PERSON OF HIS PEOPLE - Orient Aviation
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Vol. 28 No. 5
October-November 2021
orientaviation.com
PERSON OF
HIS PEOPLE
CEO Izham Ismail eschews
the trappings of the C-suite
for shop floor feedback as he
pursues financial resurrection
for the Malaysia Airlines Group
More than eight in ten top Braving brutal peer Air cargo
aviation managers expect brain competition, Indian LCC booming for
drain from industry in 2022 Akasa to open for business Taiwan’s EVA Air
UNRIVALED
ENGINE SOLUTIONS
Count on Willis Lease, pioneering
aviation solutions for over 40 years
Engine Leasing ConstantThrust™
Engines available now for short- Avoid engine heavy maintenance costs
or long-term lease. when Willis Lease replaces your removed
engine with a serviceable engine from our
• LEAP-1A* • CFM56-5B/7B
$2B+ portfolio of assets.
• LEAP-1B* • CFM56-5C
• GEnx-1B* • PW100 REDUCE engine change costs by 50%
• GE90-115 • PW150 ELIMINATE expensive engine shop visits
• V2500 • APU 131-9A/B MINIMIZE end-of-lease aircraft lease
• CF34-10E • APU GTCP331-500 return condition costs
*Available for “pooling-like” preferred access
Contact Willis Lease today to discuss the best engine solution for you.
leasing@willislease.com | +1 561.349.8950 | www.willislease.com
CONTENTS Volume 28, Issue 5
COVER STORY
PERSON OF
18
ORIENT AVIATION MEDIA GROUP
17/F Hang Wai Commercial Building,
HIS PEOPLE
231-233 Queen’s Road East,
CEO Izham Ismail eschews the
Wanchai, Hong Kong
trappings of the C-Suite for
Editorial: +852 2865 1013
E-mail: christine@orientaviation.com
shop floor feedback as he pursues
Website: www.orientaviation.com
financial resurrection for the
Malaysia Airlines Group
Publisher & Editor-in-Chief
Christine McGee
E-mail: christine@orientaviation.com
Associate Editor &
Chief Correspondent
Tom Ballantyne
Tel: +61 2 8854 1458
M: +61 4 1463 8689
E-mail: tomball@ozemail.com.au
North Asia Correspondent
Geoffrey Tudor COMMENT 25 Boom times for EVA Air cargo
Tel: +81 3 3373 8368 5 What are they thinking? 26 Partnerships critical to Embraer’s Asia-Pacific air
E-mail: tudorgeoffrey47@gmail.com mobility expansion
Photographers
ADDENDUM
Rob Finlayson, Graham Uden,
6 IATA boss accuses global airports of “outrageous AIRCRAFT & ENGINE LEASING
Ryan Peters fee gouging” INSIGHT REPORT
6 Airports deny allegations they are using their 28 Gains from pandemic pain on horizon for
Chief Designer
monopolistic positions to extract high rates and aviation lessors
Chan Ping Kwan
charges from airlines
Printing 7 Battle continues to overcome air passenger
Printing Station (2008) vaccine hesitancy
7 China overruled on emissions targets for airline
industry
ADMINISTRATION
7 Hong Kong’s Greater Bay Airlines receives Air
General Manager Operator Certificate
Shirley Ho
E-mail: shirley@orientaviation.com NEWS BACKGROUNDERS
8 Turboprop joint venture, ATR, facing most 29 Lessor consolidation ahead – or maybe not?
challenging time in its history as it turns 40 31 Busy times for engine lessors as airlines right size
ADVERTISING
9 Tsunami of the skies ahead for India’s airlines their fleets
Asia-Pacific, Europe & Middle East 33 Regional aircraft lessors see airline financial
Defne Alpay standings worsen
Tel: +44 771 282 9859
E-mail: defne@orientaviation.com
INDUSTRY ADDENDUM
The Americas / Canada 34 Honeywell Aerospace unveils cockpit cloud
Barnes Media Associates communications technology
Ray Barnes
Tel: +1 434 770 4108 12 India’s new ultra-low-cost carrier, Akasa, chasing
Fax: +1 434 927 5101 opportunity post COVID-19
E-mail: ray@orientaviation.com 13 Airline leaders predict a “brain drain” in aviation
industry
16 Airlines frustrated and pandemic-weary
Download our 2021 media planner at: especially in the Asia-Pacific
orientaviation.com/advertising
24 Down Mexico way. Asia’s airlines being courted
Follow us on Twitter @orientaviation with promise of seamless passenger entry to the 34 Pratt &Whitney and MTU Maintenance Zhuhai
U.S. commence first overhaul in China of a GTF engine
OCTOBER-NOVEMBER 2021 / ORIENT AVIATION / 3
THERE IS NO COMPARISON. NO EQUAL. THERE IS ONLY ONE. THE COMMERCIAL JET ENGINE IN A LEAGUE OF ITS OWN. Powered by an industry‑first geared architecture – and more than 40 other groundbreaking innovations – the Pratt & Whitney GTF™ is unlike any engine that’s come before it. EXPLORE THE FUTURE OF FLIGHT AT PRATTWHITNEY.COM
COMMENT
What are they thinking?
No-one should have been surprised by the International billion since the outbreak of the pandemic? It will take
Air Transport Association’s (IATA) stinging attack on years for airlines to return to stable profitability and pay
airports and air navigation service providers (ANSPs) down debt, if there is not another global pandemic.
with some of them accused of price gouging to recover Worldwide, airports also have experienced dramatic
pandemic losses at the expense of their airline customers. declines in revenue that have resulted in big losses. The
Relations between the airline body and Airports point is both sides should be helping each other for the
Council International (ACI) have been volatile for years, sake of the industry. Airports should not be trying to
admittedly with some periods of calm. The basis of the exploit a bad situation. Airports are monopolies. Airlines,
fractious relationship are airport charges and airports such as the major long-haul carriers flying out of the Asia
infrastructure projects. In the latter case, they pass on the Pacific, have little choice but to operate to them. They
cost of these huge investments to airlines. have to fly to destinations such as London Heathrow,
At IATA’s AGM in Boston at the start of October, the Amsterdam, Frankfurt or even Los Angeles because that is
airline lobby association’s director general, Willie Walsh, where their customers want to go.
had little choice but to object long and loudly to these In normal times most of our region’s carriers served
practices given what has been happening on the airport these destinations daily. Airport and air navigation
charges front in recent months, but particularly in Europe. service charges are a significant component of the cost
Plans by London Heathrow Airport to raise its charges of scheduled flights. Big increases in airport charges will
by 90% certainly appear excessive. Naturally, airports further damage their bottom line as they strive to recover
and ANSPs were quick to react to Walsh’s comments. from the COVID-19 crisis.
