declining rate levels. However, this phase will pass, and volumes will rise again, which also applies to rates,” he predicted, optimistically.

The entrepreneur went on to say that Hahn Airport enjoys a high level of acceptance within the logistics and air freight industry. This is demonstrated not only by carriers offering scheduled services, but also by the high number of charter missions, commencing or ending at HHN.

Freight figures cause concern
Mr. Adrian referred to promising talks with airlines showing interest in serving Hahn, but did not reveal any names.
At the end of his presentation, he looked far into the future. “By 2030, we expect an annual freight throughput of 400,000 tons and 4 million passengers departing from or arriving at Hahn.”
However, there is still a long way to go, at least in terms of air freight. According to official data, a total of 127,422 tons were handled at Frankfurt Hahn from January 2023 to the end of October 2023. This is a drop of 30.9% compared to the same period last year.

WestJet Cargo adds Valuables to its product portfolio

0

Valuables are a high-priced product in air freight, particularly due to costly security precautions to prevent theft or tampering. Experience shows that gold, diamonds, or banknotes do not get lost once an aircraft is airborne. The vulnerable period is during the shipment’s time on the ground, i.e. before takeoff or after landing. Through a comprehensive security concept with coordinated measures, the Calgary, Canada-based carrier aims to eliminate risks and thus offer customers maximum product integrity, assures Kirsten de Bruijn (KdB), Head of WestJet Cargo.

Experts hold that „K“ is the most dynamic and innovative female leader in the global cargo arena  –  photo: courtesy WestJet Cargo

CFG: When exactly will the product be kicked off? And does WestJet Cargo intend to implement it on some selected routes first or across the entire North American network?

KdB: We set our start date weeks ago for January of this year, so from now on, divided into an initial and an advanced phase. Phase 1 encompasses operations at Toronto Pearson International Airport, Calgary International Airport, Vancouver International Airport, and Los Angeles International Airport.
Phase 2 will involve the launch of additional stations, determined by customer demand in the following year. This rollout will occur in stages, beginning with specific North American trade routes and gradually expanding based on customer requirements.

CFG: It can be assumed that the launch of your new product was preceded by a market analysis. So, which of the routes currently served by WestJet in North America, will be the most sought-after for Valuables?

KdB: Major trade lanes for valuable cargo in North America link cities like New York, Toronto, Chicago, and Los Angeles, catering to financial institutions, jewelry, and valuable goods businesses.

CFG: Valuables don’t get lost once an aircraft is airborne; they go missing on the ground. To what degree is warehouse surveillance, data transparency, and monitored acceptance/delivery of valuables part of the security concept of this highly sensitive product?

KdB: WestJet Cargo places significant emphasis on securing valuable cargo both in the air and on the ground, including the entire journey from acceptance at the warehouse to delivery. Safeguarding high-value cargo relies on a combination of technology and precise procedures, including partnerships with security experts and surveillance systems.
Warehouse infrastructure incorporates secure storage protocols, surveillance systems, and third-party oversight to enhance security on the ground.
Valuables are transported separately and securely from the warehouse to the aircraft, addressing vulnerabilities during ground handling.
High-value cargo must be under direct supervision, surveillance, or securely stored throughout its journey.
WestJet Cargo provides the shortest possible tender time and exclusively moves high-value cargo on direct flights.
Security agents closely monitor cargo hand-offs, ensure secure storage, and oversee surveillance.
Meticulous documentation, including cross-checking security seal numbers, is maintained for cargo hand-offs.
Security agents remain vigilant until the aircraft departs to ensure comprehensive protection for valuable shipments.

CFG: Which steps has WestJet Cargo taken to train staff, monitor warehouse areas, etc. Normally, staff is traditionally the most vulnerable issue.

KdB: Security is indeed paramount for this product. WestJet Cargo has implemented rigorous security measures for us and our partners. Staff involved in handling valuable cargo, undergo training to ensure they are well-equipped to handle security protocols. Direct supervision and meticulous documentation are part of the security strategy to minimize vulnerabilities associated with staff.

CFG: Kirsten, thanks for the explanation and good fortune for your new product.

