Awery has started the year as it means to go on: expanding its team to support its growing customer base and portfolio. New on board are Christian Gessner and David Kerr. Both gentlemen bring decades of air cargo experience and a range of skills across marketing, sales, business and digital transformation, consulting, and technology. Kerr, who joins on a consultancy basis, previously held senior positions at Etihad Cargo and European Cargo, after a long stint at American Airlines. He will assist with the technology provider’s overall strategic growth and customer engagement as it seeks to promote digital transformation across the air cargo industry. Gessner takes on the role of Business Development Manager in Awery’s commercial team, and brings in his expertise gained at the International Air Transport Association (IATA) and other significant aviation software providers, to support the development and adoption of Awery’s air cargo technology.
From left: Christian Gessner, David Kerr. Image: Awery
Christian Gessner stated: “Awery has built a strong reputation for delivering ERP solutions that genuinely support cargo operators day-to-day, while also playing a key role in accelerating technology adoption across an industry that has historically been slow to digitize. I’m joining Awery to tackle a critical industry challenge: accelerating the adoption of practical technology that delivers measurable gains in efficiency, compliance and performance for cargo operators worldwide.”
David Kerr commented: “Having worked closely with airline cargo teams for many years, I understand the operational priorities and challenges Awery’s customers face, and what it takes to deliver tools that bring real improvements. I am excited about the opportunity to join the dots of cross-industry initiatives, and to build on the current momentum of industry digitalization with Awery’s practical and effective tools.”
Tristan Koch, Chief Commercial Officer, Awery, explained: “As Awery continues to grow, we are building out our team with the very best from the industry. Both David and Christian have established reputations within air cargo, and their experience will be invaluable in continuing Awery’s success as we expand our commercial reach.”
Worldwide Flight Services (WFS) is growing its e-commerce business at Frankfurt Airport, following the signing of a leasing agreement for two cargo terminals at the airport Cargo City South. The ground handler will be supported by freight veteran, Roland Weil, a former executive of Fraport Cargo.
From Fraport Cargo to WFS: Cargo veteran Roland Weil‘s move comes as no surprise, photo: WFS
No deckchair, but a new desk, instead. Roland Weil retired from Fraport last year, but he now has a new job that has nothing to do with relaxation. He has been nominated Vice President of Business Development EFFH Germany at WFS, which is part of the Singapore-based SATS Group. EFFH stands for E-commerce & Freight Forwarding Handling. The German subsidiary is a WFS-Fraport JV (51% / 49%). It has rented the former DHL complex in Cargo City South at Frankfurt Airport, based on plans to significantly expand its e-commerce business, in particular. The large facility, which consists of offices and freight terminals, offers suitable operational conditions for this purpose.
Nothing beats experience With Weil, WFS gains an extremely experienced air freight expert who worked for airlines for 19 years (Delta, Air Canada) and held important management positions at Fraport Cargo for 21 years. The 68-year-old retired from Fraport on 31DEC25 due to his age. On the fringe of the FRA Air Cargo Community conference in early SEP25, he announced that he intended to continue to work in the industry even after his retirement. This became reality on 01JAN26, when he joined WFS – just one day after exiting Fraport. Weil’s strengths are his tremendous insider knowledge of air freight and the contacts he has built up in the industry over the course of his 40-year career. “Anyone who doesn’t know Roland, doesn’t know the air freight landscape in Germany,” an airline manager told CargoForwarder Global.
Expanding the e-commerce business “WFS has big plans for Germany’s most important air freight hub and wants to expand its freight forwarding and e-commerce business, in particular,” is stated in a WFS press release.
Claus Wagner, Managing Director of FCS, the Frankfurt-based subsidiary of WFS, added: “We are delighted to welcome Roland Weil to the WFS family. In his new role, he will support the development of new products and the expansion of our air cargo handling activities. We are very much looking forward to working with him as we continue to develop our activities in Frankfurt.”
