JUPITER SEA & AIR
SERVICES PVT. LTD, EGMORE – CHENNAI, INDIA.
E-MAIL : Robert.sands@jupiterseaair.co.in Mobile : +91 98407 85202
Corporate News
Letter for Monday June 01,
2026
Today’s
Exchange Rates
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95.03 |
0.669998 |
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1.165 |
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0.008584 |
1.1651 |
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127.4741 |
-0.7304 |
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128.3997 |
128.2045 |
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110.6023 |
0.855797 |
0.767819 |
111.2501 |
111.4581 |
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159.268 |
0.028 |
0.017583 |
159.24 |
159.24 |
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1.344 |
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99.112 |
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98.998 |
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0.5964 |
-0.0033 |
0.550267 |
0.6011 |
0.5997 |
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/// Sea Cargo News ///
India’s Toffee Exports
Surge 166% Over 12 Years to Reach Rs 132 Crore in FY26
India
has recorded a sharp rise in toffee exports over the past 12 years, with
outbound shipments increasing 166% to reach Rs 132 crore in FY2025-26. The
growth reflects rising global demand for Indian confectionery products and
expanding market access across Asia, the Middle East and Africa.
Industry
data shows that Indian confectionery manufacturers have steadily increased
production capacity and diversified export destinations, helping boost overseas
sales of toffees and sugar-based candies.
Exporters
have also benefited from improved packaging standards, competitive pricing and
stronger distribution networks in international markets.
Trade
analysts expect India’s confectionery exports to maintain positive momentum as
manufacturers continue to target new overseas buyers and capitalize on growing
demand for affordable packaged sweets in emerging markets.
Trade
analysts expect India’s confectionary exports to maintain positive momentum as
manufacturers continue to target new overseas buyers and capitalize on growing
demand for affordable packaged sweets in emerging markets.
India’s Coffee Export
Growth Led by Soluble Segment Despite Arabica Decline
India’s
coffee export growth is increasingly being driven by the soluble coffee
segment, even as production and export performance of Arabica coffee continue
to face pressure, according to a recent industry assessment.
The
report highlighted that demand for Indian soluble coffee has remained strong in
international markets due to competitive pricing, consistent quality and rising
consumption of instant coffee products across Europe, West Asia and emerging
Asian markets.
Exporters
have expanded shipments of value-added coffee products, helping offset weaker
trends in traditional Arabica exports. In contrast, Arabica production has been
affected by climatic challenges, fluctuating yields and pest-related concerns
in key growing regions.
Industry
stakeholders noted that lower output and higher production costs have reduced
the competitiveness of Indian Arabica in global markets.
Despite
the decline in Arabica volumes, overall coffee export earnings have remained
supported by the continued growth of soluble coffee exports and stable demand
for Robusta varieties. Exporters expect valued-added segments to play a larger
role in India’s coffee trade strategy in the coming years as global consumption
patterns shift toward instant and blended coffee products.
Tankers Carrying Six
Million Barrels of Crude Exit Strait of Hormuz
Multiple oil tankers carrying an estimated
six million barrels of crude oil have successfully exited the Strait of Hormuz,
signalling continued movement of energy shipments through one of the world’s
most strategically important maritime chokepoints.
Shipping and tracking data showed the tankers
departing the region amid heightened global attention on maritime security and
energy supply flows in West Asia.
The movement comes as energy markets closely
monitor vessel traffic through the Strait, which handles a significant share of
global crude oil and LNG trade.
Industry analysts said the successful transit
of the tankers may help ease immediate concerns over supply disruptions and
support stability in international oil markets. However, shipping companies and
insurers remain cautious due to ongoing geopolitical tensions and elevated
security risks in the region.
The
Strait of Hormuz remains a critical route for crude exports from major Gulf
producers, including Saudi Arabia, the UAE, Iraq and Kuwait. Any disruptions to
vessel movement through the corridor can have a major impact on global energy
prices, freight costs and supply chain operations.
