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EMIRATES SKYCARGO BOLSTERS CONNECTIVITY


BOLD MOVES AT LUFTHANSA CARGO


Emirates SkyCargo has bolstered freighter connectivity between European destinations and key points on its vast global network. Building on its geographic advantages, Emirates SkyCargo serves as a vital bridge between East and West. Emirates SkyCargo plans to


deploy an additional two weekly charter freighters enhancing the connectivity between Milan and Southeast China, via Dubai, starting Q3 2025. The current weekly freighter


connecting Dubai World Central (DWC), Maastricht Aachen Airport (MST) and Zaragoza Airport (ZAZ), will now receive an additional stop in Beirut (BEY) before returning to Dubai, enhancing connectivity to the Levant. Serving as a feeder gateway to and from Western European markets, Maastricht is one of the region’s busiest cargo hubs, particularly for general cargo and pharmaceuticals, both of which Emirates SkyCargo expects to transport to Beirut in large volumes. Likewise, Zaragoza Airport boasts excellent road and rail connectivity with Spain’s main economic and industrial, and handles significant volumes of fashion and apparel, which will now move to Beirut more directly. Badr Abbas, Divisional Senior


Vice President, Emirates SkyCargo said, “Harnessing the power and connectivity of Emirates’ global network, a fleet over 260 passenger and freighter aircraft, and a multi-vertical portfolio of specialist logistics solutions, we have the scale and flexibility to keep trade flowing, even in the face of market instability.”


A stated.


t a press roundtable during air cargo Europe in Munich, Lufthansa Cargo’s leadership delivered a candid briefing on strategy, profitability, and ambition, steering clear of fanfare in favour of substance. With Ashwin Bhat, CEO and CCO,


and CFO Frank Bauer at the helm, the airline made clear it’s not just navigating volatility, it’s leveraging it. “The only reason for existence, or sometimes air cargo,


is the volatility of the business,” Bhat opened. “Because that’s where the whole value of air cargo comes into play.” The


airline is unapologetically growth-focused but


repeatedly stressed that growth must be profitable. “Growth without profit is accelerated death,” Bauer “We managed to balance growing and being


profitable,” noting a record €199m EBIT in Q4 2024, and €62m in Q1 2025 — up €84m year-on-year.


The strategic proof points presented include: • A 5-point increase in notification-for-delivery quality. • A 15-point surge in Net Promoter Score (from 29 to 44).


• A two percent reduction in unit costs in Q1 2025 de spite inflationary pressures.


Lufthansa Cargo isn’t chasing volume blindly. Instead,


effect. Future growth will come from: • Organic belly capacity expansion from Lufthansa Group airlines.


• Additional freighters (7 Boeing 777Fs on order from 2028).


• Strategic partnerships. While


the macroeconomic


company shifts,


acknowledges including exposure the US-China to trade


friction, it maintains a focus on Asia-Europe and Europe- Americas lanes. When asked about rate fluctuations, Bhat was frank: “The rate decline between today and yesterday is around 20 to 25 percent. We are part of the ecosystem, so we get impacted.” Yet Lufthansa Cargo reported its busiest Frankfurt


week of 2025 just three weeks ago, illustrating the market’s underlying contradictions. The company also identified new demand nodes, such as pharmaceuticals and semiconductors, in the midst of what Bhat called a “super cycle of investment.” A standout element of the roundtable was the dual


“If you just look into trying to manage the volatility by


general cargo or just


e-commerce, you have that risk. We believe in segment diversity.”


it’s applying what Bhat described as a “three-degree strategy”, small operational shifts that compound in


www.aircargoweek.com


emphasis on technology and people. Lufthansa Cargo’s internal AI tool, which is automating booking intake, turning emails into system bookings, freeing sales staff to act as “solution providers.” “It cannot be the classical way of just accepting a


booking. It has to be a solution provider,” Bhat asserted. “It is all about how you bring the culture with the people,”


said Bhat. Lufthansa Cargo currently ranks fourth globally in cargo


tonne-kilometres and has set its sights on rejoining the top three. Bhat stressed: it’s not just about capacity. “If you just look into trying to manage the volatility by


general cargo or just e-commerce, you have that risk. We believe in segment diversity.” And while much of the discussion was forward-looking,


there was also reflection. “Twenty years ago, Lufthansa Cargo was number one,”


said Bauer, nodding to the rise of Middle East carriers. “We are quite certain we have a lot in our pockets.”


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