The construction of the Baltic Cargo Hub freight terminal has marked a new chapter in the execution of infrastructure projects on both a Baltic and international scale. By integrating advanced aviation sector technical and logistics solutions, complying with safety and international design and construction standards, and adapting to a rapidly changing geopolitical context, Baltic Cargo Hub stands as the first project of this scale in airBaltic’s development history and the largest specialized air cargo terminal in Latvia. It is, according to all parties involved, a benchmark project that has successfully united complex solutions while strengthening the competencies of all participating partners.
Work on the new airBaltic cargo center indirectly began back in 2018, when the construction of the Rail Baltica railway line required the relocation of the existing facility. This situation created an opportunity for the airline to expand its logistics segment – to introduce a broader range of aviation operations and establish a new multifunctional cargo handling hub, strategically strengthening its operations and positions across the Baltics.
After winning an open tender for the land lease and construction rights at RIX Riga Airport, a close cooperation with BLV Advisory Group commenced immediately. With a vision of a modern, innovative project in the logistics sector, it was clear that such an undertaking would require a partner with proven international expertise. This was later confirmed in practice – from idea to implementation, Baltic Cargo Hub faced numerous challenges where BLV’s support, experience, and flexibility proved decisive.
”This project was extremely unique and complex – it had to meet numerous specific requirements, implement strict and advanced safety measures due to its proximity to the runway, and cover a very wide range of aviation cargo operations. From live animal transportation to medical supplies and even radioactive containers, the facility had to be adapted to customs and veterinary controls – all within a very tight timeframe.
Sergejs FrolovsCEO, BLV Advisory Group
Thanks to BLV’s overall coordination, the project was initially developed with a lean approach – adopting global best practices (including a study of leading European air cargo hubs, such as Finnair’s logistics center in Finland, the largest in Northern Europe), engaging specialized aviation cargo consultants, and planning to save time by applying the Design & Build method, where design and construction proceed simultaneously. However, as soon as cost proposals were due, the war in Ukraine began. This affected both material availability and pricing, creating significant uncertainty that was reflected in bidders’ financial offers. The initial strategy had to be adjusted. The Design & Build approach was abandoned in favor of the classical scheme: design first, then construction.
During this process, BLV continued to support project development and tender organization, quickly adapting to new circumstances and remaining engaged as engineering consultants, project managers, and supervisors throughout the design stage.
”We had a very close cooperation with the BLV team, as each of their specialists was responsible for a specific area of expertise: project management support, engineering consulting, and finally, construction supervision. It was an intense collaboration with technology consultants and global experts – there are only a handful of companies worldwide that help design such logistics flows. BLV supported us throughout this stage and continued to do so in both the design and supervision phases.
Romāns RomietisVice President of Procurement and Administration, airBaltic
Overseeing the design phase, BLV ensured comprehensive process coordination and collaboration with designers, implementing Building Information Modeling (BIM) technologies and developing technical requirements, while adhering to BREEAM sustainability standards. From a construction perspective, the project was equally complex. Specialized equipment, stringent safety demands, and millimeter-precise requirements necessitated accurate, continuous communication, additional training for supervisors and contractors, and the development of an international cooperation network.
In addition to knowledge exchange in Finland, specialists from around the world contributed to the project, including engineers from Singapore, Germany, and even Kenya. The project also required collaboration with various institutions – RIX Riga Airport, the Civil Aviation Agency, Latvijas Gaisa Satiksme, customs authorities, border control, the Food and Veterinary Service, and even the U.S. National Nuclear Security Administration, which provided radiation control equipment.
”All project participants had to master new technologies so that we could implement project management and communication tools based on 3D modeling and an agile mindset. The team acquired these skills quickly and eagerly. Our construction schedule was very tight – only 12 months – and few outside the project team believed we could meet the deadline, but we did.
Kate ŠavikinaReal Estate Development Project Manager, airBaltic
Recognition for the project’s execution also came from equipment manufacturers and installation supervisors, who were impressed that work of such scale and complexity was completed on schedule, highlighting the diligence of the supervisors and contractors. The project was executed and delivered to high standards. Even the German technology manufacturer Lödige Systems acknowledged that this was the first time in their practice that a BIM model application was so fully and successfully implemented. In airBaltic’s words, this experience and outcome make Baltic Cargo Hub a project unlike any other. BLV CEO Sergejs Frolovs adds that the successful partnership was built not only on long-standing expertise and past cooperation but also on the ability to truly understand what the client needed, thus ensuring high-quality consulting alongside project management.
”airBaltic is an example of a client that is result-oriented and ready to collaborate. A project cannot succeed without a client that deeply understands its business, and this airline operates according to international principles, continuously investing in its growth. It is precisely these companies that invest in development (not just profit, like developers) that most actively seek consulting services and well-thought-out solutions from the very beginning of a partnership.
Sergejs FrolovsCEO, BLV Advisory Group
BLV supported the Baltic Cargo Hub project at every stage – from organizing tenders and evaluating bids to selecting contractors and leading the supervision team during construction. This included tasks ranging from organizing meetings and preparing minutes to providing technical oversight and coordinating all stakeholders. Throughout the process, the budget, timeline, and quality were critical factors, while risk management and communication were the keys to success.
The result of this intensive work – despite tight schedules, complex requirements, and international partner involvement – was not only the timely completion and commissioning of the facility but also the strengthening of partnerships.
”Efficient and timely communication was the key to success. At the construction site, there were no heated arguments; instead, we maintained a constructive and friendly atmosphere focused on results, swift decision-making, and problem-solving rather than assigning blame. Here, we must especially commend Artūrs Ščurs, who, from the very first construction meetings, set the framework, tone, and focus for our work. From a communication perspective, this was one of the most successful projects I have ever participated in.
Kate ŠavikinaReal Estate Development Project Manager, airBaltic
Looking back, BLV Advisory Group CEO Sergejs Frolovs acknowledges that the realization of Baltic Cargo Hub has been a clear testament to the BLV Group’s processes, efficiency, competencies, and successful long-term cooperation with airBaltic as a reliable partner in international infrastructure projects.
”The most important result is the level of trust we have achieved. Thanks to this, we are being integrated into other client projects, and our cooperation continues. This, without a doubt, is the strongest proof of the quality of our work.
Sergejs FrolovsCEO, BLV Advisory Group
Combining advanced logistics solutions, customs and processing zones, and significantly enhancing service efficiency for both passenger and specialized cargo aircraft, the 6,895 m² Baltic Cargo Hub was completed in February 2025. Thanks to international experience and cooperation with industry leaders, the solutions introduced by BLV Advisory Group, alongside airBaltic’s sustainability standards, have set a new benchmark for environmentally responsible aviation development across the Baltic region, further solidifying the status of RIX Riga Airport as a key logistics hub in Northern Europe.
Currently, the collaboration between the two companies continues with the next major long-term airBaltic infrastructure project – the aircraft maintenance center, further expanding and strengthening airBaltic Corporation’s presence and strategic importance in the region.