Aviation in the Baltic Sea region opts for Hydrogen

1

A total of 16 airports and aviation companies are involved in the H2 initiative, which was launched shortly before the turn of the year with an inaugural partnership meeting in Hamburg. This makes it the world’s largest coherent project in aviation to step out of fossil fuels and replace them with green hydrogen.

Hamburg Airport is coordinating all activities of the BSR HyAirport group  –  picture: credit Hamburg Aviation

BSR HyAirport
Measured by the 86 individual projects listed on its schedule, BSR HyAirport is an ambitious and unprecedented project. The targets range from enhancing smart green mobility to promoting low carbon propulsion, the use of renewable fuels and replacing carbon fuels with H2-powered systems. Of these, 56 enjoy top priorityto prepare airports in the Baltic Sea Region for the use of gaseous hydrogen for small and regional passenger and cargo aircraft and ground equipment, and to connect them to existing larger aviation hubs without emitting greenhouse gasses during operation.

Some well-known partners are involved in the BSR HyAirport project. These include Swedavia and Stockholm Arlanda Airport, Riga Airport, Lithuanian airports, and companies including Power Cell from Gothenburg, Gulfstream, and educational institutions such as the Tallinn University of Technology. The lead partner is Hamburg Airport, which is coordinating all the activities together with the consulting specialists Hamburg Port Consulting (HPC).

Creating a new network of flight connections
With a network of airports, technology partners, airlines, and research institutions from across the program area, the project aims to create a unique platform for the joint development, implementation, and testing of practical solutions serving the common challenges and specific needs of hydrogen-powered aviation in the BSR region, states a release.
In addition to this development aspect, the initiative is also aiming for a completely new network of flight connections.

Pioneering H2 flights
Gaseous hydrogen is seen as the propulsion system of the future, especially for smaller aircraft with up to 80 seats, or freighters capable of transporting between 12 and 15 tons per take off. In a total of three work packages, the project is investigating how airports in the Baltic Sea region can prepare for its implementation. The focus is on the supply chain of hydrogen to the airports, its safe storage at local facilities, the fast refueling of aircraft and ground vehicles, and the coordination of handling processes in full compliance with safety regulations and in accord with overarching business plans. Demonstration flights of a hydrogen-powered aircraft between several project partner airports are also planned to spur the project and gain broad support. The first connection has already been identified: hydrogen-powered flights between Hamburg and Rotterdam.

Revitalizing regional aviation based on net zero
On the occasion of the launch of BSR HyAirport, Jan Eike Hardegen, Head of Environment at Hamburg Airport, said: “The project is a beacon on the way to CO2-neutral aviation. The project will develop and test solutions for green aviation as well as for the use of gaseous hydrogen on the ground for vehicles and terminal operations. A changeover of this magnitude can succeed if we work together with other industry players.”
Olaf Zeike, Project Manager at HPC Hamburg Port Consulting, also commented on the project “BSR HyAirport enables all participants to successfully combine our expertise from aviation projects, the development of hydrogen logistics chains, co-funding management and the experience of multi-year coordination of Interreg projects for the benefit of the intended project success. We support the climate goals of the project partners and are pleased to be able to make a tangible contribution to the decarbonization of aviation and the revitalization of regional air transportation.”

Brussels favors and co-finances the project
Common challenges to be addressed by the partnership include the evaluation of options and elaboration of concepts for the regional supply of green hydrogen to airports according to local demand and legal and safety requirements related to H2 storage and handling at airports. Thanks to the partnership program, the project will create a platform for the joint development, implementation, and testing of practical solutions serving the common challenges and specific needs of hydrogen-powered aviation in the BSR region.
The program, which is strongly supported by the EU, will initially run for three years, and has a total budget of 4.8 million euros. Of this, around 1.1 million euros will be allocated to Hamburg Airport. The project partners expect the EU to cover 80% of the remaining costs. 

Ex Oriente Lux

0

Translated, the ancient Latin catchphrase means that the light comes from the East. In relation to aviation, the East stands for a new dynamic since the forces in international aviation are shifting. In this case, from West to East.This tendency is demonstrated when taking a closer look at the Gulf region. Not only has it developed into a center for innovation, but the number of aviation congresses held there is constantly increasing. The latest project is the planned construction of the Flying Whale airship in Abu Dhabi.