The most extraordinary comment came from ACI Europe In most jurisdictions, including Europe and the UK,
director general, Olivier Jankovec, who said: “we should airports have to consult airlines about airport charges
ultimately remember airlines can afford to pay airport annually and give several months of notice of proposed
charges.” Really? changes. It can only be hoped local regulatory bodies,
On what basis can he substantiate this assertion given such as the UK’s Civil Aviation Authority (CAA) in the case
the world’s carriers have amassed losses of some $201 of Heathrow, can refuse to authorize increased airport
billion and have accumulated debt of more than $650 charges at this time. ■
TOM BALLANTYNE
Associate editor and chief correspondent
Orient Aviation Media Group
A trusted source of Asia-Pacific commercial aviation news and analysis
ORIENT AVIATION
OCTOBER-NOVEMBER 2021 / ORIENT AVIATION / 5
ADDENDUM AIRLINES AIRPORTS PEOPLE
IATA boss delivers dressing down to global airports
International Air Transport outrageous. We all want to put revenues collapse by -60% in
Association (IATA) director COVID-19 behind us. But placing 2020 and by -65% in the first
general, Willie Walsh, certainly the financial burden of a crisis of half of this year. “Due to the
lived up to his reputation for apocalyptic proportions on the predominantly fixed nature of
straight talking on the first day backs of your customers, just their costs, airports have been
of the airline lobby group’s because you can, is a commercial unable to reduce them in parallel
Annual General Meeting in strategy only a monopoly with falling revenues,” he said.
Boston, virtually declaring war on could dream up. At an absolute “Rating agencies and financial
airports and air navigation service minimum, cost reduction—not analysts have recognized Europe’s
providers (ANSPs) by accusing charge increases—must be top airports have no margin for more
them of outrageous price gouging of the agenda for every airport cost reductions. Just like airlines,
to recover pandemic losses. International Europe). “Airlines and ANSP. It is for their customer Europe’s airports have posted
In a stinging attack only pay airports if they operate airlines,” Walsh said. historic losses in this crisis.
reminiscent of the combative and only weeks after they Collectively, the ANSPs of “But unlike most prominent
days of former director general, have collected revenue from the 29 Eurocontrol states, the IATA member airlines based in
Giovanni Bisignani, he accused passengers. majority of which are state- Europe, they have not benefitted
airports, particularly major “Airlines are ill-placed to owned, are looking to recoup from the same financial largesse
hubs in Europe, for plans to give us a lesson in preserving almost $9.3 billion from airlines from their governments. As a
hugely increase charges. No the interests of customers when to cover revenue not realized in result, they have had no recourse
Asian airports were named and they refused for months to refund 2020-2021. but to take on massive debt at
shamed, but the price hikes will passengers for flights that could “They want to recover market conditions. Gross financial
certainly hit the bottom lines of not take place, with some still revenue and profits they missed debt at European airports so far
long-haul Asia-Pacific airlines dragging their feet to do so,” when airlines were unable to fly has increased 200% compared
operating into Europe. Jankovec said. during the pandemic. Moreover, with 2019.”
Walsh revealed London But Walsh was taking no they want to do this in addition to For Walsh, that was a
Heathrow Airport planned to prisoners. Other operators he a 40% increase planned for 2022 spurious argument. “Airlines
increase charges by more than named were Airports Company alone,” Walsh said. undertook drastic cost-cutting
90% in 2022 and also said South Africa (ACSA) asking to ACI’s Jankovec retorted IATA from the outset of the pandemic,
Amsterdam Schiphol Airport increase charges by 38% in was painting “a distorted and reducing operating costs by 35%
was seeking to increase charges 2022, NavCanada for increasing flawed picture” of the airport compared with pre-crisis levels,”
by above 40% in the next three charges by 30% over five years industry. He claimed increases he said.
years. In normal times, both and the Ethiopian ANSP raising in charges at airports place “Airlines also sought
of these destinations would charges by 35% in 2021. He said the burden of the recovery government aid, the majority
be served daily by most of the confirmed airport and ANSP exclusively on airlines. “The claim of which was in the form of
Asia-Pacific’s big carriers. charges increases have reached was made that this would stall loans that need to be paid back.
Airports were quick to $2.3 billion and more increases recovery in air travel and damage Of the $243 billion that was
respond. “We should ultimately could be ten-fold this number if international air connectivity. made available to airlines, $81
remember airlines can afford to proposals tabled by airports and This damaging assertion ignores billion supported payrolls and
pay airport charges,” said Olivier ANSPs are granted. the dire situation of Europe’s approximately $110 billion was
Jankovec, director general of “A $2.3 billion charges airports,” he said. in support that needs to be paid
ACI Europe (Airports Council increase during this crisis is Airports in Europe have seen back.” ■
Air services providers deny allegations of price gouging
Air Navigation Services Providers “headline statements from incurred substantial debt as a ANSPs had reduced operating
(ANSP) have strongly refuted the International Air Transport result of plummeting air traffic costs and 86% of members
accusations they are taking Association’s annual general levels. The statements also surveyed also cut capital
advantage of their monopolistic meeting could lead to the undermine the considerable expenditure in 2020, 2021 and
presence in aviation to price- impression only airlines should steps ANSPs across the globe beyond.
gouge airlines debt stricken by be allowed to recover costs. have taken to address their Additionally, the survey
the COVID-19 pandemic. “Yet organisations across the revenue shortfalls.” revealed 73% of ANSPs have
Civil Air Navigation Services entire aviation spectrum faced He said a recent survey of been forced to cover the cost
Organisation (CANSO) director a significant drop in revenue CANSO members regarding of continued operations by
general, Simon Hocquard, said: in the last 20 months and have COVID-19 impacts found 97% of acquiring new debt. ■
6 / ORIENT AVIATION / OCTOBER-NOVEMBER 2021
Battle to overcome passenger vaccine hesitancy
Convincing travellers to return to or until COVID-19 disappeared about the use of personal data
the skies as the world recovers before taking their next flights. (43%), a sentiment also shared
from COVID-19 may be easier There also is a generational by approximately a quarter of
in some countries than others, a difference when it comes to respondents in China.
