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Emirates Cargo

 

MSC Airfreight

 

Virtual meetings Ashok Rajan IBS Software and Lionel van der Walt PayCargoPayCargo and IBS Software announced a joint partnership that enables rich API-based integration between their market-leading industry platforms.

The integration of PayCargo's digital payments network with IBS Software's iCargo air cargo management platform will enable more carriers and cargo ground handling companies to digitalize and simplify payments, reducing manual processes and streamlining operations.

This partnership will further position both companies as trusted digital platforms across their respective areas in the industry.

The move is part of PayCargo's continued focus on open collaboration and adds to the growing list of partnerships it has entered into with other supply chain stakeholders.

For IBS Software, the partnership is part of its ongoing initiatives to enable rapid adoption of digitalization for its customers, including many of the world's largest airlines and cargo ground handlers.

The capability to offer integrated digital payments out of the iCargo platform – which powers cargo operations at some of the world's largest air freight hubs, will greatly improve operational efficiency and customer experience.

It will also help reduce bottlenecks and waiting times at busy terminals, where traffic congestions and delays are becoming a major cause for concern for airlines, terminal operators and customers.

"The integration with IBS Software continues our philosophy of collaborating with industry partners to facilitate the expeditious release of shipments," said Lionel van der Walt, President and Chief Executive Officer, The Americas, PayCargo.

"Integration with our airline and ground handler vendors' operational system partners makes sense as it enables their staff to expedite the release of cargo without the need for accessing multiple systems and automates data flows to save time and avoid costly human errors."

This has become even more relevant as the global cargo and shipping supply chain has had to rethink the way it does business in response to the COVID-19 pandemic, with the majority of employees now working from home and demand soaring for a reliable online freight payment platform solution.

As social distancing has become part of the global policy to halt the spread of COVID-19, it is clear how unsuitable using cash, checks, vouchers and traditional POS terminals are, and the value and need for contactless processes such as digital payments has become essential.

"COVID-19 is expediting digital transformation across the air cargo industry and PayCargo is working with partners such as IBS Software to lead the delivery of meaningful solutions to help the industry weather the storm," said van der Walt.

"Our online payment platform is proving to be valuable to stakeholders as it is helping drive transparency, cost efficiency and boosting operational performance."

"PayCargo is pleased to collaborate with IBS Software to drive such digital change in the air cargo industry. This is much needed and critical to the success of the transformation that is essential to secure the future of the industry."

"The air cargo industry has traditionally been seen as a laggard in the adoption of innovative technology, but this is poised to change significantly. The demand for faster, more reliable and more transparent supply chains is increasing at a pace never seen before and digitalization is the key to unlocking the huge potential for everyone in the supply chain," said Ashok Rajan, Senior Vice President & Head of Cargo & Logistics, IBS Software.

"IBS software has been working towards this by investing in the iCargo platform to create an 'ecosystem of digital extensions' by partnering with specialist providers to enable our customers to seamlessly adopt digital processes and capabilities into their businesses."

"Digitalization in the payments and settlement process will enable cargo carriers, cargo ground handling companies as well as freight forwarders to improve cash collection, reduce manual effort and make the overall process more transparent and streamlined."

"This is proving to be a major enabler in the context of COVID-19, as it has required companies to think outside the box and make their process 'touch-free' - a trend, which will accelerate adoption of innovative technology."

"We are very happy to partner with PayCargo in the area of digital payments and settlements to make such capabilities easily accessible to our customers," continued Ashok Rajan.

Fed Ex ReddingtonFedEx Express (FedEx) has appointed Karen Reddington as regional president, FedEx Express Europe and CEO of TNT.

The appointment of Reddington, a 23-year veteran of FedEx Express who most recently served as regional president of the Asia Pacific region, is effective as of June 1, 2020. She succeeds Bert Nappier, who served as regional president and CEO since June 2018. Nappier will assume the role of executive vice president, treasurer, tax, and corporate development for FedEx Corp., based in Memphis, Tennessee.

