Endeavour Aviation

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AFRAA Championing African Aviation

AIAC Pioneers Of Aerospace

SHARJAH AIRPORT Spreading Their Wings

ETHIOPIAN AIRLINES BACK IN THE AIR

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EDITOR’S NOTE

S

ince long before the Wright brothers took on gravity in 1903, human beings have looked to the skies. The ingenious dreamer Leonardo da Vinci drew up plans for the helicopter in 1493, 450 years before a real helicopter would ever leave the ground.

Centuries earlier, the ancient Chinese hatched plans for hot air balloons, hang-glider-esque kites and even adventurous flying machines powered by fireworks!

Meanwhile, the ancient Greeks warned each other of the fictional Icarus, who dared experience the impossible by flying on man-made wings, but soared too close to the sun.

Flight has re-invented the way we experience the world around us. Suddenly, this planet is much smaller – instead of goods and nations standing a perilous journey apart, everything is in reach, taking hours to get to instead of weeks. For developing markets and countries, aviation can provide an empowering injection of employment and industry, and in wealthy markets, the products and destinations available become almost limitless. Business trips, holidays, trade – this transport that we now take for granted is arguably one of the biggest game changers of modern history (and there’s been a few!)

In 2017, the global aviation industry produced a staggering US $743 billion revenue, at a similarly staggering cost of US $687 billion. Of this revenue figure, US $527 billion was produced by - you guessed it - passenger flights, with the number of flyers having doubled since 2005 and still seeming on the rise.

However, US $50 billion came from cargo shipments.

Since logistics learned to fly, it isn’t only the aviation industry that has soared – as markets grow more dynamic and consumers less patient, every industry can thrive from this easy access to the four corners of our connected, ever-accelerating world.

In Endeavour: Aviation, we look at exciting developments happening in the world’s aviation companies, from commercial airlines to distribution, emergency services and independent enterprises.

Whether you work in this sector, your industry relies on it or you’re simply curious, we hope you’ll come fly with us.

Alice Instone-Brewer Endeavour Magazine | 3

CONTENTS

AFRAA

FEATURES

Championing African Aviation 7 AFRAA

Pioneers Of Aerospace 15 AIAC

21

Spreading Their Wings Sharjah Airport

27

Back In The Air Ethiopian Airlines

32

Sao Paulo’s Global Gateway GRU Airport

40

Delivering Service Excellence New Timehri Handling Services

Soaring To Success 46 Oman Airports Management Company

AIAC 4 | Endeavour Magazine

53

Up, Up And Away Air India

58

Rising To The Challenge Airports Authority of Jamaica

Sharjah Airport

Managing Fire 65 Kishugu

Come Fly With Them 70 Tanzania Civil Aviation Authority

78

The Sky’s The Limit Antigua and Barbuda Airport

82

Feet on The Ground Eyes in the Skies Bahrain Airport Services

88

Sand And Skies Cairo Airport

92

A Flight Of Fancy Entebe Airport

98

High Above Their Competition Kenyan Airport Authority

Ethiopian Airlines Endeavour Magazine | 5

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CHAMPIONING AFRICAN AVIATION AFRAA chevron-square-right https://afraa.org envelope-square afraa@afraa.org

With a vision of overseeing a network of sustainable, affordable and cooperative African airlines, the African Airlines Association is no stranger to thinking above and beyond and is looking to make inroads into more profitable operations for its members.

Written by Amy Buxton

T

he African Airlines Association (“AFRAA”) is a trade association that has sought to bring together airlines of the African Union, since 1968. The reason is simple; to serve, promote and improve the industry, while staying abreast of contemporary initiatives, such as sustainability and affordability, both of which have become significant factors for the aviation sector as a global whole. The importance of a functioning, profitable African airlines industry cannot be underestimated, as it has the potential to contribute significantly to the country’s economic stability.

Speaking about the association’s members, Maureen Kahonge, Senior Manager of Business Development & Communications revealed that, “AFRAA is comprised of 44 airlines that cut across the entire continent, including all the major intercontinental African operators.

The Association members represent over 85% of total international traffic carried by African airlines.”

She went on to explain that outside investment was also welcomed, through a clever partnership programme: “Besides its membership programme, which is restricted to airlines registered and headquartered in any member State of the African Union, AFRAA Endeavour Magazine | 7

AFRAA

also has a partnership programme. The AFRAA partnership programme is open to all nonairline industry-related organisations, which are interested in the development of air transport in Africa.”

There’s no doubt that aviation is an expensive industry to specialise in, so taking the step of welcoming partners aboard was a sensible business plan. The additional members contribute significantly to much needed resources and bring new expertise, relationships and opportunities for progress along with them, all of which is welcome, especially when remaining competitive in today’s marketplace is more important and difficult than ever.

Despite boasting 18% of the world’s population, African air traffic accounts for just 3% of the sector, but there is hope. Figures show that traffic doubles every 15 years and AFRAA members will need to be ready to claim a larger portion of the action, but there are concerns to deal with now, as Maureen highlighted:

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“The main challenge for African airlines is the high cost of operations and most are losing money currently for each passenger carried, while global airlines are making profits. African airlines are overtaxed. The level of taxes and charges is high in Africa if you compare to the other regions worldwide. In intra Europe for example, you can fly 1.5 hours for less than $100 yet in Africa, the taxes range from $50 to $150.

The consequence is higher ticket fares that are unaffordable for African citizens. This situation is a hindrance to air transport development in Africa.”

With African governments continuing to place high taxes on air travel, ground service providers have no option but to charge commensurately. Add in fuel, which is rarely priced transparently and you have the makings for a genuinely untenable situation, minimal growth and unhappy customers. The answer is to improve airport infrastructure and significantly reduce fares and taxes, all of

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which the AFRAA is vehemently lobbying for, according to Maureen; “AFRAA is working with IATA and other stakeholders on a joint approach to coordinate and align strategies that will address the issue of high taxes and charges in Africa. Some of the strategies include: the establishment of economic regulators to ensure reasonable level of taxes and charges, the improvement of efficiencies by Air Navigation Service Providers to reduce navigation charges and the optimisation of fees and charges by airports to increase non-regulated revenues. As AFRAA, our three action pillars contributing actions are: lobbying and advocacy, joint projects and cooperation, studies and market intelligence” Through valuable industry relationships and the supporting of initiatives such as the Single African Air Transport Market, AFRAA is keen to make a tangible difference. Sharing opinions, experiences and best practices with similar associations around the world is of paramount

importance, but so is constant evolution. If you stay static for too long, potentially beneficial developments will simply pass you by, which is why AFRAA has sought to keep things moving. A flagship move has been the recent replacement of outdated mission, vision and strategic objectives, so as to better serve the 44 member airlines.

Having welcomed five new airlines as members in 2019, the updated core values were a timely investment, as was the introduction of the AFRAA Aviation Consultancy Unit. Maureen explained what this has been designed for; “The objective is to support African airlines and to establish efficient and effective strategies that will help them gain leverage in the market.

The Consultancy Unit will provide datadriven studies that are aimed to build winning strategies and business plans to achieve the airlines’ goals.”

Part of a wider objective to become a recognised hub for all things aviation, this unit

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CHAMPIONING AFRICAN AVIATION

will allow African airlines to be at the forefront of industry developments, while working in accordance with proper governance and fair management. Maureen went on to announce another refresh as well: “The quarterly magazine of AFRAA was rebranded in 2019. The name changed from “Africa Wings” to, “African-Skies”. The magazine now carries a new look in line with the new strategic direction. This change goes hand in hand with our focus on continuous efforts to increase sustainability of African airlines, also embedded in our slogan, ‘Better skies for Africa’.”

This might seem like a lot of change, all within the space of one year, but it’s important to remember how fast-paced the aviation industry actually is. Fully guided by the expectations, demands and budgets of customers, airlines need to stay at the top of their game if they are going to continue tempting new and frequent flyers to choose them as their carrier of

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AFRAA

choice, which is why change is constant. From digitisation of services to new technology, fleet designs and operating standards, nothing stays the same for long and Maureen made it clear that AFRAA is aware of that fact. “As we expect more and more passengers in the years ahead, the industry needs to tackle the challenges related to its future expansion: safety, security, environment, infrastructure both on the ground and air, regulation, capacity building, market access and operational costs, among others. We launched a new action plan and set up a new organisation structure in 2018. The purpose is to better serve our members’ needs.

We have also redefined our priorities.”

At the top of the priorities list is safe, reliable air transport and to be an advocate, as well as a shining example of them, through its members, but coming a close second is the fight for a more fiscally sustainable industry. Advocating for lower taxes, cheaper fares and reduced ground support is a focal point for AFRAA, as it

12 | Endeavour Magazine

understands that this could be the final hurdle to letting African airlines take their place on the global stage. If the association wants “better skies for Africa”, it knows that change happens from the ground up and that’s exactly what Maureen and her colleagues are fighting for, every day.

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PIONEERS OF AEROSPACE AIAC chevron-square-right https://aiac.ca phone-square +(613) 232-4297

Striving to maintain Canada as a global aerospace champion, the Aerospace Industries Association of Canada balances beneficial professional relationships with innovation to generate the ideal circumstances for growth and success.

Written by Amy Buxton

F

or over fifty years, the Aerospace Industries Association of Canada has worked with its members to develop what is today the fifth-largest national aerospace sector in the world. By collaborating with industry and government to develop products, services, programs and policies that enhance Canadian aerospace companies, AIAC helps the industry to invest, innovate and develop best-in-class capabilities in the civil, defence and space sectors.

Jim Quick was appointed President & CEO of the Aerospace Industries Association of Canada in 2011. Under his leadership, AIAC has worked closely with federal and provincial governments to strengthen the Canadian aerospace industry’s competitiveness both at home and abroad. “Aerospace stands as one of our country’s proudest achievements, providing nearly 215,000 jobs and $25.5 billion annually to the Canadian economy. By building the fifth-largest aerospace industry on the planet, the Canadian aerospace sector is a true source of pride for Canadians. But it’s also a sector facing increasingly fierce global competition,” said Mr. Quick.

With this in mind, it comes as no surprise that there are a number of exciting initiatives Endeavour Magazine | 15

AIAC

already being put into practice to benefit the Canada’s aerospace industry in coming years. Most recently, Mr. Quick led AIAC’s launch of Vision 2025, a plan that charts a course for industry and government to ensure Canada’s continued leadership in the global aerospace sector, setting new growth targets for aerospace employment, GDP contribution and exports. This Vision 2025 was launched just over a year ago in an effort to highlight the ever-growing importance of this industry to Canada’s government and members of the House of Commons generally. This panCanadian initiative has started a new dialogue to protect Canadian jobs and secure Canada’s future as an international aerospace champion.

AIAC has been travelling across the country for more than a year engaging members, federal and provincial governments and the more than 200,000 employees that depend on aerospace. This endeavour led to the creation of a comprehensive report that

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outlined a number of recommendations for the continued growth and stability of the industry, which has been used to plan future strategies. Securing Canada’s future as a global aerospace champion is the highest priority for AIAC and one that has long been on the cards, as the Hon. Jean Charest, Chair of Vision 2025, reminded us: “80 years ago, Canada’s decision makers committed to making the country a global leader in aerospace. They were visionaries. The time has come for us to renew that commitment,” said Mr. Charest.

What happened all those years ago, you might be wondering? Canada had an energised contingent of political and industrial leaders, both of which pooled their resources and enthusiasm to leap on an opportunity to maximise the country’s technological and monetary advantages. The global aerospace industry was still relatively small and those in powerful positions recognised that Canada had more than just the requisite technologies to get involved. Being in such close proximity to the United States also afforded a number of extra advantages and so, Canada joined the space race. What followed was a period of industry change and development that moved exponentially faster and more competitively than anybody could have predicted, bringing us to now and a need for Canada to stay at the forefront.

Times have changed, rapidly. Powerful new and competing economies have entered the market; disruptive technologies are reshaping the industry at an accelerating pace. What hasn’t changed is the need for vision, investment and partnership. Canada is at a critical turning point – if it is to remain a global aerospace champion, it needs a bold new vision for the industry, fully aware of the new realities and building on its strengths to keep it at the forefront of discovery and innovation. AIAC feels that Vision 2015 is that plan: it is charting a new course.

Despite enjoying impressive rankings in terms of global manufacturing of flight simulators and business aircraft production, there is no room for complacency. Every member of the AIAC, from small through to large and experienced

PIONEERS OF AEROSPACE

Endeavour Magazine | 17

AIAC

companies, understands that nothing can be taken for granted and that a historically successful operation cannot survive in legacy alone. As if to reinforce this stark warning, employment rates within Canada’s aerospace sector has decreased by 5% and the sector itself contributes 4% less to the GDP, since 2012. So, what can be done?

A vital element is increasing spending and investment by appealing not only on a domestic level, but also globally, to the right companies and backers. This is a cornerstone of the Vision 2025 initiative and calls for every stakeholder to come together and commit to thrusting Canada forward into the marketplace.

Vision 2025 will be the catalyst for this new approach to Canadian aerospace growth and leadership, if government and industry work together and make this an urgent priority. The priorities and areas for increased collaboration identified in AIAC’s report represent steps that must be taken if Canada is to seize the

18 | Endeavour Magazine

opportunities that lie ahead. With the rising global middle class, the demand for aircraft is predicted to double in the next 15 years. There is also an expected increase in military spending and a greater worldwide commitment to space.

By making the right decisions today, AIAC feels that Canada will have a major share of this growth.

With the right collaborative partners on board, AIAC is confident Canada’s aerospace sector can generate an extra $7 billion in GDP contributions, offer 55,000 extra jobs and create $4.5 billion in exports, but the going will still be tough, as success hinges on the meeting of six identified priorities. Covering the allimportant issues of providing proper support for the workforce, backing for a number of small and medium enterprises, grasping chances to innovate new technologies, investing in Transport Canada, maximising leadership opportunities and securing government partnerships, these priorities are critical. The

PIONEERS OF AEROSPACE

AIAC shows no signs of backing away from this self-appointed challenge – if anything it is more determined than ever.

