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WORLD AIRPORTS: FACING THE CHALLENGES OF THE MODERN WORLD HEAD ON
In the aeronautical version of the old chicken and egg question, it is the aircraft that came before the airport. When the Wright brothers took off on their first powered flight, they used a public beach as there were no airports in 1903. Earlier attempts at flights, such as hot-air balloons, did not require dedicated airfields.
So, what was the world’s first airport and when did it first open? The answer, like Shakespeare’s “what’s in a name?” quote is the difference between an aerodrome and an airport. It might naturally be assumed that the first airport was developed by the Wright Brothers. In reality, they did establish the world’s oldest continually operating airfield which is limited to serving general aviation and is not an actual airport. This is College Park Airport (KCGS), in the city of College Park, Maryland, US, is the world’s oldest airport in operation, established in 1909 when Wilbur Wright arrived at the field to train two military officers in the US Army.
What is known as the “second oldest” airport in the word is Hamburg, the oldest airport in Germany still operating. It opened in 1911 as a base for Zeppelin airships. The first airport to operate scheduled internation al commercial aviation services was Hounslow Heath Aerodrome near London over a century ago in 1919.
This shows the development of an airport as a location distinct from an aerodrome, a much simpler affair. To be classified as an airport, the facility must contain an area for flights to take off and land, be able to store and maintain aircraft and possess a control tower. The landing area features an “aerially accessible open space including at least one operationally active surface such as a runway for a plane to take off or a helipad, and often includes adjacent utility buildings such as control towers, hangars and terminals.”
Airfreight takes off
When the first cargo flight in the world took place on November 7, 1910 in the USA, between Dayton and Columbus, Ohio it can be assumed the flight was between aerodrome and aerodrome. The flight by Philip Orin Parmelee in a Wright Model B aeroplane carried a package of 200 pounds (90 kg) of silk for the opening of a store. In contrast, in 2021, the top ten airfreight airports shifted 33.2 million tonnes of cargo. The scale of the modern airfreight industry, in all its super complexity, would simply blow Mr Parmelee away. Silk is still being flown, 112 years later, in the form of bolts of the fabric being sent to fashion factories around the world or as finished articles for the catwalk or the fashion store. It can also be in the form of lingerie or nightwear.
Just two years after Mr Parmelee’s flight, an unofficial airmail flight was conducted by Fred Wiseman, who carried three letters between Petaluma and Santa Rosa, California, on February 17, 1911. However, the world’s first official airmail flight came the next day, at a large exhibition in the United Provinces of Agra and Oudh, British India. The organiser of the aviation display, Sir Walter Windham, was able to secure permission from the postmaster general in India to operate an airmail service in order to generate publicity for the exhibition and to raise money for charity. Mail from people across the region was gathered in at Holy Trinity Church and the first airmail flight was piloted by Henri Pequet, who flew 6,500 letters a distance of 13 km (8.1 miles) from Allahabad to Naini – the nearest station on the Bombay-Calcutta line to the exhibi tion. Again, Sir Walter would hardly believe the volumes that are now routinely flown daily around the globe.
Airport development: expansion or carbon neutral
Airports were once considered simply as places that passengers and cargo could be loaded or unloaded. Now, they have become a vital tool in the greening of aviation. For IATA, it is essential that “airport planning and infrastructure development encompasses safe, functional, capacity balanced and user-friendly airports. Working closely with airlines, air port authorities, regulators and design consultants, IATA seeks to ensure that airport development strategies result in affordable, flexible facilities that support airline operational and customer experience requirements now and in the future”.
Against the background of climate impact worsening, and the win dow of a +1.5°C world rapidly closing, the focus is more than ever on moving from commitment to concrete and tangible action. The airport industry has been working tirelessly to reduce its carbon emissions through Airport Carbon Accreditation since 2009 – delivering concrete reductions of emissions under their direct control year after year, as well as engaging with their business partners to foster carbon reductions by third parties active within their premises.
