has so far been used to successfully train six people
to perform pushback operations (see image below).
The training period was reduced from over two weeks
per person to an average of just 1.5 days, including
theory training and an exam. After this, 20 supervised
push backs must be performed, reduced by more than
a third from the previous requirement, with talk of
lowering this further to 15 push backs. The VR training
will soon be rolled out for hi-loader and walkaround
training, too, with a UK pilot also in the pipeline,
according to Vincent Changwony, Service Delivery
Lead Cargo.
the banking industry. “Then
things that are regulated, like
Customs, are old fashioned
and burdened by manual
processes. There’s a big push
on the government to move
to electronic data entry, but
it’s slow. It’s the government
that needs to facilitate the
private sector and trade because
things need to comply with
regulations. But new ideas are
often blocked by old-fashioned
conventions.”
And while Swissport’s
operation has grown in the
INNOVATION LAB
Swissport’s Nairobi operation is also one of its six
global innovation labs, together with Basel, Zürich,
Valencia, Las Vegas and Helsinki, where the handler
trials novel technologies to drive operational
efficiencies. One of the developments currently under
trial in Nairobi is a virtual reality training aid, which
Kimeu explains that routine monitoring has picked up ivory and
knives concealed in fl ower boxes in the past, as well as the African
plant Khat – a stimulant when chewed and a controlled substance
outside the EMEA region. Security of the highest level is ensured
throughout the Swissport Cargo Complex in Nairobi: export
shipments are randomly checked for explosives by means of ETD,
while ID cards ensure access is only granted to approved personnel
and the approved zones, which are designated 1 to 4 according to
risk level.
Extensive training for all 120 cargo staff ensures the highest
standards across all areas, from basic cargo handling and
dangerous goods to health and safety, human factors and live
animals handling.
African environment
On the subject of staff, it is the people that make the region stand
out, according to Regional VP de Clercq. He has lived in a variety
of countries throughout his working life but feels that Kenya is set
apart, not only for its desirable climate and beautiful nature, but for
the culture. “In my opinion Kenyans are well-educated, ambitious,
hard-working and honest. I fi nd it easier to fi nd talented people
here than in other countries – we have made Kenyan people almost
an export product within Swissport. We have Kenyans in senior
positions in other countries. The CFO in Ghana is Kenyan, the COO
in Saudi Arabia is Kenyan, two senior managers in Oman are Kenyan
and we have a very capable team here in Kenya as well. It’s one of
the reasons I’ve been able to combine my position as CEO for Kenya
with the regional position.” At the end of the year, de Clercq will
hand over the role of CEO Kenya to outgoing COO Racheal Ndegwa.
“Racheal is one of the best people I’ve worked with anywhere. That
largely boils down to her being Kenyan.”
There are slightly more challenging aspects to operating in
Africa, such as the huge spectrum of technological development,
he continues. “In some ways it’s very advanced because it’s been
allowed to develop without too much regulation,” de Clercq says,
citing the M-Pesa mobile phone-based money transfer system
launched in Kenya in 2007, so advanced it threatened to disrupt
region, de Clercq believes the
ongoing issue of corruption
has stood in the way of its full
growth potential. “We have
standards at Swissport that we
won’t deviate from, so this has
stood in the way of certain
business opportunities and
in some cases has benefi tted
competitors – so it’s not a level
playing fi eld,” he explains. “We
don’t know how big we could
have been. But I sleep very well
at night.”
Such hurdles have meant
that the countries under de
Clercq’s care are not living up
to their full economic potential
in his opinion. Nonetheless, he
reports that Swissport plans to
grow into Tunis airport in 2020,
while one or two other airports
in the region are also being
looked at.
Future musings
When asked what one small
change he would like to see
to the benefi t of the African
handing sector, de Clercq
suggests the opening of smaller,
closed markets. “There’s quite
a number of smaller countries
or airports that we would be
interested to go into, to either
partner with an existing ground
handler or bring in our quality
and expertise. But what we
see generally is a protectionist,
monopolistic approach.”
Smaller companies have a
monopoly at these locations
and are often granted unfair
privileges that are based on
connections in high places
rather than on quality of service,
he bemoans.
“I would like to see
established ground handlers –
not just Swissport – embraced
and allowed to partner with
the smaller players. That
would bring the ground
handling landscape in Africa
to a higher level.”
I fi nd it easier
to fi nd talented
people here than in
other countries
Jeroen de Clercq, VP Sub-Saharan
Africa and Israel, Swissport
www.airlogisticsinternational.com October 2019 35
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