AIAC’s goal is to define a common vision and priorities for the industry and then identify opportunities for greater industry–government collaboration to achieve our targets. Those opportunities require the redoubling of its efforts to pursue success not only for the industry, but for Canada as a whole. In the coming months, AIAC’s technical committees will engage with government partners to ensure the collaborative ideas set out are acted upon. The association feels that the possibilities are endless with this new collaboration: with industry and government working together to realise a shared vision, it believes that Canada’s leadership in the global aerospace industry will be secured.

Aims without vision are futile, just as actions without commitment are fruitless, but the AIAC suffers neither of these common business

maladies. Seemingly, the only thing standing between it and celebrated success for the Canadian aerospace industry is time, but with a clear roadmap as to how every minute will be put to good use, there is little doubt that 2025 will see the realisation of an ambitious, pridefuelled vision.

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SPREADING THEIR WINGS Sharjah Airport chevron-square-right www.sharjahairport.ae phone-square +971 6 558 1111

It’s the holiday season again for many of us, and that can mean a period of travel.

Whether you’re jetting off on holiday or traveling to visit far-flung family and friends, or even squeezing in that one last business trip, many of us will see the inside of at least one airport this winter.

Written by Alice Instone-Brewer

W

hen we spend so much time in airports – usually hours before and even after our flight – it’s extremely important that they’re as well run and customer friendly as possible. After all, they bookend our trips, and our experiences in them can leave a lasting impression on whether or not we had a positive time away. As some of us get ready for our own holiday travels, and others nations stay hard at work, we spoke with Chairman of Sharjah Airport Authority (SAA) Ali Salim Al Midfa about how the airline has achieved its current success, and the ambitious plans that it has set in motion for 2022.

Sharjah is the third largest and most populated city in the UAE, following Dubai and Abu Dhabi. The first flight landed there in 1932, and ever since then, its success, and that of Sharjah itself, have always been closely linked. December is the third busiest time for the airport, in terms of passenger aircraft, unsurprisingly surpassed only by July and August. In these three holiday months, the number of aircraft on the move through the airport is in the 7 - 8,000.

As Al Midfa told us, the airport “benefits from Sharjah’s strategic location and welldeveloped, diversified economy”. As the official Endeavour Magazine | 21

SHARJAH AIRPORT

airport for Sharjah, it handles a great amount of traffic in both travel and trade, and with a high number of passengers and flights passing through it, its smooth operation is paramount.

Al Midfa assured us that under SAA’s guidance, the airport “provides excellent services and facilities to our passengers and partners.”

However, the proof is always in the pudding, and in this case, Sharjah Airport comes up trumps: in 2019, the international airline database OAG ranked Sharjah first in the Middle East and North Africa and fourth internationally in terms of punctuality and on-time performance.

This is not an award, but a statistic, meaning there is no potential selection bias at play – just the data.

As well as applying this efficiency to their passenger flights, SAA also runs a tight cargo operation, aided by E-cargo processes and a carefully designed modern infrastructure which allows it to operate in an eco-friendly way. These services aren’t just limited to the air,

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either; SAA offers an inter-airport connectivity service through its ground handling crew, taking on any and all cargo, including dangerous goods, perishables and even livestock. To top it all off, it offers this service for a full 30% lower than its competition.

Under Mr Al Midfa’s leadership, Sharjah Airport has experienced record growth in terms of both passenger numbers and cargo.

Last year, more than 12 million passengers used Sharjah Airport, and this is projected to keep growing. In response to this, SAA has devised an ambitious and thoroughly planned AED 1.5 billion expansion for the airport. Al Midfa is overseeing the expansion project, which will increase the airport’s capacity to 20 million passengers by 2025. “The project includes the expansion of the existing terminal building, which will include two departure halls and two passport control areas to maintain the flow of passengers through the airport. A new VIP lounge with a separate entrance and exit will

SPREADING THEIR WINGS

serve businesspeople in the UAE. Inspired by the fact that Sharjah is the Cultural Capital, the exterior of the terminal building will be shaped like the wing of a plane ending in a structure shaped like a book.”

As Al Midfa told us, part of this growth is thanks to the directives of His Highness Sheikh Dr Sultan bin Mohammed Al Qasimi, Member of the Supreme Council and Ruler of Sharjah, and His Highness Sheikh Sultan bin Mohammed bin Sultan Al Qasimi, Crown Prince, Deputy Ruler of Sharjah and Chairman of the Sharjah Executive Council. Input from this high level shows the airport’s importance to Sharjah, and the UAE as a whole, as an essential transport link. The leaders had close involvement in the development process, including reviewing and approving of the final plans.

In conjunction with this expansion, the airport’s services also continue to grow, with many new airlines joining Sharjah’s regular

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Endeavour Magazine | 23

SHARJAH AIRPORT

roster even in these years that run up to its completion. “Sharjah is the preferred airport for many international airlines entering the region’s markets,” Al Midfa told us, “And we welcomed a number of new airlines in 2018 and 2019.” These new airlines include the first Pegasus Airlines flight from Sabiha Gokcen International Airport in Istanbul, Pakistan International Airlines’ inaugural flight from Sialkot, Cham Wings Airlines’ first flight from Damascus and the first Jordan Aviation flight from Amman. As well these new flight routes, the airport also receives unscheduled weekly flights from a number of charter airlines in Russia and Central Asia, including Russia Air, Royal Air and SCAT Airlines.

To support this boost in traffic and activity, SAA isn’t just investing in its terminals. Its expansion plans also include improvements to the road access to the airport. As part of a planned new 1,200m road network, a new bridge to the airport has already been opened, representing an AED 85 million investment.

In further preparation, the airport has also added 1000 new parking spaces to its lots, and added a range of new facilities to improve the ease of passenger flow through the airport, including smart gates and a Sharjah Airport App that includes flight tracking, a boarding pass scanner, interactive map, and a chat box to offer support.

Meanwhile, on the marketing front, SAA also made a deal with Provantage Media Group earlier this year. Provantage specialises in commercial advertising at international airports - in other words, it manages the many posters on terminal walls (digital and physical), adverts in in-flight magazines, and other instances of advertising space within an airport. In an effort to boost its business revenues through making the best use of such spaces, SAA signed an agreement with Provantage to allow it to manage these spaces for the next eight years, which will therefore carry over into the launch of the new areas of the terminal once they are constructed.

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Al Midfa was appointed as Chairman of Sharjah Airport Authority in April 2014 by His Highness Sheikh Dr Sultan bin Mohammed Al Qasimi, Member of the Supreme Council and Ruler of Sharjah. He originally joined the airport in 1996, and held a number of different managerial posts before becoming a Director of the airport in 2005, and Director General in 2012.

In total, from both Sharjah Airport and previous positions, he has 23 years of experience in the aviation industry; he was twice elected Director of Airports Council International (ACI) AsiaPacific Region, and also holds several posts with international aviation bodies, including Chairman of Sharjah Aviation Services (SAS), and Chairman of DUFRY Sharjah. He uses this experience not only to keep an eye on the competition, but to support his people from the ground up: “I make it a point to stay abreast of new management practices at international airports. I also visit the departments at Sharjah Airport Authority to provide support to the teams.”

Under Al Midfa’s leadership, Sharjah Airport continues to strengthen its position as a global gateway to the UAE, not only expanding its capacity, but investing in the improvement of customers’ experiences, as well. A company can grow in capacity, but to the detriment of its smooth operations, but through thoughtful additions like its app and even these new roadways, SAA is making sure that it supports everyone who comes through its gate. Al Midfa believes that this customer care has already tremendously helped in Sharjah Airport’s growth, and that SAA is ready to meet future challenges with innovations and creative solutions.

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BACK IN THE AIR Ethiopian Airlines chevron-square-right www.ethiopianairlines.com phone-square +251 116 179900

Ethiopian Airlines’ name has been in the media a lot lately, but not always happily so. Shortly after the famous Boeing crash in March, we caught up with the company to see how it was responding.

Now, as 2019 comes to an end, we returned and spoke with Tewolde GebreMariam, Group CEO of Ethiopian Airlines, to see what was new for the company, and why this is still an airline of importance.

Written by Alice Instone-Brewer

E

thiopian Airlines (Ethiopian) has been in operation for 73 years, and in that time, it has become one of the continent’s leading carriers, unrivalled in efficiency and operational success. It works in close collaboration with a number of entities, providing passenger and cargo services to 125 destinations around the world. The organisations it works with include not only other airlines and businesses, but governments and NGOs. These connections are testaments to the high esteem that the pan-African airline is held in.

The Ethiopian Airlines Group is the largest aviation group in Africa, and a SKYTRAX certified four-star global airline. It has a history of being known for its efficiency and, above all else, safety, and this reputation was well earnt.

However, more recently, its name has been heard in connection with a great tragedy.

On March 10th, an Ethiopian Airlines flight crashed only six minutes after take-off from Addis Ababa, the Ethiopian capital, in clear weather conditions. Tragically, all 157 people aboard the Boeing 737 MAX 8s were killed. This incident has been well reported on since, and we even spoke with Ethiopian Airlines earlier this year to talk about the crash. The fault for the event has been found to lie squarely Endeavour Magazine | 27

ETHIOPIAN AIRLINES

with Boeing, whose 737 MAX 8s had been engineered with faulty sensors. Yet, this does not mean that Ethiopian was unaffected, both emotionally, in terms of publicity and, most severely, through the loss of members of its team.

Even though the airline wasn’t directly at fault, it still reached out to the families of those affected and sent them compensation. It was a difficult time for all involved, and for an airline, a high-profile disaster like this is both tragic, disheartening, and a dark cloud of concern for business. Still, the company will not let this incident dishearten its commitment to the standards that have previously set it apart and ahead in the continent. This reputation still stands true; the Group received the African Champion of the Year Award at the CEO forum event held in Kigali, showing the high esteem that the airline is still held in, and deservedly so.

Other recent acknowledgements have included its CEO’s induction into the African CEO’s Hall of Fame during the African Leadership Magazine’s Persons of the Year ceremony, and an acknowledgement received from the global civil society, Most Influential People of African Descent.

28 | Endeavour Magazine

The Ethiopian fleet includes aircraft that Tewolde described as “ultra-modern and environmentally friendly, such as Airbus A350, Boeing 787-8, Boeing 787-9, Boeing 777-300ER, Boeing 777-200LR, Boeing 777-200 Freighter, and the Bombardier Q-400 double cabin. This modern fleet is kept young, with the average age of aircraft coming in at five years. Not only is it young, but it was first-wave, as Ethiopian was the first airline in Africa to operate any of these aircraft.

As a Group, Ethiopian is currently working towards its Vision 2025 plan, a 15-year strategy that began in 2010. This plan seeks to promote Ethiopian as the African leader in not only its airline, but all six of its business centres: Ethiopian International Services; Ethiopian Cargo & Logistics Services; Ethiopian MRO Services; Ethiopian Aviation Academy; Ethiopian ADD Hub Ground Services and Ethiopian Airports Services. Many of these are already enjoying continent-wide success. For example, Ethiopian Cargo & Logistics Services is Africa’s largest cargo operator, and was recently awarded ‘African Cargo Airline of the Year’ and ‘Air Cargo Brand of the Year in Africa’ for the fourth year in a row at the STAT Times International Awards for Excellence in Air Cargo. Working towards this vision has seen Ethiopian become the fastest-growing airline in the whole of Africa, registering an average growth of 25% in the past eight years.

Of course, Ethiopian’s key asset continues to be its staff, and the group knows it. Its Human Resources Development plan is one of the four major pillars of Vision 2025.

Currently, the company employs over 16,000 people, and all of these staff require training in order to perform their roles to a standard of excellence. Much of this training takes place at the Ethiopian Aviation Academy. This Academy has operated since the 1960s and continues to be one of Ethiopian’s key business centres. The group had continuously invested in the growth and efficiency of the Academy, meaning that today, it is the largest and most modern aviation academy in Africa. “Today”, Tewolde told us, “The Academy is the largest aviation training centre in the continent, with a capacity

ETHIOPIAN AIRLINES

to accommodate 4,000 trainees per annum in all major aviation areas.”

Over only the last few years, the Group has invested over $100 million in the Academy, and its development continues: “We aim to multiply trained aviation professionals across the African continent. Our state-of-the-art aviation academy has been built to create best African aviators for Africa. We invite all to come, learn and become an aviation expert.”

In addition to training aviation skills to new and developing personnel in its Academy, both to future members of staff and individuals who will work elsewhere, Ethiopian Airlines also places great importance on training its staff for managerial positions, and promotes from within wherever possible.

This highly motivated and well-trained team faces many challenges, however. Aviation operations have become more expensive in Africa than they are elsewhere in the world, including high jet fuel price, ground handling costs, taxes and airport charges. On top of these challenges, restrictions in some African countries mean that Ethiopian is not able to expand as it would like. Furthermore, the Single African Air Transport Market initiative is still in its development stages.

Tewolde has been with Ethiopian Airlines for over 35 years, during which time he has worked in various roles in the cargo traffic handling department, which eventually led to him becoming the manager of that department.

From there, he worked his way up, via roles that sent him from location to location, including Regional Director for India and South East Asia, Area Manager for Saudi Arabia and Area Sales Manager for North East USA and Canada. His roles later included Executive Officer of Marketing & Sales and, lastly, COO, before finally assuming his role as Group CEO in 2011. This full and active career within the airline has given Tewolde an insight into the company’s operations from the ground up, and in a number of countries, which puts him in a fantastic position to lead the Group with wisdom and personal experience.