That is why the modern airport master plan ensures that all airside, landside and airport support facilities can improve and/or expand their operations in a co-ordinated manner that benefits all parties, says IATA. Waste water handling, eco-lighting, electric-powered ground handling equipment, eco-measures in warehousing and means to create green energy in facilities, such as solar power panels, turbo generation and full recycling facilities are now as important as tonnage predictions and cargo throughput.
“Master plans should be based on common airline and airport busi ness development strategies. Once the master plan is determined, the facility development programmes can be organised in phases, allowing modular, incremental growth in accordance with traffic forecasts and the business strategies of the airline community, the airport and other key stakeholder groups.
“The major elements of an initial development scheme are usually contained in a 10-year rolling capital expenditure (CAPEX) programme. IATA helps to validate the strategy and resulting development plan in consultation with the involved parties. This exercise is essential in deter mining the affordability of the plan in terms of costs, benefits and the overall impact on airport charges.”
Airlines playing their parts
Airports are not alone in working towards greener airfreight operations. Their freight customers are also on the same green journey. One ex ample is Finnair. Its sophisticated COOL Nordic Cargo Hub at Helsinki airport, opened in 2017, is the very definition of modern and green air cargo terminal design. It puts environmental sustainability in air cargo front and centre, serving as an example of how many airports around the world can work towards green targets in partnership with their avi ation customers.
In order to create a green air cargo terminal design, the airline planned a number of initiatives and design elements that are reflected in its design and operation. The terminal construction and design was in line with BREEAM’s third-party certified standards. Some 1,200 solar panels provide 10% of the terminal’s energy. There is a critical automat ed storage area that does not require lighting to function.
The COOL terminal is located next to wide-body aircraft stands to reduce transport time. A truck management system alleviates unneces sary journeys and vehicle idling. Maintenance and waste management schedules are highly optimised to cut down visits.
State-of-the-art automation directs COOL terminal forklifts to nearest the task. Warehouse automation assigns incoming goods to nearest available storage location while there are dedicated and separated areas for general cargo and temperature-sensitive goods.
Since its inception, the environmental impact of the new COOL ter minal has been taken into account at every step: in the planning and construction of the building; the energy supply; the proximity to widebody Airbus aircraft stands; and, even how energy-efficient operations are inside the terminal.
“The new ‘COOL terminal’ is part of Finnair Group’s sustainable de velopment plan,” explains Milla Nyholm, who manages marketing and sustainability for Finnair Cargo.
The industry that started on a beach in North Carolina 119 years ago is now functioning at a scale and volume the Wright brothers could never have imagined. Industry leaders looking forward to the next century of airport developments may not yet know the challenges they are likely to face but be assured they will not fail to take them on.
AIRPORTS STEP UP CLIMATE EFFORTS IN LINE WITH PARIS AGREEMENT
Five more airports upgrade to the highest levels of Airport Carbon Accreditation as COP27 unfolds, showcasing the unwavering cli mate ambition of the industry
The landmark UN climate summit, COP27, staged in Sharm El Sheikh, saw the Airports Council International (ACI) reveal the lat est developments in its Airport Carbon Accreditation programme, highlighting the advances made by the global airport community to address the climate emergency.
In 2020, noting the increased need for deeper carbon cuts and in step with the rising ambition of airports around the world ex pressed in the industry’s commitments to Net Zero by 2050, ACI launched the first major, structural change to the programme since its inception: two new accreditation levels - Level 4 Trans formation and Level 4+ Transition crucially linking airports’ climate efforts with the objectives of the Paris Agreement.
The introduction of these two new levels marked a shift in the ambition level of the programme, by setting out further obli gations for accredited airports to formulate a long-term climate objective in line with the 1.5°C or 2°C pathways outlined by the Intergovernmental Panel on Climate Change (IPCC), and defining a concrete plan to achieve it, including interim milestones to mea sure progress and take stock of the realised CO2 curbs. The two new levels have also gone beyond focusing on absolute emissions reductions of Scope 1 and 2 emissions by requiring airports to map carbon emissions from an extended number of sources and establish formal partnerships with companies active at their sites to guide and help them in decarbonising.
