AVIATION
www.littlegatepublishing.com
AFRAA Championing African Aviation
AIAC Pioneers Of Aerospace
SHARJAH AIRPORT Spreading Their Wings
ETHIOPIAN AIRLINES BACK IN THE AIR
UK £4.95 CAN $7.95 USA $7.95 EUR €5.95 SA ZAR 69.00
INSPIRED BY YOUR SUCCESS
FRED BLACK INSURANCE BROKERS LTD
� bolt
EAST AFRICAN AVIATiON INSURANCE SPECIALISTS Office In Nairobi And Tanzania Licenced For Insurance And Reinsurance Offering A Rated Coverage CLASS General Aviation Business jet Airline
� � Tel: (+254) 20 6000 757/59/60, Cell: 0718 792 430 E-mail: info@fredblack.net Web: www.fredblack.net
“Thanks again for all your work on this especially when I am out of the country. I am very impressed with Fred Black and think your services are worth much more than the insurance premium paid.” - Capt. Edwin Asante, Private Aviator
HEADS OF DEPARTMENTS Managing Editor Alice Instone-Brewer editor@littlegatepublishing.com Sales Manager Emlyn Freeman emlynfreeman@littlegatepublishing.com Editorial Researcher James Lapping james@littlegatepublishing.com Editorial Researcher Dennis Morales dennismorales@littlegatepublishing.com Editorial Researcher David Kimberley david@littlegatepublishing.com Editorial Researcher James Martin jamesmartin@littlegatepublishing.com Corporate Director Anthony Letchumaman anthonyl@littlegatepublishing.com Lead Designer Alina Sandu studio@littlegatepublishing.com CEO Stephen Warman stevewarman@littlegatepublishing.com For enquiries or subscriptions contact info@littlegatepublishing.com +44 1603 296 100 ENDEAVOUR MAGAZINE is published by Littlegate Publishing LTD which is a Registered Company in the United Kingdom. Company Registration: 07657236 VAT registration number: 116 776007 343 City Road Suite 10, Thorpe House London 79 Thorpe Road EC1 V1LR Norwich, NR1 1UA Littlegate Publishing Ltd does not accept responsibility for omissions or errors. The points of view expressed in articles by attributing writers and/or in advertisements included in this magazine do not necessarily represent those of the publisher. Any resemblance to real persons, living or dead is purely coincidental. Whilst every effort is made to ensure the accuracy of the information contained within this magazine, no legal responsibility will be accepted by the publishers for loss arising from use of information published. All rights reserved. No part of this publication may be reproduced or stored in a retrievable system or transmitted in any form or by any means without the prior written consent of the publisher. Copyright © Littlegate Publishing Ltd 2020
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
6 | Endeavour Magazine
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:
8 | Endeavour Magazine
“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
ETHIOPIAN AVIATION ACADEMY
ETHIOPIAN MRO SERVICES
IS AN ICAO/ IATA DESIGNATED REGIONAL TRAINING CENTER OF EXCELLENCE
IS AN APPROVED PART 145 ECAA / EASA/FAA REPAIR STATION
• Basic aircraft maintenance technician training
• AIRFRAME MAINTENANCE Airbus A350XWB, Boeing 787, Boeing 777, Boeing 757/767,
• Pilot Trainings (CPL/MPL) • Aircraft Simulator Trainings: A350, B777, B787, B737NG, B737MAX, B757/767, Q400
Boeing 737 MAX, NG & Classics, De Havilland DHC-8/Q100-400 • ENGINE MAINTENANCE GEnx 1B, CFM56-3/7 Overhaul, GTCP 331-200 (APU) Overhaul, GTCP 131-9B (APU) Overhaul & GTCP 131 (APU)
• Cabin Crew Training
Overhaul, On Wing Support: CFM56-3/7, GE90, GEnx
• Commercial & Ground Services Trainings
• COMPONENT MAINTENANCE
• PLC - Programmable Logic Controller
• TECHNICAL HANDLING SERVICES
Trainings per SIEMENS curriculum
AT VARIOUS STATIONS • MATERIAL MANAGEMENT SERVICES
Contact Us E-mail:- MROMKT@ ethiopianairlines.com EAAINFO@ethiopianairlines.com
Website:- www.ethiopianairlines.com/EAA www.ethiopianairlines.com
Bisratt@ethiopianairlines.com Mgr. MRO & Aviation Training Sales & Mktg. Telephone:- + 251 11 6651192 + 251-115-178130/8480/8213 + 251-115-174013/4016/4023
AFRAA
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
Renowned as one of the safest aircraft in its class‚ the Emb 120 is also one of the fastest. Thanks to him‚ it will not take you more than 30 minutes to connect the islands of the Union of the Comoros with each other and only 1h30 between Moroni and Dar-es-Salaam.