Image of a Flying Whale hovering above an industrial plant while loading goods  – company courtesy

With Qatar Airways and Emirates, the Gulf region meanwhile hosts the world’s two leading intercontinental passenger and cargo airlines. Drones from manufacturer Dronamics will soon start transporting parcels and mail in the UAE and beyond its boundaries, on behalf of the Emirates Post Group. And the next innovation in the aviation sector, which is likely to radiate far beyond the Middle East, is just around the corner: the assembly and deployment of huge airships.

Abu Dhabi to become an airship base
As far as the latter project is concerned, it’s about a flying giant driven forward by a French-Canadian consortium and called Flying Whale. Marketed as LCA60T, it includes the construction of several production facilities. The first and most important site will be set up in Laruscade in the Nouvelle-Aquitaine region of France, 50 km north of Bordeaux. According to management, additional plants will be built in Quebec, Canada, and in the Australian state of Victoria. Just a few weeks ago, Abu Dhabi was named as the fourth location for setting up a plant, enabling the Flying Whales to serve markets in the Middle East, the Indian subcontinent, and parts of Africa from its future UAE base. As Sébastien Bougon, Chairman and CEO of Flying Whales, stressed during a recent visit to the UAE, numerous suppliers will follow suit and incept own production facilities in the vicinity, including well-known names such as Honeywell, Thales, and Safran. This results in targeted industrial support and dedicated services provided by suppliers, creating hundreds of local jobs and boosting technical development. Abu Dhabi officials expect that the entire industrial project will lead to 300 direct and over 1000 indirect new jobs. 

No landing sites required
Over in France, the dimensions of the first production line are breathtaking. According to its design, the building is 65 meters high and 265 meters long. Space that is needed in view of the size of the giant LCA60T, that measures 200 meters in length. It uses helium gas for uplift and is able to hover over a given location. This specific flight characteristic, similar to a helicopter standing in the air above a target, means that loading or unloading can be carried out without the need of a landing site. The shipments are hydraulically pulled into the cargo hold of the Flying Whale by cable, for example from container ships that anchor off Dubai or similar ports. The same goes for industrial plants, where heavy and bulky goods are produced, awaiting distribution. The consignments are hydraulically pulled into the Flying Whale while the airship hovers above the industrial complex. As a side effect, feeder transports via road or rail become superfluous this way.

Cost advantages
During his recent stay in the UAE, CEO Bougon claimed that air transports performed by his airships are 20 times cheaper compared to helicopters or cargo aircraft. A main reason for this, apart from the low helium consumption, is that only a limited network of ground stations is required for the operations given that loading and unloading is carried out while hovering. The executive confirmed that not a single LCA60T will be sold, but instead will be operated exclusively by the company’s subsidiary, Flying Whales Services.

Founded in 2012, Flying Whales are designed to carry oversized loads of up to 60 tons. The airships will first be equipped with hybrid propulsion, then operate fully electric, causing nearly zero greenhouse gas emissions. This latter aspect is becoming increasingly important in global aviation.

Digital success is man-made – Part 1

3

CargoForwarder Global’s first guest author of 2024, WIPRO’s Senior Manager for Talent & Change, Philipp Maier takes a look at the People element when it comes to implementing change. In a 2-part series, he addresses why the Human Factor is crucial for the air cargo industry’s digitalization and business transformation, and how change management can help companies to do it right.

Change Management starts and ends with the people involved. Image: Philipp Maier

When IATA launched eFreight as part of the ‘Simplify the Business’-program in 2006, nobody thought it would take that long for the industry to adopt it. Tony Tyler, Director General and CEO of IATA at the time, admitted at the end of 2012, that it was harder than they thought and explained: “Some airlines are saying that now isn’t the right time to run this initiative when they are losing money on freight. But we need to at least prepare the ground to make it work when things are better.”

Releasing the brakes on the benefits
Later, data revealed that in removing time-consuming manual processes, eFreight could cut a day from transit times, from which carriers and forwarders would benefit significantly. When you’re losing money on freight, gaining efficiencies and reducing cost is the right step forward. In short, eFreight today means achieving 100% adoption of eAWB, and continuously working to adopt standards such as eCSD, eHM and eDGD. The doubters, blockers and critics have vanished, and finally the industry has started enjoying data accuracy and greater efficiency, and the full potential of data is being unlocked. But those naysayers were the people who made this initiative a marathon walk rather than a sprint; the Human Factor. Today, the air cargo industry is being urged even more to be ready for quick adoption of digital challenges: ERP platforms tailored to the industry, Artificial Intelligence, ONE Record, Augmented Reality, and more digital innovation are waiting for outperformers to make a difference in a volatile business.