In her new role, Reddington will lead more than 50,000 team members across nearly 50 countries. She will continue to drive the regional strategy, including the company’s expansion into e-commerce and continued investment in its road and air networks.

“Karen Reddington is an outstanding executive with a proven leadership record and global experience,” said Don Colleran, president and CEO of FedEx Express. “I have confidence that she will be able to build on the momentum started by Bert Nappier during this pivotal time for FedEx Express in Europe.”

“Europe presents tremendous opportunities for FedEx and whilst I say goodbye to my APAC colleagues with a heavy heart, I’m excited to be joining this talented team,” said Reddington. “We have a strong foundation in Europe, and I look forward to building on that foundation for the business and our customers.”

Reddington joined FedEx Express in 1997 as an operations research adviser in Hong Kong. She then rose through the ranks in Asia-Pacific before being appointed regional president in 2015. During that time she led the regional integration of TNT, the launch of expanded services for small and medium enterprises (SMEs) and the FedEx response to the COVID-19 pandemic in Asia-Pacific.

200603 Dachser Nuremberg copyDachser has announced that it is investing in its location in Nuremberg, including expansion of transit terminals for industrial goods and food by over 5,200 m2. In addition to enlarging the office building by 1,200 m2, Dachser is creating extra parking spaces for trucks and employee vehicles. The company is investing EUR 22.5 million in the project, the construction phase of which was completed at the end of May.

“Over the past ten years, our location in Nuremberg has seen positive development in the areas of industrial goods and food, as well as in warehousing. So much so that we have now reached the limits of our capacity with the existing facility,” says Bernhard Engel, Branch Manager European Logistics at Dachser’s Nuremberg logistics center.

The number of gates at the transit terminals and warehouse, which are the centerpiece of the facility, will be increased from 188 to 251. Alongside the expansion of the transit terminals, Dachser is creating 1,100 m2 of additional space for customized services in contract logistics. In this way, the logistics center serves for instance as a central warehouse for a well-known customer in the premium segment for wines and spirits. Dachser provides this customer with a wide range of supplementary services in addition to storage, picking, and transport services. “We handle individual gift packaging, display-builds, and excise taxes for this customer,” says Michael Scheid, Branch Manager Dachser Food Logistics in Nuremberg. “From here we deliver to every one of its recipients in Germany—not only retailers, hotels, and catering companies, but also bars, clubs, shipping companies, and events."

The waiting area for trucks has also been enlarged and a parking lot for subcontractor trucks created, which brings the parking capacity up to 130 trucks. A new parking garage adds an additional 135 spaces for employees and visitors.

Dachser began operations at the existing facility in the Nuremberg-Feucht-Wendelstein business park at the beginning of 2009. The logistics center has excellent access to the A3, A6, A9, and A73 highways, which means efficiency in reaching customers and a seamless and fast supply of goods to the Nuremberg metropolitan area.

Mission to SeafarersThe Mission to Seafarers has launched a new flagship campaign to address the severe welfare issues facing seafarers worldwide in the wake of the ongoing Covid-19 pandemic.

The Flying Angel campaign is a top priority for the Mission as crews remain trapped on vessels owing to travel restrictions, subject to quarantine upon returning home, and unable to contact loved ones The Mission has targeted a funding total of £600,000 to deliver this programme which will have significant benefits to the entire industry.

The Mission to Seafarers has been assessing the needs of seafarers through the Seafarers Happiness Index, and the use of its recently launched digital support system ‘Chat to a Chaplain’. Although circumstances are evolving with some crew changes possible, it is clear that seafarers are still suffering, and their mental health and wellbeing will continue to be significantly impacted in the long term. In response, the Mission will be focusing on two main strands to offer support: resilience in ports and technological innovations to improve connectivity.