WFS’ Secretary of State According to information, Weil’s exact responsibilities are not exactly defined yet but will be determined shortly. Given his strong network within the industry, it can be assumed that he will primarily act as a kind of ‘ambassador’ for the company, i.e., by becoming responsible for binding airlines and freight forwarders to the Frankfurt cargo joint venture. In addition, he will show up at international trade shows to fly the WFS flag there and speak in meetings of the local FRA Air Cargo Community. Today, this club includes more than 100 members from various sectors, ranging from Air Canada Cargo to the Luxembourg-based road feeder service (RFS) provider, Wallenborn.
As things stand, Weil’s schedule will be jam-packed in the coming weeks. But that is the wish of the 68-year-old, which he already expressed in SEP25, prior to his official retirement.
For more than a decade, the air cargo industry has discussed digital collaboration, interoperability and paperless processes. For freight forwarders, these discussions are anything but new. The relevant question today is not whether the vision is compelling, but whether the industry has finally moved beyond concepts and pilot projects.
The answer is nuanced. Progress is visible, but structural constraints remain.
Open ecosystems and APIs are increasingly driven by customer expectations, regulatory demands and competitive pressure – illustration: AI
Ten years on: what has really changed? For more than a decade, digitalization in air cargo largely meant bilateral integrations and EDI messaging. Connectivity was possible, but expensive and difficult to scale. As a result, most forwarders continued to rely on email, PDF documents and manual data entry. Industry data from the mid-2010s shows that only a small share of shipments benefited from end-to-end digital data exchange. Industry experts confirm that old standards such as Cargo-IMP are still in use and that the complete replacement by ONE Record has not yet been completed.
What has changed since then is not the ambition, but the technical foundation. APIs have become the dominant integration model across industries, cloud infrastructures have reduced entry barriers, and standardization initiatives are now designed for network-wide adoption rather than point-to-point connections. This shift marks a fundamental difference.
Recent surveys also show rising awareness and readiness among stakeholders, indicating a broadening commitment to shared digital frameworks. This level of alignment did not exist in earlier digitalization phases.
From vision to early operational reality In the past years, digital collaboration has begun to move closer to daily operations. Cathay Cargo’s decision to exchange shipment data with freight forwarders in live operations under the ONE Record standard ahead of the original JAN26 target, is widely regarded as an important proof point.
At the same time, expectations should remain realistic. Legacy messaging standards such as Cargo-IMP continue to underpin a large share of operational processes. Many airlines and forwarders are running hybrid environments that combine APIs, legacy messages and manual workflows. Full ecosystem-wide interoperability remains a medium- to long-term objective rather than an immediate outcome.
APIs improve efficiency, not complexity API-based booking and distribution platforms demonstrate tangible benefits for freight forwarders. Access to live rates and capacity directly from core systems has reduced email traffic and improved response times, particularly in volatile markets.
However, APIs do not eliminate structural differences in airline products, surcharge logic or exception handling. Automation works well for standard cases, but operational expertise remains essential when deviations occur. In practice, APIs accelerate processes, but they do not harmonize them.
This distinction is critical. Open interfaces expose complexity more quickly, but they do not resolve it by default.
What the future is likely to deliver Over the next five years, broader adoption of API-based standards such as ONE Record is expected to improve data consistency and visibility, particularly in areas such as shipment tracking, pre-advice, customs status updates and sustainability reporting. Industry estimates suggest that forwarders with high levels of system integration can reduce manual data handling by up to 30% to 40%.
At the same time, full end-to-end digital integration across the air cargo ecosystem remains unlikely in the short term. Regulatory fragmentation, legacy system dependencies and uneven digital maturity will continue to shape operational reality. As a result, complementary approaches such as AI-supported data mapping and automation are increasingly discussed as pragmatic tools to bridge gaps where standardization alone falls short.
A forwarder’s perspective For European freight forwarders, open ecosystems and APIs are no longer optional innovation initiatives. They are becoming a baseline requirement driven by customer expectations, regulatory demands and competitive pressure. The decisive factor is not access to APIs, but the ability to integrate them into operational workflows, data governance and organizational capabilities.
Open ecosystems have not yet delivered seamless collaboration across the entire industry. But compared to a decade ago, the foundations are significantly stronger. APIs and shared digital standards are no longer theoretical constructs. They are gradually redefining how freight forwarders operate and compete in an increasingly digital air cargo environment.
