11


E


AGI has responded with AI-powered video systems, such as Voxel, which help


monitor and reinforce safe behaviour during loading and offloading. “Voxel instils a safety culture with every lift,” he says.


“AGI has responded with AI- powered video systems, like Voxel, which help monitor and


reinforce safe behaviour during loading and offloading”


Yet, in practical terms, progress is patchy. “Many airports speak to environmental commitments,” Azcuy says. “But few


provide the tools to make those goals achievable on the ground.” AGI is trying to bridge that gap. “We are exploring portable GSE chargers and


incorporating biodegradable materials into our operations,” he says. “Even our team uniforms are part of the effort—many are now made from recycled water bottles and bamboo, diverting over 81 million bottles from landfills.” Data-backed energy tracking is also in focus. “We are


implementing technology to track carbon emissions from our ground operations,” Azcuy adds. The company’s GSE fleet is gradually shifting to electric, aligning asset renewal with decarbonisation goals. e-commerce is a growth engine, but it introduces new


operational complexity and safety risks. “e-commerce and express freight invite more ergonomic injuries,” Azcuy explains. “Not all cargo is handled the same, and we have to prepare our workforce to adapt to that and, above all, keep them safe.”


Infrastructure that works AGI currently operates at over 60 airports across North America. In 2025, the company is focused on deepening its presence in key gateways while rolling out modernised, tech-enabled warehouse operations. Recent expansions include new warehouse leases at LAX and Toronto Pearson (YYZ). But Azcuy is clear: expansion must be meaningful, not just more sq m. “AGI is working closely with airport authorities to ensure that our developments


are sustainable and designed to support efficient cargo throughput.” Digitisation is another pillar. “Last year, we launched a proprietary payment portal


and unveiled ‘Skip the Front Counter’—a green, paperless process that streamlines freight pickup for forwarders,” he says. “It allows for faster, contactless service and reduces congestion at our facilities.” While innovation remains a buzzword across the sector, Azcuy’s approach is


rooted in execution. “If last year was focused on innovation, this year is all about execution,” he says. “We are excited to bring these enhancements to life alongside our partners.” From automation to sustainability, AGI’s investments aim to solve for scale and


responsiveness. “With labour tight and cargo flows shifting due to geopolitical factors, carriers


and forwarders want partners who can scale well and respond quickly,” Azcuy notes. “That’s what we’re building for.” Despite macroeconomic uncertainty, AGI sees growth opportunities in both core services and adjacent verticals. While Azcuy didn’t outline specific geographic plays, he reaffirmed the company’s commitment to technology investment, process automation, and strategic partnerships. “We’re constantly evaluating strategic growth,” he says. “Technology is always central, particularly around customer service, sustainability,


timekeeping, and safety reporting.” As for volumes in the second half of 2025? “We’re optimistic,” Azcuy


says. “That tariffs and geopolitical uncertainty will subside, and we’ll see moderate growth and recovery in Q3 and Q4.” “You have to stay agile,” Azcuy concludes. “The industry doesn’t wait for you to catch up.”


www.aircargoweek.com


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