IATA’s cargo team aims for ‘lean, productive & innovative’

It’s all about transformation,” says IATA’s global head of cargo, Glyn Hughes in reference to a significant organisation-wide restructuring which began with the cargo division. “We need to transform because the people we are providing services for, that are using the system are transforming.


It’s all about transformation,” says IATA’s global head of cargo, Glyn Hughes in reference to a significant organisation-wide restructuring which began with the cargo division. “We need to transform because the people we are providing services for, that are using the system are transforming.

“Th e industry that they are operating in has changed and we need to make sure that as an industry, that we are effectively supporting that change with how we are doing things ourselves,” he added.

Th e restructuring was driven by a number of factors within an environment where “the only constant is that change is the ‘new normal’”, he said pointing to e-commerce as but one example of a key driver of change, not just for the air cargo sector, but the world in general.

“So we absolutely, consistently, need to reengineer everything, refocus ourselves and our energy so that as an industry we are lean, productive and innovative,” Hughes said.

Th e organisation took a serious look inwards over the last 12 at how it did things, why and for who. Governance is key part of the strength of how IATA has set standards for the last 40-50 years in terms of how the organisation brings people together to collaboratively develop solutions and develop these standards, Hughes noted.