Smart Freight Centre (SFC) and the British International Freight Association (BIFA) have joined forces to offer UK freight forwarders discounted access to specialist emissions training, aimed at strengthening the industry’s response to growing decarbonization demands. Under the partnership, BIFA members can access the SFC Academy’s expert-led courses covering the Global Logistics Emissions Council (GLEC) Framework, market-based measures, and road freight electrification. The training is designed to equip forwarders with practical tools and technical understanding to measure, report, and actively reduce emissions across their operations.
Jamie McKean (left), BIFA, and Andy Golding, Smart Freight Centre. Image: BIFA
The initiative comes at a time when freight forwarders – particularly those involved in air cargo – are under increasing pressure from regulators, customers, and airline partners to provide accurate emissions data and demonstrate meaningful progress toward sustainability targets. As air freight remains one of the most carbon-intensive transport modes, forwarders play a large role in ensuring transparency, optimizing modal choices, and supporting the adoption of lower-emission solutions such as sustainable aviation fuel (SAF).
By improving emissions literacy and standardizing reporting practices, this type of training helps build credibility across the supply chain while enabling forwarders to make informed decisions that align with both regulatory requirements and shipper expectations. SFC and BIFA indicated that the collaboration may expand further, reflecting the sector’s ongoing need for robust, practical guidance on the path to zero-emission logistics.
Steve Parker, Director General of BIFA, said: “This partnership is BIFA’s latest initiative in equipping the trade association’s members with the information and support that they require to deliver emissions reporting and decarbonization solutions that are viable operationally and commercially. In the last few years, we have created a policy group that is looking into the issues surrounding sustainable logistics, as well as developing a dedicated area of our website, packed with useful information, including a good practice guide.”
Jamie McKean, BIFA’s Sustainable Logistics Policy Adviser, stated: “The SFC Academy is widely respected for its pragmatic and industry-focused approach to sustainability training. Through this partnership, and by offering discounted access to its courses, BIFA members will be better equipped with the tools and knowledge they need.”
The Iditarod Trail Sled Dog Race is Alaska’s iconic endurance test of man and dog. It first took place in its current form (running around 1000 miles from Anchorage to Nome, Alaska), in 1973, with 36 sled teams of 12-14 dogs participating. 22 teams made it to the finish – the fastest being Dick Wilmarth’s ‘Musher’, winning after a 20-day-long race. The annual event now sees between 40-70 teams participating with around 700-1,000 dogs in total. This year, Air Charter Service helped to get 36 of those huskies to the starting line in Alaska, for the race which began ceremoniously on 07MAR26 and then for real on 08MAR26, continuing through to 17-22MAR26. The second-time winner – a local Musher by the name Jessie Holmes and his “Team Can’t Stop”, took just 9 days and 7 hours to complete the distance, this year.
Huskies in Oslo, about to fly to Alaska. Image: ACS
The 36 huskies and their handlers were flown from Oslo, Norway, to Anchorage, USA, in good time and with the care required for such precious cargo.
Dan Morgan-Evans, Group Cargo Director at ACS, revealed: “We were approached by a group of Norwegian competitors taking part in Iditarod – ‘The Last Great Race’, a 1,000-mile, 10-day, sled race from Anchorage to Nome in Alaska. Flying so many dogs involved a number of obstacles, including finding an airline that was happy to perform the flight, and that could fly directly without a fuel stop, in order to prevent any added time that the huskies would have to spend in transit. We identified a Boeing B757-200F as the ideal aircraft – the payload was less than two tons, as it was just the dogs and their equipment, including dog food, vitamins, harnesses, and camping gear. The next challenge was to arrange for the handling agent in Oslo to bring in extra staff, securing an outdoor space for the dogs to stretch their legs before the flight, and ensuring we had all the correct health documents to operate (36 passports, 36 rabies certificates, 36 health certificates, and 36 CDC Permits for the U.S. customs). One of our cargo team flew with the aircraft, the dog handlers and the huskies, to ensure everything went smoothly at both ends – we had secured airside access in Anchorage, so that the dog handlers could drive up to the aircraft and load the dogs for their short onward journey. Following the successful race, the dogs flew to Seattle on another charter, this time on a McDonnell Douglas MD-83F, before picking up their ride back to Europe on a scheduled flight.”