recent survey charting passenger preparedness to board a plane. Approximately 58% of those
behavior has shown. Older respondents were less surveyed identified pre-flight
Although attitudes have inclined to fly in the next six COVID-19 testing as the most
changed in the past year, with months and most would want to effective personal safety
more than half of those surveyed wait longer. Younger respondents measure for air passenger travel
in the Asia-Pacific (51%) saying are keener to return to the air, confidence. Notably, 70% also
they would be confident to but are more likely to travel with agreed cabin cleanness is the
fly within the next six months trusted airlines. in their attitude to vaccine most important factor in easing
compared with 40% in 2020, Interestingly, when it comes passports. Almost five in ten fear of flying in the pandemic era.
these sentiments are not universal. to travel confidence, 91% of APAC passengers (46%) believe Most APAC passengers
Inmarsat’s Passenger passengers in the Asia-Pacific COVID-19 vaccine passports are a also want adoption of consistent
Confidence Tracker, the largest acknowledged the pandemic good idea. Half of all respondents worldwide safety standards
global survey of aviation passenger changed their long-term travel felt strongly enough about this (63%) and uniform hygiene
behaviour since the pandemic habits. Many will journey closer to issue to have them implemented practices (62%), the position of
began, has compiled responses home, with 36% of respondents immediately. Another 34% agreed the International Air Transport
from 10,000 airline passengers revealing they intend to travel to they are a good idea but said they Association since the pandemic
globally, including 4,500 from the less faraway destinations. should only be introduced after began.
Asia-Pacific (APAC). The results One unequivocal result of everyone has been offered a Inmarsat Aviation president,
revealed Singapore (37%), South the pandemic is heightened vaccine. Philip Balaam, said one of the key
Korea (36%) and Japan (30%) passenger scrutiny of the Australia stands out as being take outs from this year’s survey
have the greatest hesitancy to health precautions and safety the most opposed to the idea of is the number of people who have
travel. The largest proportion of measures of airlines. When digital health documents, with just taken a flight since the pandemic’s
these respondents said either they questioned about this issue, 51% thinking they are a good idea. outbreak has increased from 34%
would wait more than a year to fly survey respondents were unified They are primarily concerned to 58%. ■
China overruled on emissions targets for airlines
IATA may have approved a zero emissions by 2060, not decision by the world’s airlines to
resolution for the global air 2050. However, there were no ensure flying is sustainable. “The
transport industry to achieve seconders for an amendment post-COVID-19 re-connect will be
net zero carbon emissions by so the original proposal was on a clear path towards net zero.
2050, but it was the one item on approved. That will ensure the freedom of
the first day of the association’s Interestingly, minutes later future generations to sustainably
annual general meeting (AGM) it was announced IATA had explore, learn, trade, build
in Boston that did not go through accepted an invitation from CEA markets, appreciate cultures and
unopposed. Chinese airlines, it to host the association’s 78th connect with people the world
appears, are not over happy with Annual General Meeting and over. With the collective efforts
the target. When the AGM called World Air Transport Summit in of the entire value chain and
for comments or opposition to Shanghai-based China Eastern Shanghai next June. supportive government policies,
the proposal there were none in Airlines (CEA), speaking online IATA director general, aviation will achieve net zero
Boston. from China, drew attention to Willie Walsh, said approval of a emissions by 2050,” he said. See
But Liu Shaoyong, CEO of his government’s policy of net 2050 target was a momentous IATA AGM report page 16. ■
Hong Kong LCC receives AOC
Hong Kong’s Civil Aviation region’s newest carrier, Greater for its public transport licence. AOC at this time reflects our
Authority has approved an Air Bay Airlines. The LCC is now “Although it is very challenging commitment to the aviation
Operator Certificate (AOC) working with the Hong Kong Air launching an airline during development of Hong Kong, GBA
for the special administrative Transport Licensing Authority the pandemic, obtaining an CEO, Algernon Yau, said. ■
OCTOBER-NOVEMBER 2021 / ORIENT AVIATION / 7
NEWS BACKGROUNDER
ATR facing most challenging
time in its history as it turns 40
W
ith anticipation seat aircraft are popular with
building for airline customers because of their
ATR’s 40th superior fuel efficiency, compared
anniversary with regional jets, and an ability
celebrations to operate to short runway
next month, the turboprop destinations often in remote
manufacturer is ensuring the locations.
occasion will be special with Until the global outbreak
the announcement of a world of COVID-19, ATR was adding
first customer-centric digitized Asia-Pacific airlines to its client list
initiative designed to support the with several hundred ATR family
digitalizing of the industry in the aircraft flying in the region.
post-pandemic era.
On October 7, ATR unveiled
Major ATR milestones Major Asia-Pacific customers
in recent years have been Lion
its latest addition to its client November 1984: Cooperation agreement between Aeritalia and Group’s Wings Air, Malindo
services suite. The cutting edge Aerospatiale to launch the ATR 42. Air, and when being operated,
Customer Experience Studio, August 1984: ATR 42 makes maiden flight and is certified by Thai Lion Air. Other ATR airline
at its Toulouse headquarters, is European regulators to fly in September 1985. customers in the region have
bringing stakeholders as well as December 1985: launch customer Air Littoral receives first ATR 42. included Air New Zealand,
October 1989: Finnair accepts the first ATR 72 (72 seats) after its
aircraft buyers into the studio Bangkok Airways, Cebu Pacific’s
initial test flight in October 1988 and French certification in the
environment either remotely or domestic arm, Cebgo, Indian LCC,
following September.
in person. First flights of the ATR 42-500 and the ATR 72-500, respectively, IndiGo, and Malaysia’s Firefly.
Equipped with seven in September 1994 and January 1996. “In 1981, our goal was just
cameras, a high performance October 2007: ATR announces launch of ATR-600 series with Air as it is today: to provide regional
sound system, touch screens Maroc receiving the first -600 in August 2011 followed in 2012 connectivity to communities
and virtual reality devices, ATR with the delivery of the first ATR 42-600 to Tanzania’s Precision around the world. Now more
said it is the first of its kind in the Air Services. than ever, our eco-responsible
aeronautical industry. February 2017: ATR and Braathens Regional Airlines conduct first aircraft and dedicated teams
The fully connected studio Sustainable Aviation Fuel flight. are realising their unique values
November 2017: ATR launches the ATR 72-600F, the first
offers, through a series of and purpose. Connecting
purpose-built regional freighter. Three years later, the first of the
interactive digital experiences, more people, businesses and
type was delivered.