Each week, CargoForwarder Global’s ‘Spotlight On…’ illustrates a different segment of the air cargo industry through the voice of someone working there. Air cargo certainly doesn’t happen without the many airlines offering capacity either on freighters or, more frequently, in the belly holds of their domestic and international passenger flights. Such as Philippine Airlines – its freight division, Philippine Airlines Cargo (PAL) leads the national air cargo market, supporting e-commerce growth, regional connectivity and digital transformation in the industry. Eira Mae G. De Pablo-Pacifico (EP), Manager for Cargo Business Planning & Operations Audit PAL Cargo, talks about her role and views on the air cargo industry.
Every cargo shipment has its own story to tell.” Image: Eira Mae G. DE PABLO-PACIFICO
CFG: What is your current function and company? And what are your responsibilities?
EP: I am currently holding the position of Manager for Cargo Business Planning & Operations Audit at Philippine Airlines. My team leads the development of planning and monitoring tools that guide revenue targets and strategy across PAL’s cargo operations, drawing on a strong analytics and accounting foundation.
CFG: What does a normal day look like for you?
EP: A normal day usually revolves around visiting different divisions to gather and coordinate the information I need for the weekly report. Depending on the week’s priorities, this can mean analyzing performance, following up on operational concerns, or preparing insights for management. While the routine of collecting data is consistent, the focus shifts, which keeps the work dynamic. No shipment is ever the same.
CFG: How long have you been in the air cargo industry, and what brought you to it?
EP: I am a few months shy of completing a decade in the industry. It was a curious decision to apply for the job opening, as cargo was not really on my radar. PAL, being a legacy carrier, was very attractive to someone just starting their career. Coming from a finance background, I’m glad I took the leap. The Cargo business thrives with the back office’s support of operations.
CFG: What do you enjoy most about your job?
EP: I enjoy reviewing metrics and understanding our performance. This analysis helps us paint the big picture to management. Lately, I have been particularly fond of the RATK [Revenue per Available Tonne Kilometer] as it measures our profitability. Moreover, who does not want to explore the world? Fortunately, the cargo industry operates on a global scale, giving us the opportunity to work with diverse cultures and people. Business trips where we learn and expand our network, along with personal travel benefits, are definitely a plus!
CFG: Where do you see the greatest challenges in our industry?
EP: Constant shifts in policies, the environment and trading behavior significantly affect our industry. Fortunately, we are agile enough to respond, adapt, and find solutions. Just recently, we are asked to transfer our cargo facility to make way for the airport rehabilitation plan. The new warehouse may not be as ideal as we would like, but we worked together with various stakeholders to improve the customer experience and cargo flow. Through careful coordination and planning, we have been able to handle the same volume as before.
CFG: What advice would you give to people looking to get into the air cargo industry?
EP: Cargo may not be as glamorous as the passenger side, but it plays a vital role in supporting the economy. The recent pandemic was proof of that. If you’re looking for something meaningful and relevant, why not give cargo a chance? To better prepare for a career in this field, invest in technical training to enhance your skills and set yourself apart.
CFG: If the air cargo industry were a film/book, what would its title be?
EP: ‘A Journey beyond borders’ – a compilation of stories.
Every cargo shipment has its own story to tell. From the origin station to the final destination, each shipment goes through various processes or ‘adventures,’ if you will. Some may meet tragic ends, but most reach where they need to be.
Thank you, Eira!
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.
Following the successful completion of IATA’s CEIV Pharma certification process for routes between Europe, Latin America and the Caribbean last fall, the cargo division of the Spanish carrier, Air Europa Cargo (UX), obtained the same approval for its Madrid-Barajas cargo hub. The step was preceded by a thorough technical audit supervised by IATA experts.
Revenues from air freight play a major role at UX – company courtesy
This extended accreditation validates the carrier’s ability to handle and manage the air transport of pharmaceutical products under global safety and temperature-controlled standards as defined by the International Air Transport Association. “The certification [of the MAD hub] supports efforts to raise service excellence and guarantees that shipments in this category have all the necessary preservation guarantees,” the company explained in a statement.
Growing line of business The air transport of medical products and pharmaceuticals has increased remarkably since the COVID-19 pandemic faded out in 2022. During the Corona period, passenger traffic came to a near standstill due to travelers’ fears of contagion.