With this experience behind him, we asked Tewolde what he felt was the key to leadership, 30 | Endeavour Magazine

especially in a company that is so successful and yet has, recently, gone through such a hardship: “Effective leadership is all about motivating and rallying a team towards a clearly defined vision. I believe that hard work lies at the heart of success. There is no substitute or short cut to success other than working hard to achieve your goals.”

Given the success of the Vision 2025 strategy, Tewolde has plans to implement a similar level of ambitious focus again once this goalpost is met. “We will soon unveil a new strategic roadmap, Vision 2035, which aims to scale up the growth we have been achieving so far substantially. The plan will not have much of strategic or business model change, but it will be by and large scaling-up our fast, profitable and sustainable growth strategy that we have achieved in Vision 2025.”

The company continues to be confident in its vision and systems, and is working diligently towards its 2025 Vision without letting a trying year throw it off course. With over 70 years’ experience behind it, and the challenges of this year faced with strength and compassion, it seems certain that the company will rise triumphant.

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SAO PAULO’S GLOBAL GATEWAY There are few places in the world capable of making the likes of London and New York feel positively provincial, but, as anybody who has visited or lived in the city will agree, Sao Paulo is undoubtedly one of them.

WRITTEN BY DJAMIL BENMEHIDI

GRU AIRPORT

It would be difficult to find a greater contrast than that between Sao Paulo and its more flamboyant neighbour, the samba city of Rio de Janeiro – a destination that somehow manages to be chaotic and serene all at the same time.

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here Rio is chic and sexy, Sao Paulo is a juggernaut - an enormous, almost intimidating metropolis that isn’t so much a sensory overload as a full-on assault. Not that this

is intended as a slight upon the city; Sao Paulo is cosmopolitan, rich in culture, and complex. It is a place of many layers, and understandably tourists, travellers, and backpackers have flocked here by the million over the decades to get lost in it all - an easy thing to do in a city that is 20 million-strong.

However, since Brazil’s gradual emergence as a bona fide world power in the making, the city has gained a reputation altogether more serious. In keeping with its standing as a leading international business and financial centre, today Sao Paulo is regarded as one of the world’s leading Alpha cities, alongside the likes of Dubai, Seoul, Frankfurt, Brussels and Miami. Throngs of people are now as likely to arrive here to do business as they are to soak up the sights, sounds, colour and culture.

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of scale, 36.6 million people passed through GRU’s gates last year

region at the heart of Sao Paulo, the airport is not only the largest in the country but in the whole of Latin America. To provide a sense alone – a colossal number that accounts for more than 65% of all international passenger flow into the country. To manage such

34 | Endeavour Magazine

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GRU AIRPORT large volumes of passengers, more than 40 airlines operate out of

broken, and today six of Brazil’s leading airports, including GRU

the airport, including prestigious carriers such as Emirates Airlines,

International, are in private ownership, with a further four to follow

who are set to launch their first Airbus A380 Superjumbo service

this year. Naturally, the effect of this transition has been great, and

to Brazil this year, along with Delta, Lufthansa, Air Canada, and

the airport’s component companies – the airlines, retailers, logistics

KLM, linking the city to more than 100 national and international

companies, government agencies and handling companies, among

destinations.

others – have increasingly worked in collaboration to ensure a level

The airport’s transport services aren’t limited only to passenger

of service delivery that is high-quality, efficient, and safe.

traffic, as GRU’s COO, Miguel Dau, was keen to stress: “In addition

Speaking on the effect that this change of landscape had on

to being a platform for the air transport of passengers, the GRU

GRU and the wider industry, Miguel Dau explained: “With the end

Airport operates in logistics and is responsible for storage of 41%

of Infraero’s monopoly, greater competition among the companies

of all cargo imported and exported in Brazil by air. In the commercial

that manage the airports has led to improved levels of service and

area, the airport has contracts in different segments, such as retail,

cost-effectiveness.

VIP rooms, parking, real estate development and advertising space, among others.”

GRU International Airport holds a prominent position in the industry, mainly from being located in the largest economic center

Suffice to say, business is booming, and it is no coincidence that

of the country and our connectivity with the main Brazilian cities,

GRU International’s rise to prominence has come about following a

as well as leading destinations in the United States, Europe, Asia

decade-long economic boom in Brazil between 2003-2014, and the

and Africa. Today, GRU has double the passenger-handling capacity

federal government’s decision to gradually privatise the country’s

of the next airport behind us, and accounts for 65% of international

airports soon after. Whereas once, all of the country’s 66 airports

passenger flows into Brazil. Such factors and characteristics should

were owned and managed by Infraero – a state-owned company

keep GRU as the main airport in the country for the foreseeable

that monopolised the market – this monopoly has since been

future.”

36 | Endeavour Magazine

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Endeavour Magazine | 37

GRU AIRPORT To help ensure that it maintains its standing as an international airport with service standards that are of the highest caliber,

as the world’s second most punctual airport in 2016,” Miguel explained. He continued:

the airport’s frontline and backroom staff play an integral role in

“All this is the result of actions not only to improve the physical

ensuring passengers enjoy a superior customer experience. As the

structure of the airport or investments in new technologies, but

country’s leading airport, GRU International is an ambassador of

mainly the commitment of employees to make the airport a pleasant

sorts for Sao Paulo, and as a result no expense is spared to ensure

travel experience, both for those arriving or leaving São Paulo.”

that all airport staff are trained to the highest standards, so as to

With regards to what the future holds, the signs are promising.

ensure the highest levels of service. Miguel is proud of his staff, and

It is well-known that the Brazilian economy has struggled greatly

is under no illusions as to their importance in driving GRU’s success

in recent years, and yet for all its difficulties GRU International has

to ever greater heights over the years to come.

for the most part escaped these difficult times unscathed. For the

“Today, the airport has about 1,400 direct employees.

Altogether, there are 30,000 direct and indirect employees.

Over the past four years, the airport has invested considerably in training employees to improve the quality of services and

sector in general, there is significant growth potential, and many industry experts are of the opinion that come the turn of the year, an anticipated upturn in economic fortunes should help stimulate demand for both domestic and international services.

increase operational efficiency. The adoption of a collaborative

At GRU International itself, the coming years will see the airport

policy involving all stakeholders also contributes greatly to improve

continue to expand and modernise, as it strives to take its operations

the airport’s image among users. Between 2015 and 2016, GRU

and service standards to the next level. Following the success of an

was considered in its category (over 15 million passengers) the

airport upgrade just prior to the 2014 World Cup, conducted in

best airport in the country in the Passenger Satisfaction Survey,

partnership with communications and IT solutions provider, SITA,

sponsored by the Civil Aviation Secretariat (SAC). In the ranking

more work is in the pipeline for 2017. Having provided critical

of OAG (aviation specialist British consultancy), Guarulhos appears

systems for the 2014 airport transformation, including the airport

38 | Endeavour Magazine

operations database, resource manager, flight information displays, and automated passenger announcement system, SITA will once again assist in the ambitious Terminal 2 modernisation project.

Miguel concluded the interview on this point, stating: “Today, the main work in progress is the Terminal 2 modernisation project, which should be completed by the end of this year. The project will expand the capacity of operational areas such as check-in, X-ray inspection, baggage claim, and passport control. As a parallel work, the dealership has been intensively acting on the commercial area, seeking new contracts with retailers, airlines, and logistics companies, among others.

In this context, we set up contracts with Dufry to open two large stores in Terminal 2, with the Peruvian Retail Services, which will have four new stores at the airport, with SouthRock, which will bring to the airport brands well-known by buyers, such as TGI Fridays, among other businesses. The goal for 2017 is to further expand the range of services to passengers, especially in the food court, shops, and new travel destinations.”

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Endeavour Magazine | 39

NEW TIMEHRI HANDLING SERVICES WWW.TIMEHRIHANDLING.COM // 592.261.3021

DELIVERING SERVICE EXCELLENCE Guyana’s new government has pledged to re-pivot the Guyanese economy away from its traditional reliance on agriculture and commodities, in favour of an ambitious economic diversification scheme which will help open the country up the world, not to mention the investment riches that this will bring.

WRITTEN BY DJAMIL BENMEHIDI

NEW TIMEHRI HANDLING SERVICES

Thanks to Guyana’s quite outstanding natural beauty, tourism will be an important mechanism for economic growth in years to come, and the country’s aviation sector and leading airport, the Cheddi Jagan International Airport (CJIA), the instruments to achieve it.

A

s Guyana’s leading airline ground handling services provider,

over 180,000 visitor arrivals last year, Guyana’s aviation sector is

New Timehri Handling Services – a company which, thanks to

under great pressure, as it faces the unenviable task of not merely

its international standard professionalism and dedication to

sustaining but improving the customer experience of large flows of

employee excellence, has long enjoyed industry leader status - will

tourists, whilst at the same maintaining its vigilance in the face of

play a less visible, but no less important frontline role in facilitating

the ever-present threat of international terrorism. It’s little wonder

the growth of Guyana’s budding tourism sector. Endeavour

that the aviation sector, and the airline ground handling sector, in

Magazine spoke to New Timehri CEO, Maurice Gajadhar, to find

particular, is such a tough, competitive field in which to operate –

out more.

in the face of such challenges, not to mention tight profit margins,

As an economic sector which accounted for 9.8% of global GDP

only the best survive.

last year – equivalent to US$7.6 trillion - tourism’s role as an engine

As Cheddi Jagan International Airport’s primary airline ground

for wealth creation, and catalyst for socio-economic development

services provider, New Timehri Handling Services Inc. knows this all

in developing countries is well-known, not to mention valuable

too well, and has established a longstanding reputation as an outfit

for the countries with the natural gifts to host it. Few countries

which delivers the best airline ground handling service delivery in

in the world are fortunate enough to enjoy the wonderful natural

the business, whatever the demands or circumstances.

gifts Guyana enjoys, however; the potential of its nascent tourism sector is truly incredible.

Established in June 2001, following the collapse of its former parent company, Guyana Airways, Timehri Handling Services

Guyana is nature unspoilt. Its spectacularly bio-diverse

provides a range of services to the largest airlines currently

rainforests have escaped the plight faced by the forests of its

operating out of CJIA, including passenger check-in and baggage

neighbours, and remain lush and unspoiled. Its rolling green

handling services, flight operations assistance, ramp services,

savannahs, and the ancient mountainous highlands of the Guyana

ground equipment leasing and maintenance, loading and unloading

Shield are no less impressive, whilst its picturesque capital,

of cargo from carrier and freight flights, and aircraft grooming

Georgetown, is the epitome of old-world charm.

services.In terms of its international-level credentials, its recent

Unsurprisingly, the wider world is finally beginning to catch wind

admission to the global IATA Ground Handling Council is telling.

of one of nature’s best kept secrets. The country’s gateway to the

It cannot be said that New Timerhri’s reputation for excellence

world, the Cheddi Jagan International Airport (CJIA) is experiencing

wasn’t earned the hard way, however. The collapse of Guyana

ever increasing visitor numbers as the number oftourists who step

Airways hardly set New Timehri good stead, and, initially, New

off the plane and pass through its gates continues to swell.With

Timehri began life from a position of reduced circumstances.

42 | Endeavour Magazine

NEW TIMEHRI HANDLING SERVICES But whilst it began life as a 12-employee company which served

so as to ensure staff know that they have a long-term career ahead

only Suriname Airways, a lot can change in 15-years - today, New

of them in a company which offers real opportunity for growth and

Timehri Handling Services is now a robust performer which enjoys

personal development. Most importantly, however, New Timehri

near-market monopoly status. This is due in no small part to the

staff know that they are working for a company in which their health

heavy investment the company has made in the equipment needed

and safety is paramount. Throughout the business, there is an

to serve the biggest airlines, meaning that airline clients can call

imbedded culture of safe working practice where employees know

upon New Timehri’s large stockpile of ground handling equipment,

they are able to raise issues and concerns with senior management.

which includes motorised airstairs, belt loaders, transporters, tugs,

All in all, these are exciting times for the company, and the

aircraft scaffolding, a 200-ton aircraft jack, and other essential

inevitable continued investment in and expansion of Guyana’s

equipment when the need arises. A focus on quality has played no

tourism sector will undoubtedly see New Timehri continue to grow

less an important role in New Timehri’s success, however.

over the years to come. For starters, Cheddi Jagan International

Achieving market leader status, and becoming the go-to ground

Airport is currently in the process of a US$150 million upgrade,

handling service provider for international airlines setting up shop

which will result in the airport’s 7,500ft runway being extended

at Cheddi Jagan International Airport, was built on the company’s

significantly. Additionally, the company is set to benefit directly

ability to offer client airlines a level of service and professionalism

from the construction of a modern, cutting-edge new headquarters

beyond that what rivals can match. New Timehri recognises how

which will replace the two-story wooden building the company

the delivery of service excellence is based around the simple fact

presently operates from – a fitting development indeed for a

that customers have a choice, not to mention long memories.

company of New Timehri Handling Service’s stature.

Quality and Safety is key, and this means giving each and every

And you can be certain that through every step of the journey,

passenger undivided attention each and every time they are

New Timehri will be there, both on the frontlines and in the

greeted by a New Timehri employee. The average check-in process

background, improving standards and ensuring continued industry

only takes a matter of minutes – ample time for the company to

best practice for the hundreds of thousands who flock to Guyana,

make a strong and lasting impression. Professionalism is everything

now and in the future.

in this business, after all, and a business is only as good as its staff - New Timehri’s155 employees have proved their worth time and againas an invaluable aide for client airlines, as they strive to fulfil their commitments to the customers they serve.

In aviation, the role of staff is, in many respects, ambassadorial in nature; for the visitors to Guyana who pass to and from Cheddi Jagan International, New Timehri staff are often a first point of contact. Training, therefore, is key, which is why the company places great emphasis on continual training programs which recognise and promote natural talent, and develop expert knowledge and skill.