Resilience in ports
The Mission’s port-based centre provisions are at the heart of the support provided to seafarers but Covid-19 has seriously undermined the ability to deliver that service. To improve the Mission’s ability to ensure continuity of care, the Flying Angel programme will provide PPE for all port teams to ensure frontline teams are protected. Additionally, to safely transport coronavirus-free seafarers and to keep them safe and healthy, vehicles will be adapted, including screens between the driver and passengers, plus provision of sanitisers and antiseptics. This has already been undertaken in Manila where the Mission has been called upon by the Government to transport seafarers to and from their homes.

The most urgent need is to prepare seafarer centres to receive seafarers in a safe and COVID-19 clear environment. This means that each of the 121 Flying Angel Centres needs to have a deep clean before opening, as well as screens fitted to protect staff and seafarers.

Advocacy remains at the heart of the Mission’s work and will also form part of the Flying Angel programme. Since COVID-19, the charity has been working in partnership, to make the case for seafarers across the world, with those that can make a difference both internationally and locally. In particular, the Mission has focused on recognition for seafarers as essential workers, the facilitation of crew change and proper protection for safety and well-being.

While this work continues, it is also vital that the Mission advocates for the recognition of its own frontline teams as essential workers. Port chaplains need to be able to access, and operate effectively in, the ports where their work is so acutely needed. Amongst recent cases have been more than 100 seafarers stranded in the UK, unable to get home to India when the borders closed. Each case needed to be reviewed and assessed before emergency payments could be made, and negotiations started with the Foreign Office. This core work is vitally important part of the Mission’s response to the most urgent and distressing of seafarers’ needs, and requires patience, compassion and due diligence to ensure the most appropriate response.

Technological innovation
As shore leave becomes more difficult and welfare access to ships restricted owing to COVID-19, the Mission fears that seafarers’ worries and anxieties have become heightened during this crisis. It is already been proven that technology can significantly improve seafarer wellbeing, particularly with the uptake in the use of the digital chaplaincy service, which is available to seafarers 24/7, and has been kindly sponsored by Seafarers UK and the Marine Society for the first six months.

The Mission will build on this work and create a digital welfare hub for seafarers and their families, ensuring its service users have access to wellbeing resources, its internationally renowned chaplaincy services and provide a place where seafarers can make their voices heard.

However, the Mission also recognises that many seafarers are still without access to internet on board ships, hugely impacting their ability to utilise its services, or contact loved ones at home while isolated at sea or quarantined on vessels. The Mission is still visiting ships in some parts of the world but these are limited to the top of a ship’s gangway and the organisation aims to open up communications by providing more mobile Mifi units, as part of the Flying Angel programme. Chaplains will ‘lend’ the units to ships arriving in port to create local wifi networks which will enable crews to keep in touch with those they love.

The Revd Canon Andrew Wright, Secretary General for The Mission to Seafarers commented:

“We have seen a huge increase in the need to support seafarers during the Covid-19 pandemic and this unprecedented challenge requires an unprecedented response. As we emerge from the initial lockdown period into a somewhat changed world, we need to address a range of very important priorities. These are vital if we are going to be in the very best position to address the needs of seafarers and their families. To that end, we have launched our Flying Angel campaign to ensure our international key workers have support, guidance and connectivity during an extremely isolating and challenging time. We have huge appreciation for the work that our seafarers do and we really hope this new programme of change will benefit those who need it most.”

May was less bad than April copyGlobal industry data for May supports the continued small recovery of air cargo volumes but a fall in demand over the last two weeks of the month may signal more challenging times ahead as airlines return capacity to the market.

Having only recently stated that the global air cargo industry had stabilised, but was by no means in good shape, the latest week-by-week analyses by CLIVE Data Services for May unfortunately pinpoints a slightly deteriorating condition as the month progressed.