Following the recovery of the market, Air Europa Cargo enjoys an increasing demand for pharma and healthcare products. “This business, that requires special handling utmost care and expertise, has become an important source of revenue for our airline,” a manager told CargoForwarder Global. To meet the transport demand of forwarders and shippers, the cargo unit manages the lower deck capacity of its fleet of Boeing 787 Dreamliners on long-haul routes. “The certification supports efforts to raise service excellence and guarantees that shipments in this category have all the necessary preservation guarantees,” the company said in a statement.
Juan José Hidalgo is the patron of Spain’s largest tourism group, Globalia, which also owns Air Europa. Photo: Globalia
Dreamliners are UX’s workhorses on long-haul flights For the safe handling and carriage of health products and to help airlines adapt their procedures to the requirements established in accordance with the demands of the pharmaceutical industry, IATA created the Centre of Excellence for Independent Validators (CEIV), which is responsible for carrying out the audits that grant the CEIV Pharma certification. Thanks to this, a common base of standards and norms has been established, including ground handling practices, which contribute to ensuring regulatory compliance, as well as safeguarding the integrity of the pharma supply chain from beginning to end.
Air Europa (IATA: UX) does not operate any freighter aircraft but a mixed fleet of Boeing 737-800 and MAX-8 on regional routes, supported by B787-800/-900 for transcontinental services. While the passenger B787-800 can accommodate 10 tons in its lower deck compartment per flight, its sister model B787-900 is able to uplift 18 tons per departure. Both Boeing variants are operated on routes between Spain and Latin America, including leisure destinations in the Caribbean.
On 09NOV25, Turkish Airlines signed a deal to buy an up to27% stake in Air Europa for €300 million, with Founder and Managing Director, Juan José Hidalgo, retaining majority control.
With 2026, United Airlines is proudly kicking off its centenary year. Very few carriers can look back on 100 years of operation – and when your airline company happens to have the world’s biggest fleet and largest workforce, then the contrast to how it all began, cannot be greater. Particularly since those beginnings were in cargo rather than passenger; more specifically, in airmail, and markedly so.
How it all began, back in 1926. Image: United Airlines
It all began with airmail. Walter Varney, the founder of United Airlines’ precursor, Varney Air Lines, had the original intention simply of offering a service to move mail by air, reliably and on time. This was in response to the 1925 Contract Air Mail (Kelly) Act, which sought to establish a transport network together with private firms, to shoulder a growing demand for airmail that, since 1918, had first been flown by U.S. army pilots and then by a dedicated Post Office Aerial Mail Service.
It all began on 6 April 1926 The first Varney Air Lines flight, as part of the CAM-5 airmail service, set off on 06APR26, from Pasco (WA) via Boise (ID) to Elko (NV) – a route that sowed the seed for what would become today’s United Airlines. CAM-5 stood for Contract Air Mail Route No. 5, and was the fifth route awarded by the U.S. Post Office under the Kelly Act – a route that Varney Air Lines apparently won because it was the sole bidder for it at the time. It did not take long for the airline to expand its network to Salt Lake City, Portland and Seattle, nor for it to gradually evolve into a passenger carrying airline – originally with aircraft such as the Boeing 80, designed to carry up to 12 passengers as well as mail, where passenger revenue was seen as a supplement to mail income. Today, the opposite holds true: profitable cargo forms the baseload for passenger routes in most cases – not just for United Airlines.
Passengers and post “People think of United as a passenger airline,” says Kelly Feeney, Manager of Domestic and AMOT Postal Sales and Operations. “But there’s a whole world moving underneath those flights that most people never see.” For United Airlines, today, that world now consists of all kinds of cargo. Mail still plays a major role, and Varney’s original vision continues to steer its management, as Stephanie Giraldi, Senior Manager of Postal Network Optimization & Performance at United Cargo, confirms: “We take mail very seriously at United. This isn’t something we treat as an afterthought. It’s about performance. It’s about doing it right, every time. One of United’s earliest flights carried U.S. mail. That partnership with the Postal Service isn’t just part of our history. It’s the foundation of it.”