Maurice, who was clearlyand visibly proud of his staff, told us: “Each individual airline has their own individual training program; they tend to be demanding, to ensure that staff can offer an adequate level of service. However, our team at New Timehri, through their work with each of these airlines, must at the very least match the minimum service and training requirements of each client airline.

This is achieved because not only do they gain so much on-the-job experience working with each of them, but also our staff training at New Timehri is ongoing and mandatory.”

He continued, “this is why most airlines who do business in Guyana currently, along with those who are looking to set-up new flight routes into Cheddi Jagan International, come to us first. I believe our staff are unique; elite, even. And our clients recognise as much” Knowing as it does how its reputation is so heavily reliant on its staff, New Timehri offers a range of employee benefits to help it recruit, retain, and motivate its workforce. As a rule, the company employs locally, and strives to develop the best talent from within, 44 | Endeavour Magazine

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OMAN AIRPORTS MANAGEMENT COMPANY WWW.OMANAIRPORTS.CO.OM // 00968 2336 7461

SOARING TO SUCCESS Taking pride in its work, Oman Airports has been changing the way that people fly by adding innovation to aviation services at every available opportunity.

Endeavour Magazine spoke with David Wilson, Chief Operations Officer, to find out more.

WRITTEN BY AMY BUXTON

OMAN AIRPORTS MANAGEMENT COMPANY

Being responsible for the smooth running of airports is no mean feat, but the team at Oman Airports (OA) has been making it appear deceptively simple for years, which is surprising, given the sheer volume of work involved.

government-owned operation, OA has been charged with the

A

“The opening of the new Muscat International Airport in March

management and operation of the government owned civil

2018 has helped us achieve an increase in our revenue. Our new

airports within the Sultanate of Oman, including but not limited

retail and duty-free outlets offer a wonderful product portfolio,

to the overseeing of business-critical infrastructure and facilities.

which can compete with the best airports globally, and passenger

To put this into layman’s terms, if something is needed to ensure

experience has also improved significantly since opening the new

the continued seamless operation of an airport, OA is responsible

airport. Our satisfaction scores have improved across multiple

for making it happen and with as little disruption as possible. From

indicators, reflecting passenger satisfaction with the new airport

marketing and communications through to commercial operations

infrastructure and services offered throughout their journey.”

management and coordinating security efforts, everything falls to OA.

He went on to note; “2018 Quarter 4 scores in the ACI-ASQ survey (an airport benchmark quality survey) have ranked Muscat

With a vision of being among the top 20 airports in the world

Airport 18th Best Airport in the world in the 5-15 million passengers

by 2020, the pressure is on, but thanks to a methodical approach,

airport category.” Wilson also emphasized on the prestigious prizes

exemplar management team and perpetual awareness of who these

that OA won recently. One of these prizes being His Majesty’s

endeavours are all for, things look to be very much on track. The

Sultan Qaboos Award for the Best Private Sector eService and

commonsense approach is highlighted in the symbiotic purpose

the Skytrax award for the title of World’s Leading New Airport in

and mission statements of OA, as the team explained:

2018. Such Awards are a reflection on the efforts of Oman Airports

“Our purpose is to be ‘growing gateways to beauty and opportunity’, while our mission complements this by calling for us ‘together, to excellently manage and develop the gateways of Oman’.”

to achieve the best passenger experience and to be a worldwide brand in this competitive industry and a leader in an innovation.

So that’s it, right? OA has entered the top 20 best airports list, so it’s time to sit back and relax a little, surely? Absolutely not. This

Looking at the buoyancy of the industry as a whole, it’s

accolade has only further fuelled the determination of Wilson and

interesting to note that OA is performing very positively, especially

his team to strive for ever higher levels of passenger satisfaction

in comparison to other Middle Eastern operations. While there

and commercial success. Salalah Airport played into this perfectly,

have been periods of uncertainty in every industry in the region,

having enjoyed a particularly productive year, which saw it climb to

OA has more than weathered every storm; it has actively sought to

the position of second best airport in the whole of the Middle East

grow, as David Wilson explained,

and sixth best globally, in the below 2 million passengers category.

48 | Endeavour Magazine

Your Path Towards a Digital Future

By Havier Haddad, Manager for Gulf at Dell EMC The pace and scale of change that digital technology is enabling means organisations must adapt to remain relevant. And they must use digital technology to do so. In short, digital transformation is now a business imperative.

Most organizations are still in the early stages of digital maturity, working on isolated projects that lack coordination. In contrast, the handful of organisations that fully understand enterprise-wide digital transformation are making increasingly-rapid progress, disrupting industries and leaving competitors behind in the process. This is because, digital transformation clearly means different things to different organizations and customers.

Our customers need a technology partner that they can rely on to help them in their journey, and we at Dell EMC are here to be their trusted guide and implement a remedy to advance their digital transformation following four strategic and parallel paths:

Digital transformation: we are well positioned

IT

Workforce Transformation: The experience of

Security Transformation: If the workforce is accessing applications and information from wherever they are, security transformation is needed as well. Data is moving further out to the edge on more devices than ever before, and so the security posture of organizations must evolve to protect the business without being an impediment to it. With its industry expertise along with its expansive set of infrastructure and software technologies, Dell EMC is a powerful ally to businesses in their transformation journey to fuel digital innovation.

to enable customers to shift the status quo and embrace a digital future through Digital Transformation. Our vast and comprehensive portfolio of products and services enable organizations and communities to adopt technology at the heart of everything they do – to accelerate the cycle of innovation and create competitive differentiation – in order to deliver the best experience and meet their customer’ needs first.

the workforce is fundamentally different. We power this workforce transformation by modernizing user experiences, empowering new ways of working and delivering innovative decision-making with intuitive apps and data insight.

Transformation: Digital transformation invariably leads to an IT transformation in the data center because the requirements driven by digital will break traditional IT infrastructure. IT must adopt a hybrid cloud strategy and base it on modern data center technology, automate and act as a service provider in-house and broker additional services from external providers.

To this end, Dell Technologies as a unique family of 7 businesses (Dell, Dell EMC, VMware, Virtustream, Pivotal, RSA, SecureWorks), brings together strong capabilities in the fastest-growing areas of the industry, including hybrid cloud, software-defined data center, converged infrastructure, platform-as-a-service, data analytics, mobility and cybersecurity, provides the essential infrastructure for organizations to build their digital future, transform IT and protect their most important asset, information!

OMAN AIRPORTS MANAGEMENT COMPANY It’s not just passenger services that have been propelling OA to the

new; every single part of the service offering for customers and the

top of the industry though,

systems behind our operations is different.”

“There has been steady growth, in Muscat, in our cargo

He continued to explain; “All our new airports now have boarding

market in the last 12 months, helped by the opening of a new

bridges, improved retail spaces and fully integrated systems and

cargo facility in March 2018, with a capacity of up to 380k tonnes.

control centres, allowing us to provide a much higher quality of

This is definitely a targeted growth area for Oman Airports over

service to airlines and passengers. Indeed, the new infrastructure is

the coming years and we will be working closely with our national

absolutely essential to being able to deliver the level of service that

stakeholders and international partners to continue to improve and

our customers expect and to help us achieve our vision to become

manage the cargo market in Oman.”

and remain a top 20 airport company in the world by 2020.”

OA is in a privileged position in that its key partnership is with

In addition to the Government of the Sultanate of Oman, OA

the Government of the Sultanate of Oman. Both parties are keen

acknowledges a host of other strategic partners that have played

to facilitate the opening of new airports for the nation and with

an important role in the evolution of the region’s airports. The

projects of this nature always being colossal in size, it’s vital to

Public Authority for Civil Aviation, Oman Aviation Group, Royal

have the backing of a large body that has prestige running through

Oman Police, Oman Air and Oman Aviation Services are all cited as

every facet of itself. As a key example, the Government invested

critical strategic partners, though this list is not exhaustive.

significantly in new Muscat International Airport terminal. Such

When it comes to the future, there’s nothing but positivity,

a huge project would be difficult to complete, were it not for the

investment and evolution on the cards. Thanks to a foundation of

unwavering support of the government. Wilson makes it clear

high performance and continuous improvement, there is a level of

that, despite the costs, modernization is key to continued success.

faith and trust that OA is an operation worth engaging with for the

“There is no comparison between the old world airport and the

long term:

50 | Endeavour Magazine

“The Government of Oman, through the Ministry of Transport &

to exceed the expectations of customers, which makes OA such

Communication, has invested significant sums in the development

a pinnacle of modern business, not to mention a benchmark of

of the airport infrastructure across the sultanate of Oman. Muscat

the aviation sector. Open communication with other international

International, Salalah and Duqm now have state of the art terminal

airports maintains both a competitive edge and an overarching

facilities and airfield infrastructure that can accommodate the

standard of excellence for the entire industry, while setting OA

world’s largest aircraft, the Airbus A380. Whilst our airport

apart. The future certainly looks set to be a continuation of the

infrastructure is very new, we are focused on always enhancing

success already being enjoyed by Wilson and the whole Oman

the passenger experience and are embarking on a programme of

Airports team, however, it’s the passengers that will really feel the

implementing technologies such as self-service check-in and Self

benefit.

Bag Drop, which will provide our airlines and passengers with choice.”

Wilson went on to explain that even more passenger-critical initiatives are being brought in: “We are also investing in passenger flow management technology at Muscat, which will be able to highlight hot spots across the inbound, transfer and outbound passenger journey which will allow us to refine our forecasts and provide the passenger with a seamless journey through the airport by identifying pinch points that could create queues.”

It’s the unerring commitment to upholding the very highest standards, while always actively seeking out new opportunities

Endeavour Magazine | 51

52 | Endeavour Magazine

AIR INDIA WWW.AIRINDIA.IN 91 11-24624074

UP, UP AND AWAY WRITTEN BY AMY TOCKNELL

An airline rich in history and lineage, Air India has been helping people ‘get away from it all’ for over 80 years. Endeavour Magazine took a closer look at this passenger-driven operation to see just how they keep flying so high, despite industry turbulence.

Endeavour Magazine | 53

AIR INDIA

Not only is Air India the flag carrier airline of India, it is also one of the biggest set-ups as well and is responsible for transporting colossal numbers of passengers to over 80 domestic and international destinations every week, but it doesn’t simply go through the motions, it seeks to make every flight an experience that customers will never forget.

O

wned wholly by the Government of India, the airline has been given strict covenants as to the levels of success that are expected, as well as standards of care that must be adhered

to at all times and it doesn’t disappoint. This must be, in part, due to the impressive heritage of the brand, which dates all the way back to 1946 Operating as Tata Airlines for a short while, post WWII saw a dramatic change, when the organisation became a public limited company and with that came a total rebranding, leading to the creation of Air India. It was a savvy business move, given that regular commercial flights were, once again, free to be scheduled and with a keen eye for a fantastic business opportunity, the Government of India claimed a majority stake in the company in 1953. The rest, as they say, is history.

Today, an 11-strong board of directors, which is delighted to be celebrating 70 years at the forefront of the competitive passenger transportation industry, manages Air India and does so with a firm, yet approachable hand. Let’s not forget that remaining family-friendly and ‘fun’, is key to any airline that wants to continue welcoming passengers of all ages and with that in mind, the corporate branding starts to make a lot of sense.

The impressive fleet that Air India boasts has been expertly

54 | Endeavour Magazine

IN 192 COUNRTIES AND NEVER LOST IN TRANSLATION

THERE’S MORE BEHIND THE STAR

AIR INDIA

decked out in the signature red and orange livery that has come

These are the words of Bobby Kooka, the man who conceived the

to stand for quality and enjoyable travel and is a real feather in the

Maharajah. He is now a familiar, lovable figure that first made his

cap of the airline,

appearance in Air India way back in 1946, when Bobby Kooka, as

“The logo of the new airline is a red coloured flying swan with the ‘Konark Chakra’ in orange, placed inside it. The flying swan has been morphed from Air India’s characteristic logo, ‘The Centaur’, whereas the ‘Konark Chakra’ is reminiscent of Indian’s logo. The

Air India’s Commercial Director, and Umesh Rao, an artist with J.Walter Thompson Ltd., Mumbai, together created him.”

The impact that this internationally recognisable figurehead has had, is unquestionable and impressive,

new logo features prominently on the tail of the aircraft. While the

“What began as an attempt at a design for an inflight memo pad

aircraft is ivory in colour, the base retains the red streak of Air India.

grew to take Air India’s sales and promotional messages to millions

Running parallel to each other are the orange and red speed lines

of travellers across the world. Today, this naughty diminutive

from front door to the rear door, subtly signifying the individual

Maharajah of Air India has become a world figure. He can be a lover

identities merged into one.”

boy in Paris, a sumo wrestler in Tokyo, a pavement artist, a Red

There is no doubting that the vibrant livery itself has contributed

Indian, a monk and he can effortlessly flirt with the beauties of the

to a stunning, professional fleet of high quality aircraft that people

world. And most importantly, he can get away with it all, simply

want to travel on, but there is an extra string to the branding bow

because he is the Maharajah! He has completed 56 years and

that also helps to set the airline apart from its competitors, even

become the most recognisable mascot the world over. His antics,

more than the standards of passenger care that run through every

his expressions and his puns have allowed Air India to promote its

line of operation and that’s The Maharajah, a quirky little cartoon

services with a unique panache and an unmatched sense of subtle

character.

humour. In fact he has won numerous national and international

“We call him a Maharajah, for want of a better description, but his blood isn’t blue. He may look like royalty, but he isn’t royal.

nus Halal me upon available request

awards for Air India for humour and originality in publicity.”