The month of May 2020 was not as bad for the global air cargo industry as April 2020. As hinted in CLIVE’s data last month, the industry has passed the (initial) bottom. After a -37% decline in volumes year-on-year in April, the corresponding figure for May of -31% shows a slight upward curve and, measured alongside a capacity decline of -42% versus last year, the pressure on capacity remained high. Consequently, CLIVE’s ‘dynamic loadfactor’, based on both the volume and weight perspectives of cargo flown and capacity available, increased month-on-month from 67% to 69%.

But, just as March and April were a story of two tales, so is May. March ended far worse than it started, while for April it was the other way around. Looking at the most recent weeks, it is clear that May ended weaker than it started. After a series of week-over-week growth in volumes, a decline set in during the week of May 18-24, followed by an even stronger decline for the last week of May. During these last two weeks, the capacity growth rate versus the previous week was higher than the volume growth, thereby reducing the dynamic loadfactor for the first time in weeks by 0.5%. This easing of pressure on capacity had a downward impact on freight rates on major tradelanes, as recently reported by the TAC Index.

“Looking at the last 12 weeks, it is clear to see that market volumes remain erratic and that this will continue for the foreseeable future. This is one of the few certainties we have at the moment. We can see some dark clouds gathering and this is a cause of concern for air cargo. This is why, in navigating these uncertain times, weekly data becomes not only relevant to decision-making, but crucial. Knowing what is happening each week gives the industry the clearest direction. We do not see signals yet that the increase in capacity is being met by growth in demand. With the announcements of increases in passenger schedules, global air cargo revenues may suffer ‘collateral damage’ of more capacity returning to the market,” said CLIVE’s Managing Director, Niall van de Wouw.

CLIVE’s air cargo industry intelligence consolidates data shared by a representative group of international airlines operating to all corners of the globe. Based on both the volume and weight perspectives of the cargo flown and capacity available, it uses weekly analyses to give the air cargo industry the earliest possible barometer of market performance each month.

ADPorts Feedering Image English copyAbu Dhabi Ports has launched a new feeder services company, “SAFEEN FEEDERS”.

With long- term growth trends of regional manufacturing and trade volumes, SAFEEN FEEDERS will serve the Group’s mainliner shipping clients and support the region through increased connectivity and optimised shipping costs within and beyond the region.

SAFEEN FEEDERS will introduce a new feeder service linking Abu Dhabi to ports serving the UAE, the broader Gulf region and Indian Sub-Continent. The service will be executed in partnership with Bengal Tiger Line (BTL), one of the world’s most renowned feeder service operators, through a vessel sharing agreement.

The service will allow for a timely and efficient exchange of container cargo between mainliner vessels and the vessels within the rotation calling at nine regional ports located across the UAE, Saudi Arabia, Bahrain, Pakistan, and Western India.

Captain Mohamed Juma Al Shamisi, Group CEO of Abu Dhabi Ports, said: “The launch of SAFEEN FEEDERS significantly strengthens our ability to enhance the competitiveness of our growing base of global customers, and helps our region meet international demands as a trade and logistics hub connecting east and west. With the addition of the new service, our shipping clients can expect efficient and cost-effective transhipment feeder solutions with ever-expanding regional and international reach and connectivity. These two elements are absolutely vital in today’s increasingly competitive international trade environment.

“By partnering with Bengal Tiger Line, we are not only growing our Abu Dhabi Ports family and creating mutually positive solutions, but we are also significantly broadening our product and service offering to our valued clients and enhancing our contribution to Abu Dhabi’s non-oil economy.”

Bill Smart, Chief Executive of Bengal Tiger Line, commented: “We are excited to be partnering with Abu Dhabi Ports in developing feeder solutions for the region and look forward to jointly promoting SAFEEN FEEDERS’ services in conjunction with our own BTL brand.”