Since the launch of the two new levels, 43 airports around the world, including major hubs and regional airports alike, have al ready embraced their ambition. A total of 20 airports have achieved Transformation (Level 4) and 23 airports upgraded to Transition (Level 4+). Today, another five airports have met all the stringent requirements to receive these accolades. Level 4+ was achieved by London City, UK and Lyon, France airports, while San Francisco In ternational, Marseille Provence and Zurich airports secured Level 4.
Receiving praise from the UNFCCC
The airports’ extensive climate efforts within the Airport Carbon Accreditation programme have been applauded by the United Na tions Framework Convention on Climate Change (UNFCCC), says the ACI.
Niclas Svenningsen, UNFCCC manager, outreach said: “To achieve the deep transformation needed for sustainable development and stabilisation of global temperature, we must require commitments and participation from all sectors and levels of society.
“I commend airports for their continued efforts to map and re duce their CO2 emissions year by year, as well as to engage their business partners in this endeavour. The Airport Carbon Accredita tion programme is evolving in step with the level of urgency to act now for our climate. Having introduced two new more ambitious levels aligned with the ambition of the Paris Agreement, and see ing almost fifty major airports around the world embracing them, airports are sending a strong signal to other parts of the economy to follow with ambitious climate action today.”
With more than 400 airports actively addressing their emissions at one of the six available levels, the programme keeps expanding in all world regions, bringing new airports on board with carbon management. The latest entries include: Maastricht Aachen Air port in the Netherlands (Level 2), Ängelholm Helsingborg airport in Sweden (Level 3+), Aurillac-Tronquières airport (Level 2) and Le Puy-en-Velay Loudes airport (Level 2) in France and three Brazilian airports: Florianópolis Hercílio Luz, Vitoria International and Macaé - Joaquim de Azevedo Mancebo all joining at Level 1.
The momentum for airport climate action can also be measured through upgrades achieved at the initial levels of the framework. Aberdeen airport in Scotland upgraded to Level 3+ ‘Neutrality’. Saint-Nazaire Montoir and Nantes Atlantique airports in France have met the demands of Level 3 ‘Optimisation’, as did Aguascali entes airport (Level 3) in Mexico. Level 2 ‘Reduction’ was achieved by La Rochelle, Ancenis, Le Havre-Octeville and Limoges airports in France, while in Latin America and the Caribbean, Martinique Aimé Césaire and three Mexican airports: Hermosillo, Tijuana and Los Mochis are now actively reducing their emissions at this level.
STUDY LAUNCHED ON THE INTEGRATION OF SAF AT AIRPORTS
Airports Council International (ACI) World and the Aerospace Tech nology Institute (ATI) have launched a first-of-its-kind study on sustainable aviation fuels (SAF) to support the decarbonisation of the industry and contribute to building a viable future for aviation and communities worldwide.
The Integration of Sustainable Aviation Fuels into the Air Transport System publication provides an overview of the infrastructure and operational requirements of introducing sustainable hydrocarbon fuels at airports. It addresses the practical challenges and solutions to deploy SAF, from one-off flights to fully integrated supply chains. Facilitated by the Air Transport Action Group (ATAG), the wider avia tion industry has committed to net zero CO2 emissions by 2050. SAF are a critical pillar to achieving this ambitious goal made by the avia tion industry as well as many governments.
Today, however, the global production of SAF is dominated by two producers, with a few others producing SAF batches on demand. Further work is required to make SAF fully compatible with existing distribution systems, storage infrastructure and aircraft. The future SAF supply chain needs logistics and blending facilities that can scale to the hundreds of millions of tonnes that will be required as air traffic recovers.
