The heart of air cargo: People powering a 24/7 industry

In air cargo, it's the people—driving resilience, innovation and change—who keep the industry moving forward.

The heart of air cargo: People powering a 24/7 industry
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After a contract signing ceremony between Lufthansa Cargo and Bleichert Automation GmbH & Co. KG

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For many in air cargo, every day brings a fresh set of challenges and opportunities. Far beyond logistics, it’s an industry powered by people — diverse, driven, and committed individuals who keep the global supply chain moving even as demands grow more complex.

“In air logistics, the work never ends,” says Lizanne De Lange, Air Logistics Customer Care Team Leader at Kuehne+Nagel, in an exclusive interview with The STAT Trade Times. For her and countless others, “The industry's fast-paced, dynamic nature and the chance to work with cutting-edge technology” make every day an opportunity to learn and excel. At Kuehne+Nagel, air logistics isn't just about moving goods; it's about overcoming obstacles, whether that means navigating airport closures, re-routing for weather conditions, or accommodating fluctuating fuel prices.

Air cargo is often seen as an engine driving global commerce, yet the industry’s real power lies in its people. In a recent interview, Antonia Ambrozy, Commercial Director of SMB Forwarders at Freightos, said, “Behind every shipment, there’s a team of people working tirelessly, often around the clock, to ensure cargo moves seamlessly across borders. They are the unsung heroes who keep the world moving.” She emphasises that the dedication of these teams cannot be overstated and is a central force driving the industry forward. “It’s the people who bring humanity to logistics, transforming goods into connections and supply chains into solutions.”


“Knowing that my work supports global trade and impacts lives and businesses around the globe keeps me driven and passionate.”
Lizanne De Lange, Kuehne+Nagel

Across continents, leaders and teams from diverse backgrounds are redefining resilience and teamwork in an industry that runs round the clock. “Knowing that my work supports global trade and impacts lives and businesses around the globe keeps me driven and passionate,” De Lange says. Her team in Kenya, for example, ensures the safe handling and transport of delicate cargo — “thousands of tonnes of fresh-cut flowers that later bring a smile to someone’s face.” This dedication is seen even in the most sensitive shipments, like life-saving pharmaceuticals that Kuehne+Nagel’s QuickSTAT team delivers to patients worldwide.

For Ina Voegele, VP of People at Lufthansa Cargo, it’s this pragmatic, collaborative spirit that initially drew her to air cargo. "I was drawn to air cargo because of its pragmatic, fast-paced, and collaborative nature," she says. "Every day brings new challenges, and the grounded, no-nonsense culture really resonated with me.” Reflecting on her journey, she notes, “The most fulfilling part of my journey has been solving complex logistics through teamwork and knowing our efforts keep the global supply chain running smoothly."


“Every day brings new challenges, and the grounded, no-nonsense culture really resonated with me.”
Ina Voegele, Lufthansa Cargo

However, Voegele also mentioned that one of the industry’s most pressing challenges is a shortage of skilled labour, which has impacted operations worldwide. Voegele explains, “The air cargo sector is tackling the skilled labour shortage by focusing on digitisation, streamlining processes, and specific HR marketing worldwide.” Recognising the need for both advanced technology and human expertise, she emphasises the importance of recruiting diverse talent: “In times of social media, we are posting job vacancies more globally to attract candidates from all over the world.”

The quest for inclusivity and belonging
The human factor in air cargo also means building inclusive cultures where everyone can thrive. At the IATA Global People Forum held in Switzerland between September 17 - 18, 2024, Rachel Douglas, Organisational Behaviour Manager at dnata, highlighted the importance of nurturing female talent for leadership roles. “For us, building the pipeline for females into leadership roles really means focusing on their knowledge, their skills, and their confidence levels,” Douglas said. She recognises the unique challenges women often face, such as balancing major life events with career progression.

Adele Johnson, UK Head of HR at dnata, shared how dnata is addressing these challenges through initiatives focused on supporting women’s health, from menstrual health to menopause. “We’re looking at how we can support young women as well as ladies going through menopause through breathable fabric clothing, education, forums, and exercise,” Johnson explained. By investing in such initiatives, dnata hopes to retain women and diverse backgrounds within its workforce.

On the other hand, in an interview with The STAT Trade Times, Lufthansa Cargo’s Voegele mentioned that initiatives such as healthy food options for shift workers, improved canteen services, and psychosocial counselling are part of a broader wellness strategy. By 2025, Lufthansa Cargo aims to launch a comprehensive health management programme to provide ongoing support for its employees.

Creating cultures of belonging and engagement
For Icema D. Gibbs, Vice President of Corporate Social Responsibility and Diversity, Equity, and Inclusion at JetBlue, fostering a sense of belonging among employees is a top priority. “It’s important for us to ensure that they know their voice is heard, that this is a safe place for them to be,” Gibbs stated during the IATA event. Through JetBlue’s “speak-up” surveys and crew member resource groups, the company actively listens to employees’ concerns, building an inclusive culture that enhances engagement.


“Behind every shipment, there’s a team of people working tirelessly, often around the clock, to ensure cargo moves seamlessly across borders.”
Antonia Ambrozy, Freightos

As Gibbs explains, employees who participate in these initiatives tend to be more engaged than the general workforce. For JetBlue, measuring the impact of diversity, equity, and inclusion (DEI) initiatives is essential to ensuring that the airline remains a place where employees feel valued. “We’re really excited about measuring the impact that we have and how diversity, equity, and inclusion continue to help make JetBlue a great place to work,” she said.