So, the question is: How can we sprint into innovation and digitalization instead of a long and painful marathon? Is the Human Factor really such a big deal? What are other C-level managers saying? Let’s dive into the topic!

The Human Factor in facts & figures
The image above shows the results of a global CIO survey on successful digital change implementation:
As you can see, with 82%, the Number 1 top barrier mentioned by CIOs worldwide, is ‘resistance to change’ in general. A non-supportive user base and/or a non-supportive middle management will clearly slow down the progress on any digital innovation, and probably bring it to a point of complete resistance and therefore project fail. Change Management addresses this issue directly by enhancing a better user experience. Every affected user of a new digital solution has a different journey through the change, and therefore different concerns, benefits, but also fears. These must be addressed to reduce resistance.

We also see that ‘inadequate sponsorship’ is mentioned by 72% of CIOs. How can that be? Do not all projects have sponsors? Well, the question is more about how good the vision of the outcome is aligned between leaders, and how clearly the change story is documented for the employees. Do you have a clear change story, that explains the reasons for change and the benefits for the organization in an easy and understandable way, before you send people into training? If not, your investment in training, software, and innovation might not develop any value.

And finally, 65% of CIOs mention ‘unrealistic expectations’: “You’ll have the fastest, greatest, and easiest-to-use tool ever, my dear end-users.” Well, that is a very generic and very subjective statement. Especially if the solution is probably not even defined and particularly if we talk about enterprise software that is rarely self-explanatory. Still: Many enterprises make the mistake of overpromising to their end-user base. Why? This is usually a mix of unprofessional communication and, above all, a lack of change management experience.

Ok, what now?
It doesn’t have to be this way. In considering the human aspect when it comes to change, many of these barriers can be avoided from the start. Next week, I will provide you with three practical change management activities you can begin with, immediately!

Philipp Maier, WIPRO, Senior Manager Talent & Change

Schiphol’s slot dilemma – and no end in sight

0

Leading airports focus strategically and economically on growth rather than contraction. An exception is Schiphol. There, the municipality of Amsterdam demands that the number of flights be reduced by 12%. That translates into 60,000 slots that would have to be canceled. A realistic scenario or an illusory one?

500,000, 440,000 or 460,000 – how many slots will SCL offer carriers in future? The debate is becoming increasingly heated  –  photo: CFG/hs

Expressed in figures, this would mean that, in future, only 440,000 movements could take place in AMS instead of the annual 500,000 permitted so far. It would be a drastic cut of Schiphol’s flight scheme, impacting its growth philosophy as well. Although owning only 20% of the shares, Amsterdam’s voice carries a strong weight. Should the city council’s advance be successful, provided the government as majority stakeholder (70%) doesn’t torpedo the slot cuts, cargo flights would suffer most. Compared to passenger services, their operations are often affected by fluctuations and delays. Hence, it can be estimated that some of the freight carriers still operating at Schiphol, will be forced to translocate their operations to Maastricht, Liège, Cologne, or Frankfurt-Hahn. Due to the geographical proximity of these airports and their focus on air freight, they can hope to benefit from a stiffer slot scheme at Schiphol.

Making noise to reduce noise
When asked, Joost van Doesburg, Head of Cargo, Schiphol, confirmed the intention of the city of Amsterdam. He pointed out that there is a measurement plan containing eight interlinked steps to make Schiphol cleaner and quieter, in line with most interests of the neighborhood. A core part of the residents’ list of requirements, is a ban on night flights, which is strongly supported by the city of Amsterdam. If realized, take-offs between midnight and 06:00 and landings until 05:00 would no longer be permitted. In order to achieve this, Schiphol alderwoman, Hester van Buren, announced in an interview with the Dutch paper, Het Parool, that the city council will take a harder stance in airport affairs. “Even with 20%, we can make a lot of noise about noise pollution. I am convinced that making noise helps in The Hague [seat of the Dutch government] and also in Brussels,” she told Het Parool. In addition, she questioned the need for passenger flights to Paris, Brussels, or London. “I am not an activist by birth, but when it comes down to it, we are an activist shareholder of Schiphol as of now,” she stated.