www.flyabaviation.com 10 | Endeavour Magazine
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
BOEING 727-200 FREIGHTER Aircraft Data Sheet (5Y-GMA)
Our Services
Cargo Flights
Charters
Relief
Passenger flights
Our Schedule Every Day 6// 1 X weekly to JUB Every Day 7// 1 X weekly to MGQ Every Alternate Week on Day 7// HGA & JIB Other Adhoc Consolidations services to POL, GOM & BGF
www.safeaircompany.com
Endeavour Magazine | 11
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.
14 | Endeavour Magazine
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
16 | Endeavour Magazine
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.
SPECIALISTS IN ASSEMBLY OF AIRCRAFT PARTS
We channel big thinking into solutions that MOVE THE WORLD FORWARD advancing the lives of everyone who shares our planet through cutting-edge technology
6390 Northwest Drive, Mississauga, ON, L4V 1S1 Tel: 1-905-612-6781 Fax: 1-905-673-6160 www.mhi.com
Endeavour Magazine | 19
20 | Endeavour Magazine
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,
22 | Endeavour Magazine
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
UNITED ARAB EMIRATES . SHARJAH (SHJ)
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.
24 | Endeavour Magazine
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.
26 | Endeavour Magazine
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.
BOSTON | SHANNON | LONDON | SINGAPORE
SUPPORTING THE
WORLD’S AIRLINES
BOSTON | SHANNON | LONDON | SINGAPORE
Engine Lease Finance (ELF) is the world’s leading independent spare engine financing and leasing company, specialising in the provision of flexible short, medium and long-term spare engine support packages for the airline industry.
SUPPORTING THE
WORLD’S AIRLINES We offer • Spare Engine Purchase & Lease back • Medium & Long Term Operating Leasing
CALL: Ciaran McGlynn � +353 87 275 5323
• Short Lease Term Engine SV Cover Engine Finance (ELF) is the world’s leading independent spare �: +353 61 363 555
• AOG Spare Engine Support engine financing and leasing company, specialising in the provision of • Engine Acquisitions & Dispositions
� : ciaran.mcglynn@elfc.com
flexible short, medium and long-term spare engine support packages • Engine & Portfolio Management Services : www.elfc.com for the airline industry. ELFC_A4_advert_august_2016.indd 4
15/12/2016 14:43
GRU AIRPORT WWW.GRU.COM.BR // 55 11 2445-2945
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.
ABOVE. BEYOND.
W
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. Irrespective of whether visitors are travelling to this larger-
Data is one thing. Real intelligence is something else.
than-life city for business or pleasure, GRU International Airport is
Monitor, predict and improve your airport operations with SITA AirportPulse – a unique, cloud-based Business Intelligence portal.
the gateway through which they will arrive. Based in Guarulhos, a
Explore more at: www.sita.aero/airportpulse
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
2262 Above Beyond Quarter Page Advert 92x138 ART.indd 1
19/04/2017 14:18
THE BEUMER GROUP provides fully integrated automated high-speed airport baggage handling systems for small, medium, and large airports worldwide. This includes producing and integrating systems for security screening, storage, sortation and transportation of departure baggage from check-in to departure gate, as well as transportation of transfer and arrival baggage.
SOME THINK AIRPORT EFFICIENCY HAS REACHED ITS LIMITS. WE THINK DIFFERENT. “Streamlined” is a term often used in the aviation industry. Where some apply it to aeronautics, BEUMER Group applies it to excellence in baggage handling. With our trusted BEUMER Group A/S product range streamlining doesn’t simply mean quicker, greener and safer technology. It means seamlessly integrating end-to-end baggage handling solutions that meet an airport’s specific requirements. And our global Customer Support organisation ensures you continue to reap the benefits long into the future. For efficiency without limits, visit www.beumergroup.com
BEU_AirportsCrisbag_gestrP_EndeavourMagazine_188x138_EN.indd 1
19.04.17 14:31 Endeavour Magazine | 35
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
Let us be your eyes and ears Parcel and Baggage Inspection using Low Energy X-Rays Cargo Inspection using High Energy X-Rays Gas Chromatography/ Mass Spectrometry Gamma Ray Spectroscopy Ion Mobility Spectrometry Fourier-Transform Infrared Spectroscopy Linear After The Exponential Polymerase Chain Reaction Millimetre-wave Raman Spectroscopy
Working together in Brazil since the beginning of 2017 aerotech.com smithsdetection.com
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.”