Naturally, a national airline the size of Air India cannot simply

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rely on cute cartoon characters alone to continue its success and development and that is where the staffing body of over 20,000 professionals come in. From ground staff through to cabin crew and an experienced team of managers, Air India has consistently strived to hire only the best and most dedicated individuals that seek to promote and support the organisation. Any hugely successful company is only ever as strong as the vision that underpins it and the people that can make that vision a reality and while some people might see airlines as simply a functional cog in the holiday machine, Air India seeks to be a memorable and enjoyable part of the whole process, not to mention a luxurious one, leading to their slogan, ‘Your palace in the sky’.

Looking to offer all passengers the ‘royal’ treatment, Air India has constantly sought to improve and develop its operation by focussing on in-flight entertainment, frequent flyer programmes and premium lounges, not to mention only acquiring the best and safest aircraft, for total peace of mind. Boasting a fleet of over 100 premium jets and with more in the pipeline, one thing is for sure; the solid future of Air India is not simply ‘pie in the sky’ thinking, it’s a certainty.

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AIRPORTS AUTHORITY OF JAMAICA WWW.AIRPORTSAUTHORITYJAMAICA.AERO // 001 (876) 924-8452-6

RISING TO THE CHALLENGE It is no secret that the country is one of the world’s leading centres of tourism, with more than 3 million tourists entering into the country each year to sample Jamaica’s beautiful weather and rich culture – a fantastic blend of Jamaican, African, and European influence. To ensure that this thriving industry continues to grow from strength-to-strength, the Jamaican government has placed great emphasis on developing and modernising the country’s aviation sector and infrastructure – a role which has fallen to Airports Authority of Jamaica.

WRITTEN BY DJAMIL BENMEHIDI

AIRPORTS AUTHORITY OF JAMAICA

Since it was established in 1974 under the “Airports Authority Act” as an independent statutory body, Airports Authority of Jamaica has worked tirelessly to build a world-class airport system fit to act as the gateway into the Caribbean.

A

s the organisation responsible for martialling Jamaica’s

as a wholly-owned subsidiary of AAJ, commenced operation of the

principle aviation assets, AAJ’s ownership and management

Norman Manley International Airport (NMIA).

of the country’s two international airports, Norman Manley

Airports Authority of Jamaica provides oversight and contract

International and Sangster International Airport, and the newly

administration for the concession agreement that is in place with

built Ian Fleming International Airport, requires professionalism and

each Airport Operator; MBJ Airports Limited and NMIA Airports

a level of service equal to the highest global standards. And that’s

Limited. As a part of its responsibility, AAJ continues with the

without factoring in AAJ’s additional responsibility for the island’s

operation and management of the four domestic aerodromes.

four domestic aerodromes. Air traffic is rising, even in spite of the

In addition, AAJ undertakes the long-term planning and

slow recovery of the regional economy, as are the expectations of

development of Jamaica’s airport system and continues to be at

a new breed of tourist – one which is discerning, and more than

the fore of the country’s air transportation policy development. The

ready to use social media to tell the world about their experience

broad airport development policies pursued and the organisational

in Jamaica.

changes implemented in recent years are aimed at expediting the

The country’s international airports, their staff, and their

expansion and modernisation of the nation’s principal international

facilities are the first things that tourists see as they enter the

gateways. The international airports are highly capital-intensive

country – they are de facto ambassadors for Jamaica, in other

businesses and are organised and managed as self-financing

words, and in an industry where perception is everything, there

commercial enterprises. Both airports are implementing large capital

is a huge amount of pressure to ensure the delivery of a superior

development programmes that are being financed by internally

customer experience.

generated funds, shareholder’s loans and equity contributions, as

Since its inception, AAJ has worked diligently to fulfil its

well as commercial debt.

principal mandate of developing and operating a safe and secure

The Government of Jamaica has taken the policy decision to

airport system for Jamaica. For several years now, AAJ has been

privatise the international airports, commencing with Sangster.

adjusting structurally in keeping with the Government’s airport

This is in keeping with international trends and the need to

privatisation policy. Over a decade ago, in April 2003, the company

attract private capital to finance the required levels of expansion

divested the operational responsibility for Sangster International

and development at the international airports, to cope with the

Airport (SIA) to MBJ Airports Limited, a private sector operator.

projected growth in aircraft and passenger traffic.

Later that year, NMIA Airports Limited, having been incorporated 60 | Endeavour Magazine

Under the agreement, the approved airport operator is

Endeavour Magazine | 61

AIRPORTS AUTHORITY OF JAMAICA responsible for the management of the day-to-day operations of

the expansion of its cargo operation and the growing demand for

the respective airport, in keeping with specific performance criteria

General Aviation Hangars.

and prescribed international standards. Regular performance

“The AAJ is undaunted by the challenges which face the global

reviews and other contract administration oversight functions are

and local aviation sector, and we are committed to positioning

conducted by AAJ, as specified under the concession agreement.

Jamaica’s airports as the gateway to the Caribbean and the

In addition, an Airport Forum is held biannually to provide

Americas. In keeping with National Outcome #9 of Vision 2030

stakeholders with the opportunity to provide progress reports and

Jamaica, we remain steadfast in the pursuit to ’Expand domestic

to address pertinent issues.

and international air transport infrastructure and services and

The benefits of this public-private sector partnership are clear – Jamaica’s international airports will benefit from increased private

Develop Jamaica as a regional hub with multimodal transport linkages’,” stated an AAJ spokesman in a recent report.

sector investment and efficiencies, whilst AAJ’s standing as the

AAJ is also poised to enter into a Sister Airport Agreement

body responsible for review and oversight means that the country’s

with the world’s busiest airport, the Hartsfield-Jackson Atlanta

aviation sector will continue to deliver the fantastic level of service

International Airport (ATL) in the US – a world-class partnership

and hospitability for which Jamaica is famed.

which, by association, truly showcases AAJ’s industry-leading

So, what next for AAJ? Well, suffice to say, with a strengthening

credentials. This deal is the culmination of a long-term working

regional and global economic outlook, further investment in

relationship between the city of Atlanta and Jamaica, which has

capital works is planned, including the implementation of Runway

formerly seen the authorisation of a Sister Airport Program in

End Safety Area (RESA) and Runway Extension projects at both

2015 and a Sister Cities Programme, linking Atlanta with Jamaica’s

international airports. Additionally, the construction of new Air

Montego Bay. These are heady times for this world-beating

Traffic Control Towers (ATC) by the Jamaica Civil Aviation Authority

organisation – like the planes that je -off from its runways, AAJ is

(JCAA) and the development of NMIA’s east airfield to facilitate

set to fly over the years to come.

62 | Endeavour Magazine

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Endeavour Magazine | 63

64 | Endeavour Magazine

KISHUGU WWW.KISHUGU.COM 0027 13 741 6400

MANAGING FIRE WRITTEN BY STEVEN WELLER

Kishugu is more than just a company devoted to suppressing fire. Implemented via the company’s very own Working on Fire (WOF) initiative, the mission is to equip companies within the agricultural sector and beyond with the tools and knowledge to manage one of natures most unpredictable forces. Endeavour magazine had the pleasure of speaking with Kishugu’s joint managing director, Mr Chris de Bruno Austin.

Endeavour Magazine | 65

KISHUGU

In 1986, a group of young fire prevention enthusiasts came together in the South African city of Nelspruit to form a company that would not only change the fortunes of South Africa but the world. Like a phoenix from the ashes of the Fire Prevention Association, in 2003, the brand Kishugu was born. A company committed to saving lives, supporting agriculture and educating workforces. A company truly dedicated toward, “the greater good,” Kishugu is a shining light to those whom it serves.

“F

ire is very much misunderstood, it is not the destructive

buds etc. and then there’s the global effects of climate change. Is

force which it’s really made out to be. In fact, we need

there a correlation between rising atmospheric temperature caused

large scale fires to ensure survival. The lands need

by increased carbon emissions and wildfires? No one is better to

replenishing on an 8-year cycle in the southern hemisphere for

judge than Chris, who has worked in fire for the best part of 25

habitat to flourish”, Mr Austin explains.

years. On this he elaborates, “We are definitely seeing an impact,

Wildfires are no new phenomenon. For the past 420 million

we are seeing drier dry spells and wetter wet spells. Third world

years, fires have engulfed the natural landscape; no wonder, given

countries are currently the ones suffering from these spells. There

the earth’s cover of carbon-rich vegetation, seasonally dry climates

is a lot of money being thrown at suppression when there needs to

and levels of atmospheric oxygen which are critical for sustaining

be a higher emphasis on prevention training.”

life. Many ecosystems rely greatly on cyclical fires for wildlife to reproduce and grow. This may seem difficult to fathom but consider

HUMBLE BEGINNINGS

this: fire helps return nutrients from plant to soil, and the heat it

Chris began his career fighting fire on the ground, and one

produces is essential for the germination of certain seed types.

particular day in 1985 lasts long in the memory; a day known

Additionally, the dead trees which are left behind create essential

locally as Black Thursday – an unhappy day in the eyes of many

habitats that are beneficial to fauna. So, what’s all the fuss about?

South Africans, remembered for the devastating wildfires which caused loss of life and many millions of dollars in damage. Chris

CHANGING CLIMATES

was working on the ground that day whilst Kishugu’s co- managing

Well, much unlike 420 million years ago, humans now occupy

director Mr Johan Heine fought the blazes from the skies. Following

most of this planet and despite the environmental benefits of

the tragedy, Chris and Johan started providing Integrated Fire

wildfires, they continue to pose a very real threat to both human

Management (IFM) services to forestry companies, fire protection

habitat and life. As we all know, fire can be unpredictable and

associations, district municipalities and landowners; thus, the

cause mass devastation, as illustrated by the California wildfires of

Forest Fire Association (FFA) was established.

2016. According to the California Department of Forestry and Fire

“Ours is a real humble-beginnings story”, said Chris de Bruno

Protection, as of October 29 2016, 6,883 fires had burned 563,411

Austin at the time. “We started as two small businesses in Nelspruit

acres of land, killing 6 civilians and 1 firefighter. Many would argue

and we’ve gone global with a distinctive brand and identity”.

that we are the contributors of our own downfall.

The FFA progressed quickly, acquiring numerous private

Whilst wildfires cannot be pinned to the existence of humans,

organisations, as they continued to develop and implement

evidence suggests we have certainly added fuel to the flame.

IFM strategies. Eventually, the company was rewarded for its

There’s the obvious factor of human negligence, arson, cigarette

endeavours, when they gained their first Working on Fire (WOF)

66 | Endeavour Magazine

African-rooted CHARTERED ACCOUNTANTS A2A Kopano began improving and expanding several existing South African black empowered firms since 2005.

With 10 practices country-wide, this national footprint is the oldest practice in continuous operation since 1925.

Guiding you to a better future.

5 van Rensburg street, Nelspruit l 013 762 1600 l mpu@a2akopano.co.za

KISHUGU contract. Thanks to its rapid expansion and ongoing commitment

alone, but their impressive work is by no mean limited to the African

to the highest levels of professionalism and service, by 1995 the

continent. “In 2004 we expanded our Integrated Fire Management

company had grown considerably, covering 70 percent of South

services into Chile, where we currently employ in the region of

Africa. With ambitions to become a global leader in IFM, the FFA

1,600 staff. We are also established in Australia and currently

transformed into the Kishugu Group in May 2014, taking its name

progressing into new markets such as Indonesia, US, Canada and

from the Swahili word for an anthill. The name, explained Heine,

Mongolia. There was a lot of resilience initially, but the results are

reflects the industriousness of ants, which are, “a perfect example

there for all to see and we broke the mould,” said Chris on company

of a broad collective that works for the common good”.

expansion.

Kishugu’s resources are as vast as their staff force. Remarkably,

WORKING ON FIRE

the company manufacture vehicles and equipment internally, “We

In South Africa, the most visible aspect of Kishugu’s expertise is

believe in vertical integration, we supply our own fleet, aviation

in the award-winning South African government-funded Working

and training with 400 vehicles in South Africa and near 200 Chile”,

on Fire (WOF) programme. The Working on Fire subsidiary not only

continued Chris.

manages the company’s IFM services but, through the government funded programme, provides poverty and income relief via

FOR THE GREATER GOOD

work opportunities. The programme has seen more than 5,000

On another level, Kishugu has implemented, through its Public

previously unemployed people trained to become highly skilled

Benefit Organisation (PBO) subsidiary, a Global Environment Facility

wildfire firefighters, as well as supporting rural communities to be

project to reduce climate change-induced risks in South Africa’s

Firewise. WOF is celebrated as the most successful job creation

highly vulnerable Fynbos Biome, the world’s smallest but richest

and skills upliftment programme in the history of Southern Africa.

floral kingdom, which is expected to become more fire-prone under

To date, Kishugu employs a team of over 7,000 in South Africa

68 | Endeavour Magazine

increasingly hot and dry conditions. Kishugu PBO offers clients

a platform to engage civil society, the private sector, donor and government agencies in partnership efforts to find sustainable solutions to socio-environmental problems. They’ve launched four successful programmes that include Kishugu JobShop, Kishugu Kids, Kishugu Honey, and Kishugu Carpentry.

Take Kishugu Honey, for example, which provides a platform for ethical, ecosystem friendly honey production linked to economic development at a community level. Honeybee populations are threatened globally, and collapsing swarms are impacting on pollination and food security. It was Albert Einstein who famously quoted, “If the bee disappeared off the surface of the globe, then man would only have four years of life left. No more bees, no more pollination, no more plants, no more animals, no more man”. Just one of many examples of the company’s commitment toward “the greater good”.

Moving into 2017, Chris tells me that he plans to double the size and stature of Kishugu within South Africa. On an international level, the company will continue the implementation of fire management via the Working on Fire subsidiary throughout previous territory and new. Chris’ vision is the same now as it was 25 years ago, “We want to make a difference”.

We value life, that’s why we invest in it.