SAFEEN FEEDERS’ pendulum service, called the UAE-Indian Sub-Continent Gulf Service (UIG), will be delivered by three 2,700 TEU vessels (nominal capacity) via the following 21-day rotation calling: Khalifa Port; Jebel Ali Port; Karachi; (Kandla); Mundra; Nhava Sheva; Khalifa Port; Jebel Ali Port; Bahrain; Dammam; Jubail; and, Khalifa Port. The service will commence during week 27 with the first departure from Mundra is expected to take place on Tuesday, June 30, 2020.

In the medium term, Abu Dhabi Ports and Bengal Tiger Line expect to expand the service to ports in the broader Gulf region. Over the long-term, the new company will explore further service opportunities at container terminals in the Red Sea and East Africa regions.

Viking LineCargo capacity on Finnish sea routes will increase significantly when M/S Viking Glory enters service in 2021. The vessel will replace M/S Amorella and provide about 500 lane metres of additional capacity on the Turku–Stockholm route. More than 80% of the flow of goods in Finland's international trade is transported by sea.

M/S Viking Glory will be Viking Line’s most efficient vessel for cargo transport. Viking Line already transports more than 133,000 cargo units on the northern Baltic Sea annually. The Group's share of the cargo market increased to about 18.4 per cent in 2019.

"Finland is effectively an island from a European market perspective. Maritime transport between the economic regions around Turku and Stockholm is vital to both exports and imports, as we have noticed this exceptional spring, so we want to invest in cargo capacity on our new vessel," says Viking Line’s freight director, Harri Tamminen.

In 2019, the market share for passenger cars transported by Viking Line was about 31.9%. The car deck on the new Viking Glory is larger and has greater height clearance than its predecessor, Amorella, and the main goal has been to utilize this as efficiently as possible.

"Over the years, cars have become bigger and technological advances have been greater than expected. Now that every departure will have more capacity and better utilization, cargo transport will also be more climate-smart," says Tamminen.

In addition to vehicles and important export and import goods, Viking Line’s vessel will naturally also transport professional lorry drivers. This has been taken into consideration to a greater extent than previously in planning Glory's interior.

"The work of drivers includes a great deal of travel, and that can be a heavy load over time. We want to give them the opportunity to improve their everyday lives. In the quiet part of Viking Glory, lorry drivers have their own section, which includes some 70 cabins as well as sauna facilities and a lounge," Tamminen notes.

PO FERRYMASTERS 45 PW CONTAINERP&O FERRYMASTERS today launches a redesigned and revamped website to help its customers navigate and access the company’s products and services. The new website has been designed to reflect the growing international capability of P&O Ferrymasters’ services and further help its customers find innovative end-to-end logistics solutions.

P&O Ferrymasters has incorporated its entire spectrum of logistics and supply chain services into the new website’s interface, including its warehousing and control tower solutions, road transportation and intermodal solutions, project cargo, express, ocean and air freight services and more. This new interface will allow existing and future customers to navigate the full network of solutions P&O Ferrymasters offers.

The new website, which has the same URL as the one it replaces (www.poferrymasters.com) has been designed to offer a user-friendly experience, including compatibility with multiple browsers and mobile devices, and including the valuable expert experience and insight of the team at P&O Ferrymasters.

P&O Ferrymasters’ Contract Logistics Director, Mark Mulder, said: “We care passionately about designing the best and fastest logistics solutions possible for our customers and this new website will help to achieve that. We are delighted to announce a significant improvement of the interface of our online service offering, helping existing and potential customers to navigate the full network of solutions P&O Ferrymasters offers.”

P&O Ferries is a leading pan-European ferry and logistics company, last year sailing 27,000 times on eight major routes between Britain, France, Northern Ireland, the Republic of Ireland, Holland and Belgium.

Together with its logistics business, P&O Ferrymasters, the company also operates integrated road and rail links to countries across the continent including Italy, Poland, Germany, Spain and Romania, and facilitates the onward movement of goods to Britain from Asian countries via the Silk Road. P&O Ferries is part of DP World, the leading provider of smart logistics solutions, enabling the flow of trade across the globe.

