We’re going to bring you an inside look into the air cargo industry today as we speak to the cargo arm of the world’s largest international airline. 

Incepted in 1985, our guest Emirates SkyCargo prides itself as a facilitator of global trade, tapping Emirates’ global network of over 140 destinations across 6 continents to transport goods to all corners of the world. 

The cargo arm prides itself as having an extensive cool chain capacity, including the world’s largest, EU GDP-certified pharmaceutical hub to transport sensitive cargo quickly, efficiently and reliably.

It operates two world-class cargo terminals at its dual-airport hub in Dubai, with a capacity of over 2.3 million tonnes per annum. 

In Singapore, operations began in 1990 with direct flights from Dubai to Singapore and Manila. Since then, the airline has increased capacity to 3 freighter flights per week to strengthen trade links between the East and West. 

More notably, Emirate SkyCargo transported over 18,600 tonnes of cargo in and out of Singapore in FY 23-24, with key exports from Singapore being ship and aircraft parts, pharmaceuticals, mobile phones and more, and key imports being fresh fruits and foodstuffs. But how important is Singapore’s air hub to Emirates SkyCargo?

Meanwhile, data from the International Air Transport Association or IATA released in July showed strong annual growth in demand in global air cargo markets in May.

With port congestion remaining an issue for the industry, what will this mean for Emirates SkyCargo in terms of prices and demand for air freight? Is the situation more or less pronounced in Singapore than around the world?

On Under the Radar, The Evening Runway’s finance presenter Chua Tian Tian posed these questions to Ravishankar Mirle, Vice President of Cargo Commercial, Far East & Australasia, Emirates SkyCargo.

We’re going to bring you an inside look into the air cargo industry today as we speak to the cargo arm of the world’s largest international airline. 
Incepted in 1985, our guest Emirates SkyCargo prides itself as a facilitator of global trade, tapping Emirates’ global network of over 140 destinations across 6 continents to transport goods to all corners of the world. 
The cargo arm prides itself as having an extensive cool chain capacity, including the world’s largest, EU GDP-certified pharmaceutical hub to transport sensitive cargo quickly, efficiently and reliably.
It operates two world-class cargo terminals at its dual-airport hub in Dubai, with a capacity of over 2.3 million tonnes per annum. 
In Singapore, operations began in 1990 with direct flights from Dubai to Singapore and Manila. Since then, the airline has increased capacity to 3 freighter flights per week to strengthen trade links between the East and West. 
More notably, Emirate SkyCargo transported over 18,600 tonnes of cargo in and out of Singapore in FY 23-24, with key exports from Singapore being ship and aircraft parts, pharmaceuticals, mobile phones and more, and key imports being fresh fruits and foodstuffs. But how important is Singapore’s air hub to Emirates SkyCargo?
Meanwhile, data from the International Air Transport Association or IATA released in July showed strong annual growth in demand in global air cargo markets in May.
With port congestion remaining an issue for the industry, what will this mean for Emirates SkyCargo in terms of prices and demand for air freight? Is the situation more or less pronounced in Singapore than around the world?
On Under the Radar, The Evening Runway’s finance presenter Chua Tian Tian posed these questions to Ravishankar Mirle, Vice President of Cargo Commercial, Far East &amp; Australasia, Emirates SkyCargo.

We speak with businesses, industry leaders, venture capitalists and startups on their assessment of the business environment they're in, and what the future holds for them.

We speak with businesses, industry leaders, venture capitalists and startups on their assessment of the business environment they're in, and what the future holds for them.

Under The Radar

From politics to pop culture, we've got it all. Get ready to immerse yourself in the world of business, lifestyle, culture, travel, and sports.

From politics to pop culture, we've got it all. Get ready to immerse yourself in the world of business, lifestyle, culture, travel, and sports.

The Evening Runway with Hongbin Jeong, Roshan Gidwani and Chua Tian Tian

Under the Radar: What is Emirates SkyCargo’s assessment of global and Singapore air freight demand amid port congestions?

From a single resort in Phuket to becoming one of the world’s leading independent, multi-branded hospitality groups – today we’re going to bring you an inside look into the growth story of Banyan Group. 

With its beginnings dated about 30 years back to 1994, Banyan Group was founded as a sanctuary for the senses and now boasts a diversified portfolio of hotels, resorts, spas, galleries, golf and residences centred around 12 major brands, including: Banyan Tree, Angsana, Cassia, Dhawa and Laguana. 

The business was built around the core-concept of sustainability, and adopts what it calls an “asset-right” model to maximise value for its stakeholders through a three-pronged approach. 

That includes rebalancing asset ownership to focus on key competencies, unlocking land banks to realise development value and growing fee-based segment through strategic industry partnerships.