Maritime
operators continue to implement enhanced risk-management measures, including
adjusted routing strategies, increased monitoring and additional insurance
coverage, as commercial shipping activity in the region remains under close
scrutiny.
Seoul Eyes New
Initiative to Boost Arctic Container Shipping
South
Korea is preparing a new initiative aimed at encouraging greater use of Arctic
shipping routes for container transport as the country looks to strengthen
long-term logistics competitiveness and diversify global trade corridors.
Government
and maritime industry officials are reviewing measures to support container
shipping through Arctic passages, which can significantly reduce transit times
between Asia and Europe compared with traditional routes via the Suez Canal.
The
initiative is expected to include research support, infrastructure cooperation,
shipping incentives and enhanced collaboration with Arctic nations.
South
Korean shipping companies and logistics operators are increasingly exploring
alternative trade routes amid ongoing geopolitical tensions, climate-related
disruptions and congestion risks affecting conventional maritime corridors.
The
Arctic route has gained attention in recent years due to seasonal accessibility
improvements linked to melting sea ice and advances in ice-class vessel
technology.
Industry
analysts note that while Arctic shipping offers potential fuel savings and
shorter voyage durations, challenges remain regarding harsh weather conditions,
limited emergency infrastructure, environmental concerns and regulatory
uncertainties. Commercial viability also depends heavily on seasonal navigation
windows and insurance costs.
South
Korea’s renewed interest in Arctic logistics aligns with broader efforts by
Asian shipping economies to secure resilient supply chains and reduce depends
on heavily congested global chokepoints. Shipping stakeholders expect further
feasibility studies and pilot operations before large scale commercial
deployment of Arctic container services.
Evergreen approves order for 18,000 new
containers
Evergreen
Marine Corporation has approved a new container procurement programme involving
18,000 units with a total investment of up to USD 65.51 Million.
According
to the Company, the order value translates to an average cost of approximately
USD 3,417 per container, indicating that the procurement is expected to consist
mainly of 40-foot units.
All
containers will be manufactured by Evergreen Heavy Industrial Corporation
Malaysia, one of the few large-scale container manufacturers operating outside
China.
The
investment highlights Evergreen’s continued focus on fleet equipment expansion
and supply chain resilience as carriers continue adjusting container
inventories to evolving trade demand patterns.
Anglo-Eastern strengthens fleet security as
Homuz disruption continues
Anglo-Eastern
is reinforcing fleet security through its Global Security Desk (GSD) as the
closure of the Strait of Hormuz enters its fourth month.
The
company said 16 vessels and more than 350 seafarers from over 12 nationalities
are directly affected by the disruption.
Anglo-Eastern
uses its centralized Global Security Desk to monitor threats, support crews and
coordinate operational decisions across its managed fleet.
The
company said the current maritime risk environment extends beyond the Strait of
Hormuz and includes the Red Sea, Gulf of Guinea, East coast of Somalia, Straits
of Malacca and the Black Sea.
Anglo-Eastern
established the GSD in 2024 to provide structured maritime intelligence and
risk assessment for shipowners and operators.
The
desk currently supports a managed fleet of more than 700 vessels, with between
30 and 50 ships transiting high-risk areas at any given time.
The
company said the system combines intelligence from naval and maritime security
organizations with direct coordination involving flag states, P&I clubs and
industry bodies.
Anglo-Eastern
added that the GSD also supports crisis response, crew welfare, provisioning
and communication with stakeholders during periods of prolonged disruption.
“What
the current environment demands is not more information, but better
interpretation,” said Swapnodeep Mondal, Group Managing Director, Operations
and Shared Services at Anglo-Eastern.
The
company said it remains focused on integrating actionable security intelligence
into daily fleet operations as geopolitical and maritime risks continue to
intensify.