The publication thus aims to reiterate the environmental benefits of SAF; inform aviation stakeholders about the SAF value chain and their potential roles within it; outline the infrastructure required to scale up, produce, blend, transport, and store SAF; and highlight the logis tical, technical, and infrastructure challenges—as well as potential
solutions—in making SAF a major contributor to reducing aviation emissions.
ACI World director general Luis Felipe de Oliveira said: “ACI is pleased to continue its collaboration with the ATI to provide another critical study to our respected members and the wider air transport industry. SAF could provide the largest opportunity for aviation carbon emis sions reductions to 2050, but for this to happen, an unprecedented scale-up and collaboration across the aviation ecosystem needs to occur. The Integration of SAF into the Air Transport System provides recommendations for stakeholders to consider when starting or scal ing up their SAF journey. Industry and governments must take action now to ensure the decarbonisation of this vital sector and contribute to a viable future for many generations to come.”
“The Aerospace Technology Institute is pleased to have partnered with Airport Council International on this important work,” said Gary Elliott, Chief Executive of the ATI. “SAF is critical to the future aerospace sector and our joint study helps us to understand the production, dis tribution, infrastructure and technology challenges ahead and how we can start to address them.”
The publication is based on an extensive literature review and inter views with airports, fuel suppliers, academics, and manufacturers, and contributors include ACI EUROPE among other aviation organisations.
It builds on the material presented in ACI’s Sustainable Energy Sources for Aviation: An Airport Perspective, and complements the joint ACIATI Integration of Hydrogen Aircraft into the Air Transport System: An Airports Operations and Infrastructure Review.
“The Aerospace Technology Institute is pleased to have partnered with Airport Council International on this important work”
CANADIAN AIRPORTS INVEST TO MEET DEMAND
International professional services and management consultancy Deloitte has taken a look at airports in Canada to determine their importance to airfreight operations in that country. ‘The Growing Op portunity on Air Cargo’ which lays “a runway for collaboration across Canada’s aviation ecosystem” describes the air cargo sector as a key component of Canada’s aviation industry and an important enabler of the Canadian economy. It works as a vital link in the supply chains of many industries, it’s responsible for ensuring Canadians have fast, reliable access to fresh food, health care supplies, pharmaceutical and other goods.
The report’s authors write: “Air cargo was a bright light for the avia
tion industry during the early stages of the COVID-19 pandemic, when passenger volumes and related revenues plummeted and supply chains snapped. It kept vital goods and online purchases flowing and generated at least some revenues for the industry. The Canadian avia tion industry now sees air cargo as an important and growing source of additional revenue that offers a form of insurance against future passenger-volume volatility.”
Airports are already investing to meet demand. As critical hubs for air cargo, airports must prepare for its growth, says the report.
“While volume (measured in net tonnage loaded and unloaded) dropped approximately 16% between 2019 and 2020 due to the
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Chennault’s new $4 million air cargo pass-through facility includes a 1,000-squarefoot finished office area and a 9,000-square foot-warehouse, expandable to 30,000 square feet. The associated aircraft parking apron is 127,000 square feet.
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pandemic, this was largely due to a sharp decline in transborder and international shipments. Domestic volume actually rose by nearly 3% over the same period; several mid-market airports also experienced net growth, including Montreal (YUL), Winnipeg (YWG), Calgary (YYC) and Edmonton (YEG)—not to mention Hamilton (YHM), Cargojet’s hub, which saw domestic air cargo volumes jump nearly 25%.
“After the pandemic highlighted airports’ reliance on passenger-re lated revenue streams—and their vulnerability when those revenue streams are disrupted— many airports across the country have been working with logistics companies and others to invest in new infra structure in a bid to diversify their revenue sources, reduce their risk and position themselves as leaders in the air cargo space. In addition to benefiting the airports, these investments will create new regional economic opportunities by improving the ability of local businesses and communities to connect to other markets,” says Deloitte.
Airports can play an even larger role in the air cargo ecosystem, however. They can invest in new digital technologies to improve co-ordination among stakeholders. They can upgrade physical infra structure to meet the sector’s growing needs. They can take the lead on sustainability, and they can transform airports into the heart of a thriving, connected community that works together to bring pros perity to the region, say the authors.