“a fully customisable and October 2019: ATR unveils the ATR 42-600S Short Take-off and remote communities than ever
comprehensive touch and feel Landing program. before, helping them to create
tour” of the company’s products September 2021: ATR partners with Braathens Regional Airlines opportunities and transforming
with a key focus of lower and sustainable aviation fuel (SAF) manufacturer, Neste, to achieve lives around the world,” the OEM,
emissions, ATR said. a 75% SAF demonstration flight in 2020 to produce anticipated now jointly owned by Airbus and
“The COVID-19 pandemic emissions reductions of 64%. Leonardo, said.
has deeply transformed our “Who would have thought
lives, however it also has acted how ATR plays a leading role in (42 seats) in August 1984 to when we started out that
as a catalyst in the transmission regional aviation.” the best-selling regional aircraft our aircraft could have made
to new innovative ways of The joint venture between manufacturer in the world. such an impact? So this year,
connecting to our customers and Italian and French aerospace The company has delivered let’s celebrate 40 years of
stakeholders,” ATR CEO, Stefano manufacturers was unveiled more than 1,500 of its ATR family collaboration, connectivity,
Bortoli, said at the launch of the on November 4, 1981. In the aircraft to 200 airlines in 100 innovation, sustainability,
new facility. following four decades, the countries, facilitating the opening excellence, expertise, opportunity
“With this digital-first company has grown from its of 2,095 routes, the OEM said. and advancement. We call it 40
approach it will show, not tell, maiden flight of an ATR 42 200 Its twin engine up to 90 years of making a difference.” ■
8 / ORIENT AVIATION / OCTOBER-NOVEMBER 2021
NEWS BACKGROUNDER
Tsunami of the skies
ahead for India’s airlines
Tata Sons takeover of the country’s national carrier will change India’s aviation sector
forever, reports Anjuli Bhargava.
M
any sectors of its overall condition: jaded, shabby alter. Throughout the history of shift is the dynamics of the sector.
India’s economy and neglected. Indian aviation, private airlines If the Tata’s successfully execute
remain in the On October 8, after one failed have accused the powers that the merger of their two existing
throes of coping attempt to sell in 2018, India’s be of favouring Air India with joint ventures into Air India in
with the shock financially strapped government the disbursal of the best slots, coming months, the new entity
of the global pandemic, but the sold the airline to Tata Sons, a part privileges and treatment given to will emerge as the second largest
country’s aviation industry has of one of India’s large industrial “The Maharajah”. airline in India. It will eventually
been worse hit than most after groups and the conglomerate that Air India and Indian Airlines offer competition to IndiGo, an
the shutdown of flights in March founded the airline close to 89 top management deny the LCC in its worst shape ever due to
2020 and the emergence of a years ago. allegations and counter argue the pandemic. The outcome of this
second wave of COVID-19 in When the deal is completed, most government ministers have strategy will redefine the positions
April and May this year. expected in December, the airline variously favoured some private of India’s other airlines.
Ahead is another shock for will have cost the conglomerate airlines usually for their own gain. It also will change the
the sector following the sale of Air US$2.4 billion. The sale package Post sale, it is hoped India’s operational dynamics of foreign
India to conglomerate, Tata Sons, is made up of $368 million in cash aviation minister and regulators airlines, be it Emirates Airline and
earlier this month. for 100% of the airline plus an will treat all airlines equally. its UAE rivals, Singapore Airlines or
Like all airlines in India, agreement to take on $2 billion of Additionally, since Air India will the American carriers. Several of
the national carrier has been its $8.2 billion debt. lose its position as the national these companies depend on Indian
struggling to survive through the The sale is momentous and carrier, industry sources predict traffic for a large part of their
pandemic. But unlike its rivals, Air historic. With it, the country’s the allocation of bilaterals, slots, passenger demand.
India has been struggling to survive aviation sector is poised to change airport office accommodation, With Tata’s running Air India,
well before the pandemic. Post a forever. The Tata conglomerate, lounges and several other industry these airlines will have a new,
botched merger between Air India widely known in India as the privileges often bestowed on it will well-funded and reasonably hefty
and Indian Airlines in 2007-2008, Tata’s, already has two joint now be available to all. competitor with access to traffic
the airline continued on its venture airlines in its corporate “We should see a much more rights, slots, pilots, technical
relentless path of deterioration portfolio: AirAsia India and 51%- competitive industry emerging as a expertise, and presumably, the
alongside an unending drain on owned Vistara with Singapore result,” Shakti Lumba, an industry determination to make Air India a
the exchequer. Its market share Airlines (49%). expert and a member of IndiGo’s success.
has collapsed to a fraction of its The aviation industry hopes, founding team, told Orient The new Tata entity and
glory days value. Service standards although it is far from certain, Aviation. IndiGo will challenge foreign
have plummeted as has employee that the government’s attitude to Only time will tell, but what carriers who have enjoyed an
morale. The airline’s aircraft reflect privately owned airlines will now will certainly undergo a paradigm almost free reign over Indian
OCTOBER-NOVEMBER 2021 / ORIENT AVIATION / 9
NEWS BACKGROUNDER
traffic, particularly transit, in the scale is critical and that is where management depth. Yes, TCS, many in the industry reckon. A
past. the Air India purchase comes one of the Tata Group companies, former Air India executive director
Depending on the aircraft the in, Otherwise, the group would is profitable, but it is one of the said “mad, bad and dangerous to
newly merged airline decides to face the very real prospect of few in the Tata stable that is. In know” were the three terms used
operate, either Airbus and Boeing continuing to bleed for decades in general, the performances of Tata to describe Lord Byron by his lover,
will win or lose. Pilots, cabin crew India’s brutally competitive skies. Group companies are not shining Lady Caroline Lamb, The same
and aviation managers will have The next question that arises examples of corporate excellence. traits were, in his view, needed in
a possible new employer more is will or can the Tata’s, who set So the question is how will the anyone running the new Air India.
trustworthy than most of the up the airline in October 1932, new Air India owner manage IndiGo’s struggles to attract
existing players. Skilled staff might return the carrier to its previous something as ambitious as this? the right CEO for its plans don’t
jump ship for the security of Tata’s. glory? Former finance and aviation Generally in India there is a offer much consolation. Although
Undercutting of fares, a secretary, Ashoka Chawla, said Air negative attitude to inorganic both founders were keen on a
practice Air India often indulged India was once the “crown jewel” expansions and mergers in younger candidate to head the
without thinking as the bill was not just of Indian aviation but of aviation. It does not help matters airline after former president,
paid by the taxpayer, should global skies. Although it has sadly that the new entity emerging from Aditya Ghosh, was asked to
be less frequent, leading to an lost its “exalted position”, there Air India’s shadow is likely to be a leave, they settled for Rono Dutta
improvement, or at least altered was “no reason”, with correct mix of four different airlines: Air although age was not on his side.