In future, DHL Express shipments traveling from London Heathrow to destinations in the U.S. will be flown under significantly lower emission conditions. This is the result of an SAF agreement that the two companies have now signed. It provides for the IAG fleet to be fueled with 240 million liters of SAF by 2030, based on the number of shipments loaded by DHL in the cargo holds of the airline’s passenger aircraft. If shipment volumes increase, the amount of SAF can be flexibly scaled to match. The current agreement follows a series of previous SAF contracts between the two companies.
DHL transports the bulk of its shipments within its global network on board of its own freighter fleet. However, it also partners with several passenger airlines that carry the integrator’s consignments in the lower decks of their aircraft. One carrier that plays a prominent role in this respect, is British Airways, a member of the IAG Group. For years, it has flown a high volume of the integrator’s parcels and packages from its London Heathrow hub, on transatlantic routes to destinations in the U.S. For this purpose, DHL customers can book their air freight as GoGreen Plus services from London to New York, Chicago, Dallas or Los Angeles, for instance, but also on other routes via the underlying Book & Claim approach – this way enabling their goods to be transported under significantly reduced greenhouse gas emission conditions.
Henrik von Storch, Director Global Sustainable Aviation Fuels, courtesy: DHL
SAF collaboration since 2023 DHL and IAG first marketed this product in 2023, when they signed their initial SAF pact. Since then, the GoGreen Plus booking numbers keep growing. According to Henrik von Storch, DHL’s Director of Global Sustainable Aviation, since the very beginning of their collaboration, British Airways has been very positive to issues that drive the decarbonization of air transport ahead. “This mindset is a key reason why we work closely with the airline’s Cargo Division on environmental issues.”
Supply/demand gap might narrow in future The now-expanded partnership strengthens his company’s collaboration with IAG Cargo and reflects both players’ mutual commitment to continuing to reduce aviation lifecycle greenhouse gas emissions. Ensuring stable and predictable SAF access is increasingly important as customers seek credible, long-term solutions to reduce their transport-related emissions, the executive emphasizes. For example, European airlines are currently required to blend 2% sustainable aviation fuel (SAF) into traditional Jet A-1 fuel. The target is 6% by 2030, although the UK regulator requires a 10% blend. These regulations set a baseline for SAF growth, but the two companies’ collaboration is on voluntary SAF use beyond the mandated amount. Due to the gap between high demand and limited supply, SAF costs four or five times as much per liter as traditional kerosene. However, this might change progressively, as a large number of smaller suppliers are emerging, helping to increase production rates. “Despite all the progress, I certainly don’t expect to see a 1:1 price ratio between traditional kerosene and SAF in my professional lifetime,” states manager von Storch.
Government initiatives are needed This is because raw materials such as food waste, fats from deep fryers, and kitchen waste are limited. And e-fuels based on the Fischer-Tropsch synthesis – although developed as early as 1925, by chemists, Franz Fischer and Hans Tropsch – are not yet technically mature. So, government incentives will be needed to ramp up SAF production. The market alone will not be able to close the supply and demand gap.
Fleet rollover becomes an issue In addition to the SAF deal with IAG, DHL is also driving forward the decarbonization of its own freighter fleet and those of its partner airlines. Furthermore, fleet policy plays a decisive role in lowering the environmental footprint: the newer the freighters, the fewer greenhouse gases their engines emit. This applies to both major frame makers, Boeing and Airbus. “As we have demonstrated with replacing the B747F with the B777F, we are continuously looking for new freighter aircraft options, both new build and conversions” says the manager. A decision is still pending.