Bigger and even better The scale of mail operations today, and how they are handled, are a far cry from what they were when Varney and his pilots started out, one hundred years ago. The initial CAM-5 flight has developed into an intricate and extensive network of domestic, and international routes, contractually supporting the United States Postal Services and over 20 postal authorities across the world. A business that, in the past 5 years alone, brought in over USD 970 million in postal revenue from the transport of over 340 million kilograms of mail. And processes have evolved to support its growth. In 1926, mailbags were strapped into open cockpits of planes that were largely flown on pilot instinct and experience. Today, pilots and mail processes are hugely supported by digitalization and enhanced technology – from asphalted and illuminated landing strips, through to intelligent cockpit systems, to each mail item being carefully labeled, scanned, tracked, and delivered as expected – and far more quickly than ever before.
Mail matters While so much these days is now communicated by email, nothing beats the joy of receiving a physical letter or parcel from home. Much of what United Airlines transports when it comes to mail is destined for military service members, often stationed thousands of miles from home. Kate Hurley, International Postal Operations and Sales Manager, explains the emotional importance of running an airmail service: “Mail is often the strongest physical connection to home for military members overseas,” she said. “Care packages. Letters. Familiar things. That matters.”
In 1926, airmail flew in small aircraft across short routes. Today, those mailbags are loaded into modern, high-tech, widebody planes that traverse time zones and continents at speeds unheard of 100 years ago. While the scale has changed, Hurley underlines that: “The purpose is still the same. You’re moving something people are waiting for.”
While civilian supply chains continue to debate optimization, sustainability, and digitalization, defense logistics is expanding rapidly and largely outside the public discussion, operating under different rules – absorbing capacity, talent, infrastructure, and risk tolerance at a scale that is increasingly visible across global logistics networks.
Loading of a Sikorsky CH-53 onto an Airbus Beluga, photo: courtesy Airbus
Modern conflict no longer follows the 20th-century definition of war. What is now commonly referred to as hybrid warfare, combines conventional military action with cyber operations, economic pressure, psychological tactics, and sustained information campaigns.
The impact on civil and cargo aviation is steadily growing, affecting not only supply chains but also logistics and execution end-to-end.
Capacity pressure: the demand shift no one talks about Military transport aircraft are specialized assets owned by the armed forces and designed to move troops, equipment, and supplies. They play a crucial role in military operations and humanitarian missions. According to the Fortune Business Insights study dated 29DEC25, the global military transport aircraft market was projected to grow from USD 10.27 billion in 2024 to USD 10.87 billion in 2025, with a further projection of USD 16.13 billion by 2032.
At the same time, commercial air cargo demand continues to outpace capacity growth. According to IATA industry data, demand is rising faster than available capacity. In NOV25, global air cargo demand rose by 5.5% year-on-year, while capacity increased by only 4.7% over the same period. That means more cargo chasing a tighter pool of available space.
In a market where demand already exceeds capacity, defense logistics does not compete with commercial cargo on price or reliability, but on urgency – and when both depend on the same aircraft, crews, and infrastructure, urgency takes precedence.
Talent: the quiet exodus A review of major job platforms shows a growing presence of defense-related roles that closely mirror traditional air cargo positions such as pilots, engineers, operations staff, and commercial roles. The job descriptions usually include transparent salary offers that significantly exceed average earnings for similar positions in the commercial air cargo industry. Defense contractors are pulling people, not just aircraft.
At the same time, the industry faces a generational challenge. Younger professionals entering the workforce as Baby Boomers and Gen X approach retirement, are attracted by these defense roles, which look financially stable and engaging, and work that can be perceived as rewarding. Most of the skills are easily transferable, allowing professionals to enter or return to commercial cargo using that experience.
Infrastructure: built for civilian flow, used for strategic urgency Civil aviation infrastructure is largely designed for predictable civilian flows. Increasingly, it is being used to support strategic military urgency.
Military affairs outlet Voenndelo reports a marked rise in NATO military transport aviation activity at Rzeszów airport in Poland. Since 10JAN26, the facility has seen a series of aircraft movements linked to the transport of military cargo and personnel.
Rzeszów has long played a central role in NATO logistics, serving as a major hub for the movement of weapons, ammunition, and other military supplies to Ukraine. The rise in activity suggests an increase in deliveries and a broader escalation of logistics operations in support of Ukrainian forces.