Airports and their ecosystem partners should work together to un derstand how existing air cargo infrastructure is being used and what new infrastructure will be needed to support growth in the years to come, says the report. “Assessing the use of current infrastructure can provide insights into gaps and inefficiencies that can be addressed through upgrades, reconfigurations, and other modernisation work that can improve cargo flow overall and maximise the use of existing space. New infrastructure should be planned and built in consultation with partners across the air cargo ecosystem, based on projections and ambitions for future cargo volumes and the storage and handling capacity that would be required.
“An example of such an approach is Brussels Airport, which is spending €70 million to modernise its cargo zone between now and 2025 to meet growing demand for storage and handling space, im prove and secure cargo traffic streams, and optimise operations.
“The airport is building three modern, sustainable buildings—total ling nearly 900,000-square-feet of space— in the heart of BRUcargo Central, the airport’s cargo zone. Investments in physical infrastruc ture should take into account more than warehousing and storage facilities alone, of course.
“Mobility on and off the tarmac, for example, will play a key role in streamlining the flow of goods and optimising operations, while advances in aircraft fuel sources will require airports to ensure proper facilities are in place. In addition, air cargo stakeholders should pay close attention to airside and non-airside infrastructure needs and look for opportunities to offset costs and risks and to enhance poten tial synergies between ecosystem participants.
“One of the reasons we’re seeing logistics giants open facilities near airports rather than on airport grounds is that it enables these compa nies to keep cargo processing and inventory storage off-site, reserving costly, limited airport space for more tactical functions. Furthermore, these non-airside facilities enable logistics companies to more easily pursue first-mile/last-mile and third-party fulfillment prospects,” say the authors.
Many of the investments air cargo stakeholders are making to improve and streamline the flow of goods also have important
sustainability benefits. The report notes that optimising airside op erations, for example, can result in the more efficient use of runways and taxiways, thereby reducing emissions, resource usage and costs. Airports and other stakeholders can pursue alliances and partnerships to reduce, reuse, and reprocess water, waste, and other materials to reduce their overall environmental footprint.
Electrifying airside ground assets such as tugs, trucks, and loaders offers an outstanding way to improve air quality and reduce emis sions and exposure to rising fossil-fuel costs, while solar panels can be installed on many buildings to generate emission-free electricity, says Deloitte
Deloitte’s research has highlighted a range of contempo rary air cargo developments at Canadian airports
• Hamilton (YHM)—In late 2021, DHL opened a new inter national gateway facility, its largest in Canada, capable of processing 28,000 packages per hour, while Amazon opened a new advanced robotic fulfillment centre in April 2022 that can serve 325,000 customers a day.
• Edmonton (YEG)—As part of its $36-million cargo expan sion, the airport is expanding its cold-storage Fresh Cargo Centre to allow for transport of more perishables; the airport is currently the only one in Canada with IATA CEIV Pharma certification, meeting the highest standards for handling temperature-sensitive cargo.
• London (YXU)—One of the airport’s three cargo handlers recently introduced new cargo-screening technology to better compete with handlers at the Toronto and Hamilton airports.
• Quebec City (YQB)—The federal government recently announced a $12.5-million investment to increase the air port’s cargo capacity by developing a new centre that will include dedicated space for regional carriers serving remote communities.
• Halifax (YHZ)—The airport’s new Air Cargo Logistics Park includes specialised cargo-handling facilities, cold stor age facilities for seafood exports, and five aprons for cargo aircraft.
• Winnipeg (YWG)—Federal funding will enable the airport to add dedicated vehicle access lanes for processing cargo, among other improvements.
• Victoria (YYJ)—Amazon is moving into a new 11,500 sq m delivery facility at the airport in late 2022, which will serve as a last-mile delivery station.