India shows resilience amid West Asia
conflict, but inflation and monsoon risks loom
India's
economy remained resilient in April 2026 despite mounting global headwinds from
the ongoing West
Asia conflict,
but rising wholesale inflation, a weakening rupee, elevated energy prices and
the prospect of a below-normal monsoon pose growing risks to growth and price
stability, according to the Finance Ministry's Monthly Economic Review (MER)
for May 2026.
The
review said the conflict has emerged as a major shock to the fragile global
recovery, disrupting energy markets, supply chains and trade routes while
reviving inflationary pressures worldwide. Brent crude averaged $120.4 a barrel
in April before easing to $108.3 in May, while global supply-chain pressures
have intensified.
Against
this backdrop, India's high-frequency indicators continued to signal expansion.
E-way bill generation, manufacturing and services PMI readings and electricity
consumption remained in growth territory, although the Eight Core Industries
Index and fuel consumption showed signs of moderation, suggesting that global
pressures are beginning to affect some segments of domestic activity.
The
ministry noted a growing divergence between consumer and wholesale inflation.
Retail inflation rose marginally to 3.48% in April, remaining below the Reserve
Bank of India's 4 per cent target, while wholesale inflation surged to 8.3%, a
42-month high, driven by elevated global energy prices, rupee depreciation and
a favourable base effect.
"The
divergence between subdued retail inflation and rising wholesale inflation
suggests that upstream cost pressures are building in the economy, although
their pass-through to consumers has so far remained limited," the report
said.
Food
inflation risks remain elevated as the India Meteorological Department has
projected monsoon rainfall at around 92 per cent of the long-period average,
with the possibility of El Niño conditions developing during the season. While
foodgrain buffer stocks and reservoir levels remain comfortable, the ministry
warned that any significant rainfall deficit could quickly translate into
higher food inflation, weaker rural demand and slower growth.
The
review highlighted the resilience of India's external sector. Total exports
rose 13.6% year-on-year to $80.8 billion in April, supported by strong services
exports, which helped narrow the overall trade deficit by 30.1% to $7.8
billion.
India
also recorded a historic peak in gross foreign direct investment inflows, which
rose 17.3% to $94.5 billion in FY26, underscoring continued long-term investor
confidence despite global uncertainty.
At
the same time, foreign portfolio investors pulled out $23.6 billion from Indian
markets after the escalation of the West Asia conflict, contributing to a
nearly 4.9% depreciation of the rupee against the US dollar since late
February. The currency stood at ₹95.7 per dollar as of May 26.
The
ministry, however, said India remains well-positioned to weather external
shocks, supported by foreign exchange reserves of $697 billion, equivalent to
about 10.7 months of imports, a stable labour market and strong services
exports.
"Overall,
India's macroeconomic position in May 2026 reflects cautious resilience,"
the review said, while stressing that policymakers will need to remain vigilant
as elevated energy prices, a depreciating rupee, rising cost pressures and
monsoon uncertainties continue to threaten inflation and growth.
/// Air Cargo News ///
IndiGo reports Rs 2,536 crore loss in Jan-March quarter over forex losses
Hit by a declining rupee amid a challenging external
environment, InterGlobe Aviation, the parent of IndiGo airline, reported a net
loss of Rs 2,536 crore for the quarter ended March 31, 2026 (Q4FY26). It
reported a net profit of Rs 3,067 crore in the year-ago quarter (Q4FY25).
The airline’s revenue from operations grew by just 1%
year-on-year to Rs 22,438 crore during the reported quarter while total cost
grew by 30% to Rs 25,932 crore. Passenger ticket revenues declined marginally
to Rs 19,425 crore.
Excluding the impact of foreign exchange and exceptional items,
IndiGo reported a net profit of Rs 1,921 crore in Q4FY26. A declining
rupee severely impacts airlines in India by inflating operational costs,
triggering foreign-exchange losses and squeezing profit margins as roughly 60%
of their expenses, including aviation turbine fuel (ATF), aircraft leasing and
maintenance are dollar-denominated.
