The passion for innovation and high quality service delivery for which Gulf Air earned its reputation in the 70s and 80s for its luxurious Tristar services continues even today. In recent years, Gulf Air has won international recognition for its several innovative products such as Sky Nanny, Sky Chef and dineon- demand that have set a trend for other airlines to follow.
What is the range of challenges you face in ensuring that your model serves the truest interests of your stakeholders and of Bahrainis as a whole?
Our mandate is clear; to build an efficient, commercially sustainable and dynamic airline that effectively serves the people and the economy of Bahrain and represents the Kingdom on the world stage. There are challenges to achieve this goal as the aviation industry in general is very volatile and subject to several factors such as changing marketplace, fluctuating fuel prices and geopolitical events. Add to this is the aggressive expansion by regional and international competitors in the region who are competing for the same capacity.
Gulf Air’s new strategy has a strong business model in place that aims to become a regional leader and the preferred choice for travel throughout the Gulf and Middle East, connecting more points throughout the region than our competitors by identifying commercially viable and profitable routes. As such the following will be key drivers;
• Bahrain first – emphasis on high quality service for the local business market
• Future growth – connect Bahrain to over 50 destinations, including up to 20 new locations
• Commercial advantage – tailoring the fleet to serve more points with non-stop services
• Regional leader – focusing on frequency and higher-value markets
• Brand excitement – create a dynamic, lean, customer driven national Bahraini carrier
What is your vision for expansion, in terms of fleet and staff?
Towards achieving this, Gulf Air has already started an active refleeting programme under which new A320 aircraft are being inducted in to the fleet replacing the older ones progressively. Another major development is the inclusion of regional jets into its fleet - Embraer 170 Advanced Range jets. The aim is to serve every Arab capital with at least a double -daily service and the regional jets will help achieve this objective. As Gulf Air progresses in this direction, it will soon have a stable of brand new aircraft for its customers to enjoy a new travel experience.
How important is sustainability to your organisation? How have you incorporated the concept in the aviation business?
Sustainability is key to the success of our business and it is clearly laid out in our new strategy that states building an efficient, commercially sustainable and dynamic airline that effectively serves the people and the economy of Bahrain and represents the Kingdom internationally. In order to achieve this, Gulf Air will offer customers more value for money, re-align the network to reflect customer demand as well as redesign the product to deliver more customer value on a consistent basis. Gulf Air will improve the customer experience by introducing several attractive new product innovations, seating arrangements, in-flight entertainment and other on-board amenities, tailored to the Middle East region on a consistent basis. Gulf Air will also aim to reduce fleet costs and minimise expenditure that no longer adds customer value.
As the title sponsor of the Bahrain Grand Prix until 2010, what are your plans about further association with sports?
In addition to being the title sponsor of Grand Prix since its first race in the Kingdom, Gulf Air is also the shirt sponsor of the London-based football club ‘Queens Park Rangers’. Gulf Air has always been a keen supporter of sports as it has sponsored several regional and local sports event, previously. The airline will continue to extend its support to sports events as and when required.
How has the recent economic downturn created an impact in your organisation?
Like all other airlines in the world, Gulf Air also had to bear the brunt of the economic downturn. However, the Kingdom of Bahrain’s is one of the few economies that have successfully managed the downturn and business is growing. Gulf Air took some rationalisation measures to respond to the lowdemand. Despite the recession, Gulf Air was able to maintain the same number of travellers last year vis a vis 2008.