FOR THE MILLIONS OF PASSENGERS WHO PASS THROUGH GRU EACH YEAR, BABCOCK guarantees a superior customer experience. On hand with our 220–strong team of professionals in Brazil, ensures that we provide the finest level of service. Luggage systems, boarding bridges, audio systems, automatic doors – at BABCOCK, we are world leaders in our field, making sure every part of your airport journey runs smoothly. With our international-standard technological solutions, GRU has the critical components it needs to be the best in Latin America.
Trusted to deliver across Airports The breadth of our experience and the depth of our expertise means Babcock International is trusted to deliver across the sector. It installs and maintains sophisticated baggage handling and tracking technologies at some of the world’s busiest airports as well as ground support equipment. Airports are our world. We’d like to share it with you. +55 11 2104 1200 info@babcockinternational.com.br
www.babcockinternational.com/br/
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
Introducing FLY ALLWAYS AIRLINE where you will always be in good comfort. Shorter flight times and more baggage allowance with comfortable seating and competitive fares. Choose Fly Allways for your trips to Barbados, Guyana, Suriname St Maarten and Haïti. On time arrivals and departures ! Call your travel agent today and tell them you want to fly with Fly Allways.
© Sylvie Dutoit
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
Thinking KOSHER... Think STOGEL CATERING The answer to all your long life and frozen Kosher needs. PERSONEL SERVICE and GREAT QUALITY food - that’s what made us #1!
Stogel Kosher Catering | 16 Werkstraat | 2018 Antwerp, Belgium | Tel.: +32.3.239.1687 / 239-5115 Fax: +32.3.239.4440 | E-mail: sales@stogel-catering.be | www.stogel-catering.be 56 | Endeavour Magazine
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.
Proven solutions to store and transport expensive kit such as: Radar, Communication, Electro Optical, Medical, Video, Navigational Equipments and Armaments
Plot No: 85/86/87, Sidco Industrial Estate, Malumichampatti, Coimbatore – 641 050, India Phone: +91 422 6553807, Fax: +91 422 2655156, Mobile: +91 8807060127 applicationengg@saarccases.com www.saarccases.com Endeavour Magazine | 57
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
PROVIDING SOLUTIONS THAT TAKE FLIGHT
Intelcan is a Canadian leader in Communications, Navigation, Surveillance (CNS) Air Traffic Management (ATM) and Airport Infrastructure solutions. Intelcan has delivered cost-effective and flexible turnkey solutions to fulfill the requirements of civil and defence authorities in more than 60 countries, by integrating our leading edge SKY-suite CNS/ATM products or using those from a network of global suppliers.
www.intelcan.com // info@intelcan.com 69 Auriga Drive, Ottawa, Ontario, Canada K2E 7Z2 Tel: 1.613.228.1150 • Fax: 1.613.228.1149
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
Operating the largest fleet on the widest flying safari network in East Africa
Celebr
safaris
s
Reach your safari destination with daily flights to:
•
Ruaha
•
Selous
•
Manyara
•
Kilimanjaro
•
Zanzibar
•
Nairobi
•
Serengeti
•
Kigali
•
Tarangire
CoastalAviation
fly.coastal
ctlaviation
safari@coastal.co.tz # www.coastal.co.tz # +255 787 232 747
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
Chevron has major operations in the world’s most important oil and gas regions. We are leaders in working in extremely difficult environments such as ultradeep water. Oil: Chevron uses innovation to maximize mature fields and discover new reservoirs. Natural Gas: Chevron is well positioned to meet the world’s escalating demand for natural gas. Manufacturing, Products & Transportation: We are a leader in refining, fuels, lubricants and additives. Our experience and creativity bring energy to consumers efficiently. Manufacturing: Our refining operations are strategically located to serve the fastest growing markets.
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
Developing Vital Energy Resources At Chevron, we are relentlessly focused on producing safe, reliable energy now and for the future. How are we doing it? By applying the energy we have most in abundance: Human Energy.
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.”