TAPA says all modes of transport face the growing risk of cargo thefts copyManufacturers and logistics service providers must be prepared to protect their supply chains from a projected significant spike in cargo thefts as coronavirus lockdowns begin to be lifted across the Europe, Middle East and Africa (EMEA) region, the Transported Asset Protection Association (TAPA) has warned.

With entire national populations being advised to stay at home to stop the spread of COVID-19 since the beginning of March, cargo thieves have clearly found it much more challenging to target goods in warehouses or onboard trucks. Still, however, TAPA’s Incident Information Service (IIS) has received reports of over 400 thefts of products from supply chains between 1 March-29 May 2020, valued at more than €16.4 million. These crimes took place in 37 countries across the EMEA region, with the average value of major cargo crimes of €100,000 or above exceeding €840,000.

In April alone, the Association – the world’s leading Security Expert Network for everyone in the supply chain – recorded a series of seven-figure losses, including thefts of two million face masks in Spain, sports equipment in the United Kingdom, and mobile phones in Kenya.

The 2020 figures, though, show a significant drop over TAPA’s IIS statistics for the same period of 2019. Then, over the course of the corresponding 90 days, the Association’s incident database was notified of over 2,500 cargo thefts with a total value in excess of €33 million.

With communities and businesses across EMEA now starting to return to some kind of normal, Thorsten Neumann, President & CEO of TAPA EMEA, expects a substantial rise in criminal activity, adding to the financial and reputational pressures on the supply chain sector.

“Cargo crime is a 24/7/365 phenomenon but the outbreak of COVID-19, and the lockdown enforced by governments across the EMEA region, has severely disrupted the activities of both organised crime groups (OCGs) and opportunist cargo thieves. Evidence shows offenders clearly like to disappear into the crowd but with fewer people and vehicles on the streets and roads, criminals-at-large have faced a much higher rate of detection. Subsequently, many have gone-to-ground over this period – but they have not gone away. OCGs, in particular, will be looking to make up for lost ‘income’ during this period and this is likely to result in much higher risks for the transport and logistics industry, with trucks remaining most vulnerable to attack.

“Cargo thieves see disruptions to supply chains as windows of opportunity. The emerging risk for businesses is due to the distortion of their supply chains; blanked sailings, ships not calling at all ports, short term shift to rail from China-to-Europe - either due to less air and sea capacity or excessive air cargo rates, and shifts from scheduled to charter freighter flights. The result is that many shipments are moving along unfamiliar routes and through different hubs and cross-docks where risks might not be fully known or assessed, and transit times are longer. Congestion at hubs is also generating risks, for example truck drivers often don’t have time to get to safe parking places because they waited so long to load. Supply chains are being stretched, traceability is more challenging, and there is a greater risk of cybercrime as a consequence of more home-based employees and greater systems exposure. These factors are going to test the resilience of every supply chain.”

As well as providing its members with a constant source of incident intelligence to understand when, where and how cargo thieves are operating, TAPA EMEA also offers a database of secure truck parking places across the region to help protect this most vulnerable mode of transport. On 1 July 2020, the Association also launches the latest revisions of its Facility Security Requirements (FSR) and Trucking Security Requirements (TSR) industry standards used by multi-national service providers and SMEs to protect goods being stored in warehouses and while in transit.

Even though the Association says the majority of attacks and losses are still not reported to its Incident Information Service, in 2019 it still recorded 8,548 cargo thefts in 48 countries across EMEA, the highest total in TAPA’s 23-year history, and up 114.7% year-on-year. These crimes alone produced a combined loss for the manufacturers and LSPs targeted of more than €137 million, while the daily loss value of cargo products across the whole year stood at €378,058.