Threat from Washington showed effect
However, the Dutch government’s scope for agreeing to the wish list is limited. The Hague policymakers already had to back-pedal once after Washington threatened to drastically limit flights operated by Dutch airlines (particularly KLM) to and from the USA, if the Dutch government forces U.S. carriers to give up slots at Schiphol. The Dutch government’s face-saving justification at the time was that not all parties involved were consulted before the decision was taken to cut flights from 500,000 to 460,000. So, some were sidelined, unable to comment on the plans. Officially it was declared as “formal error”. Consequently, on 14NOV23, the responsible Ministry of Infrastructure and Water Management (I&W) scrapped all plans to cut slots until further notice.

Peak times could be managed differently
Stefan Donker, spokesperson for Corporate Affairs at Schiphol Airport, acknowledges a conflict of interest and at the same time indicates a way out of the muddled situation: “We are discussing this [slot issue] with the airlines. It is not about the total number of flights. The important thing is to reduce the pressure at peak times, when many aircraft take off or arrive in a short space of time.”

Alongside the seaport of Rotterdam, Schiphol Airport is the second lifeline of the Netherlands, on which the economic well-being of the entire nation is heavily dependent.

Growth vs. sustainability
Ruud Sondag, CEO Royal Schiphol Group, already emphasized this in a keynote speech on the airport’s transport policy in MAR23: “Schiphol connects the Netherlands with the rest of the world. We want to continue to do this, but we have to do it better. The only way forward is to become quieter and cleaner, faster. We have thought too long about growth, but too little about its impact. We need to be sustainable for our people, the local environment, and the world.”

Currently, the government and other stakeholders are discussing multiple scenarios. However, “there has not yet been a decision. We hope to provide clarity soon,” announced SCL speaker, Stefan Donker.

Stephanie Pope is Boeing’s new Chief Operating Officer

On 11DEC23, Boeing announced Stephanie Pope as its COO. Image: Boeing

New year, new look. On 01JAN24, Stephanie Pope will take on a newly created position as The Boeing Company’s Executive Vice President and Chief Operating Officer, reporting to Boeing President and Chief Executive Officer, Dave Calhoun. Pope has 29 years of Boeing experience amassed in a number of senior leadership positions at both corporate and levels for Boeing Defense, Space and Security. She is also a member of Boeing’s Executive Council, and the executive sponsor of Boeing Women Inspiring Leadership, Boeing’s business resource group committed to increasing gender diversity awareness and promoting diverse representation amongst women.

Her responsibilities as COO include overseeing the performance of Boeing’s three business units focused on driving supply chain, quality, manufacturing and engineering excellence and stability across the company, to improve its operational and financial strength. Her direct reports include the business unit Chief Executive Officers, the Boeing Chief Engineer and the President of Boeing Global. Senior corporate functional leaders will continue to report to Calhoun.

Boeing President and Chief Executive Officer, Dave Calhoun, stated: “Stephanie brings tremendous operational, financial and customer experience to this role, as well as a proven record of performance across our commercial, defense and services business units. Next year will be a significant transitional year in our performance as we continue to restore our operational and financial strength; and Stephanie will help drive the stability and predictability necessary to ensure we deliver on our customer, employee, regulatory, investor and other stakeholder commitments.”

Stephanie Pope said: “I am honored to step into this new role and look forward to working closely with Dave, our Executive Council, and all of our Boeing teammates. Together, we will continue to improve operating performance and remain committed to delivering for our customers, while ensuring the highest levels of safety, quality, and transparency in all that we do.”

Her previous position since APR22, as CEO of Boeing Global Services, which she helped to establish in 2017, will be filled by Boeing’s Chief Sustainability Officer, Chris Raymond, who will also assume his new duties on 01JAN24, reporting to Pope. She commented: “Chris brings more than 30 years of Boeing expertise in nearly every aspect of our operations, and has strong employee, customer, and supplier connections across our commercial and government markets. I’m confident he will continue the strong operational performance with our services team and remain focused on delivering on our customer commitments.”