• Toronto (YYZ)—As part of its move into air cargo, Danish shipping giant Maersk announced plans to build a 56,800 sq m multimodal distribution centre near the airport to expand its e-commerce freight activities and operational footprint in North America. And Purolator is building a 43,000 sq m na tional hub near the airport.
“The airport is building three modern, sustainable buildings— totalling nearly 900,000-squarefeet of space”
QATAR AIRWAYS CARGO SCORES WITH WORLD CUP TRAFFIC
For some, football (soccer to our US readers) is not a matter of life or death, “it’s more important than that”, as the late Liverpool FC manager Bill Shankly quipped. For others, it is the beautiful game.
There can be no getting away from the foot ball theme when taking a look at Qatar Airways Cargo this month. While regrettably going out early from the competition it is hosting, Qatar still boasts one of the most important global airfreight operations which has enjoyed World Cup ‘bounce’ regarding traffic to the country this summer.
According to Guillaume Halleux, chief officer cargo at Qatar Airways, the airline is a winner whatever the outcome of the tournament.
He says: “The volume of shipments into the State of Qatar is high. Considering the large number of visitors that we are welcoming during the World Cup, there is obviously a huge import of food. Besides food, we have also transported stadium equipment, broadcasting equipment, promotional items and fireworks.
“We have operated a large number of charters in the run-up to the games, flying commodities from bean bags, cars, stage equipment to police dogs and police horses.
“We expect many more ad-hoc charter re quirements during the event and part of the cargo will need to be returned after the World Cup. We have prepared for the additional de mand and we expect to leverage our agility and flexibility to fulfill our customers’ requirements.”
Cargo Bridging Facility
Away from the football, on the ground in Doha, Airways Cargo has inaugurated the Cargo Bridging Facility (CBF), a temporary warehouse that helps accommodate cargo growth until the completion of the second Cargo Terminal. With its 12,000 sq m space, the CBF can process up to 260,000,000 kg/year. This facility is fully func tioning to support the increase in cargo loads for Qatar.
Back to the football, Qatar Airways withdrew flights from 18 destinations to make space at Hamad International Airport for airlines carrying fans to the World Cup.
Halleux says: “Our passenger division adapt ed its routes during FIFA, though the impact on cargo is very limited, as only few frequencies are concerned and mostly from low-demand cargo markets. Where required and for a very short number of weeks, we have redeployed freighters where needed, for example in Africa. We have a large fleet of freighters and are able to quickly adapt and find solutions to these ad hoc changes.
“Once the World Cup is over, we will revert to the initial schedule for the passenger/bellyhold flights, tentatively by mid-December.”
Halleux considers the carrier is “currently ex periencing a transitional market, where capacity keeps returning on the passenger side and we see some slowdown in some markets. However, we remain positive with our position in the mar ket and our long-term strategy will support our business in the coming months.”
Is he worried about inflation in many of his key markets?
He says: “Inflation will bring a slowdown in the consumer markets, however we see other mar kets such as e-commerce being fairly stable and this will help maintain demand for our key trade lanes. We believe inflation will have an impact but we start to see some positives in our key markets on this front, where inflation has begun to turn down.
“In October, Qatar Airways and sustainable aviation fuel (SAF) producer Gevo, Inc. signed an offtake agreement, where the airline will pur chase 25 million US gallons of neat SAF over the course of five years with deliveries expected to commence in 2028 at various airports in Califor nia. Qatar Airways will be uplifting 5 million US gallons of neat SAF every year and will blend it
with its existing supply of conventional jet fuel. The airline became the first airline in the Middle East and Africa region to announce its commit ment to an international SAF offtake agreement,” says Halleux.
The airline has made significant progress to wards achieving environmental sustainability and decarbonisation. Qatar Airways is flying with one of the youngest and most fuel-efficient fleets in the sky. It is the first airline in the Mid dle East to secure accreditation to the highest level in the IATA Environmental Assessment Pro gramme (IEnvA) and is the first carrier to join the IATA CO2NNECT platform offering a new volun tary carbon offsetting programme for air cargo shipments, continuing to advance an ambitious agenda to demonstrate environmental leader ship across the global aviation industry.