As a result, the Polish Air Navigation Services Agency (as reported publicly) is advising civil and business aviation operators to file flight plans well in advance and to remain up to date on Notices to Air Missions (NOTAMs).
Two logistics worlds, one aircraft pool In the United States, programs such as the Civil Reserve Air Fleet (CRAF) explicitly allow governments to pull commercial aircraft into defense service during periods of heightened demand. When this happens, aircraft exit commercial service, followed by crews and maintenance resources. This is legal, planned, and disruptive by design.
Europe does not have a direct CRAF program like the United States, but it is effectively building similar capabilities through multinational arrangements. Recent EU strategy papers even explicitly consider creating a civilian reserve airlift concept to fill gaps in heavy airlift capability – signaling that Europe is moving toward a more CRAF-like model. The recent European Commission proposal on Military Mobility certainly aims to establish a framework of measures to facilitate the transport of military equipment, goods, and personnel across the Union. (SWD (2025) 847, Brussels November 19, 2025).
Repercussions in connected industries Capacity drain is already happening, resulting in higher costs, less availability, and longer lead times. The impact is particularly acute for sensitive and high-value cargo. Medical supplies, blood plasma, vaccines, biologics, specialty chemicals, and sensitive electronics are all affected. These categories are temperature-critical, time-critical, and operationally non-negotiable.
Insurance markets are responding accordingly. Cargo exposed to geopolitical conflict is facing higher premiums, narrower temperature deviation coverage, more exclusions linked to political risk, and stricter documentation demands. According to GlobalData’s second-quarter 2025 ESG Sentiment Poll, geopolitical conflict is perceived as the business risk most likely to impact companies over the next 12 months, with 40% of respondents selecting it as the top concern.
European airline network adjustments On 20JAN26, Lufthansa Group announced on its Expert website a reduction and cancellation of flight offerings to and from the Middle East, further tightening available capacity. According to Reuters, other European airlines like Wizz Air and British Airways are adjusting routes to mitigate risks linked to ongoing geopolitical turmoil in Iran and the Middle East. Carriers such as Ryanair have moved routes away from the region in recent months, while others, including Air France, have long avoided Iranian airspace. These decisions reduce effective capacity through longer routings and fewer rotations, even when the fleet size remains unchanged.
The global interconnection of goods and people is now inseparable from the expansion of military and defense logistics. For air cargo, this is no longer a temporary disruption to manage, but a structural condition that must be planned around. Capacity, labor, infrastructure access, and risk exposure are increasingly shaped by defense priorities, compressing flexibility across the system. Forwarders are operating in an environment where volatility is permanent, buffers are thinner, and competition for assets extends beyond the commercial market – forcing tougher decisions on pricing, contract structures, network design, and customer commitments.
Of all the different kinds of cargo that take to the air, flying animals is a particularly special operation – more so, when they are rescue animals being offered a better life either in their native region, or in specialized conservation facilities. Air Charter Service was recently tasked with one such extraordinary mission. Over 100 animals were carefully loaded onto a specially chartered Boeing 747, and flown from Thailand to a newly built sanctuary ‘near the eastern coast of India’, according to the press release. Could this be Vantara, a major 3,000-3,500-acre center in Gujarat that was inaugurated MAR25 near Jamnagar? In any case, the 3,000-acre facility indicated is specialized in wildlife rescue, rehabilitation, and conservation.
A very varied range of wildlife recently flew with Air Charter Service. Image: Air Charter Service
Brendan Toomey, CEO of ACS Singapore, illustrated: “We received a call from our client who was looking to transport a whole host of animals from Bangkok to Ahmedabad, to a sanctuary hosting thousands of similar animals – many rescued from circuses, zoos, or trafficking networks. There was a wide range of different animals that needed to fly on the charter, including zebras, sloths, wallabies, hawks, pacas and raccoons, all of which needed to be monitored by onboard vets throughout the flight. The total weight of the animals, their enclosures, their food and the vets came to 50 tons, meaning a B747 was the best choice for the flight. Initially we worked closely with the Thai Civil Aviation Association and the client to ensure all correct export documents were provided, in order to get the permits in a timely manner, as we were given less than two weeks’ notice to get the job done. The representative from our Singapore office on the ground helped coordinate the airport warehouse, a dedicated area and necessary equipment in order to load the animals safely and as swiftly as possible. He then travelled on the charter to help manage the offloading process in India, before the animals’ onward journey to their new home.”