Why are we talking to Banyan Group you might ask? Well, the firm had in January this year shifted its corporate umbrella brand from “Banyan Tree Group” to Banyan Group to reflect its portfolio transformation from a single luxury brand to a multi-brand player.

That’s as the firm seeks further expansion with 19 new properties and residences in Cambodia, China, Japan, South Korea, Vietnam and Mexico in the pipeline for this year. So what can we expect on this front, and how far will a new umbrella brand help individual brands under the Group better position for the future? 

Meanwhile, the firm’s founder Ho Kwon Ping also told Nikkei Asia in February that the firm plans to split its hotel and property development units to unlock value for the Group. But how effective will this be in shoring up the share prices of the firm?

On Under the Radar, The Evening Runway’s finance presenter Chua Tian Tian posed these questions to Ho Kwon Ping, Executive Chairman and Founder, Banyan Group. 

From a single resort in Phuket to becoming one of the world’s leading independent, multi-branded hospitality groups – today we’re going to bring you an inside look into the growth story of Banyan Group. 
With its beginnings dated about 30 years back to 1994, Banyan Group was founded as a sanctuary for the senses and now boasts a diversified portfolio of hotels, resorts, spas, galleries, golf and residences centred around 12 major brands, including: Banyan Tree, Angsana, Cassia, Dhawa and Laguana. 
The business was built around the core-concept of sustainability, and adopts what it calls an “asset-right” model to maximise value for its stakeholders through a three-pronged approach. 
That includes rebalancing asset ownership to focus on key competencies, unlocking land banks to realise development value and growing fee-based segment through strategic industry partnerships.
Why are we talking to Banyan Group you might ask? Well, the firm had in January this year shifted its corporate umbrella brand from “Banyan Tree Group” to Banyan Group to reflect its portfolio transformation from a single luxury brand to a multi-brand player.
That’s as the firm seeks further expansion with 19 new properties and residences in Cambodia, China, Japan, South Korea, Vietnam and Mexico in the pipeline for this year. So what can we expect on this front, and how far will a new umbrella brand help individual brands under the Group better position for the future? 
Meanwhile, the firm’s founder Ho Kwon Ping also told Nikkei Asia in February that the firm plans to split its hotel and property development units to unlock value for the Group. But how effective will this be in shoring up the share prices of the firm?
On Under the Radar, The Evening Runway’s finance presenter Chua Tian Tian posed these questions to Ho Kwon Ping, Executive Chairman and Founder, Banyan Group.

Under the Radar: Beyond the Banyan – Banyan Group’s founder Ho Kwon Ping on shoring up share prices, brand positioning, further expansion and family business succession

It’s all about taking your beauty into your hands “because you’re worth it”. 

Sounds familiar? You might have by now guessed who we’re speaking to for today’s discussion  – yes, it is indeed personal care and cosmetics giant L’Oreal. 

On that note – did you know that the tagline was coined in 1971 by a 23-year-old female copywriter at a Manhattan ad agency McCann. 

But taglines and branding aside, L’Oreal positions itself as a leader of the beauty tech world, with the century-old firm boasting a workforce of 86,000 employees across 150 countries, 

The company has a portfolio of 36 international brands split into four divisions, namely (1) Luxe, (2) Consumer Products, (3) Dermatological Beauty and (4) Professional Products. 

Some of the brands include Kiehl’s Lancome, Ralph Lauren, Biotherm, Shu Uemura, Urban Decay, L’Oreal Paris, Prada Beauty, Garnier and Maybelline New York. 

At a global level, L’Oreal had in April this year reported a 9.4 per cent increase in Q1 sales on a like-for-like basis, exceeding analysts’ expectations. 

Sales for the quarter came in at 11.24 billion euros or US$11.98 billion for the three months to March, easing concerns over an economic slowdown in the world's two largest economies of the US and China. But how far did Singapore contribute to the numbers?

The latest showing also comes as the firm’s mass market range and dermatological products compensated for weakness in the luxury segment. But how far is this the case in Singapore, and what does the current economic uncertainty mean for the firm’s push into the luxury sector?

Meanwhile, L’Oreal had announced a number of agreements with institutions in Singapore to develop youth-led innovation. But what can we expect on this front?

On Under the Radar, The Evening Runway’s finance presenter Chua Tian Tian posed these questions to Tomas Hruska, Managing Director of L’Oréal Singapore and Malaysia.