Green supply chain?
At the QR cargo hub in Doha, several initia tives are in place to reduce its CO2 footprint such as recycling waste and reusing spreaders and wooden planks. Some 94% of the termi nal ground handling equipment is electrically powered while telematics will enable the car rier to optimise transportation and reduce idle times. The hub is monitored for water, energy and waste consumption and reduction initia tives are captured as part of the Environmental Management Plan. Sustainability is also an im portant element in the design of the new cargo terminal, achieving both GSAS 5 Star and LEED (Leadership in Energy and Environmental De sign) certifications.
Cargo staff recruitment
“We pride ourselves on attracting the best and diverse talent in the industry,” says Halleux. “Our workforce is currently made up of 80+ na tionalities and we harness the diversity of our workforce in everything we do. This is reflect ed in the top-notch products and services we offer to our customers globally. We remain fo
cused on promoting diversity and inclusion and enhancing our employee experience by con stantly updating our policies, procedures, and workplace practices to be more inclusive and people-centric.
“As a result of our relentless efforts, our attrition rate has remained low. Additionally, we collabo rate with a myriad of universities across the world to attract bright talents to ensure the future of our business and organisation is secured.
“We launched “The Next Generation” earlier this year. With its launch, we are defining our role in the air cargo industry. The vision is to take a fresh innovative approach to the business of air cargo, to develop existing talent and attract new ones and tap digital potential to solve ev eryday pain points. It is, above all, a complete corporate mindset shift. Digital enhancements, new products, a new website, and many more initiatives will be rolled out under The Next Gen eration. The Next Generation approach will be reflected across our network and operations, be it in technology, sustainability, diversity, the new generation of employees joining our com pany, our products and services, and how we approach our business in general. It is not about the younger generation, but about bringing a new perspective to everyone involved in the air cargo value chain.
“Qatar Airways Cargo is the launch customer for 34 brand new Boeing 777-8F freighters. The Boeing 777-8F provides us an 18% higher pay load and the operating cost is significantly lower in the range of 20% per tonne. Having the right number of freighters for us is of strategic impor tance, hence the order for the B777-8Fs, which will arrive in a phased manner from 2027 on wards. We envision a gradual transition from the current fleet towards the 777-8F: the 777F fleet is very young and we still have deliveries planned. Initially, we will be flying a hybrid fleet, and based on market conditions we will see a gradual tran sition towards a more common platform for the long-term,” concludes Halleux.
Halifax Stanfield International Airport (Halifax Stanfield) is ready to elevate the cargo logistics chain in Atlantic Canada with its new Air Cargo Logistics Park (ACLP). The facility is the largest east of Montreal, with a new, 62,000 sq. ft. building, and room for future growth.
Efficiency and flexibility
The ACLP has eight aircraft parking positions dedicated to cargo. Additional airside and groundside space has also been designated for cargo logistics. Carriers have more flexibility with their schedules and increased efficiency for cargo processing, a choice of ground handlers, and 24 hour services with no noise restrictions.
The cargo apron at Halifax Stanfield can handle aircraft as large as a B747-8 and service a multiple of aircraft at once. Prior to the ACLP, 41,000 metric tonnes of cargo were processed at Halifax Stanfield. Now that it’s complete, there are significant growth opportunities.
There is high demand worldwide for Nova Scotia’s fresh seafood, especially live lobster. The ACLP offers new cold chain capabilities to keep time-sensitive imports or exports fresh. With additional truck bays and a prime location on a major highway, it’s an ideal location to do business.
Air cargo growth
Halifax Stanfield International Airport is the largest exporter of seafood by air in Canada. Cargo volumes are growing and there are significant opportunities for air cargo carriers to be part of that growth. There is no better time to leverage this state-ofthe-art facility.
