Part 3
By Imran Aslam Khan
“Great People To Fly With” – said Jacqueline Kennedy in 1962.
Why did the former First Lady of the United States say these words?
She said them because she knew that the airline she had just flown was being managed by great people—highly trained professionals who were second to none. Those PIA employees, working across various fields, were different. They were different because they were professionals inducted on the merit and had undergone quality training at the PIA Training Centre. This was a reflection of PIA’s prevailing culture at the time—a culture of pride and professionalism.
Today, however, that pride has been lost. Here is a game plan for regaining it and turning Pakistan International Airlines around.
Revamping the PIA Training Centre:
To change the culture of PIA, the first step is to completely redo the Training Centre. Hire the best trainer in the industry as its head and let him or her operate purely on merit.
The very first initiative should be customer services training for 100% of the staff.
Once the induction of new aircraft is finalized, the airline must acquire the flight simulator for the same type. To change the culture in Flight Operations, carry out checks of all active pilots through a third-party evaluator. Fire those who fail the evaluations—they are a serious flight safety hazard. Apply the same line of action to all existing employees and rid the organization of incompetent liabilities who fail the tests.
Manpower Abroad / Foreign Postings:
As suggested above, follow the same line of action for those posted abroad, as most of them are political appointees and nepotism beneficiaries. Ground handling companies abroad can provide the needed services, making foreign postings unnecessary. I will also elaborate later on why they are an extra overhead in today’s context.
Flight Operations:
On-time performance is key to success. Ensure that the number of flights is scheduled in such a way that a delay in one does not create a subsequent chain of delays. Keep similar aircraft and flight crews on standby at all times at all the hubs for quick replacements.
In the beginning, reduce the number of flights to achieve this target consistently.
Maintenance and Repair Organization (MRO):
PIA once had the best maintenance and overhauling facilities in Asia. It still possesses the infrastructure to become one of the leading maintenance providers for airlines again. You just need a professional head for the MRO—but that person must not come from PIA’s prevailing failed culture.
The engine overhaul facility for the engines currently used by PIA on different aircraft must be brought in-house to make the airline profitable. Similarly, the MRO should be upgraded to conduct all necessary checks, including the major D-check, on the types of aircraft operated by PIA.
While most internal issues can be addressed with the changes mentioned above, the true turnaround of PIA depends on the induction of new equipment or the new aircraft—and a scientific approach to selling.
Type of Equipment (Aircraft) Needed:
PIA should focus on acquiring only two types of new aircraft: the latest models of the Boeing 777 and the Airbus A320. The infrastructure for both already exists, and both are proven, successful aircraft. Acquiring a Boeing 777 simulator, in addition to the existing Airbus A320 simulator, will resolve in-house flight crew training issues. It can also generate revenue by training flight crews from other regional airlines—something that was a hallmark of PIA during its Golden Age.
Interline and Code-Sharing Agreements:
PIA has not been using interline and code-sharing agreements effectively. Utilize the IATA Clearing House for accounting and make these agreements functional. Establish interline agreements with regional airlines in Far East, Europe, Canada, and the USA, and sell tickets to all their destinations through a single, effective online platform. Currently, PIA’s web ticketing and selling system is very poor and ineffective.
Effective Use of Third-Party Online Selling:
PIA has one of the poorest online selling systems in the industry. Use AI in sales to track different airline platforms, determine industry best practices, identify which platforms are performing, and adapt quickly to changes. PIA is living in an era three decades old. More effective platforms can also eliminate the need for expensive postings abroad. The need of the hour is for PIA to use AI in conjunction with various online platforms to aggressively generate revenues.
Marketing and Branding:
PIA is a national carrier, and its biggest advantage is the traffic rights it holds across the world. Good quality manpower and modern aircraft will re-establish the branding of “Great People To Fly With.” And with that, we will once again thank First Lady Kennedy for giving us that glorious slogan.
About the writer: Imran Aslam Khan is an experienced Aviation Professional with a strong background in drafting amendments to Pakistan’s Aviation Rules and shaping national Aviation Policy. He is the founder of the Aircraft Owners and Operators Association (AOOA) Pakistan