On Wednesday (15APR26), Lufthansa officially celebrated its 100th anniversary, honored by political heavyweights, top businesspeople and numerous dignitaries. While celebrations were underway at ‘Hangar One’, the Lufthansa Group’s new conference and visitor center at Frankfurt Airport, hundreds of flight attendants and pilots demonstrated outside the facility, against the airline’s management, demanding higher salaries and a better pension plan.
However, the protests outside were not heard inside the building. In his opening remarks, Airline CEO, Carsten Spohr emphasized that the founding of Lufthansa, a century ago, marked the beginning of an unparalleled success story. “With 110,000 employees across 14 airlines today, including Lufthansa Cargo and Lufthansa Technik, at six hubs in five home markets in the heart of Europe, Lufthansa is a powerhouse.” The executive further announced that, as an international group, “we will continue to fulfill our mission in the future: connecting people, cultures, and economies in a sustainable way. Air travel has been a growth factor for a hundred years and it will remain so in the future.”
German head of state and ppl holder, Friedrich Merz receives a model A350 from CEO and licensed LH pilot, Carsten Spohr to commemorate the 100th anniversary of the airline – courtesy: Lufthansa
Lasting stagnation Aviation is indeed a growth industry. But not in Germany. Currently, passenger numbers still lag behind those of 2019, before the start of the COVID-19 pandemic. While other European countries have long since reported significant growth figures, the industry – once accustomed to success – is stagnating in Frankfurt (FRA), Munich (MUC), Hamburg (HAM), and Düsseldorf (DUS). Bureaucratic hurdles, night flight restrictions at main gateways such as FRA, MUC, DUS or Berlin (BER), high salaries, cost structures no longer compatible with European standards, and a fragmented labor union landscape where unions prioritize their selfish interests without considering the overall well-being of their company, are major obstacles holding back the Lufthansa’s growth. “Air France and Alitalia used to be the airlines with the most strikes; today, it’s us,” a high-ranking Lufthansa manager told CargoForwarder Global.
Ambassador of the skies and business enabler In his speech, special guest, Federal Chancellor Friedrich Merz highlighted the significance of the anniversary: “Lufthansa is an integral part of the history of the Federal Republic of Germany and a key company for Germany as a business enabler. For a century, it has been connecting people and markets around the world. Lufthansa’s success is above all due to the more than 100,000 Lufthansa employees who, day after day, hour after hour, ensure that passengers and cargo arrive safely. I wish Lufthansa continued success for the next 100 years.”
One strike follows another Of those 100,000 staff, some gathered outside ‘Hangar One’ on Wednesday, to voice their dissatisfaction with collective bargaining agreements they consider outdated. But is that really the case? In this regard, it is worth taking a closer look at the salary structure: The average annual salary of flight attendants often ranges from €2,800 to €3,800 gross per month, depending on years of employment. Including bonuses and company pension benefits, this is slightly above the current average gross annual salary in Germany (€57,408). In contrast, First Officers at the ‘Classic’ airline or Lufthansa Cargo, earn a fixed annual salary of €88,600 at the start of their career. As a captain at the highest seniority level – which reflects the number of active years of service – they are paid as much as €281,300 per annum.
The jug goes to the well until it breaks Even though some of the demands made by flight crew may seem justified, their sector-specific unions – VC Cockpit (pilots) and UFO (cabin crew) – are now jeopardizing the airline’s core brand with their frequent strikes. Lufthansa pilots went on strike twice last week – in two separate waves – for the third time this year. On each day of the walkout, hundreds of flights had to be cancelled, tens of thousands of passengers had to skip their travel plans, and air cargo shipments stranded in freight terminals. To make matters worse, cabin personnel at Lufthansa Airlines and its subsidiary, Cityline, walked out on Wednesday and Thursday. This has resulted in high costs for the airline and the loss of its reputation as once reliable carrier.
The long-established Verdi union, on the other hand, pursues a policy that is significantly more open to compromise. Thus, the strikes are not merely a conflict between Lufthansa Passenger and Cargo employees on one side, and corporate management on the other, but also between various unions seeking to poach members from their rivals by echoing increasingly tough demands.