Kishugu believes in the power of the collective. Empowering people good. We live up to our promise to protect lives, the environment and property.

Kishugu comprises of: Working on Fire (Africa, Chile, Brazil, Indonesia, Australia and USA) | ProcurePoint | Kishugu Aviation | Kishugu Forestry | Kishugu Clothing | Kishugu Training | Kishugu Fleet Solutions | Kishugu NPC | Kishugu Projects

kishugu.com | workingonfire.com

Endeavour Magazine | 69

TANZANIA CIVIL AVIATION AUTHORITY WWW.TCAA.GO.TZ // 00255 22 2198196

COME FLY WITH THEM Civil aviation development and administration in Tanzania has come on in leaps and bounds, thanks to the continued hard work and dedication of the Tanzania Civil Aviation authority.

Endeavour Magazine took a closer look at this progressive and everchanging operation in order to garner a better understanding of where it has come from and, more importantly, where it looks destined to go.

WRITTEN BY AMY BUXTON

TANZANIA CIVIL AVIATION AUTHORITY

If we claimed to be a world-leading authority as to the state of the Tanzania aviation industry, we would quickly become unstuck, which is why extensive research needed to be undertaken and what an eyeopening experience that was!

L

ittle did we know that there is no way anybody could talk about the sector, without taking a thorough look at how the Tanzania Civil Aviation Authority (TCAA) came into being, as

the organisation confirmed, “…the civil aviation administration in Tanzania can be divided

Ground handling for corporate & VIP Jets Permit

into four parts, starting with during colonial era, after independence and during and after the collapse of the East African Community.”

Essentially, a single authority, responsible for a number of localities, was affected by British colonial rule and it was only in the 1990s, as part of significant economic reforms, that the TCAA as

Fueling

we know it now was brought into existence,

Transport

“Economic reform in the 1990s required autonomous

Aircraft security Charters and cargo Meet & assist Hotel accommodation

regulatory authorities for technical and economic regulations in their respective sectors. Generally, the established authorities included responsibilities in enforcing technical standards (safety and security) and for promoting effective competition and economic efficiency, protecting the interests of consumers and promoting the availability of regulated services to all categories of consumers in the regulated sectors. The Tanzania Civil Aviation Authority (TCAA) was one of the first four regulatory authorities to be established.”

Taking up the heavy and responsibility-laden mantle of full

Equity Aviation Services (T) Ltd Julius Nyerere International Airport (JNIA) P.O. Box 18092, Dar Es Salaam, Tanzania Tel: +255 739 923 721 +255 22 28 42 901

72 | Endeavour Magazine

Mobile: + 255 754 49 48 96 VHF GROUND FREQ: 128.8 Email: ops@equityaviation.co.tz Website: www.equityaviation.co.tz

regulatory operations in November 2003, a clear and defined commitment to safe, enjoyable and economically sound aviation activities were the primary concerns and, most impressively, continue to be the guiding principles of the Authority, to date.

Swissport Tanzania Plc, the leading aviation services provider is a subsidiary of Swissport International Ltd. Tanzania Civil Aviation Authority has licenced it to provide ground handling services at Class I airports in the country. Currently it is at Julius Nyerere, Kilimanjaro and Songwe International Airports; and Mtwara Airport.

With a track record of more than 31 years, the company employs about 1000 workforce, handles about 17,000 flights, 1,300,000 embarking passengers and 25,000 tons of cargo a year. Recently Swissport Tanzania Plc Swissport Tanzania launched a state of the First Floor Swissport Freight Termina  +255 22 2844 610 art Import Cargo Facility with modern cargo Julius Nyerere International Airport  +255 22 2844 343 handling processes and equipment.

P.O. Box 18043,  Dar.Info@swissport.com  www.swissport.com

Dar Es Salaam – Tanzania

Certified under: ISAGO | ISO9001:2008 QMS | ISO14001:2004 EMS

Services offered: Ground Handling Cargo Services Aviation Security Executive Aviation Training (IATA accredited Training Centre)

Swissport Tanzania Plc  +255 22 2844 610

First Floor Swissport Freight Terminal

 +255 22 2844 343

Julius Nyerere International Airport

 Dar.Info@swissport.com

P.O. Box 18043,

 www.swissport.com

Dar Es Salaam – Tanzania

Certified under: ISAGO | ISO9001:2008 QMS | ISO14001:2004 EMS Endeavour Magazine | 73

TANZANIA CIVIL AVIATION AUTHORITY Trying to discuss the all-encompassing breadth of the responsibilities taken up by the TCAA is a mammoth task, but it’s

services while maintaining quality, protecting the environment and safeguarding the interest of consumers and the public”

vital in order to develop a rounded appreciation of everything it has already achieved and hopes to, in the future,

This in itself makes it clear just how important the stewardship of the consumer is in the industry, which is further supported by

“The functions of the Authority shall be to perform the

the vision of the management team, which looks to ensure,

following: To issue, renew, vary and cancel air service licences; to establish standards for regulated goods and regulated services; to

“The civil aviation system in Tanzania to be amongst the safest, most orderly and sustainable in the world.”

establish standards for the terms and conditions of supply of the regulated goods and services and to regulate rates and charges.”

Don’t go assuming that these are just trendy buzzwords and appealing phrases though, as the motto, which states, “Aviation

In addition, effective and responsible fiscal monitoring is key,

Safety and Efficiency. Our Commitment. In partnership” offers

as is the continued overseeing of expected standards compliance

an insight into the genuine integrity, professionalism, efficiency,

and customer satisfaction. To this end, the Authority pledges to

quality and people-centredness approach that underpins the

share information with all relevant bodies and institutions, as well

steadfast values of the entire operation, values that are upheld by a

as advising the Government as to necessary legislation changes.

stringent team of executives,

It’s instantly clear that the everyday tasks of the Authority are

“The Authority is governed by a seven-member Board of

far-reaching and vital, which is why a comprehensive mission

Directors with six non-executive members and the Director General

statement, a clear vision and a memorable motto are all in place and

of the Authority, as the seventh member. The President appoints

working alongside the Authority in a bid to instigate confidence.

the Chairman and the Vice-Chairman and the other directors are

The mission of the TCAA is,

appointed by the Minister responsible for aviation. The Board

“To ensure safety, security and regularity of civil aviation in

provides overall leadership and strategic direction of the Authority.

Tanzania by providing effective oversight and efficient air navigation

The Board is accountable for the overall performance of the TCAA

Headquartered in Dar es Salaam, Coastal has a network of offices throughout the country and operating hubs in Dar es Salaam, Arusha and Zanzibar.

ye

ing

years of service to the tourism and travel industry in Tanzania.

Celebr

ar Our flights are operated by a s n turbine powered fleet of 21 g safaris Cessna Grand Caravan’s ably supported by 6 pressurized Pilatus PC12s. yi of fl

COASTAL AVIATION is celebrating 30

30

at

Operating the largest fleet on the widest flying safari network in East Africa

Working closely with the Tanzania Civil Aviation Authority (TCAA) we have been able to attain the level of services we offer to our guests today; we have recently completed the ICAO 5-phase recertification process.

Specializing in scheduled flying safari and private charter flights using the largest fleet on the widest network of locations in As a major stakeholder, Coastal Tanzania. Currently Coastal flies Reach your safari destination dailyTCAA flights to: aims to play its with part with to 44 destinations, this gives in making the Tanzanian skies rise to over 1000 possible route • Ruaha • Selous • Manyara ever safer. combinations, daily.

• Kilimanjaro • Zanzibar • Nairobi 74 | Endeavour Magazine

•

Serengeti

•

Kigali

•

Tarangire

2017 Tanzania's Leading Domestic Safari Carrier

ye

ar

ing

ng

at

30 yi of fl

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TANZANIA CIVIL AVIATION AUTHORITY in carrying out its statutory functions and achieving its objectives.”

Never losing sight of the people that really matter, the

Don’t you find the levels of corporate governance in place

consumers, while always being vigilant in terms of localised

not only refreshing, but also eminently appropriate, given the

developments, the TCAA has made great strides in not only a

industry that TCAA is operating within? If you do, you might also

competitive industry, but also one that needs to have safety

be impressed by the comprehensive five-year strategic plan that

running through its very core, we just know that the sky’s the limit,

has been put in place to manage the development of the Authority

in terms of future accomplishments and we can’t wait to see them

that looks set to complete in 2019. The third plan of it’s kind, the

come into being.

key to the entire strategy is to focus on best-practices and to take advantage of key economic opportunities, “The second plan consolidated the achievements made in the first plan and steered the Authority into a more effective and efficient organisation by benchmarking its services against best practices. The third pla, while building on the experience gained from implementation of the Authority’s mandate under the previous plans, takes into account the existing changes seen in Tanzania’s social, political and economic environment. In particular, it takes into account Tanzania participation in regional economic communities as well as the aviation industry’s international nature outlook in respect of safety, security and operational requirements spearheaded under the International Civil Aviation Organization (ICAO) and other major international collaborators.”

76 | Endeavour Magazine

ANTIGUA AND BARBUDA AIRPORT 001 268 484 2300 // WWW.ABAIRPORTAUTHORITY.COM

THE SKY’S THE LIMIT Speaking to Endeavour Magazine, Stanley Smith, Chief Executive Officer of the Antigua and Barbuda Airport Authority (ABAA), talks about the large scale developments being initiated at the airport and what improvements it will make to the operation of the facility.

WRITTEN BY AMY BUXTON

ANTIGUA AND BARBUDA AIRPORT

The history of the Antigua and Barbuda Airport is exceptionally interesting, with regular expansion and developments being documented. Initially constructed in 1942, as a basic aerodrome for the American military, it was effectively ‘given’ back to the Government of Antigua and Barbuda to do with what they pleased in 1949. Seeing an opportunity for commercial use, the site was improved and finally open for public use in 1952 under the name of ‘Coolidge Airport’.

A

number of improvements were made in the following years,

new act was stated to “provide for the establishment of an

including numerous runway extensions in the 1960s and ‘70s,

Airport Authority; to make provisions for the ownership, control,

resulting in a 9,000ft thanks to a Canadian Government grant

management and development of airports in Antigua and Barbuda;

being won in 1972. Parking facilities were also drastically improved,

and for matters connected generally with management of airports”.

with extensive expansion being included for extra aircraft. It was

Prior to November 2006, the V.C. Bird International Airport was

not until the 1980s that operational buildings were given attention,

operated under the auspices of the Ministry of Civil Aviation and

but a brand new, 60,000 square foot, passenger terminal was

was managed by an Aerodrome Superintendent.”

constructed in 1982 and following smaller scale renovations, the newly rejuvenated airport was renamed in 1985. Now called the

With the power to authorise dramatic improvement initiatives in place, an incredible expansion plan could be put into place,

V.C. Bird International Airport, named in honour of the country’s

“The Antigua and Barbuda Airport Authority (ABAA) has

first Prime Minister, the Honourable Dr. Sir Vere Cornwall Bird

embarked on a multi-million dollar airport expansion project. This

Senior, the facility has welcomed international arrivals from airlines

includes runway extension, apron rehabilitation, new underground

including Eastern, Air Canada, Air France, American Airlines, British

fuel

Airways and countless others.

construction of a new passenger terminal building. All expansions

hydrant

systems,

airfield

lighting

improvement

and

With such results following redevelopment, it comes as no

have been completed already, with exception of the passenger

surprise that the forward thinking Antigua and Barbuda Airport

terminal building. The new passenger terminal building is expected

Authority (ABAA) has taken inspiration from the former successes

to be completed in the first quarter of 2015 and will accommodate

and embarked upon an impressive series of renovation projects in

passengers within a spacious 23,000 square meters of specifically

recent years, with the final element set to be completed in early

designed space. It will have 46 common use check in counters,

2015. Endeavour wanted to know how these projects have come

15 self check in kiosks, a state of the art hold baggage handling

about and asked Stanley Smith, Chief Executive Officer of the

system, sophisticated pre-boarding screening facilities, passenger

ABAA to expand on the process and how the ABAA has been given

loading bridges and 26 retail shops and 4 restaurants”

the authority to oversee the improvements,

With such attention to detail being included in every facet

“The Antigua and Barbuda Airport Authority Act was passed by

of the new developments, the ABAA are offering state of the art

an Act of Parliament in November 2006 resulting in the transition

airport facilities to rival other large international destinations.

to a full corporate entity in February 2007. The mandate of the

Such improvements are such to attract not only larger numbers

80 | Endeavour Magazine

of international and domestic travellers, but potentially increased

in-house and overseas training will be conducted for all ABAA

numbers of airlines, which will have a huge impact on the financial

staff involved with the operation and maintenance of specialised

buoyancy of the airport itself.

terminal equipment.”

Permeating every area of the airports operations, the ABAA cite their everyday business activities as, “Providing facilities for the efficient processing of passengers,

Clearly the ABAA must be a company that many people harbour a desire to work for, thanks to dedicated training and progression opportunities, but will they be offering any openings soon?

both international and domestic. We also oversee all food,

“The opening of the new terminal building will, naturally,

beverage and retail/commercial activities as well as concerning

see employment opportunities arising in the Information

ourselves with the effective provision of concession space for car

Communication and Technology and Commercial Development

rentals, tour operators and in-plane catering.”

departments. The ABAA takes a unique view of physical well

Is there anything that the ABAA does not do? With every

being and the impact it has on effective job completion, observing

element of its operation being fully geared towards the success of

healthy employees to offer enhanced productivity and as such the

the V.C. Bird International Airport, it stands to reason that it must

ABAA Fitness Challenge was launched in May 2014. This involves

boast an impressive staffing body. Endeavour asked Smith to talk

staff participating in a fitness program, coupled with tailored health

about the importance of hiring effective team members and how

talks.”

they are supported in their career aspirations,

It’s astounding to observe that a company in the midst of a

“The ABAA has continued to promulgate staff development,

large scale redevelopment and improvement initiative can take the

across the company. With this in mind, a comprehensive training

time to consider the health and well being of the 250 strong work

program has been developed for operations coordinators, customer

force that it employs, but this is merely another example of how the

service representatives, mechanical and electrical technicians and

ABAA continues to set the standard for employers the world over.

administrative assistants. Most of these programs are drawn from

With this in mind, it is entirely understandable why the company

Airport Council International and ICAO, to guarantee quality. With

has adopted a new tagline and mantra:

the imminent opening of the new terminal building it has become

“We Deliver.”

increasingly important to monitor staff performance and as such,

They have delivered indeed.