economics, for its rivals. handling, it could not re-enter the India, Indian Airlines and the two Dutta is holding the ship as steady
So in general, it is fair to say “hall of fame”, he said. joint ventures carriers, one full as possible, but his time at IndiGo
the sale of the national carrier will Former boss, Vishwapati service and the other an LCC. can at best be limited.
redefine Indian aviation in ways we Tridevi, echoed this sentiment “Assuming the Tata’s operate Recruiting expatriate talent
cannot yet fully envisage. when he said ”beauty lies in the one umbrella entity, the critical to India’s aviation sector, for love
Tata’s sources have confirmed eye of the beholder and the Tata’s X factor will be how successfully or money, has proved difficult for
the conglomerate will merge can see Air India’s intrinsic value”. they manage to merge different almost all of the country’s airlines.
Vistara and AirAsia India into its The company only needs to get cultures. Even globally, it is Moreover, it is both expensive and
overall airline operations. The the right, experienced hands to recognised most attempts at not necessarily an ideal fit. India’s
details of the mergers are yet to unlock this value, he said. inorganic growth stumble when operating environment is so alien
be announced, but it is expected This is the point at which the marriage of cultures fail”, that many expatriate managers
the final result will be one umbrella doubts begin to surface about the former aviation secretary, Ashok have failed to acclimatize to it,
carrier large enough to contest deal. Do the Tata’s, seen as the Chawla, said. A classic example is failing in the end to deliver.
IndiGo’s hegemony. closest the country has to a “public the merger of Air India and Indian “We are like this only and this
Sources in Tata’s said they private enterprise” have the Airlines. The two organisations is pretty unique!” said a former
were in a Catch-22 situation. The bandwidth to pull this off? remained rooted in their own ministry of civil aviation secretary.
two existing airlines are making Many pundits point out that individual cultures and failed to “India is not everyone’s cup of tea.
heavy losses and unless they attain despite having two airlines on its find common ground. What works quite easily in other
a certain size, this is unlikely to watch, Tata’s has no experience in Another even bigger question countries may not necessarily work
change. “With a 10%-12% share running such businesses because is who will lead the new “khichdi” here.”
between their two assets, the effective control of the two (broth) of carriers? Although So the big question everyone
Tata’s will continue to bleed,” said carriers remains with their joint AirAsia India CEO, Sunil Bhaskaran, is asking : Who will perform this
Lumba. venture partners. It has a freer has been at the forefront of the miracle for the Tata’s?
To get anywhere, they don’t hand at AirAsia India following bid negotiations the group also In the meantime, anticipation,
have any option but to buy an the exit of Tony Fernandes, but has brought in many external excitement and trepidation are
airline like Air India to attain some it still has to sort out Vistara with consultants and advisors. The job ruling the Indian skies following
size. A former Tata nominated Singapore Airlines - be it carrying would require a CEO of the calibre the sale. For thousands of the
AirAsia India board member the partner along or seeking its of David Neelman, founder of airline’s employees and India’s
said to “make good” on the exit. five commercial airlines including entire aviation sector, change is the
investment, reaching a certain Others question Tata’s overall JetBlue and now Brazilian Azul, only certainty. ■
10 / ORIENT AVIATION / OCTOBER-NOVEMBER 2021NEWS BACKGROUNDER
India’s new ultra-low-cost carrier,
Akasa, chasing opportunity post
the COVID-19 crisis
Setting up an airline in India is easier said than done. Here’s why, reports Anjuli
Bhargava.
R
ealms of academic are either ex-Jet Airways or have
literature dictate crises had limited experience in low-fare
are the best times for airline management.
business start-ups. The “This is another drawback
new kid on the block I see for Akasa. The two are
has a clean slate. No baggage so very different animals: a legacy
to speak. It can strike long-term carrier and a full-service one.
deals at rock bottom prices with Not everyone appreciates how
vendors and suppliers and young different the two can be,” said
talent is available at cheaper a former Jet Airways COO,
rates, among a host of factors. speaking on the condition of
All this holds true for Akasa, anonymity.
the newest airline to enter India’s Aviation history, not just
aviation ken, funded by market in India but globally, is littered
mover, Rakesh Jhunjhunwala, and with examples of experts in one
led by Vinay Dube, a former Delta quite often corrupt bureaucracy. Airways old-timer. type of airline operating model
Air top executive brought in by “Who will be Akasa’s Naresh “In today’s scenario, attempting to run the other and
Naresh Goyal to fix Jet Airways Goyal, Jeh Wadia, Vijay Mallya, an already highly stressed failing. In Kingfisher Airlines’
when it was feeling the economic Ajay Singh or Rahul Bhatia ?” environment, many of its rivals, early days, Vijay Mallaya had
and political heat in more ways asks an industry veteran. especially SpiceJet, could see a brought in Alex Wilcox, who set
than one. “Jhunjhunwala is primarily huge pilot exodus to Akasa if it up and worked for JetBlue, an
But industry experts and a financial investor and while buys MAX aircraft. It would have LCC in the U.S. Wilcox quit very
analysts predict Akasa’s going former IndiGo president and a lot to lose if Akasa takes to the soon after he realised Mallya was
may not be as smooth as it or CEO, Aditya Ghosh, holds a small skies,” he said. talking low-cost but thinking and
others think. Several factors are stake in the carrier and is on “I expect them to use their wanting a full-service airline. He
likely to make its road ahead the board, he is unlikely to play heft to delay the newcomer’s felt his expertise was not required
rocky and potholed. Former the role a Naresh Goyal or Ajay plans”, a former ministry of civil for Mallya’s plans.
finance and aviation secretary, Singh (SpiceJet) would in helping aviation secretary said recently. A senior IndiGo management
Ashok Chawla, struck a less the start-up LCC “navigate He said he has witnessed over member said this is more a
than optimistic note when he the complex web of India’s the years many airline chiefs mindset issue than anything
said: “Akasa has chosen the establishment”, a factor crucial spend a fair bit of time “worrying else as all executives carry some
right segment and it has some for its success. about and scuppering the plans legacy from all assignments.
marquee names behind it. But Secondly, Dube, although of rivals”. Competition is better “Practices, service quality
it has entered a crowded space respected for his knowledge killed before it begins is the standards, in fact almost
with established players. Already of commercial aviation, has thinking. everything is determined by the
they have covered substantial very little experience about Another reason why the culture you are groomed in and
ground [in the market].” how Indian aviation operates. industry is not fully convinced of these experiences are never easy
To begin with, airlines in “Aviation is a mug’s game in India the airline’s success is that almost to change or shake off,” he said.