Thorsten Neumann added: “Companies should expect to see a spike in cargo crimes impacting every mode of transport over the rest of 2020 as cargo thieves get back to business. Last year, we recorded regular attacks on products carried via air cargo, ocean freight, road freight and rail freight, and this will continue unless companies take steps to protect themselves and their clients. We are ready to talk to any manufacturer or LSP about the solutions available to them.”

DSV RoadDSV Panalpina is now specifying how much and how quickly it needs to reduce greenhouse gas (GHG) emissions as part of the Science Based Targets initiative.

In November 2019, DSV Panalpina announced that it was committing to the Science Based Targets initiative (SBTi) and that the company would develop science-based targets for reducing its carbon footprint. They are now revealing their ambitions.

DSV Panalpina commits to reducing absolute scope 1 and 2 GHG emissions 40% by 2030 from a 2019 base year. DSV Panalpina also commits to reducing absolute scope 3 GHG emissions 30% over the same target period. Scope 1 and 2 refer to emissions from e.g. offices, warehouses and company cars, while scope 3 refers to emissions from subcontracted freight transports.

In 2019, the Group’s total emissions amounted to 16 million tonnes CO2e of which the largest part was related to subcontracted freight transport. This means they must work closely with their subcontractors – shipping lines, airlines and trucking companies – in order to reach their targets.

CEO Jens Bjørn Andersen: “With these ambitious targets we set a clear direction for our sustainability efforts for years to come. We intend to lead the way in our industry, and we know it will require a committed effort from the whole DSV Panalpina organisation to achieve our targets, but failure is not an option. We have a steadfast belief that sustainability and long-term business viability go hand in hand.”

Senior Director, Sustainability, Lindsay Zingg: “When DSV and Panalpina joined forces in 2019, we decided to continue the commitment that Panalpina had to the Science Based Targets initiative. The fact that we in less than 6 months have been able to collect all the data from both companies in the middle of an integration process, develop ambitious targets and have them approved by the Science Based Targets initiative speaks volumes about our commitment to this initiative.”

To drive down emissions, DSV Panalpina engages in initiatives such as the sustainable fuel partnership that was announced on 26 May 2020, which aims to develop industrial-scale production of sustainable fuels for road, maritime and air transport by 2030.

The company already works closely with its suppliers and customers to implement smarter solutions and to choose greener options when economically feasible. Customers are offered services to optimise their supply chains in terms of cost and sustainability, including consolidating freight and optimising choices of transport modes, routes, and packaging to name a few areas.

The ambitious targets set a clear direction for the company’s sustainability efforts, and DSV Panalpina is now working on the roadmap for the next steps of the journey.

etihad cargo B777FEtihad Airways has launched ‘Etihad Wellness’, an expanded and more comprehensive health and hygiene programme and customer guide. This builds on the stringent measures already put in place by the airline to deal with COVID-19. The programme will be championed by the introduction of specially trained Wellness Ambassadors, a first in the industry, who will provide essential travel health information and care so guests can fly with greater peace of mind.

Etihad Wellness initiatives will be communicated through an easy-to-use online guide highlighting the high standards of cleanliness, health and hygiene being applied at every stage of the customer journey. This includes culinary hygiene at the airline’s catering facilities* and food testing laboratory, aircraft cabin deep-cleaning, check-in, health screening, boarding, inflight experience and product, crew interaction, arrival, and ground transportation. Comprehensive information on these travel health and hygiene measures is available at www.etihad.com/wellness.

Tony Douglas, Group Chief Executive Officer, Etihad Aviation Group, said: “Providing for our guests, and their wellbeing, is one of Etihad’s core values, and we have a responsibility to protect them, to keep them fully informed, and to provide even greater levels of genuine warmth and personal care. We must guarantee they can travel assured in the knowledge that we have every aspect of their journey with us covered, while still providing a top-quality travel experience. The Wellness Ambassadors will play an important role in delivering this. For us it is not simply about dealing with a new normal - this level of genuine and innovative customer care has always been part of Etihad’s DNA since our inception.”