At 95 per dollar, the rupee has declined more than 5% so far in
calendar year 2026. In the last one year, the decline is around 10%.
For the full financial year 2025-26, IndiGo reported a loss of
Rs 2,393 crore. The airline had reported a profit of Rs 7,258 crore in
FY2024-25. Revenue from operations for the full year grew by 5% to Rs 84,962
crore.
On operational metrics, Indigo’s capacity increased by 3.4% to
43.6 billion Available Seat Kilometres (ASKs) in Q4FY26. Passenger volume
declined by 1.1% to 31.6 million during the quarter while Yield decreased by
2.2% to Rs 5.20 (INR/KM).
“FY26 was marked by an exceptionally challenging operating
environment, which materially impacted our profitability. Despite these
conditions, the underlying performance of the business remained resilient.
During the year, our capacity grew by 9.5% and total income increased by over
6%. Excluding the impact of foreign exchange and exceptional items, IndiGo
delivered a profit of INR 75 billion (Rs 7500 crore,” said Rahul Bhatia, MD of
InterGlobe Aviation.
Bhatia added, “We continue to maintain a strong balance sheet
with substantial liquidity, demonstrating resilience through prolonged periods
of volatility. While the near term remains volatile, we remain firmly focused
on disciplined execution, cost efficiency, and long-term value creation.”
Industry experts have cited headwinds to continue for the
aviation sector in the near future due to a sharp rise in ATF prices amid the
US-Iran tensions and the declining rupee. To cut expenses, airlines are cutting
down on flights on non-profitable routes.
IndiGo’s fleet size stood at 441 aircraft at the end of Q4FY26,
a net increase of just 1 passenger aircraft during the quarter.
AI as the New Co-Pilot of
Air Cargo – Part 1
How far should Artificial Intelligence be allowed to influence
operational decisions without weakening human oversight? AI is no longer a
futuristic discussion topic in air cargo. It has arrived in everyday
operational reality. In our two-part report we examine the growing role of AI
in air cargo operations, analyze how intelligent systems are already reshaping
decision-making, and influence workforce structures across global cargo
networks.
Whether at major trade fairs such as the Munich-held Transport
Logistik, within cargo digitalization platforms, or in increasingly automated
operational environments, AI has become one of the industry’s dominant
strategic themes. The discussion is no longer centered on whether air cargo
companies should invest in AI, but rather on how deeply these systems should be
integrated into operational decision-making.
The timing is hardly surprising. The industry continues to
operate under enormous pressure. Geopolitical instability, fluctuating demand,
fragile supply chains, capacity volatility, labor shortages, and growing
customer expectations are forcing airlines, freight forwarders, handlers, and
logistics providers to rethink traditional operating models.
In this environment, AI promises something the industry needs:
faster, more intelligent decision-making that goes far beyond simple process
automation. Part One focuses on AI as an operational “co-pilot”, while Part Two
of this report will be published next week. Please stay tuned.
From Digitalization to Decision Intelligence
Air cargo has spent years digitizing its processes. Electronic air waybills,
automated customs filing, booking portals, and cargo visibility platforms have
already transformed large parts of the industry. AI, however, represents
something fundamentally different.
Traditional digital systems organize and distribute information.
AI increasingly interprets information and recommends actions. In many
operational environments, it effectively functions as a “cognitive co-pilot”
capable of supporting real-time operational control.
Predictive decision making
This development is particularly relevant because cargo networks have become
too complex for purely manual decision making. A delayed freighter in Asia can
affect trucking schedules in Europe within hours.
A weather event in North America may disrupt pharmaceutical
transfers in the Middle East. Capacity shortages, airport congestion, labor
disruptions, and political instability create operational volatility that
changes by the minute. AI systems can evaluate these variables simultaneously
and generate alternative operational scenarios within seconds.