It’s all about taking your beauty into your hands “because you’re worth it”. 
Sounds familiar? You might have by now guessed who we’re speaking to for today’s discussion  – yes, it is indeed personal care and cosmetics giant L’Oreal. 
On that note – did you know that the tagline was coined in 1971 by a 23-year-old female copywriter at a Manhattan ad agency McCann. 
But taglines and branding aside, L’Oreal positions itself as a leader of the beauty tech world, with the century-old firm boasting a workforce of 86,000 employees across 150 countries, 
The company has a portfolio of 36 international brands split into four divisions, namely (1) Luxe, (2) Consumer Products, (3) Dermatological Beauty and (4) Professional Products. 
Some of the brands include Kiehl’s Lancome, Ralph Lauren, Biotherm, Shu Uemura, Urban Decay, L’Oreal Paris, Prada Beauty, Garnier and Maybelline New York. 
At a global level, L’Oreal had in April this year reported a 9.4 per cent increase in Q1 sales on a like-for-like basis, exceeding analysts’ expectations. 
Sales for the quarter came in at 11.24 billion euros or US$11.98 billion for the three months to March, easing concerns over an economic slowdown in the world's two largest economies of the US and China. But how far did Singapore contribute to the numbers?
The latest showing also comes as the firm’s mass market range and dermatological products compensated for weakness in the luxury segment. But how far is this the case in Singapore, and what does the current economic uncertainty mean for the firm’s push into the luxury sector?
Meanwhile, L’Oreal had announced a number of agreements with institutions in Singapore to develop youth-led innovation. But what can we expect on this front?
On Under the Radar, The Evening Runway’s finance presenter Chua Tian Tian posed these questions to Tomas Hruska, Managing Director of L’Oréal Singapore and Malaysia.

Under the Radar: L’Oreal Singapore on being at the intersection of beauty and technology and its move to tap the luxury segment

We’re going to take you to the skies today, not by using a plane but by getting you to hop on a flying car instead! 

Announced in 2021 as an evolution of Hyundai Motor Group’s urban air mobility business, our guest Supernal is on the quest to develop an electric vertical take-off and landing (or eVTOL) vehicle, as well as the accompanying ground-to-air ecosystem to support the emerging industry. 

The company prides itself as harnessing world class manufacturing, automation, supply chain and R&D expertise to make what it calls the new and efficient transportation option widely accessible in the coming decades. 

What that means to the firm, is that it is focused on building the right product and market fit, more so than rushing to be the first to market. 

To this end, the company had in January unveiled its electric vertical take-off and landing vehicle concept at one of the largest technology events globally, the 2024 Consumer Electronics show. 

It was also at the sidelines of this event that the company said it would commercialise the S-A2 aircraft by 2028 in South Korea and the US. So when will the vehicles be commercially available in Sunny Singapore? 

Speaking of Singapore, Supernal had in February this year inked agreements with the Singapore Economic Development Board and the Civil Aviation Authority of Singapore to further develop advanced air mobility capabilities and expertise in both Singapore and Asia Pacific. 

But what can we expect from both sides when it comes to creating regulatory frameworks in the nascent industry and building an ecosystem of support infrastructure for urban air mobility networks?

And how important is Singapore as both a demand market and a testbed for Supernal given its population density? 

On Under the Radar, The Evening Runway’s finance presenter Chua Tian Tian posed these questions to Diana Cooper, Chief Partnerships and Policy Officer, Supernal.

We’re going to take you to the skies today, not by using a plane but by getting you to hop on a flying car instead! 
Announced in 2021 as an evolution of Hyundai Motor Group’s urban air mobility business, our guest Supernal is on the quest to develop an electric vertical take-off and landing (or eVTOL) vehicle, as well as the accompanying ground-to-air ecosystem to support the emerging industry. 
The company prides itself as harnessing world class manufacturing, automation, supply chain and R&amp;D expertise to make what it calls the new and efficient transportation option widely accessible in the coming decades. 
What that means to the firm, is that it is focused on building the right product and market fit, more so than rushing to be the first to market. 
To this end, the company had in January unveiled its electric vertical take-off and landing vehicle concept at one of the largest technology events globally, the 2024 Consumer Electronics show. 
It was also at the sidelines of this event that the company said it would commercialise the S-A2 aircraft by 2028 in South Korea and the US. So when will the vehicles be commercially available in Sunny Singapore? 
Speaking of Singapore, Supernal had in February this year inked agreements with the Singapore Economic Development Board and the Civil Aviation Authority of Singapore to further develop advanced air mobility capabilities and expertise in both Singapore and Asia Pacific. 
But what can we expect from both sides when it comes to creating regulatory frameworks in the nascent industry and building an ecosystem of support infrastructure for urban air mobility networks?
And how important is Singapore as both a demand market and a testbed for Supernal given its population density? 
On Under the Radar, The Evening Runway’s finance presenter Chua Tian Tian posed these questions to Diana Cooper, Chief Partnerships and Policy Officer, Supernal.

Under the Radar: Supernal on agreements with EDB, CAAS and the role of Singapore in building an ecosystem of support infrastructure, creating regulatory frameworks for urban air mobility networks

Under the Radar: What is Emirates SkyCargo’s assessment of global and Singapore air freight demand amid port congestions?

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