BAHRAIN AIRPORT SERVICES WWW.BAS.COM.BH // +973 1732 1777

FEET ON THE GROUND EYES IN THE SKIES Bahrain Airport Services (BAS) was founded nearly four decades ago to provide fully integrated airport services at Bahrain International Airport (BIA).

Supported by more than 3000 experienced staff in total, BAS is an ISAGO accredited Airport Service Provider (ASP) which owns and operates five distinct business units: full aircraft and passenger ground handling, cargo terminal services, in-flight catering services, aircraft line maintenance and aircraft engineering training.

We spoke about the details with Chief Executive Officer, George Saounatsos after one year at the helm of BAS. WRITTEN BY JACK SLATER

BAHRAIN AIRPORT SERVICES

“Our Traffic Division handles more than 9 million passengers annually and 35 different airlines, providing a comprehensive range of ground handling services including passenger and ramp handling, dispatch and aircraft load control, baggage handling, flight planning, crew briefing and administration, a number of airport operational functions as well as premium and special services,” George says, “Our Dilmun Lounge for premium passengers, has won the prestigious award of “Lounge of the Year - Middle East/Africa Region” for 6 years in a row!”

B

AS’ Cargo Division handles 280,000 tonnes of freight annually

average of 500,000 meals per month are produced to satisfy 125

including import, export and trans-shipment. When looking at

different menus while a Hazard Analysis Critical Control Point

the scale of work this division is responsible for just one cargo

(HACCP) system is implemented with stringent international

terminal encompasses an area of 19,000 square meters with multibay storage racking and a range of special facilities for perishables, valuables, dangerous goods and livestock. Modern/state of the art computing and communication systems are used for managing its multi-faceted operations to ensure optimum efficiency.

hygiene regulations & standards.”

Passengers clearly benefit from the highest level of service at BAS but what have some of the hurdles been for the business?

“There are some sizeable internal and external issues which raise important challenges to the management of BAS and our long-term

Aircraft Engineering Department provides Line maintenance

strategic planning,” George explains, “One of the main extraneous

and is an EASA certified Part-145 Maintenance Organization.

factors is linked to the efforts of our national carrier to cope with

It handles a total of 8,000 aircraft maintenance movements and

their growing economic challenges through the rationalization of

54,000 flight movements annually. The experienced engineering

their network and restructuring of their fleet.

staff is supported by an array of ground equipment to provide

He continues, “Our success is inherently linked to the type and

high servicing standards to airline customers. Ground Support

traffic volumes of Gulf Air as our biggest customer. Intelligent and

Equipment includes push-back tugs, air conditioning units, ground

efficient cost control is one of the ways to better prepare for the

power units, air starters, various high lift devices, etc. forming the

uncertainties of the future. There are many areas from where we

most comprehensive fleet of airport GSE in the region.

can reduce costs and even reinvest part of these savings back to

BAS has also invested in a state of the art BD1 million BAS Aircraft Engineering Training Centre (BAETC), an EASA certified

our people and their training in order to improve the level of service and achieve better value for money for all our airline customers.”

Part-147 Training Organization. BAETC provides basic aircraft

“On top of that, we also have to take into consideration the

engineering training, specialized aircraft type-rating courses, as well

competition in the region and be pragmatic. We are within a one-

as OJT and practical experience utilizing technologically advanced

hour radius from three major hubs namely Dubai, Abu- Dhabi and

facilities and equipment

Doha. These airports constitute the home base of three aggressively

“Our modern in-flight catering infrastructure covers an area

expanding global airlines with well established international

of approximately 11,000 square meters and has a maximum

networks and a high momentum. The economies of scale

production capacity of 35,000 meals daily,” George explains, “An

achieved by these “hub and spoke systems”, or in our case “airline-

84 | Endeavour Magazine

airport systems”, generate by default an extremely competitive

lean management system,” he explains, “Among other initiatives, an

environment for our national carrier and consequently for both the

intensive process re-engineering is in progress to re-think the way

airport company and BAS as communicating vessels. Furthermore,

BAS operates, to streamline our operations and take advantage

BAS is a fully privately owned business entity with no direct or

of synergies to optimize the use of our human capital and GSE

indirect state subsidies and has to earn its living based on its own

resources,” and he adds “We are also bringing in fresh blood with

potential.” And he continues: “Given this regional environment, I

international exposure and experience while at the same time

consider it imperative that all the major aviation stakeholders of

maintaining a high level of Bahrainization for which we are proud

Bahrain work closely together and support each other in order to

to say that has reached 86%, the highest in our sector.”

build a competitive model which can withstand those externalities

Furthermore, their selection process for all staff has become

and protect the aviation business and eventually the economy of

more robust and demanding to set the ground for cultivating

the Kingdom.”

the new corporate culture and depart from habits linked to “old”

On the internal front, the main challenge that BAS appears to

mentalities.

be facing is what George refers to as “corporate fatigue”. BAS has

“We have to break the routine associated with day-to-

been serving the aviation community for more than 35 years and

day operations and be proactive in the way we operate,” is

although it is a well established company in its domain, it is inevitable

the declaration, “Work hard to enhance our credibility and

that an organization of this age and size, with accumulated issues

professionalism, give a touch of the real Bahraini hospitality and

insufficiently addressed in the past would experience signs of

offer a true smile to our passengers through our front line staff.”

corporate fatigue.

George notes that “there is no “magic wand” to achieve all this and

“Our objective is to transform the DNA of the company,

our efforts will require quite some time to pay off. This is about

to revitalize BAS and convert it into a modern, competitive and

setting solid foundations for BAS for many years to come and it is

flexible organization with a performance-based and customer-

worth doing it right through methodical planning and systematic

centric culture leading to value added services. To achieve this,

work,” he continues and adds “The positive aspect is that our staff

a number of organizational changes are underway modifying the

are excited and embracing the changes ahead.”

structure of our key business units to achieve a more efficient and

Speaking about staff, one of the most telling signs of any

Endeavour Magazine | 85

BAHRAIN AIRPORT SERVICES company is the promotional and training focuses placed place on

of Bahrain and its airport and become an additional competitive

the people employed.

advantage in the hands of our national carrier and the airport

“Our human capital is the most important asset; solid initial

company (BAC) itself.”

& recurrent training as well as the ongoing development of our

With so much already in place to ensure the standards and

people is the first priority in order to generate the breed of future

facilitation of BAS continue at their high level, what could be the

managers and leaders for BAS,”

new developments for 2013?

As a service provider it all comes down to the way each

“For the short term, our priority is to reshape our business model

individual staff and expert, be it a check-in agent, a dispatcher, a

to meet changing market dynamics domestically,” George says,

load controller or a loading supervisor, handles the passengers and

“We are reinventing ourselves, embracing the latest technological

customer airlines. At the beginning of 2012 a training master-plan

advances and operational best practices to meet client expectations

was developed and a massive training/refresher training program

and offer competitive services.”

implemented.

This includes the acquiring of the new Cargo Handling System,

“Being determined to invest back to our people part of the

while the implementation of a new Resource Management System

achieved margins through improved incentives and rewards, a

is scheduled for early 2013. This will optimize the planning and

newly established concrete Performance Appraisal System was

day-to-day allocation of recourses and shift patterns for staff as

developed. Managers are trained on how to conduct fair and

well as reducing fatigue or ‘human factor’ implications.

impartial staff evaluations against clearly defined goals/objectives

Furthermore, they developed in house and implemented an

towards establishing an equitable culture and a motivating working

integrated Performance Monitoring System (PMS) with more than

environment built on our new corporate values of ethos, respect,

600 predefined Key Performance Indicators (KPIs) for all company

teamwork, transparency and fairness,” George states.

divisions for the collection, processing and systematic monitoring

“We are also revisiting for a second time within a year the

of departmental efficiency and quality as well as the monitoring

salary & grading scale structure for all staff to simplify it and ensure that the basic salary of lower-waged staff is increased while the allowances are rationalized achieving a fair and substantiated policy for all staff, and especially those on shift, while establishing a new era in the relation between management and employees.”

Furthermore, high performing “contract” staff is converted to “open-ended” status to enhance their motivation and also pass a positive message to all for the recognition of good work and professional reliability.

And what about the customers? What focuses are in place with regards to relationship building and consolidation?

“Convincing our airline customers that they get the best value for their money is of primary importance,” George emphasizes, “We all have to “go the extra mile”, to give the best of our mind and heart in order to achieve the highest standards of service and ensure sustainable quality under all circumstances.”

In a small market like Bahrain, reliance is on the establishment of close ties with customers. BAS’ staff need to be there to support the airline teams at all times, listen to their concerns, discuss their daily operational issues and seek the best solutions for them. That is Bahrain Airport Services has made it a policy for all operational managers to spend a considerable time of their working hours outside the four walls of their office and make their presence noticeable in the heart of operations, where all activities take place.

“An integral part of our new corporate culture is to perceive the passengers as our guests and we want to offer a congenial traveling experience to them,” George explains, “This will enhance the image

86 | Endeavour Magazine

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and benchmarking of their operational performance and the service

spending package particularly on infrastructure projects, including

level agreements with our airlines.

the airport terminal expansion, would contribute to the economic

“We are considering to upgrade our CIP passenger buses

strengthening. This is in addition to the GCC pledged $10bn aid

next year with a luxurious interior, boosting the quality of service

package over 10 years to support Bahrain economic and social

to premium passengers and airlines, as well as to enhance our

developments, which will give much needed injection to the

exclusive premium services.”

aviation sector as well.

“For the medium to long term, we are exploring investment

With a new vision and mission statement and a set of new

opportunities regarding the formation of joint ventures with

strategic objectives, BAS is committed to continuous enhancement

credible counterparts for building or acquiring business entities,”

of service quality, operational efficiency and customer satisfaction

George continues, “We are exploring possibilities for expanding

while maintaining an uncompromising stance towards the

into new revenue streams. Airport operations and management,

implementation of the highest safety and security standards in the

premium passenger servicing and lounges, cargo logistics &

industry. In conclusion, despite such strength and development and

warehousing, aircraft maintenance & training, aviation security and

the highest standard of results there is still a lot to see from Bahrain

diversified activities such as industrial and hospital catering are

Airport Services. As George puts it “We established ourselves on

some of the domains we’re examining, not only regionally but also

the right track to do better but we have a long and challenging way

in emerging markets,”

ahead of us to ensure consistency in our services and sustainable

On the macro level, and after some difficult months, Bahrain’s

quality under all circumstances.”

economy is poised to grow in 2013, which will give much needed boost to the local travel & aviation sector. Public investment and renewed private sector activity are having positive effect on the country’s fiscal status. The government’s planned stimulus

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www.chevron.com Endeavour Magazine | 87

CAIRO AIRPORT 0020226966811 // WWW.CAIRO-AIRPORT.CC

SAND AND SKIES Providing one of the most important gateways to Africa and The Middle East, Cairo International Airport plays a vital role in the global transport of peoples and cargo. Located at the crossroads of Africa, the Middle East, Europe and the Persian Gulf, it plays a role as a regional hub for millions of visitors to Egypt.

WRITTEN BY JACK SLATER

CAIRO AIRPORT

The Ministry of Civil Aviation along with the Egyptian Holding Company for Airports and Air Navigation and the Cairo Airport Company have embarked on a longterm development plan to upgrade and modernize its facilities, increase its capacities and set a new standard of service in the region.

C

airo Airport’s mission is to become a passenger and cargo hub

Over forty five passenger airlines use Cairo airport (including

for the Middle East North Africa region (MENA).

charter airlines) and nine cargo airlines. EgyptAir is the largest

The plan is to achieve the top levels of service by rising

operator at the airport.

to global competitive levels and gradually applying air transport

It is administered together with other airport facilities by

liberalization policies. Part of the airport’s strategy includes working

EHCAAN (Egyptian Holding Company for Airports and Air

closely with Egypt Air, which joined the Star Alliance group, as well

Navigation). Management is through contractual arrangements,

as its partner airlines. The openings of the 211,000 m2 Terminal 3

currently held by Fraport AG. Started as a naval base, it was after

doubled the capacity of the current facilities to 22 million annual

the Second World War that Cairo Airport started to take shape.

passengers.

After the American Forces commanding the base had left after the

2002 saw the beginning of the ambitious plan to upgrade

end of the war, it was taken over by the Civil Aviation Authority for

Egypt’s civil aviation facilities which continues with the renovation

global civil aviation purposes but it wasn’t until 1963 that Cairo

of Terminal One’s VIP Lounges and Terminal Two was recomissioned.

International Airport earned its title after replacing Heliopolis, the

The aim is to make them ready to host 8.5 million international

old airport, located along the Hike-Step region in the eastern part

passengers per year.

of Cairo.

To this end, they have recently finished the projects upon

By 2009 Cairo Airport was able to serve about 14.4 million

Runway 05R/23L and the new Control Tower to accommodate the

passengers, a sizeable percentage increase from the previous year.

increase of future traffic development. Additional projects include

It also handled about 143,000 movements of aircrafts in the same

enterting the final stage of completion of the Seasonal Terminal

year, also a strategic increase from the previous year. The tonnage

aimed at accommodating 3.5 million passengers per year, a three

of airfreight passing through the airport was about 275,000. Amidst

thousand capacity Multi Story Carpark with the Automated people

this statistics, Cairo Airport still comes second in Africa in terms of

Mover for transporting two thousand passengers/hour from T1 to

busy airport activity.