Growing where money is earned In doing so, VC and UFO overlook the fact that Lufthansa ‘Classic’ has been flying in the red for some time and is shrinking rather than growing, due to mounting cost pressure. Now CEO, Carsten Spohr has put pressure on the unions, by announcing that Lufthansa management will only invest in those group members that are earning money. These are Swiss (Zurich), Austrian Airlines (Vienna), Brussels Airlines (Brussels), and soon ITA Airways (Rome). In contrast, Lufthansa ‘Classic’, based in Frankfurt and Munich, is not mentioned on Spohr’s list. Just one day after publishing this statement, Lufthansa management completely shut down its regional carrier, CityLine. “Exorbitant fuel prices” were cited as the official reason. CityLine’s entire workforce was furloughed. Market observers consider this a warning shot for UFO and VC Cockpit not to take their strike actions too far.
At the end of last year, experts were predicting air cargo growth rates of between 2% and 3% for 2026. Yet, the year actually began on a high, greatly exceeding those forecasts: IATA reported that JAN26 saw +5.6% year-on-year growth, after which FEB26 surged to +11.2%. It looked as though forecasts might need to be positively revised. Then came 28FEB26… And the revision is now likely to be negative, since the immediate impacts were an unprecedented fuel crisis, capacity shortages, and greatly inflated rates. For some regions, these challenges are exacerbated by additional obstacles such as strikes and movement restrictions for reasons of safety.
The U.S.-Israeli strikes on Iran and the subsequent Strait of Hormuz disruption have fundamentally altered the air cargo scene for the next few months. Traffic through the Middle East has suffered from retaliation measures leading to temporarily closed air spaces, capacity squeezes and severe rate volatility as crucial Gulf transit hubs are bypassed. And jet fuel costs have also exploded in the unforeseen scenario.
Fuel reserves for just six weeks in some European countries. Image: Canva/https://www.pexels.com/@martijn-stoof-2150654344/
An unparalleled fuel crisis The root of the problem lies in the Strait of Hormuz. The waterway, through which 20–25% of the world’s oil supply previously flowed freely, has been effectively closed since the attack on Iran on 28FEB26. The consequences for aviation fuel were immediately and severely felt. According to IATA, jet fuel prices surged 103% month-over-month as of MAR26, while in the U.S. alone, the price per gallon nearly doubled. CNBC reported an increase in price from USD 2.50 on 27FEB26 to USD 4.88 by 02APR26. While on 15APR26, the International Energy Agency (IEA)’s Executive Director, Fatih Birol warned that Europe now has “maybe six weeks of jet fuel left,” characterizing it as potentially the most significant energy crisis the world has ever encountered. Reuters recently published a list of airlines that have largely halted their operations to the Gulf and Israel over the next weeks and months – in some cases even up to SEP26. The general feeling is that the war on Iran will not be over soon, no matter the current ceasefire at the time of writing.
Capacity shortages The long list of passenger flight cancellations impacts air cargo, too, since belly capacity is removed from the market. All airlines are also reevaluating their route offers to absorb the impact of rising fuel costs. Cathay Pacific recently announced a 2% capacity reduction from mid-MAY26 through to JUN26, entirely suspending certain Middle East routes. United Airlines, Air India, Air New Zealand, and Vietnam Airlines have followed suit with similar cuts to frequencies and services. Over in Europe, carriers are drawing up contingency plans that include grounding older, less fuel-efficient freighters and reallocating fleets – with some preparing to reduce total capacity by up to 5% if conditions deteriorate through to JUN26.
Lufthansa: strikes and shutdown Perhaps the most dramatic European casualty of the fuel crisis to date, is Lufthansa Group’s CityLine. On 16APR26, Lufthansa Group announced the immediate and permanent shutdown of the regional carrier – a move that had originally been planned for 2028, but was accelerated by soaring kerosene costs and relentless labor disputes (6 consecutive days in APR26 alone, with up to 90% of the airline’s flights out of Frankfurt and Munich being cancelled on peak days). All 27 CRJ regional jets were then grounded on 18APR26.
