SUPPLEMENT


ACW: What role do you foresee sustainability regulations - particularly around emissions, SAF usage, and reporting - playing in shaping airline and airport strategies by 2031? SP: Sustainability will be one of the biggest strategic pressures on airlines and airports this decade and even more into the next decade. Regulations around emissions reporting and SAF usage will tighten significantly, especially in Europe, and sustainability-linked KPIs will become part of major contracts. Other parts of the world will follow as well, so although we might feel some less pressure on the short term, longer term this will not go away. This means that fuel strategy becomes business strategy. Securing SAF, improving energy efficiency on the ground and being able


to provide credible emissions data will all be central to competitiveness. For airports, infrastructure decisions, from terminal design to multimodal access, will be heavily influenced by sustainability requirements. And finally, regulators will have an important role to play in this. Creating a stable framework will be needed for companies to make the necessary investments and reach the set targets.


ACW: By 2031, do you expect air cargo to become more integrated with ground and maritime supply chains, or will it remain a more independent ecosystem? SP: By 2031, not specifically air cargo but logistics in general will be more integrated and become even more intermodal as it is today. But air cargo will still have its distinct identity and its unique selling point being speed. Hopefully we can improve on other qualities too, some of them ignored by us as being less important in the past. Today, a shipment is transported already from origin to final


consignee via different modes of transport, and we’ll see more door- to-door offerings combining air, road and even sea or rail under one service promise, supported by shared data platforms that track the entire journey. What matters is interoperability: shippers don’t want fragmented visibility or mismatched service levels between modes. Air will still specialise in speed, reliability and special cargo, but it will be part of a more cohesive multimodal ecosystem.


ACW: What capabilities or areas of expertise do you believe TIACA must strengthen to remain relevant and impactful in an increasingly complex global cargo environment? SP: We should never be satisfied with the progress we have made and sit still and look back. And that should be part of our mindset. TIACA must keep strengthening its role as a provider of trusted insights and as a bridge between regulators and the industry. We need to continue building practical standards and guidance, especially around topics such as training, e-commerce, digitalisation and sustainability, and we must keep expanding our reach in regions where the industry is developing fastest. The association’s value comes from representing the entire chain globally, so inclusiveness and evidence-based leadership are essential.


ACW: How do you see TIACA’s role evolving in industry advocacy, particularly as regulatory scrutiny on sustainability, safety, and digital standards intensifies? SP: Regulatory scrutiny is increasing rapidly, and TIACA’s value is in helping regulators understand operational reality while helping the industry understand regulatory expectations. We have to push for harmonisation and avoid regional fragmentation of rules, especially on digitalisation and sustainability. TIACA should remain the place where the full value chain speaks with one voice, something no other organisation does as broadly. Today,


when environment, faced


with a very rapidly changing


regulatory this


is no easy task but it is in times as these we can make the difference


for


our members and


the industry.


ACW: Where do you think TIACA can add the greatest value in accelerating digital adoption and interoperability across the air cargo value chain? SP: TIACA is not an industry standard setting body, so our biggest contribution is helping the industry converge on common standards and providing clear, practical guidance. We can also drive pilot projects that demonstrate how digital processes work in real operations, which speeds up adoption enormously. And importantly, we can support smaller and mid-sized companies so the digital transformation is not limited to the top tier of the industry.


ACW: As you step down as chairman, what strategic priorities or transformation goals would you like to see TIACA pursue between now and 2030? SP: Looking ahead, I’d like TIACA to continue pushing three fronts: making sustainability truly actionable; ensuring digitalisation reaches the entire industry, not just its largest players; and keeping the community spirit of air cargo alive by bringing together diverse voices from all regions. Our tagline is “for the industry, by the industry”. This is our unique strength we should never forget and on which we should build the association. If TIACA can help make the industry more sustainable, more digital and more connected by 2030, then we will have delivered real value.


“Our tagline is “for the industry, by the


industry”.”


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