Instead of reacting to disruptions after they occur, operators
are increasingly moving toward predictive decision environments where systems
anticipate operational problems before they escalate. The industry has
discussed this transition for years. What is different now is that AI
capabilities are finally becoming operationally usable at scale.
The real debate begins when AI starts prioritizing
Automation itself is not controversial anymore. Most companies already accept
automated workflows in areas such as documentation processing, shipment
tracking, or customer communication. The real debate begins when AI starts
influencing operational priorities.
Which shipments should receive limited capacity during
disruptions? Which cargo should be rerouted first? Should profitability
outweigh urgency? How should systems prioritize humanitarian shipments,
temperature-sensitive cargo, or high-value freight? These decisions are no
longer purely operational. They involve judgment, responsibility, and sometimes
even ethics. This creates a growing tension between operational efficiency and
human oversight.
Contextual comprehension is AI’s weak spot
The air cargo industry has historically been built around clearly defined
accountability structures. Human operators remain responsible for operational
outcomes, especially in safety-sensitive environments.
Yet AI systems are increasingly influencing decisions that were
once entirely dependent on human experience and intuition. And while AI is
exceptionally good at pattern recognition and optimization, it still lacks
contextual understanding.
An experienced cargo operator understands things that rarely
exist inside datasets, such as political sensitivities, customer relationships,
local operational culture, or the practical realities behind a disruption. This
is one reason why many industry experts continue to emphasize the importance of
“human in the loop” operational models. The future of air cargo may become
highly automated, but it is unlikely to become fully autonomous.
At least for now
The industry currently describes AI as a “co-pilot”, an intelligent operational
assistant supporting human decision-making rather than replacing it. Even CFG
uses AI to create graphics similar to the one illustrating this article. Yet
every co-pilot traditionally still operates under the authority of a captain
responsible for the final decision. In our case, we had to try several prompts
and different approaches to create the right graphic.
The critical question, however, is whether the balance between
AI decision making, and human oversight will remain permanent.
As AI systems become faster, more predictive, and increasingly
capable of optimizing operational scenarios in real time, the line between
operational support and operational control may gradually begin to blur.
Air cargo may therefore be approaching a future in which humans
no longer make every operational decision themselves but increasingly supervise
systems that have already proposed, optimized, or effectively pre-selected the
decision beforehand.
The industry’s defining question
Artificial Intelligence offers enormous opportunities for air cargo. It can
improve resilience, optimize capacity usage, accelerate operational reactions,
and strengthen decision-making in an increasingly unstable global environment.
But the deeper AI becomes integrated into operational control,
the more important transparency, accountability, and human oversight become.
Because ultimately, the defining question is not whether AI can make
operational decisions. The real question is:
Which decisions should the industry ever allow machines to make? That answer
may ultimately shape the future structure of global air cargo operations far
more than the technology itself.
Outlook to Part Two
Artificial Intelligence will undoubtedly become one of the defining
technologies, shaping the future of air cargo. The operational advantages are
too significant to ignore, and the competitive pressure to adopt AI-driven
decision environments will only continue to increase.
At the same time, the industry is approaching a critical turning
point: The deeper AI becomes integrated into operational control, the more
urgent the questions become concerning responsibility, governance,
transparency, and power. Part Two of this report, published next week,
will therefore focus on the broader strategic implications of AI in air cargo,
including:
·
Governance and operational oversight
·
Regulation and emerging legal frameworks
·
Liability and accountability for AI-driven decisions
·
Concentration of technological power
·
Safety, security, and control in increasingly autonomous
logistics systems
Ultimately, the future of AI in air cargo will not only be
defined by what technology can do, but by how much control the industry is
willing to hand over to its fast-emerging co-pilot. This said, the question
arises as to whether the co-pilot will be sitting in the driver’s seat in the
foreseeable future. If so, a fundamental shift in the human-machine
relationship would take place. Time will tell.