O’Hare: service failures lead to movement cap While Europe and the Middle East grapple with fuel and airspace disruptions, Chicago O’Hare International Airport – the U.S.’ second-most significant cargo hub in terms of trade value – has become a case study in compounding ground-level failures. Since Good Friday, 03APR26, the airport has seen major flight delays over twelve consecutive days – for a number of reasons ranging from weather, to Lufthansa’s strike, to short-staffing. On 17APR26, alone, it counted 972 flight disruptions (cancellations and delays). The previous day, a United Airlines aircraft struck another United plane, which triggered an emergency order from the FAA to cap daily operations to a total of 2,708 flights instead of the 3,080 operations on peak summer days. The restriction will be in place from 17MAY26 to 24OCT26. “Our number one priority is the safety of the flying public, and that means ensuring airline schedules reflect what the system can safely handle,” FAA Administrator, Bryan Bedford, explained. “We appreciate the airlines working together with us to reach a responsible level of operations that strengthens safety and delivers a more reliable travel experience for the American public.” The FAA is also working on recruiting more air traffic controllers, and optimizing the routes and airspace around the airport to reduce delays The air cargo industry is known for its resilience and adaptability, but right now it is vulnerable under the weight of challenges it, for the most part, cannot really influence.
Torsten Wefers, the former VP Marketing & Sales at Liège Airport, has been appointed Head of Cargo Commercial Europe at the airport service provider Swissport in Frankfurt. FRA is Swissport’s largest branch in Germany and one of its busiest throughout Europe. Based in Frankfurt, Wefers will be responsible for further expanding the Swissport network and the company’s operations in Europe, India, Africa, and the Gulf region.
Torsten Wefers: From Liège Airport to Swissport. Photo: CFG/hs
With Wefers’ arrival, Swissport scored a second notable coup in quick succession. Only five months ago, on 02NOV25, the company surprised the international cargo community by announcing that former TIACA Chairman and cargo veteran Steven Polmans would be joining Swissport in the role of “Global Senior Vice President Cargo.”
From Liège to Frankfurt By hiring Wefers, the Swiss aviation group has brought in another top-tier executive who knows the cargo business in and out thanks to his previous management roles at CGN and most recently LGG airport. He’ll be based at Frankfurt Airport where Swissport has been managing a 17,000-square-meter cargo terminal with an integrated pharmaceutical center since 2020.
Under his stewardship, Liège experienced a cargo bonanza comparable only to Leipzig-Halle in terms of employment and revenue growth, kicked off back in 2008 by DHL Express and its feeder companies. At LGG the Master Plan 2040 paved the way for its fast infrastructural expansion, coupled with the rapid growth of the e-commerce business, mostly driven by Chinese and Far Eastern freight carriers. The political support of the Belgian provincial government of Wallonia was instrumental in LGG’s continuous upswing and current status as fast growing hub for cargo traffic.
Structural change Thanks to a focus on air transport and logistics, combined with the establishment of promising industries such as biotechnology, renewable energy, and green chemistry, the entire region surrounding Liège has succeeded in transiting from a former stronghold of the steel and mining industries to a region with high value-added activity.
Much of the credit goes to the leadership team led by CEO Laurent Jossart and VP of Marketing + Sales, Torsten Wefers, for tailoring LGG Airport’s service offerings to the needs of the local and regional economy. This quantum leap from yesterday to tomorrow culminates in the designation “Cargoland,” which was first introduced at Air Cargo Europe in Munich in early June 2025 and with which the airport has since positioned itself internationally.
Stark cargo growth Under Wefers, who was responsible for the air cargo business in Liège for four years, cargo volume grew from under one million tons to 1.32 million in 2025.
Swissport executives are likely hoping for a similar outcome following Wefers’ hiring. It can be assumed that he’ll start his new job highly motivated and full of energy. After all, he and his wife just returned last weekend to their home in Cologne, ending a three-week lasting cruise through Caribbean waters.