Preparing for the future of aviation
The air cargo industry is on the brink of transformation, requiring leaders to balance technological advancements with human-focused strategies. Adrian Binfield, Head of People and Culture at the International Airlines Group (IAG), sees this as a dual responsibility: not only to embrace tech-driven changes but to convey how these shifts can positively impact communities.

“Aviation is genuinely a force for good,” Binfield noted. “It goes beyond just connecting people with communities; it has an economic impact and helps to drive social change as well.” Yet he acknowledges the industry’s responsibility to align with today’s values, especially regarding sustainability and environmental, social, and governance (ESG) factors. This, he believes, will not only attract new talent but will educate them on the broad range of career paths in aviation, from ground handling and customer service to technical roles on the flight deck.

Diversity as a pathway to innovation
At Avianca, diversity is about more than policy — it’s integral to fostering an inclusive work culture where every employee feels seen and valued. Julian Solorzano, Manager of Diversity, Equity, and Inclusion at Avianca, captures this sentiment well: “D&I is about happiness. It’s about belonging, and it’s about identity.” Solorzano’s message at the IATA Forum encouraged other companies to build workplaces that celebrate diverse identities and foster inclusive leadership. “I invite all companies to invest in awareness, inclusive leadership, and building an inclusive environment for everyone,” he said, emphasising that this investment is essential for a thriving, engaged workforce.


Bridging generational divides through AI and data
In a world increasingly driven by digital transformation, bridging generational divides is essential for progress in air cargo. Vassiliki Christidi, Group General Manager at SKY Express, shared how the company integrates young talent into data-driven roles to keep up with industry changes. “We are engaging young people in our marketing departments to do our data analysis, data analytics for anything that involves passengers, fares, and images,” she said.

To make this shift successful, Christidi highlights the need for a collaborative approach, bringing together both young and older employees in an ongoing learning journey. “We needed to employ people that can actually help us employ the right people into the industry,” she stated. By doing so, SKY Express aims to create a seamless blend of experience and innovation that will support the industry’s digital future.

“Technology has helped air cargo professionals turn challenges into opportunities, from real-time tracking to AI-driven efficiency models,” said Ambrozy, underscoring how innovation enhances customer experience.

Empowering leaders for tomorrow
Inclusivity is an evolving priority in the air cargo sector, where male-dominated roles have long been the norm. Lufthansa Cargo is actively working to change this dynamic, setting notable standards in gender diversity. “We have an overall share of women of 31% in the company, especially at the leadership level,” Voegele highlights, “with 33% female leaders at the top management level.” Although this progress is promising, she recognises there’s still work to be done. "The industry still reflects a more male-dominated culture from the past, and there’s work to be done to foster greater gender diversity at all levels,” she acknowledges.

For many companies, the focus is not just on present challenges but on preparing future leaders. At dnata, Rachel Douglas and Adele Johnson are spearheading projects that empower women and promote inclusive leadership globally. This includes “unconscious bias and inclusive leadership training” for global leaders, with a focus on supporting women’s journeys into leadership roles. Douglas believes these initiatives will allow dnata to retain and develop women, ensuring that diverse voices remain at the forefront of the company’s future.

Talking about training programmes, Steffen Treiber, SVP Airfreight, DHL Global Forwarding, Asia Pacific, said, “We have structured upskilling programmes such as Certified and our HR portal, MyTalentWorld, offers functional, thematic and personal development training programmes. As a group, we invested €216 million in staff development last year, while employees invested in 4.7 million hours of combined training time. Also, to become an employer of choice, we run an employee survey every year where employees anonymously rate the leadership team on various factors. They are also encouraged to share rooms for improvement, and the leadership team reviews these and takes the necessary steps to address their concerns.”


A people-first agenda in aviation
Even amid economic and technological challenges, aviation leaders are placing the well-being and development of employees at the heart of their strategies. “Our most valuable asset has always been, and will always be, our people,” Marjan Rintel, President and CEO of KLM, stated at the IATA Global People Forum. She underscored the need for continuous adaptation, emphasising that “People transformation is key… it’s a journey full of opportunity, of growth, innovation, and, most importantly, opportunities for our people to develop themselves.”

For Rintel, these discussions aren’t just about staying competitive; they’re about shaping a more resilient, people-centric aviation industry. KLM’s commitment to developing talent and ensuring employees play an essential role in achieving sustainability goals is a testament to the company’s long-term vision.

The heart and soul of air cargo
In an industry driven by logistics and efficiency, the heart and soul of air cargo remain its people. Whether it’s fostering inclusivity, supporting employees’ well-being, or embracing technology with a human touch, companies across the sector recognise that their strength lies in the diversity, dedication, and resilience of their teams.

As De Lange of Kuehne+Nagel said, the human element in air cargo is about more than moving goods; it’s about impact and connection. Every shipment tells a story, and behind every successful delivery are individuals who overcome obstacles and solve problems. “The satisfaction of overcoming obstacles and seeing the successful delivery of goods is incredibly rewarding,” she shared, emphasising the personal fulfilment that many in the industry feel.


“Be open to new experiences, bring the passion and enthusiasm to the role and you will be rewarded with an exciting career in the air cargo sector.”
Steffen Treiber, DHL Global Forwarding

From mentoring future female leaders at dnata to promoting a culture of belonging at JetBlue, these companies are committed to creating work environments where every employee feels valued. Together, they’re building a future where air cargo is not just a logistics function but a human-centred endeavour that connects the world. As the industry evolves, its people-first focus will continue to be its most significant advantage, ensuring that air cargo remains a resilient, inclusive, and innovative force in global trade.

As a message to the young professionals, DHL’s Treiber said, “Be open to new experiences, bring passion and enthusiasm to the role and you will be rewarded with an exciting career in the air cargo sector.”

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