Authors:
Anastasia Kazantzis / Gerton Hulsman
Airbus cuts costs
Airbus’ commercial aircraft division is cutting its
non-industrial and headquarters expenses by 10%. This savings measure aims to
mitigate the financial impact of global supply chain disruptions that affected
the manufacturer negatively. Major cost driver was the shortage of Pratt &
Whitney GTF engines, caused by metallurgical defects in powder-metal-printed
components. This led to a backlog of engine-less aircraft (gliders) at the
plane maker’s largest production plants in Toulouse and Hamburg.
No finished aircraft – no money
Budget constraints directly affect external contractors and the administrative
departments at the company’s headquarters. This adjustment complemented the
performance optimization program known as LEAD, which was implemented two years
ago following the first downward revisions to annual aircraft delivery targets.
Company management opted to keep the main assembly lines intact to safeguard
the production pace of its most in-demand models.
The main factor limiting Airbus’s operational capacity is the
lasting shortage of engines, particularly Pratt & Whitney GTF – Geared
Turbofan. These turbines were severely hit by durability failures due to
metallurgical issues affecting their internal components This anomaly forced
the extension of technical maintenance periods at specialized workshops and
slowed the delivery of newly built aircraft to their owners.
Sobering financial results for Q1, 2026
Airbus’s financial indicators reflect the impact of this logistical bottleneck.
During the first three months of the year, the company delivered 114 commercial
aircraft, down from the 136 units handed over to customers in the same period
of 2025. Of the total jetliners delivered, 81 aircraft were narrowbodies from
the A320neo family.
In addition to this, revenue fell 7% year-over-year, coming in
at 12.7 billion euros.. Adjusted EBIT (earnings before interest and taxes)
contracted by 52%, reaching 300 million euros.
The commercial aircraft division contributed just €81 million to this figure.
Free cash flow before customer financing closed with a negative
balance of €2.5 billion due to an increase in fixed inventory.
Remarkable backlog
Despite these unfavorable quarterly results, the backlog remains strong at
9,037 commercial aircraft. The company decided not to revise its financial
projections for the end of the year, maintaining a target of 870 total
deliveries in 2026 and an adjusted EBIT of 7.5 billion euros.
Delays in the global logistics chain directly impact the
capacity planning of many Airbus clients. This includes Airlines in the Far
East, Middle East and Latin America. This forced carriers to reschedule their
networks since fuel prices went through the roof and regional as well as
medium-haul routes require very fuel-efficient jetliners to be profitable.
Since some of the aircraft they ordered Airbus was unable to
deliver, these routes were temporarily canceled since they turned out to be
loss-making if operated with older, fuel-thirster aircraft compared to
newbuilds. The cutting of non-industrial spending aims to protect the
manufacturer’s resources to accelerate these pending aircraft deliveries to its
customers.
ILA Berlin: Air freight –
a main SAF driver
Sustainable Aviation Fuel (SAF) stands high on the agenda of the
Berlin-Brandenburg Aerospace Alliance at the upcoming ILA Berlin Air Show. At
BBAA’s booth 331 in Hall B, experts will discuss how SAF could gradually
replace conventional Jet A-1 kerosene to reduce CO2 emissions
and slow global warming. The air cargo industry can play a key pioneering role
here. Although minimizing the environmental footprint of the aviation industry
is a Herculean job.
Without cargo, our world would be significantly poorer.
Exemplified day after day during the COVID-19 pandemic, when airfreighted
vaccines saved many lives. And – something few people probably realize –
without the carriage of freight shipments in the holds of passenger aircraft,
most airlines would struggle to be profitable.
Global warming is increasingly changing the environment we live
in. It is a universal challenge that can only be addressed through cooperation
and shared responsibility. Back in the 1980’s, we started talking about the
ozone hole, caused by CFC gases which were used in refrigeration and spray
bottles. We were experiencing the loss of protection against UV radiation, and
areas like New Zealand were a live display of how bad it could become.