The International Air Transport Association is urging the aviation industry to accelerate its digital transformation, highlighting data sharing, automation and common standards as key to building a more efficient and connected ecosystem. The association emphasizes that progress must deliver value for all stakeholders including airlines, customers and partners, creating a true ‘win-win-win’ scenario across the value chain.
Digitalization, done correctly, creates a true win-win-win for aviation. Image: IATA
A CEO panel at the World Data Symposium discussed how initiatives such as ONE Record are helping to replace fragmented legacy systems with a single shared data model. This enables real time visibility, more efficient data exchange and improved coordination across air cargo operations. As global supply chains become increasingly complex and time sensitive, these capabilities are becoming essential for maintaining reliability and service quality.
At the same time, automation and artificial intelligence are playing a growing role in optimizing operations, from smarter capacity planning to more resilient network management. However, IATA stresses that technology alone is not sufficient. Industry-wide collaboration aligned standards and trust between stakeholders are critical to fully unlock the benefits of digitalization.
From a CargoForwarder Global perspective, the direction is clear: Digitalization is no longer a differentiator but a baseline requirement for participation in global air cargo networks. The real competitive edge will lie in how effectively companies integrate data across partners and translate it into operational value. Those who move early towards interoperable, data driven ecosystems are likely to benefit most as the industry continues to transition away from fragmented legacy processes.
The GSSA contract which came into effect on 23MAR26, sees ECS Group subsidiary, Globe Air Cargo Dominican Republic, assume the commercial responsibility for ensuring that Uniworld Air Cargo’s freighter capacities are filled when they leave Punta Cana Airport (PUJ). The Panamanian airline operates two flights per week from Punta Cana to its homebase at Panama City (PTY), where connecting flights open up opportunities for links to other Latin American (notable Mexico via Mexico City’s Felipe Ángeles International Airport – NLU) and international destinations in the U.S and Canada. Globe Air Cargo Dominican Republic was contracted to support the launch of these freighter flights, which depart every Thursday and Sunday. The Boeing 737 freighter deployed on the route, offers a weekly capacity of around 40 tons – and is open for a broad range of shipment types including general cargo, live animals (AVI), perishables (PER), and oversized shipments.
Represented by Globe Air Cargo Dominican Republic. Image: Uniworld Air Cargo
The Punta Cana Air Cargo Hub features modern infrastructure, including 4,000 square meters of cold storage, specialized transit processes, direct ramp access, and advanced security and handling equipment.
“This new partnership reinforces ECS Group’s ability to rapidly deploy tailored cargo solutions, combining strong commercial execution with operational expertise. Customers benefit from optimized capacity access, increased flexibility, and seamless booking supported by ECS Group’s digital ecosystem and global sales infrastructure,” the press release states, going on to point out that this latest contract is another string to ECS Group’s bow when it comes to its growing presence in the Americas.
Ivan Mejia, Managing Director of Globe Air Cargo Dominican Republic, said: “Securing this agreement with Uniworld is a strong validation of our commercial agility and market expertise. This operation not only strengthens connectivity within the region but also unlocks new opportunities for our customers through reliable, high-frequency freighter capacity.”
Jossette Navarro, Commercial Director at Uniworld Air Cargo, commented: “The Dominican Republic represents a market with significant growth potential for both exports and imports. Beyond its local strength, it is a strategic gateway to Europe and Canada. Through this partnership with ECS Group, we are confident in our ability to accelerate our market penetration while offering competitive and efficient cargo solutions across the region and into North America.”
