Mark Drusch, Chief Officer Cargo at Qatar Airways Cargo and a seasoned industry expert, shares his insights on the current state of the Middle East cargo market, highlighting key trends, challenges and strategic responses.
How has Qatar Airways Cargo navigated the current trading conditions in the Middle East, particularly in light of regional geopolitical developments and economic fluctuations?
Our agility in adapting to shifting market conditions is what keeps us on top. Our broad network allows us to manage volume fluctuations and serve time-sensitive sectors with consistency and reliability. We continuously re-evaluate our network and manage it dynamically; as demand changes, we adapt our frequencies and aircraft deployment accordingly.
How is the airline adapting to the evolving e-commerce landscape in the Middle East, and what role does this sector play in your cargo operations?
Qatar Airways Cargo recognises e-commerce as a key driver of airfreight growth and has strategically adapted to meet this demand by enhancing its capabilities, infrastructure, and partnerships. Express services, in which e-commerce is included, is expected to grow at an above industry average in the coming years.
Our extensive global network and modern fleet position us as a key player in e-commerce logistics. We have recently deepened our partnership with Cainiao, a global leader in e-commerce logistics, to support the increasing demand for cross-border e-commerce. This collaboration enables faster and more efficient shipments to key markets in Europe, the Middle East and Africa, utilising our hub at HIA in Doha.
Moreover, we have also grown our freighter capacity in strategic stations in the region, such as AUH and SHJ in the UAE and EBL in Iraq.
Can you provide insights into the recent expansion of your Boeing 777X order to 94 aircraft? How will this impact your cargo capabilities and global reach?
The 777 Family is central to our strategy: more capacity, less fuel, wider reach. By committing to 94 Boeing 777X aircraft – including 34 freighters – we’re not just growing; we’re setting the standard for the next generation of air cargo. It’s about serving long-haul demand more efficiently, opening new lanes, and reinforcing our commitment to global connectivity.
There have been indications of interest in a potential cargo version of the Airbus A350. Could you elaborate on any discussions or plans regarding this aircraft?
We’re watching the A350F’s development, but our priority is the 777-8F. It aligns with our operational model and sustainability roadmap today. Every fleet decision we make supports our leadership ambition – and right now, the 777-8F delivers what we need.
With the transition to a single-type fleet focusing on Boeing 777F and the upcoming 777-8F, what operational efficiencies and benefits do you anticipate from this move?
This is a bold strategic move. A unified fleet provides a high level of efficiencies—lower maintenance costs, operational consistency, and faster deployment. It means more flexibility on the ground and in the air. With the 777-8F, we gain 25% fuel efficiency and a sharper environmental profile. Most of all, it allows us to deliver a consistently superior service – anywhere, anytime. That’s what leaders do.
Are there any plans to expand or upgrade the cargo facilities at Hamad International Airport to accommodate the growing fleet and cargo volumes?
We’re not expanding – we’re redefining. Our Cargo Terminal 2 will add 3.4 million tonnes of capacity, using next-gen automation for faster, greener operations. It will be the platinum standard for global cargo hubs, just as our passenger hub is the global platinum standard.
How do you envision leveraging Doha’s strategic location to enhance your cargo operations, especially in connecting emerging markets in Africa and Asia?
Doha is the heart of our network – linking Asia, Africa, the Indian Subcontinent and Europe in a way few places can. Our Hub is located at the crossroads of global trade, connecting 90% of the world’s population.
Our partnerships with several airlines strengthen interline efficiency. Moreover, high-frequency flights and seamless tech integrations make Doha the gateway of choice for emerging markets – and a key driver of global trade.
Could you detail the sustainability measures being undertaken as part of the WeQare programme, and how they align with your broader environmental goals?
WeQare turns sustainability into action. We’ve partnered with NGOs such as UNHCR and Airlink and in the last financial year we uplifted 470,000kg of humanitarian aid, free of charge. In addition, through our WeQare “Rewild the Planet” initiative, we transported 1,182 animals back to their natural habitat, free of charge, supporting organisations such as United for Wildlife and Animal Defenders International.
What progress has been made in integrating sustainable aviation fuels (SAF) into your operations, and what challenges do you foresee in this area?
We’re making SAF part of our DNA. Our 2024 partnership with Formula 1 cut over 8,000 tonnes of CO2. We aim to reach 10% SAF by 2030, despite supply and pricing challenges. To support this, we’re investing in fuel-efficient aircraft like the 777-8F and working with industry leaders to accelerate global SAF adoption. It’s central to our net-zero journey.
Beyond fleet modernisation, what other initiatives are in place to reduce the environmental impact of your cargo operations, such as ground handling and supply chain practices?
We’ve taken a ground-up approach. At our Doha Hub, Pb-acid and diesel units have been replaced with lithium-battery equipment. We’ve launched reuse programmes for polythene sheets and wooden planks, and optimised energy and water consumption across our facilities. Combined with our digital tools, these initiatives reduce waste and reinforce our commitment to greener operations.