In 1987 the Montreal Protocol was signed, CFC gases were banned,
the ozone hole shrank to such an extent that nobody talks about it anymore. It
is an encouraging example of collective action. Mankind’s response to advancing
global warming, however, has not been a success story so far. We have known
about air pollution since the industrial revolution and about effects of
greenhouse gas emissions (GHG) since the early 1800’s. Yet, we have never
managed to get any control over the constantly increasing emissions. For more
info, check: https://science.nasa.gov/climate-change/evidence/
It took until 2007 for air freight customers to ask their
freight forwarders for ways to reduce the GHG emissions caused by the
transportation of their goods. Multinationals were first, given their need to
publish environmental governance information in their annual reports.
Back then, forwarders could only offer to use airlines with the
most modern equipment, with the least fuel consumption and thus least
emissions. GHG reporting was introduced, but it was still a long way to go
until anyone mentioned Sustainable Aviation Fuel.
But as early as 100 years ago, the German scientists Franz
Fischer and Hans Tropsch developed and patented a process to make synthetic
liquid fuel. Today, the Fischer-Tropsch process is still the most promising
technology to scale up production of Sustainable Aviation Fuel (SAF), while
fortunately there is strong competition from the side of biogenic SAF which is
the first kind to be available to match the EU mandates of (currently still
only) 2% SAF in the fuel blend.
It seems ironic that the country that gave birth to relevant
technology, and acts as a driver within the EU in introducing environmental
targets, now must admit that their own emissions reduction roadmap has
dramatically failed to materialize, as reported on 15 May by the German
government-mandated Council of Experts.
Another ironic fact is that the findings of the honorable U.S.
institution NASA are not convincing their own government to support the COP
Paris agreement of 2015 or even the shipping industry’s IMO efforts to reduce
emissions in the maritime sector.
Both Germany and the U.S. are heavyweight users of airfreight, unavoidable in
the global supply chain for industry sectors like pharmaceuticals, aerospace,
electronics etc., typically in trade deals with other European and Asian
industrial strongholds.
A tiny bit of confidence comes up when despite insufficient
leverage created by the policy makers, some airfreight users and their service
providers become proactive and invest in SAF purchase agreements.
Many cases reported by this publication since 2020, about
initiative and joint action, have shown the way to get the ball rolling. Among
the first, DB Schenker’s customers Merck KGaA, Siemens Healthineers, Lenovo and
others supported a weekly freighter between Frankfurt and Shanghai, operated by
Lufthansa Cargo.
The following years saw ups and downs of this development,
fortunately more ups in recent times, such as DHL and FedEx securing large SAF
allocations, Air France KLM MP Cargo cooperating with their customers on the
subject, airlines United, Cathay Pacific, IAG and others, forwarders DSV, CEVA,
and even the mid-size Quick Cargo are following the given examples.
But is it sufficient? Certainly not, when you consider research
by specialized institutions such as impact on Sustainable Aviation and Transport &
Environment. In summary we can say OK, there are beginnings of emission
reduction, but they are more than neutralized by the constant global annual 5%
growth rate of aviation.
Can the airfreight community have an impact? Yes, because it is
ultimately driven by financial foresight. As explained above, manufacturing
companies are getting aware of their increasing emission cost, under the still
small but sharpening “polluter pays” policies.
The upcoming ILA Berlin Air Show will
feature challenging discussions organized by Germany’s leading international
SAF initiative aireg (Hall
C, Stand 121), and more airfreight-specific by the SAF driver of the capital
region, Berlin-Brandenburg Aerospace Allianz (Hall
B, Stand 331), with a panel on SAF in air freight on 11JUN26 at 12:00h-13:00h.
LH Technik and Airbus are
building a flying Sharks
Both companies have entered a technical collaboration to develop
and certify the application of AeroSHARK riblet technology on the wings and
stabilizers of the Airbus A330ceo series. The aim is to secure the world’s
first commercial certification of this specific riblet technology for the wings
and tail of this aircraft variant. Once completed, it would be a significant
milestone for the use of drag-reducing technologies in commercial aviation.