India need a head honcho figure where players spend much time all its senior management is from Another crucial problem
to navigate India’s complicated ensuring things don’t happen legacy airlines. Barring Aditya many see is the newbie’s strategy
rules, circuitous regulations and for their rivals,” said a former Jet Ghosh, Dube and the main team of aiming for an ultra-low-cost
12 / ORIENT AVIATION / OCTOBER-NOVEMBER 2021atr-aircraft.com
NEWS BACKGROUNDER
carrier (ULCC) space, a market call them”. “Two of the biggest “Air India allows 25 kgs receive US$5 million to US$7
category most argue does not factors that allow a Spirit in the check baggage plus 8 kgs of hand million per aircraft in the deal.
exist in India. U.S. or any other ULCC to be so is baggage versus an LCC average Also cash could start coming
“In India, we have low-fare they charge for both checked in of 15 kgs of checked-in luggage. into the ULLC’s coffers as flights
airlines with high costs with and hand baggage. The minute the government are announced six months ahead
some having a slightly lower high “In India, passengers receive allows one airline to charge for and people start booking. Talent
cost”, said former commander, 15 kgs of free check-in luggage baggage, everyone will quickly too will not be difficult to attract,
Shakti Lumba, A combination of and 7 kgs of hand baggage. follow. especially at the mid and lower
high cost airports, high aviation If average fares are around Rs “Conversely, if any airline levels.
turbine fuel (ATF) prices and a 3,000 (US$40) net to Indian does not charge for baggage, it “The ultimate test will
gamut of other factors mean airlines, allowing airlines to will have full loads as India’s flying be delivery. If Akasa executes
airlines in India operate in a very, charge for 22 kgs of baggage, public is highly price sensitive. So its operations to perfection,
very high cost environment,” he it could mean an incremental industry sources say unless rules be it route strategy, financial
said. average fare rise of Rs 500 per allow only one or two airlines management or bringing in
“Charges for landing, passenger.” to charge for baggage and they productivity, efficiency and
navigation and other services at In the U.S. and Canada, actually do it, this ULCC model a sharp focus on costs, it can
India’s main metropolitan airports where ULCCs exist, the behaviour cannot work in India.” succeed because of the poor
are higher than Singapore and of full-service carriers and ULCCs For all the negatives, shape of all its rivals in the skies,”
Dubai by almost 30%-35%. is very different. It’s not as if there is one huge positive for said a former MOCA secretary.
Carriers in India also pay far everyone adheres to the practices a newcomer. Akasa’s biggest Although that, as India has amply
higher rates for fuel, encouraging followed by each other. “The positive is it has not had to survive demonstrated, remains a big if.
the ridiculous practice of [our] market is differentiated enough. through the two years of the In the end, the Indian
airlines refueling in other Those who fly full service (FSC) pandemic, a situation that afflicts flying public stand to gain
countries rather than at home. would not fly with an ULCC. every other airline in India. the most from Akasa’s arrival
“Moreover, unlike the They are willing to pay for the All its potential rivals have in the market. More airlines
U.S. and European countries, conveniences and services a full- reported massive losses and translate into lower fares and
where airlines that offer no frills service airline offers,” explained have balance sheets saturated in more senseless undercutting,
can function out of secondary a former Jet CEO. In India, there red ink. Akasa is starting with a all of which is good news for
airports with lower charges, there is little difference between clean financial slate. With seed air passengers. Taxpayers and
is not this option in India.” fares offered by FSC and LCCs capital funding of around US$100 travellers can only wish the brave
Chawla said at best the although the former provides million, it can easily launch a tidy hearts good luck and hope they
ULCC is a “branding gimmick more services to customers. but small operation and raise make a success of their gamble.
and all players will be as low IndiGo and SpiceJet routinely lose money through sale and lease As the saying goes, you don’t
or high cost as an IndiGo or a fliers to Air India on this count” back. If it orders 70 aircraft, manifest dreams without taking
SpiceJet, whatever you choose to alone. industry insiders said Akasa could chances. ■
Airline leaders predict a “brain
drain” from aviation industry
I
n its Leaders in Aviation Among its other findings “Our new reality will demand
Survey 2021, global aviation was a willingness of 82% of more from leaders, taking in what
recruiter, GOOSE recruitment, respondents to change jobs in they have learnt in this time of
said 60% of those surveyed the next 12 months and a belief, crisis, listening to their employees
believed the pandemic would held by 86% of those surveyed, and creating more empowerment
discourage people from joining that the future would be a hybrid for a better future for aviation,”
the aviation industry. between office and remote Charman said. post-pandemic.
The survey, the first to be working. Other highlights from • 64% estimate it will take
conducted worldwide with The most important skills for respondents in the survey are: two to four years for aviation to
aviation’s C-suite bosses in industry leaders in a pandemic • 79% of respondents had recover to pre-COVID-19 levels.
the pandemic, also revealed are communication, remote adapted their leadership style • 43% expect to increase the
many industry leaders feared leadership and crisis management during the pandemic. size of their teams in the next six
redundancy, furlough and for capability, GOOSE founder and • 78% agreed workers would months but 22% forecast more
their career futures. CEO, Mark Charman, said. expect to be led differently job losses. ■
14 / ORIENT AVIATION / OCTOBER-NOVEMBER 2021E2 PROFIT HUNTER.
A force with nature
Ultra efficient high-aspect ratio wings, new engines and lightweight
materials help to deliver a double-digit reduction in fuel consumption
and the lowest level of CO2 emissions. Inside the cabin and outside,
it’s the quietest aircraft in its class, delivering a 65% reduction in noise
levels around airports and the biggest margin to ICAO noise limits.
The E2 Profit Hunter is a force with nature, not against it.
E2sustainability.com
#ConnectToOurWorldMAIN STORY
AIRLINES FRUSTRATED
AND PANDEMIC WEARY
The world’s aviation chiefs, or most of them, met after a long
drought of face-to-face dialogue at the International Air
Transport Association’s (IATA) 77th AGM earlier this month.