Halifax Stanfield International Airport (CYHZ) is located in Halifax, Nova Scotia, Canada, on the east coast of North America. The airport offers intermodal opportunities to move cargo, including by road, rail and sea.
747 Bell Blvd. Halifax, NS, Canada B2T 1K2
Chris de Man, Director, Air Service 902.873.3974 email@example.com
24/7 Cargo Hub plus Leipzig/Halle Airport (LEJ) is the thirdlargest cargo hub in Europe with annual freight volumes exceeding 1.6 million tons. LEJ focuses on cargo operations and is located at the heart of Europe; LEJ offers cargo flights 24/7, direct links to the trans-European road and railroad networks, generous space and capacity opportunities and comprehensive logistics services from one source.
Globally connected. LEJ is the home base for DHL Express and AeroLogic. Overall, about 70 cargo airlines connect LEJ with a global network of more than 250 destinations. DHL’s largest global hub and Amazon Air’s first European airfreight center are part of LEJ’s success story.
Efficiency and flexibility
LEJ offers ideal facilities: modern multimodal infrastructure, two runways (3,600 meters long and without weight restrictions) and short routes to and from aircraft. Professional, individual product solutions guarantee rapid turnaround times for all customers. Our freight handling specialist, PortGround, operates 24/7, 365 days a year.
LEJ processes 1,000+ cargo flights weekly – and the figure is rising. The airport handles all types of freight and cargo planes, including the Antonov 124.
LEJ is growing and investing EUR 500 million for new apron areas and logistics & office buildings.
We can handle outsized cargo, e-commerce shipments, temperature-sensitive pharmaceutical products like vaccines, humanitarian and medical aid (CEIV and GDP certified), transport large animals like cows or horses, offer customs clearance round the clock or connect seaports by rail – all on behalf of our customers.
Air cargo growth
Huge increases for years: freight volumes at LEJ are enjoying double-digit growth and heading for a new record year in 2021. Freight volumes at Leipzig/Halle Airport increased by 15 percent from approx. 1.3 to almost 1.6 million tons. This set a new record high.
Head of Business Development Cargo/Logistics
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The choice of cargo giants, SBD International Airport enables companies to fast-track deliveries and decrease expenses in a highly competitive, Southern California market. Just 60 miles east of Los Angeles, SBD is a world-class airport with state-of-the art facilities and infrastructure, and supports the daily operations of FedEx, UPS, and Amazon Air. By partnering with SBD, air cargo and supply chain operators seeking to expand in the region will find opportunity in every direction.
Minutes from millions
California’s thriving Inland Empire ranks as one of the country’s largest and fastest-growing metro areas. The diverse region boasts a powerhouse economy in its own right, one which consistently outpaces national average growth rates.
SBD’s central location makes it easy to reach this rich market with an estimated 4.7 million consumers—many of whom live less than 30 minutes from the Airport—and access a vital goods movement corridor with global reach. SBD offers immediate access to Interstates 10, 210, and 215, the BNSF intermodal rail complex, a YRC freight hub, and modern warehousing facilities.
SBD’s advanced infrastructure supports daily, large-scale air cargo operations and one-off flights. Its Group VI runway easily accommodates the world’s largest aircraft, while skilled staff and specialized equipment ensure quick cargo handling and efficient turn times. Should they be needed, a comprehensive range of aircraft services are available from the Airport’s MRO partners.
Enabling companies to fast-track deliveries while offering them an attractive cost structure in a highly competitive market has proved to be a winning strategy for both the Airport and its partners. Boosted by these thriving businesses, SBD now ranks as one of the country’s top airports for cargo growth. Transportation and supply chain solutions is what SBD delivers every day.
The fast track to air cargo growth
Offering unmatched convenience and the utmost in efficiency, SBD International Airport is the easiest way to enter Southern California—and the ideal location for air cargo and supply chain companies to base their operations. SBD helps its partners move goods more efficiently, lower expenses, and benefit from comprehensive financial incentives as well as an executive team that is committed to their long-term success. Contact Information.