• Steven Polmans’ tenure as TIACA Chairman (2019–2025) is defined by a full internal transformation, stabilising finances, overhauling governance, and creating a strong operational framework that allowed the association to focus on execution and long-term growth.
• Key initiatives under his leadership include the BlueSky Program and Sustainability Roadmap, advancing environmental responsibility, broader sustainability, and inclusive support for emerging markets through discounted memberships, regional events, and partnerships with associations like AFRAA.
• Polmans emphasises TIACA’s future as “bigger, stronger, and more impactful,” aiming to foster a safe, profitable, and united air cargo industry that embraces modern technologies, sustainable practices, and global trade development.

When Steven Polmans became Chairman of The International Air Cargo Association (TIACA) in 2019, the organisation was at a difficult crossroads. Finances were tight, and there was real uncertainty about where it was heading. TIACA didn’t just need someone to steer the ship — it needed someone to rebuild it.

Now, as Polmans prepares to step away from the role, he looks back on those pivotal years and the changes that helped shape the association during his tenure.

Rebuilding from the ground up

The achievement that stands out most for Polmans is not a single programme or project, but the complete turnaround of the association’s fortunes.

“Together with the board and Glyn, we managed to give TIACA a new start after a difficult period for the association,” he said. “Stopping the financial losses, creating room for new investments, a strong mission and purpose were the start of a strong foundation allowing the association to grow again.

“The most difficult moment was the first year, when we came with this ambitious plan to radically change the association,” he recalled. “Not just looking at the financial, but also at the bylaws and the governance structure. Discussing the mission and vision and what would remain part of our actions and what we should no longer do.”

He believed only a full internal overhaul could secure TIACA’s long-term future, with the backing of the association’s board and dedicated full time staff. “I strongly believed that just a few small changes would not make the difference longer term and that we needed to have a complete transformation on the inside to make our association stronger and more efficient. As you would do in a company.

“With the support of some board members, my Vice Chair at that time, Sanjeev Gadhia, and the very strong and dedicated TIACA team, we managed to get the necessary support,” he said. “But once we got through that phase, everything became easier and the only way was up.”

Steering through crisis and transformation

Few could have predicted that a global pandemic would become one of the defining moments of Polmans’ leadership. Yet, as the world shut down, airfreight became critical to global supply chains—and so did TIACA’s voice.

“The pandemic, although I do not wish to have another one, probably helped in a few ways,” he admitted. “Suddenly, cargo was a hot topic but it also did put a lot of extra financial pressure on the association. Although that did not help us, it did probably give that extra push to many in the board realising we could not go for small and easy changes but did need a bigger transformation.”

That transformation became a formal programme under Polmans’ leadership. “Basically, we looked at the association and wanted to manage it more like a company,” he said. “Who are we, what do we stand for, what should be part of our scope and what not, how do we manage day-to-day business, what is our governance structure, how can we be efficient and compliant?”

Re-establishing that framework, he noted, allowed TIACA to focus on execution. “Having all this again discussed and agreed gave us such a good framework that afterwards, most of our time and focus could go to execution,” he said. “We have been challenged a few times in the past year, and it was good to see that our association was indeed well structured and transparent in its decision making.”

Pushing for sustainability and inclusion

Among the landmark initiatives launched during his tenure were the BlueSky Program and the Sustainability Roadmap—projects that Polmans believes have set the tone for the industry’s future. “Sustainability is not optional, it is and should be part of our lives,” he said. “My concern was and is we still too often mix sustainability and environmental, while the latter is only a part of sustainability. Sustainability is so much more.”

He added that TIACA’s role is to educate and empower. “I believe TIACA has a role to play in educating the industry and the stakeholders, supporting companies that are looking in progressing when it comes to sustainability,” he said. “Although good and solid interest, it remains a hard topic to sell to many people. So we still have a lot of work to do in this area but we are convinced we will get there. Step by step.”

That inclusive spirit also extends to TIACA’s work in developing regions. “As part of our mission, we feel we are there to support and grow the industry, especially in emerging markets,” Polmans said. “Giving members from developing states huge discounts on membership, trying to get them on stage during events, working closely with associations such as AFRAA, speaking on events in those regions or even organising events in developing countries with a clear focus on ‘air cargo development’ are some of the activities we are doing these days.”

Looking ahead

As Polmans passes the baton to incoming Chair Roos Bakker, his message is one of confidence and care. “Take good care of TIACA please,” he said. “If TIACA would not exist, we would discuss the need for such an association. Roos is smart enough to not need my advice and she knows if she wants it, she can always call me.”

Looking to the future, his hopes remain clear. “Bigger, stronger and more impactful,” he said of where he sees TIACA five years from now.

“Our legacy should be our mission: a safe, profitable and united air cargo industry that embraces modern technologies and practices to sustainably and fairly serve trade and social development worldwide,” Polmans concluded. “Every additional step we make in that direction will make me personally happy.”