The Boston gathering reinforced the pandemic weary sector’s
frustration with the politics of managing the pandemic.
Associate editor and chief correspondent, Tom Ballantyne, reports.
I
t may have been a relief for the International Air restrictions such as border closures and quarantine can be
Transport Association (IATA) to hold an actual lifted, global standards needed for the adoption of vaccine
in-person AGM, particularly after the postponement and passports and testing and governments must accepting
then unavoidable cancellation of the annual gathering Covid-19 is here to stay and living with it.
planned for Amsterdam in 2020. But if there was a Unfortunately, they are messages many governments,
common theme running through the commentary of speakers particularly in the Asia-Pacific, have been and are continuing
and on the delegate floor it was a deep frustration with the to ignore.
slow path of recovery for the industry strongly influenced by On the environment front, AGM delegates approved a
the snail like pace of governments in lifting border and resolution for the global air transport industry to achieve net
quarantine restrictions. zero carbon emissions by 2050, but even that vote was not a
A majority of the world’s airline leaders did manage to surprise given many member airlines already had announced
attend the Boston AGM, although some delegates could not, their intention to meet that target.
including China’s leading aviation bosses, because of their Industry providers such as Embraer, GE Aviation and
country’s travel restrictions. They had to tune in on-line. others were among those congratulating airlines on their
The result was a hybrid gathering that discussed official confirmation of the resolution.
everything from the environment and sustainability to the But after 20 months of a pandemic during which carriers
future of stellar performer, air cargo, during the pandemic. have grounded a large portion of their fleets, adjusted
But it was, of course, dominated by a single issue: how to networks, dropped routes altogether, juggled schedules on an
restore the industry to the pre-pandemic levels of 2019? almost daily basis and coped with a myriad of complex and
Ultimately, it was an AGM where the messages we have different health rules - not to mention massive losses and
been hearing for more than 18 months had to be reinforced: accelerating debt levels - to some it seemed there was no end in
flying is safe, with testing and vaccination rates increasing sight to the crisis.
16 / ORIENT AVIATION / OCTOBER-NOVEMBER 2021In 2020, airline chiefs were saying 2021 would be better. While 71% of those surveyed thought the air quality on an
Then along came the Delta variant and now they are aircraft matches the hygiene standards of a hospital operating
predicting 2022 will be better. theatre, 59% said they feared the air quality on a plane is
But there is one thing the AGM audience did know. It is dangerous. This thinking seems to indicate, despite an intense
not only do airlines want to fly. Their customers want to fly. campaign involving scientific studies by IATA, Boeing,
There is pent up demand among customers to return to the air Airbus and others to show flying is one of the safest places to
and to travel. “People are increasingly frustrated with be during the pandemic, that this message has not got
COVID-19 travel restrictions and even more of them have through to a large proportion of the flying public.
seen their quality of life suffer as a result of quarantine and At the AGM, Walsh said the survey showed people
closed borders,” delegates were told. wanted to travel and 86% expected to be traveling within six
They don’t see the necessity for travel restrictions to months of the crisis ending. “With COVID-19 becoming
control the virus. And they have missed too many family endemic, vaccines being widely available and therapeutics
moments, personal development opportunities and business improving rapidly, we are quickly approaching that point in
priorities because of them. In short, they miss the freedom of time. People also tell us they are confident to travel. But what
flying and want it restored. The message airlines are sending to those who have traveled are telling us is the rules are too
governments is: COVID-19 is not going to disappear, so we complex and the paperwork too onerous,” he said.
must establish the means to manage its risks while living and “To secure the recovery, governments must simplify
traveling normally,” IATA director general, Willie Walsh, said. processes, restore the freedom to travel and adopt digital
There is no doubt the demand was there, as proven by the solutions to issue and manage travel health credentials.
rise in bookings any time restrictions are lifted, he said. “People are willing to be tested to travel. But they
It was a viewpoint echoed by JetBlue CEO, Robin Hayes, don’t like the cost or the
the U.S. carrier that hosted the Boston AGM. When the U.S.
announced in late September it would be opening its borders
in November to allow fully vaccinated travellers from 33
countries to enter the country, JetBlue bookings increased by
900%, Hayes said.
At the AGM, IATA released a survey conducted in
September that showed 67% of respondents thought the
borders of most countries should be opened now, up 12
percentage points from a June 2021 IATA survey.
Approximately 64% of respondents believed border closures
are unnecessary and have not been effective in containing the
virus - up 11 percentage points from June 2021.
Seventy three per cent of respondents said their quality of
life is suffering as a result of COVID-19 travel restrictions, an
increase of six percentage points over the June poll. The survey
was conducted with 4,700 respondents in 11 country markets, inconvenience. Both can be
including Australia, India, Japan, Singapore and the UAE in addressed by governments. The reliability of rapid
the Asia-Pacific and Gulf regions. antigen tests is recognized by the World Health Organization
With vaccination rates increasing globally, 80% of (WHO). Broader acceptance of antigen testing by
respondents agreed vaccinated people should be able to travel governments would reduce inconvenience and cost—costs the
freely by air. However, there was opposition to making WHO’s International Health Regulations stipulate should be
vaccination a condition of air travel. About two-thirds of borne by governments.
those surveyed believe it is morally wrong to restrict travel to “It also is clear people accept testing and other measures
vaccinated individuals. such as mask-wearing as necessary, but they want to return to
More than 80% of the survey’s recipients viewed testing more normal ways of travel when it is safe to do so.”
before air travel as an alternative for people without access to While nothing is certain given the nature of the pandemic
vaccination. and the ever present threat of new variants, Asia-Pacific airline
The biggest deterrent to air travel continues to be leaders and their counterparts worldwide hope 2022 brings
quarantine measures. An overwhelming 84% of respondents better times for the industry and that when they meet next
indicated they would not travel if there was a chance of June for the 78th IATA AGM in Shanghai, a recovery will be
quarantine at their destination. An increasing proportion of underway. Even then, they are aware a full return to 2019 air
respondents support the removal of quarantine if a person has traffic levels, particularly in long-haul markets, is not likely to
tested negative for COVID-19 (73% in September compared eventuate until 2024 or 2025. ■
with 67% in June) or if a person has been vaccinated (71% in
* Tom Ballantyne “attended” the AGM virtually, unable to fly
September compared with 68% in June). to the U.S. because of Australian Government restrictions on
However, there were some anomalies in the poll results. international travel.