Over the coming weeks, Etihad will also introduce Wellness Ambassadors at Abu Dhabi International Airport in partnership with Abu Dhabi Airports (ADAC). This will make sure the same levels of care and support are provided at every point of the customer journey through the airport, from check-in to security, immigration, the retail areas, lounges and boarding, so that guests can fly with added comfort, security and confidence.

Once travel restrictions to and from the UAE are lifted, and the airline resumes an expanded network of international flights, Etihad will introduce Wellness Ambassadors on board, complementing the roles performed by other Cabin Crew, and providing an enhanced level of customer care focused on health and wellness inflight.

“The wide-ranging measures we are taking are a strong reflection of those already in place across the emirate of Abu Dhabi. When restrictions are fully lifted and travellers can once again enjoy the best our wonderful home has to offer, they can rest assured their trip will be to one of the cleanest and most well-maintained destinations in the world. This will of course also apply to those transiting onwards through the capital. We are grateful to our partners, including Abu Dhabi Airports, and the Department of Culture and Tourism, for their close cooperation in this far-reaching programme,” concludes Mr. Douglas.

Etihad continues to follow UAE and international government, regulatory and health authority directives, and is playing its part in helping to limit the spread of COVID-19.Etihad Airways has launched ‘Etihad Wellness’, an expanded and more comprehensive health and hygiene programme and customer guide. This builds on the stringent measures already put in place by the airline to deal with COVID-19. The programme will be championed by the introduction of specially trained Wellness Ambassadors, a first in the industry, who will provide essential travel health information and care so guests can fly with greater peace of mind.

Etihad Wellness initiatives will be communicated through an easy-to-use online guide highlighting the high standards of cleanliness, health and hygiene being applied at every stage of the customer journey. This includes culinary hygiene at the airline’s catering facilities* and food testing laboratory, aircraft cabin deep-cleaning, check-in, health screening, boarding, inflight experience and product, crew interaction, arrival, and ground transportation. Comprehensive information on these travel health and hygiene measures is available at www.etihad.com/wellness.

Tony Douglas, Group Chief Executive Officer, Etihad Aviation Group, said: “Providing for our guests, and their wellbeing, is one of Etihad’s core values, and we have a responsibility to protect them, to keep them fully informed, and to provide even greater levels of genuine warmth and personal care. We must guarantee they can travel assured in the knowledge that we have every aspect of their journey with us covered, while still providing a top-quality travel experience. The Wellness Ambassadors will play an important role in delivering this. For us it is not simply about dealing with a new normal - this level of genuine and innovative customer care has always been part of Etihad’s DNA since our inception.”

Over the coming weeks, Etihad will also introduce Wellness Ambassadors at Abu Dhabi International Airport in partnership with Abu Dhabi Airports (ADAC). This will make sure the same levels of care and support are provided at every point of the customer journey through the airport, from check-in to security, immigration, the retail areas, lounges and boarding, so that guests can fly with added comfort, security and confidence.

Once travel restrictions to and from the UAE are lifted, and the airline resumes an expanded network of international flights, Etihad will introduce Wellness Ambassadors on board, complementing the roles performed by other Cabin Crew, and providing an enhanced level of customer care focused on health and wellness inflight.

“The wide-ranging measures we are taking are a strong reflection of those already in place across the emirate of Abu Dhabi. When restrictions are fully lifted and travellers can once again enjoy the best our wonderful home has to offer, they can rest assured their trip will be to one of the cleanest and most well-maintained destinations in the world. This will of course also apply to those transiting onwards through the capital. We are grateful to our partners, including Abu Dhabi Airports, and the Department of Culture and Tourism, for their close cooperation in this far-reaching programme,” concludes Mr. Douglas.

Etihad continues to follow UAE and international government, regulatory and health authority directives, and is playing its part in helping to limit the spread of COVID-19.

CSAFE Global

 

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