The relationship between the Turkish carrier and the Viennese airport dates back to 1961. 65 years on, and good things are still happening. The two have just signed a comprehensive ground handling contract covering everything from passenger care to baggage and aircraft handling. It is a five-year contract, running until 2030, that ensures Turkish Airlines’ five daily flights between Vienna and Istanbul, run smoothly, safely and efficiently. As the press release states, those flights link Austria to meanwhile one of the world’s largest aviation hubs, not to mention ‘smartIST’ cargo hubs. Quite aside from the over half a million passengers flying with Turkish Airlines via Vienna every year, the opportunities the airline’s belly capacity offers for cargo are very attractive and Vienna Airport will be kept busy delivering cargo handling services, including temperature-controlled freight such as pharmaceutical products – something it prides itself on, given its specialized pharma infrastructure.
From left: Michael Zach, SVP Ground Hdlg & Cargo Ops, VIE, Serkan Özbüyükyörük, GM Turkish Airlines – Austria, Julian Jäger, CEO & COO of VIE. Image: Vienna Airport (VIE)
Julian Jäger, Joint CEO and COO of Vienna Airport, stated: “Turkish Airlines is one of our most valued airline partners and the fifth-largest airline at Vienna Airport. The decision to choose Vienna Airport as its handling partner is a clear sign of confidence in the quality and reliability of our operational services. As the largest ground handling provider on site, we stand for efficient processes, our ground handling teams deliver top performance every day – which is precisely what makes Vienna one of the most punctual hubs in Europe.”
Serkan Özbüyükyörük, General Manager Austria at Turkish Airlines, commented: “As the airline connecting Vienna to more countries than any other carrier through our İstanbul hub, we see this five-year ground handling agreement as a strategic enabler of reliability and service excellence. We are glad to deepen our long-standing partnership with Vienna Airport and continue setting the standard for premium aviation in Europe, as the Best Airline in Europe. Turkish Airlines is committed to delivering superior quality at every touchpoint, and this expanded partnership reinforces that commitment through 2030.”
Michael Zach, Senior Vice President Ground Handling and Cargo Operations at Vienna Airport, concluded: “Turkish Airlines stands for premium quality in international aviation, a claim which perfectly fits our performance orientation. We ensure smooth-running operations daily at a constantly high level, thanks to well-harmonized processes and a committed team.”
Impressive 2025 results that Maastricht Aachen Airport (MST) published earlier this week – and ones that other airports likely can only dream of. After all, how many can claim a 40% increase in air freight volumes in one year? The Dutch regional hub’s renewed focus on cargo development has more than paid off. It handled 41,636 tons of cargo, last year, across 7,549 aircraft movements (1,737 cargo flights and 994 passenger flights); a significant recovery from 2024’s 28,448 tons following runway renovations to the cost of EUR 35 million in 2023. If it continues in a similar vein, then its 2024 target of 200,000 tons by 2030 should be doable. In a first step towards seriously becoming a leading, specialized cargo hub, MST appointed its first cargo sales executive last year in the shape of Pascale de Mieter, CFG reported. Looking ahead, the airport’s application for a new Airport License and a proposed runway extension to 2,750 meters promise to further support growth in both cargo capacity [since it would enable larger cargo loads on freighters] and international connectivity.
Dean Boljuncic, Head of Commercial Development, MST. Image: Maastricht Aachen Airport
Dean Boljuncic, Head of Commercial Development, Maastricht Aachen Airport, stated: “The strong growth in cargo volume last year is down to MST’s continued investment in cargo handling facilities at the airport, particularly in the second half of 2025. We have invested in optimizing our handling processes and improving our facilities in the past 12 months, including redeveloping MST’s AnimalPort and partnering with FlowerWatch to modernize perishable cargo operations. Both cargo and passengers are important for MST; however, we expect to see higher and faster returns from our cargo operations, and our strategic focus in this area is clearly paying off.”