Lufthansa Technik press officer Pia Luedtke speaks of fuel
savings of up to 2.5% once an A330ceo is fully coated with riblets measuring
around 50 micrometers that mimic the fine structure of a shark’s skin. The
riblet technology’s effect on reducing aerodynamic drag is most significant
during cruise flight of passenger or cargo aircraft since the foil optimizes
the aerodynamics on flow-related parts of a jetliner leading to reduced
greenhouse gas emissions, she explains. This makes carriers operating long-haul
routes ideal candidates for skin modification, is stated in an LHT release.
At best, 1,000 A330 aircraft could become “flying sharks”
The technology was jointly developed by Chemical firm BASF Coatings and
Lufthansa Technik and is currently utilized by several airlines, including
LATAM and Lufthansa Cargo. To date, a total of 30 B777 passenger and cargo
aircraft have been fitted with the artificial shark skin, among them are the
fleets of LATAM Airlines and Lufthansa Cargo. LH Technik estimates that the
life span of the shark skin coating is at least six years.
In a joint project with Airbus, the outfitter is now extending the technology
by coating the wings and tail sections of the Airbus A330ceo series.
“The choice of the A330ceo as the next candidate for AeroSHARK
certification is strategic, given the type’s widespread use and significant
leverage on global fuel consumption and emissions. With about 1,000 A330-200
and -300 aircraft in service worldwide, the potential for operational cost
savings and substantial environmental benefits is vast,” stated
Andrew Muirhead, Vice President Original Equipment Innovation at Lufthansa
Technik during the presentation of the project at his company’s Hamburg
homebase.
Certification to follow
Following successful validation and approval by the European Union Aviation
Safety Agency (EASA), the solution is intended to be commercialized. Lufthansa
Technik will hold the Supplemental Type Certificate (STC) and lead the
certification activities. The company’s Engineering unit will be responsible
for the overall certification concept and execution and will be supported by
Airbus’ Engineering through the provision of key aircraft type data and safety
assessments.
From a technical perspective, the certification program will
comprehensively assess the impact of riblet application on flight dynamics,
lightning strike protection, structural loads, maintenance aspects and all
relevant aircraft systems, including flight control, autopilot and navigation
systems.
Every step helps to reduce global warming
The wing and tailplane application is intended to complement AeroSHARK coverage
on the fuselage and engine nacelles, which was being developed separately by
Lufthansa Technik and BASF Coatings. Especially in times of rising jet fuel
prices and stricter regulatory requirements to reduce aircraft CO2 emissions,
AeroSHARK technology can make a contribution – albeit a modest one – to
improving airlines’ environmental footprints. Lufthansa Technik already holds
certifications for the AeroSHARK retrofit on the Boeing 777-300ER, 777-200ER
and 777F. The A330 is the second-most delivered wide-body aircraft type after
the Boeing Triple Seven.
I hope you have enjoyed reading the above
news letter.
Robert Sands
Joint Managing Director
Jupiter Sea & Air Services Pvt Ltd
Casa Blanca, 3rd Floor
11, Casa Major Road, Egmore
Chennai – 600 008. India.
GST Number : 33AAACJ2686E1ZS.
Tel : + 91 44 2819 0171 / 3734 / 4041
Fax : + 91 44 2819 0735
Mobile : + 91 98407 85202
E-mail : robert.sands@jupiterseaair.co.in
Website : www.jupiterseaair.com 1Branches : Chennai, Bangalore,
Mumbai, Coimbatore, Tirupur and Tuticorin.
Associate Offices : New Delhi, Kolkatta, Cochin &
Hyderabad.
Thanks to : Container News, Indian Seatrade, Cargo Forwarder Global & Air Cargo News.
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