The Leader

launch elite services such as implementing Duty free, Concierge and Establishing Partnerships with Airlines also redevelopment and Renovation for a group of terminals in ALTANFEETHI. We are making all the efforts with everyone’s solidarity to make our country a model for the world at all levels.

8. How are you expecting air traffic and tourism to become a drive economically and socially?

The transportation sector today is among the strong engines in the country’s economy, as the targets have been systematically, according to the statement of the President of the Civil Aviation Authority, Abdulaziz Al-Duailej, on the pillars and targets of the national aviation strategy, which depends on increasing the number of passengers in 2030 from about 100 million passengers in 2019 to 330 million with an increase in destinations. so that the Kingdom becomes a global center for transit travel, in addition to increasing destinations for more than 250 international destinations. In addition to the expansion of the current airports and focusing on having two major international airports in Jeddah and Riyadh, in addition to a national carrier, as well as air freight by raising the capacity of airports to 4.5 million tons, these statements confirm that there will be growth in revenues from Aeronautical and non- Aeronautical, which will undoubtedly positively affect the economy.

The air traffic and tourism will also socially contribute to providing job opportunities for Saudi youth and increase in the rate of Saudisation. It is also expected that the number of ultra-high-net-worth individuals (UHNWIs) population in the Kingdom of Saudi Arabia will increase by 20% to 8,416 between 2020 and 2025, according to Knight Frank’s latest Wealth Report 2021. The Kingdom’s UHNWIs population grew by 227% over the last five years, the fastest growth rate globally. A total of 617 new UHNWI were added in 2020, taking the tally to 7,020. On the other hand, the highnet-worth individuals (HNWIs) population in the country will likely increase by 20% to 287,115 from 2020-2025.

9. What measures are you taking to elevate the nation’s vision 2030?

The objectives of the new strategy were determined based on the Kingdom’s Vision 2030, which is to contribute to the average national income of the Kingdom by creating job opportunities and managing Saudi talents in line with the Kingdom’s Vision 2030. And the involvement of the private sector, where requirements can be met with high efficiency, Contributing to drive the luxury tourism in the Kingdom, creating unique experiences, and going above and beyond in meeting the distinct needs of travelers.

10. What challenges did you face while doing so and how did you overcome them?

At the beginning of any mission, it is natural that you will face many challenges, but the most important thing is how we overcame them, within 60 days, work was done to conduct a full review and report of the “current status” on the status of 27 executive terminals ‘ infrastructure, technical systems and operation, and then, appointing a team to manage corporate transformation, developing a transitional plan for (staff - financial - data - assets and other studies and development of the general plan for the infrastructure, and an increase in offers and commercial contracts in the terminals).

Within only 100 days, the reception and farewell mechanism was reviewed, and a unified mechanism was created that reflects the model of luxury, and a review and submission of a plan for developing key performance indicators, Simultaneously, the company’s new identity was announced, we have worked on developing the level of service provision agreement with partners and related stakeholders and working to increase revenues by number of projects. analysis of training needs and development of a training and development plan for all workers in several programs, and we obtained the GACAR 151 certificate at the beginning of last year, while not more than a year from the founding of the company, and this is a great achievement.

11. What has the feedback been so far from participants and visitors?

The feedback is very positive, as during the past year we achieved 99% of guest satisfaction, and we also obtained first positions in the world, as we achieved first place as the best customer service in the Middle East, North Africa, and Europe also the First place for the best customer service in the world as well as the best use of social media channels to serve guests in the world and Customer Happiness Awards for the best use of digital channels and social media to serve guests, proud of this achievement, which confirms that we are on the way The right direction towards ALTANEETHI’s vision to be the first in the management and operation of VIP terminals and executive services in the world,, we will work according to our strategic plan to achieve leadership and excellence in providing an exceptional experience for our guests.

12. Can you share with us a milestone or a highlight that you faced during your career?

The Corona pandemic and its impact on the whole world and on some sectors, specifically in the aviation sector, due to the imposition of travel restrictions and the decline in demand among travelers. The significant shortage in the number of passengers led to the cancellation of flights or empty flights between airports, which led to a strong crisis in the country in the year 2020 , and I was assigned as head of the Corona Crisis Committee, and many plans were created to avoid problems that get travelers, the plans were crowned with success And safely to all visitors to King Khalid International Airport, and the difficulties were overcome. Likewise, in ALTANFEETHI, we worked on creating 360 plan to reach the highest levels and recover after the Corona crisis, which affected the entire sector in the world.

13. What do you foresee for the future of ALTANFEETHI in KSA?

During this year 2023, we will work in ALTANFEETHI on a projects plan based on three pillars. The first is Build a strong foundation through upgrading infrastructure on 3 criteria (Increasing on the Terminal Space, Capacity Increased Guest/ hr, Upgrade facility). The second pillar is Enable the business priorities (Strengthening partnerships with private operators within the sector) And the third pillar is Improve the guests experience (Deliver world-class experience to passengers).

Certainly, I hope that we will achieve advanced positions in all fields, and be pioneers in serving VIP guests, as well as expanding the management of VIP lounges and terminals not only in airports, but on a larger level than that, and linking all ALTANFEETHI terminals with VIP lounges in all airports of the world so that they are an integrated travel experience for guests from Saudi Arabia and abroad. and we are thrilled to be bringing our expertise and outstanding levels of service to a wider client base both in and outside of the Kingdom and support the burgeoning travel scene in the region.

14. What is a typical day like for Gelban bin Mohammed Al-Gelban?

When I achieve a balance in all the responsibilities related to me, I give my family some attention gets their satisfaction, as well as finalize my work tasks, in addition to exercising, visiting friends and enjoying with them.