OCTOBER-NOVEMBER 2021 / ORIENT AVIATION / 17COVER STORY 18 / ORIENT AVIATION / OCTOBER-NOVEMBER 2021
PERSON OF
HIS PEOPLE
He hot desks. He has relinquished the airline’s
downtown headquarters. At the carrier’s offices near
the Kuala Lumpur International Airport he works wherever
he finds a seat. CEO and a Malaysia Airlines Berhad
commercial pilot, Izham Ismail, is transforming the mindset and
operating landscape of the national carrier. Associate editor
and chief correspondent, Tom Ballantyne, reports.
I
t may not have been foresight but it certainly turned out Airport, although most employees are working from home. “I
to be prophetic. In mid-2019, well before the pandemic have surrendered the office, giving it back to the Ministry of
turned the airline world upside down, Malaysia Airlines Finance so Malaysia Airlines is a full-blown working from
Berhad (MAB) began experimenting with head office home environment. I don’t have an office now. I just move
staff working from home. In the midst of a restructure around wherever I get a space,” Izham said. Of course, the
aimed at recovering from losses and soaring debt, it was a way carrier still has staff at the airport, working in maintenance
to economize. and cargo, ground handling and at the airport terminal itself,”
The airline’s office is adjacent to Kuala Lumpur Izham said.
International Airport, 80 kilometres from central Kuala Going virtual may have set the airline up to cope with the
Lumpur, CEO Captain Izham Ismail told Orient Aviation pandemic but before the crisis hit it had been on a financial
last month. “It was difficult to attract talent so we asked ‘what and leadership roller coaster ride. After the talents of popular
if we worked from home?’ Not knowing this would be the CEO, Idris Jala, took him to politics as a high level policy
norm today, we started strengthening our infrastructure of troubleshooter in Malaysia’s government, Idris was succeeded
working from home, working virtually. by expatriate CEOs, Christoph Mueller and then Peter Bellew.
“For our staff it meant they did not have to pay for petrol Both arrived and departed within very brief periods of time.
and toll charges and, indirectly, we were able to drive They were followed by Jauhari Yahya, whose reign was
sustainability by shutting down more buildings. When 2020 dominated by two devastating fatal accidents: the
arrived and the world went into crisis, Malaysia Airlines was disappearance of MH370 on a flight from Kuala Lumpur to
an organization ready for virtual operations. In corporate Beijing in March 2014 and the shooting down of MH17 over
Malaysia, MAB was the first organization to go fully virtual.” the Ukraine in July of the same year.
Today, MAB’s operations are largely located in the South As a result, MAB market share “dropped off the cliff” and
Support Zone at Sepang, near Kuala Lumpur International staff morale hit rock bottom, said Izham, a 40-year veteran of
the carrier and a pilot who rose to chief operating officer
‘I reset the management team, the C-levels. I cele- before being appointed CEO in November 2017. In an
brate and respect inclusion so I brought in a new team. exclusive interview with Orient Aviation, he explained how
It did not have baggage and half of them were not even close MAB came to bankruptcy, how staff morale was restored
in the airline industry. and how MAB won over creditors initially reluctant to
Today, the average age of the C-suite is 45 years old. support the airline group’s revamped business plan.
Very young people come in and challenge me. They say
Following the fatal accidents of 2014, MAB was taken
‘hey, I know this is an airline, but what if’?
over by Khazanah Nasional Berhad, Malaysia’s sovereign
People were able to think outside the box. People are
closer to the management team now. Pull down the wealth fund, but the company continued to report losses and
barriers of being superior and subordinate. We are all in debt levels still were climbing. Attempts to reset the
this together.’ organization with the Malaysia Airlines Restructuring Plan,
or the MRP, were of limited success, although the staff payroll
OCTOBER-NOVEMBER 2021 / ORIENT AVIATION / 19COVER STORY
‘I told them – the employees on
the ground in the hangar and baggage claim – I am
not the CEO who walks on the red carpet. I am one of
you guys. This organization helped me and my family. I
have been here for the last 40 years, coming from a very
poor background.
My father earned 30 Ringgit a month. This company
kept me alive. So tell me what’s wrong? By going on the
ground I can hear them. I can feel them. I see them to a
certain extent to really understand their pain’
was reduced by 6,000 employees.
By the time Izham took charge, it was clear much more
needed to be done to save the company. “When I took the job
I said to myself there are so many things I need to fix, where
do I start? I figured out I should focus on the people first. I had
a 100-day plan and I was concentrating on the people. Then I
decided what to do with the business and the biggest problem
at MAB, the balance sheet,” explained Izham.
A key issue was Malaysia’s airline market suffered from
overcapacity, particularly with the presence of LCCs such as
AirAsia. MAB was competing with them on their terms. An 17% pre-2019 to 25% shortly before the pandemic struck.
example, Izham said, was a domestic fare from Seoul to Jeju “In any organization that has been going for many years
Island cost US$290. In Malaysia, 45-minute flights were you have a lot of baggage like overstaffing and legacy processes.
being sold for $25. “I believed strongly the longer MAB was I started introducing the need to put our customers first. In
trapped in that market it would not be able to recover. So, in 2018, we saw a change in customer satisfaction. We were
June of 2019 the team and I decided to go in the opposite seeing traction. Then in 2019 we recorded a record-breaking
direction,” he said. score on the customer satisfaction index, from a low of 67% to
“We went to market with a premium fare, but we 78%-79%. At that time, the customers were coming back to
surrounded the fare with products. When I talk about us.”
products it is not about meals. It is not about the quality of the Restoring morale was a key part of Izham’s strategy for the
food, but our frequency and ensuring we have a good size rebirth of MAB. For two years, he spent a couple of days every
market and capacity in the marketplace, flexibility in week “on the ground”, going in at three in the morning to join
bookings. We improved the customer experience.” the baggage and ground handling teams to help them. “Not
By operating as a premium carrier Izham does not mean to spot check them but to understand their challenges and
luxury. MAB is not an Emirates or a Qatar, he explained. The their problems,” he said.
transformation began to take effect. “In 2017, our net worth “By doing that I could create conversations and they could
score was minus 22. In 2019 it went up to 27 plus. This a 40% take me as equal. On a Friday, for example, at the end of the
movement,” he said. Market share also improved, rising from week, after work ended at 5.30 or 6.30, I would do my evening
20 / ORIENT AVIATION / OCTOBER-NOVEMBER 2021You can also read