Cathay Cargo recently unveiled it latest digital enhancement. Called ‘Manage Booking’, the feature offers freight forwarders real-time control over changes to their shipments. The carrier speaks of a ‘significant upgrade’ and enhancement of the user experience of its booking channel, since it a reaction to an old pain point – namely the inefficiency of having to resort to phone calls and analog workflows when booking changes were necessary – and then having to wait for office hours in order to get feedback or confirmation that the modifications were done. Manage Booking is available around the clock on the cargo airline’s website. Forwarders are therefore free to make adaptations to bookings as and when they need to, and can action these directly via the platform. Those changes include: updates to shipper or consignee information, flight and date modifications or shipment size adaptations. What can be done online goes online, freeing up Cathay Cargo’s expert team to personally assist forwarders in making any complex changes – this offering “the right level of support for every scenario”, the release underlines, emphasizing the company’s commitment to customer-centric digitalization. The latest feature was designed around forwarder workflows.
The new Manage Booking feature enhances customers’ booking experience. Image: Cathy Cargo
Centralized oversight: A single dashboard provides real-time visibility into all bookings, regardless of channel, making tracking and management simple and efficient.
Change previews: Users can see exactly how a modification will affect the booking status and cost before confirming the update.
Activity tracking and notifications: Automated email alerts and full audit histories keep every stakeholder informed and aligned.
“Manage Booking is the latest in a series of digital initiatives setting new standards for air cargo, including becoming the first airline globally to offer real-time customs clearance status via IATA’s ONE Record protocol, deploying intelligent tool to reduce Cathay Expert’s heavyweight cargo planning time, and rolling out Cargo Connect to digitize operational workflows worldwide,” it stresses.
Dominic Perret, Director Cargo, Cathay, stated: “As the air cargo industry evolves, we are committed to leading that transformation by keeping our customers at the center of every innovation. Digital solutions like Manage Booking are about making it easier for freight forwarders to work with us, giving them the control and transparency they need to operate with confidence. We will continue developing digital solutions that our customers value as we strive to become the world’s best air cargo carrier.”
The partnership between Spanish airline, Air Europa Cargo (the air cargo business unit of Air Europa), and ground handling company, Worldwide Flight Services (WFS), (a SATS company), began almost a decade ago, in Madrid, in 2018. Barcelona joined the agreement in JAN21. Those two airports are now secured for another five years of handling services, as the contract was recently renewed for that length of time. This gives the airline further stability in its aim to develop its cargo business out of both locations, with its fleet of Boeing 737 and Boeing 787 aircraft. Already today, WFS handles the cargo for around 350 Air Europa flights a week out of Madrid, destined for other domestic airports, key European destinations or daily connections to the United States and South America. WFS is highly present in Madrid, where it operates five cargo warehouse facilities (17,000 m² in total) and annually handles more than 500,000 tons of freight for more than 30 airline customers. A sixth cargo facility has just been authorized for WFS by the Spanish Airport Authority AENA, and will become operational 2028.
In service to Air Europa Cargo for another 5 years. Image: WFS
Over in Barcelona, Air Europa Cargo is one of 20 airline customers served by WFS (feeding into an annual handling throughput of 140,000+ tons per year in WFS’ 12,000 m² warehouse). It operates 25+ flights a week from Barcelona.
Jordi Piqué, General Manager Air Europa Cargo says its alliance with WFS will help to drive its growth strategy: “The relationship with WFS means having the right specialized partner as it shares with the company both its vision for the future, based on the implementation of the latest technology, and the continuous improvement of processes. The relationship between Air Europa Cargo and WFS has been based on the ongoing pursuit of operational efficiency and the provision of the highest levels of service quality and safety,” Jordi Piqué stated. “The new agreement will allow this approach to continue through the strengthening and continuous improvement of cargo services across the airline’s network, characterized by the diversity of routes not only on the European continent but also strategic destinations throughout the Americas.”
Humberto Castro, Managing Director of WFS in Spain & Italy, added: “We are proud to be a strategic partner of Air Europa Cargo and look forward to supporting more growth for the airline’s cargo business in Madrid and Barcelona over the next five years. In WFS, the airline knows it has a strong partner which is continuing to invest in modern facilities and continuously reviewing our processes to optimize the efficiency and visibility of the cargo we handle. We remain committed to innovation, using new technologies, and sustainability improvements to underpin the quality of service we deliver at both airports.”