T3. Further ongoing developments include a five star Hotel and an Extended Metro Line linking Cairo Airport with Giza.

There are more than 65 airlines using the airport, as well as nine cargo and charter airline. EgyptAir has the largest chunk of

Cairo International is the second busiest airport in Africa after

operations in the airport taking up to 61 percent of all departure

OR Tambo International Airport in Johannesburg, South Africa.

slots. After EgyptAir was assimilated into the lucrative Star Alliance

90 | Endeavour Magazine

carrier, Cairo Airport has been poised to become the chief hub of

for Cairo Airport Company. This was on the occasion of the 5th

major destinations from Africa, Europe and the Middle East, since

anniversary for Cairo Airport Company that was established in

it has A380 facilities among other major utilities.

1963.

A number of projects are underway to enable Cairo to compete

Another attraction for both leisure and business travelers is the

with Dubai as a transit destination, according to the Minister of

new ‘5 Star Hotel’ which has been built in front the new terminal

Civil Aviation Abdel Aziz Fadhel.

and linked with an air-conditioned, 230m long skyway that is also

Speaking at the Euromoney Conference 2013, Fadhel said

equipped with moving walkway/travelators. The Hotel will offer, on

a 350-room hotel attached to the Cairo International Airport is

a total of 10,000 sqm of land assigned for the facility, opportunities

currently under construction and is part of the ministry’s EGP 6bn

for Conferences, Business Meetings and simply the highest

backlog. “Such a hotel will help promote the airport as a transit

comfort. The Hotel will include 350 Rooms and will be managed by

alternative” to Dubai and boost the number of transit travelers

“Le Meridien.

amounting to currently 30% of total arrivals”, he said.

Fadhel added that expansions to the airport with the goal of increasing its capacity from the current annual 21 million passengers are in the pipeline, as well as an unspecified “mega-project” to be set up over a 10 million square metre area that he said would create 100,000 new jobs.

New Attractions And The 50 Year Anniversary – Golden Jubilee To celebrate its half centinneriary the Ministry of Civil Aviation & Cairo Airport company celebrated with The Golden Jubilee

ARINC_Littlegate-Endeavour_halfpage ad.pdf

1

06/01/2014

16:23

ENTEBE AIRPORT 00256 4143 53000 // WWW.CAA.CO.UG

A FLIGHT OF FANCY With international recognition secured and a multi-million dollar regeneration project in the works, Uganda’s CAA talks with Endeavour Magazine to discover how one industry can contribute to the fiscal growth of a nation WRITTEN BY KATIE BRADSHAW

ENTEBE AIRPORT

As a result of the crippling Uganda-Tanzania war in the late 1970s, aeronautical infrastructure in Uganda was in a state of disarray for decades. A number of international airlines had lost faith in the country’s aerodromes as a result of the precarious economy, inefficient transport links and serious security concerns.

B

y the early 1990s, there was a piteous annual average of

the core activities include regulation of the aviation industry,

118,000 international passengers heading through the gates

provision of air navigation services and management of airports.”

at Entebbe, the country’s single-working airport at the time,

After removing a chaotic multi-management approach to the

and only nine international airlines were doing business there.

aeronautical industry and streamlining a singular one, the UCAA has

Reflecting the severity of the tough political and infrastructural

secured strong results in its operations, in particular with Entebbe

challenges facing Uganda, there was also little variation in the

Airport, thanks in part to its emphasis nurturing and developing the

levels of export either inland or on any major transit route.

company’s 950 individual staff. “This [training] is a key imperative

Fortunately, the country’s economy has made ardent strides

as the industry experiences rapid changes in the administrative,

over the last 25 years with a registered growth of 7.5% per annum

operational and technological areas,” says Igunduura. The result

and successful integration with east African countries, particularly

of this promotion is allowing the UCAA to deliver its mandate to

since the discovery of oil within its borders. International markets

ensure security and aviation safety at all of its airfields. In addition,

have thus been embracing Uganda’s main exports, with recorded

significant grants of around US$50m from Spain and Denmark have

growth of 714% between 1986 and 2010 and revenue rising from

contributed towards equipment upgrades and runway renovations

US$406m to US$3.291bn. As a land-locked country, air transport

at Entebbe, and a thriving departures gate has instilled a renewed

is a vital commodity here, and the increasing import-export trade

confidence in the sector.

and passenger demands called for the industry to be poised to play

It seems the hard work and investiture is paying off. Last year,

a prime position in the continuing development of the nation’s

the UCAA attracted the highest number of new international

wealth.

airlines and saw passenger traffic grow at an average annual rate

In a bid to lift the dilapidated sector up and off the industry scrap heap, the autonomous Uganda Civil Aviation Authority

of 10% from 2010-2012, consequently winning them the ‘Global Trade Leaders’ Award.

(UCAA) was established in 1991.“The cardinal objective [of the

This prize, reserved for high-performing medium-sized airports,

company] was to promote the safe, regular, secure and efficient use

was heavily contested among strong entrants such as Qatar Air,

and development of civil aviation in Uganda,” Ignie Igunduura, the

Turkish Airlines and Gulf Air. But with passenger numbers moving

CAA’s manager of public affairs tells Endeavour Magazine. “Today,

through Entebbe expected to rise to more than 1.4m by the end

94 | Endeavour Magazine

ENTEBE AIRPORT of the year, surpassing the 757,200 projected for 2012, and now

airfields, particularly at Gula, Kasese and Arua, just three of the 13

with 21 airlines on board (six domestic and the rest international),

airfields owned by the company. There are also plans to lengthen

the airport can rank itself as one of the top performing global

the runway at Soroti, the second largest airfield, from 1,860m to

operations.

2,500m, and install 24-hour landing lights.

According to Igunduura, Entebbe has already hit its projected

In line with proposals, Entebbe Airport will also receive a

passenger volumes for 2019, putting the airport six years ahead of

significant physical and financial lift with the development of modern

its targets. “Their choice of Uganda was not in vain,” he told East

passenger and cargo terminals to ease the capacity challenge,

African Business Week on announcement of the win. “The award is

apron expansion, and the building of further car parking and vibrant

justified if you look at our traffic figures.”

shopping areas. The financial support the UCAA receives from the

In light of such prestigious recognition, Igunduura and his team

national treasury coffers will not only be reinvested back into the

need to keep both employee and client satisfied but procedures are

system through inland taxes, but contribute to further employment

already in place: “Strategies for the improvement of services and

opportunities in the industry.

competition management include regular staff training, facilities

A further plan to convert three additional aerodromes into

upgrade and incentives to investors and tourists,” he says. “The

airports will come at a cost of around US$240m but it is hoped this

UCAA also constantly seeks customer feedback which helps in

will ease traffic at Entebbe significantly and create a more efficient

product and service improvement.”

system for both tourist travel, and the import/export of goods and

A further aviation overhaul is also underway. Less than two months ago, the UCAA announced its 20-year ambitious ‘Master

services. “The projects are estimated to cost US$300m, and are likely to be completed in 2033,” says Igunduura.

Plan’ which will ultimately channel further funds into the industry,

The prospects have been met with significant enthusiasm, with

double the current passenger handling capacity, improve upon its

investors from China, Canada and Malaysia already visiting Uganda

already high standards, and tackle decline in the country’s other

to discuss financial participation. In October, it was confirmed that

96 | Endeavour Magazine

Spanish engineering firm Ineco have been settled upon as plan

provide high-end services to international tourists. The UCAA will

consultants for the project. It’s looking very likely that the recent

clearly contribute significantly to the economic growth of Uganda

addition of oil as a trading commodity could see a significant change

thanks to the influx of investment and improvement to the country’s

to the cost of fuel for the industry, and also increase the number of

vital airfields and services. It will be wise to continue to deliver for

inland flights. The impressive plans have also had a positive effect

both the international and inland consumer for years to come. As

on neighbouring countries, with Kenya recently announcing its

Uganda takes great strides in its socio and fiscal development,

intent to take on an ambitious air transport project of its own – a

and as the number of people demanding air transport continues

temporary terminal at its own Jomo Kenyatta International Airport

to grow, its collaboration with UCAA seems to be one partnership

(JKIA).

that is destined only to flourish.

To secure proper execution, Uganda’s Prime Minister Amama Mbabazi has commissioned a study to look at proposals and ensure proper planning and analysis of the project. Maintenance is a costsensitive business, but the government there has worked hard with the UCAA to address corporate governance, environmental issues and industry safety standards with a cardinal objective “to promote the safe, secure, regular and efficient use and development of civil aviation inside and outside of Uganda.”

Uganda is currently enjoying the prestige of being one of the top tourist destinations in the world, so a thriving tourism industry increasing the demand for air transport necessitates expansion of the sector and its facilities. There is clearly a demand, particularly to

Endeavour Magazine | 97

KENYAN AIRPORT AUTHORITY WWW. KENYAAIRPORTS.CO.KE // +254 20 661 1000

HIGH ABOVE THEIR COMPETITION Established in 1991 through a parliamentary act and tasked with responsibly managing all the airports and airstrips in the country, The Kenya Airports Authority (KAA) started life with a mission to become the number one airport system in Kenya. Seamless connectivity and the highest level of efficient facilities and services place their average well above stakeholder expectations and like this they have grown in leaps and bounds to become a major contender and a model for all their neighbours.

I spoke with engineer Philemon Chandwana about it all.

WRITTEN BY JACK SLATER

KENYAN AIRPORT AUTHORITY

In the interests of kaizen (change for the better) Kenya Airports Authority continuously invest heavily into its facilities, workforce processes and the local community.

Ultimately, the Authority is looking to turn Kenya into a ‘hub’ for Africa and have in many ways succeeded in doing that with Kenya receiving more international attention from global companies and decision makers looking to the region as an important destination for business and tourism.

B

ased at the largest airport in East and Central Africa, KAA’s offices are found at the Jomo Kenyatta International Airport (JKIA) in Nairobi. The airport originally had a passenger

handling capacity of 2.5 million, however, it now easily handles 6.5 million passengers a year which is a substantial increase which

Ogle Construction Co. Ltd is proud to be associated with the success of Kenya Airport Authority having constructed Wajir and Lodwar Airports along other Airstrips.

has created a ripple effect through their organization and affiliated

Ogle Construction has been nominated to receive CQE Award of 2014 in Geneva and was previously awarded Arch of Europe 2013 Award in recognition as a driver for quality & excellence.

Moi international airport in Mombassa and Eldoret International

businesses.

Two other airports that the KAA is also responsible for include Airport. There are a number of smaller local and domestic airports that the KAA is in charge of such as Wilson, Malindi, Kisumu, Wajir and Lokichoggo and in addition to the airports, Kenya Airports Authority also looks after close to 200 airstrips in the country.

Professionalism and teamwork are two of the Kenya Airport Authority’s core values and the organisation invests significantly in

Our services: Project Management, Maintenance and Construction of Roadworks and Airports, Builders Works, Water and Surge Rehabilitation.

developing its 1,700-strong workforce. “Every employee, at least once a year, gets some serious training with numerous refresher courses,” says Philemon, “Our training programme is comprehensive locally and overseas with particular focus on safety, security and customer service,” Everybody is is given safety awareness training and on the security force is regularly refreshed and retrained so that they can keep themselves at the top of their games, especially with

Physical address: Garissa Kenya Postal address: PO Box 327 - 70100, Garissa, Kenya Telephone: +254 722 516 840 Mobile: +254 722 516 840 Email: info@ogle.co.ke 100 | Endeavour Magazine

those responsible for the security of passengers boarding and disembarking.

The KAA is also going to train up ‘ERP Champions’ to coincide

with the launch of its new management tool. Champions will be

having only one runway is dangerous,” something that Endeavour

selected from each operational area; for example, finance, customer

Magazine has seen in the past working with Norwich International

service, human resources, and are then trained in South Africa on

Airport, “The building of a second strip will also give us the chance

using the new software.

to refurbish some of the neighbouring facilities.”

Training is not enough, treatment is also of concern and the employees at KAA receive both to a very high degree. Above

Meanwhile, the KAA has just completed full refurbishments of both Kisumu Airport and Malindi Airport.

average pay, medical schemes, a bus service to take staff members

With such huge investments taking place in the KAA’s processes,

to and from work and a car and housing allowance for senior

airport facilities and workforce, it seems fair to predict that it will

employees are some of the incentives given.

be successful in achieving both its mission and vision. Specifically

“Those are some of the things that we are doing to ensure

looking at the Jomo Kenyatta International Airport, Kobuthi hopes

that we are top notch, in terms of having a motivated workforce,

the addition of a fourth terminal and second runway will help it to

but also in terms of improving our facilities and our processes,”

more than double its passenger capacity.

Philemon specifies.

“The aim is to be able to handle excess of 20 million passengers

A great deal of capital is being invested into The KAA airports,

a year at JKIA, in the next five years,” he says. “We are also working

being put into terminal refurbishment, expansion and construction

towards attaining a category one status, which would mean that

of new runways. One of the biggest projects the Authority is

anybody, including people from the US, can fly to Nairobi directly

presently involved with is the major refurbishment of the JKIA, and

which will be a significant boost to the economy.”

its overall cost has been estimated at half a billion US dollars.

At the moment, the Jomo Kenyatta International Airport consists of three terminals and one runway. A fourth terminal is currently being put together and Philemon hopes this will be completed by the end of the year.

He elaborates,

“A second runway will be build because

He concludes by saying: “I see Jomo Kenyatta as being the top airport in the whole of Africa within five years.”