< PreviousINTERVIEW | JORAMCO NOVEMBER 2024 30 CEO of Joramco, one of the leading independent commercial aircraft MRO service providers based in Jordan, with a broad clientele across the Middle East, Europe, South Asia, Africa, and the CIS region. Highlighting the industry’s emphasis on operational safety and regulatory compliance, Currie begins by drawing a striking analogy. “Aviation is like an oil tanker; it’s very slow to turn for very obvious reasons because safety is absolutely paramount,” he says, noting that this creates processes and systems that cannot be easily changed. Digital transformation Despite the industr y’s cautious pace, Currie views technology and digitalisation as game changers in two main areas: structural assessments and operational effi ciency. Digitalisation, he explains, has signif icantly enhanced aircraf t inspections and damage assessments. In the past, structural assessments were a labour-intensive process that required extensive manual work. Today, with digital processing, the speed and accuracy of damage assessments have radically improved. “The damage impact can be uploaded to the engineering department or the [original equipment manufacturer] OEM literally within minutes,” he says. This shif t not only enhanced ef ficiency but also significantly reduced turnaround times for maintenance operations, a critical factor in an industry where time is of utmost importance. Digitalisation’s role in enhancing operational effi ciency is equally critical, Currie explains. Traditionally, engineers relied on paper to document the work performed on aircraft. This practice, while common, is fraught with inef f iciencies . “Currently, that’s done in a very paper-driven process. We’re moving away from paper to tablets,” Currie says. The transition to tablets enables engineers to access maintenance manual s an d d o cum e nt atio n more easily, allowing them to spend more time on aircraft work. “What that’s going to do is [allow] more time for engineers to be on the aircraft and easier access to documentation and maintenance manuals because it will all be on the tablet,” he notes, adding that AI and machine learning would further enhance this process by ensuring that specifi c tasks can only be signed off by qualifi ed personnel. “It takes all error away from the paperwork, ensuring that the process is a lot more effi cient,” he explains. This not only streamlines operations but also contributes to shorter turnaround times. “The paper system has to go through different stages and departments before it’s signed off. Now we’re doing it live, and the people that have to sign off have access to the immediate point at which that process or task is done,” Currie adds. Every year, Joramco Academy enrolls 300 new students While the world's fl eets are growing exponentially, MRO capacity isn't!—In Jordan, we're building three new hangars, wide-body hangars, fi ve lines each AVB_Nov2024_28-33_Interview - Joramco_13427542.indd 3025/10/2024 17:25JORAMCO | INTERVIEW 31 NOVEMBER 2024 Supply chain challenges Despite this accelerated transformation, the broader aviation industry, and the MRO sector, in particular, have faced signifi cant challenges in recent years, particularly related to supply chains. The COVID-19 pandemic exacerbated existing vulnerabilities in global supply chains, signifi cantly impacting the availability of critical components and parts for aircraft maintenance. “Supply chain issues started with the global pandemic, driven by [the absence] of workers in factories,” Currie explains, noting that these disruptions have not fully recovered, leading to the current delays in MRO operations. He also points out that while certain aircraft parts and components can be predicted and made available in advance, unexpected issues often arise during inspections. “When you carry out an inspection, particularly on an older aircraft, you will fi nd things that are unpredictable, and that's when the supply chain has to react very quickly,” he says. While the supply chain performs well in most cases, it struggles to keep pace with older airframe types, causing signifi cant delays as aircraft await critical spare parts, according to Currie. Similar to a production line, the aircraft must be removed from the queue until the needed parts are available. To mitigate this, Joramco has adopted a proactive approach, leveraging technology to identify and Joramco's partnership with Spirit AeroSystems authorises the company to repair large components at its facility in Jordan Shortages of critical spare parts have led to signifi cant delays in MRO operations address supply chain bottlenecks. “We leveraged technology to identify what major items were delaying our checks, and it came down to something as simple as seat tracks—we invested in a CNC machine so that we can take in the raw material and fabricate seat tracks ourselves,” Currie recounts. This allowed Joramco to produce essential components in-house, reducing reliance on ex ternal AVB_Nov2024_28-33_Interview - Joramco_13427542.indd 3125/10/2024 17:25INTERVIEW | JORAMCO NOVEMBER 2024 32 suppliers and minimising delays. While this can alleviate some supply chain blockages, not all components can be manufactured in-house. Therefore, enhanced collaboration with OEMs remains crucial to address these bottlenecks. of the company's partnership with Spirit AeroSystems, which authorises Joramco to repair large components, such as nose cones, inlet cowlings, and thrusters at its facility in Jordan, reducing costs and turnaround times for airline customers. “Rather than a customer coming to us and having to ship that exceptionally large item in a cargo aircraft, we are now approved, under Spirit AeroSystems, to perform levels of repair on those items,” he notes, adding that this not only improves operational ef f icienc y but al s o enhance s customer satisfaction. The future of MRO As we delve into the future of the MRO sector in the Middle East, Currie expresses optimism about the potential for growth and innovation in the region. “I think the Middle East, particularly the UAE, is the centre of aviation, and it’s only going to continue that way,” he says, attributing this trajectory to strategic investments in infrastructure development, such as Al Maktoum International Airport, which positioned the country as a magnet for aviation businesses. “The Middle East as a whole is a very The Middle East, particularly the UAE, is the centre of aviation, and it’s only going to continue that way Strategic partnerships Partnerships are a vital component of Joramco's strategy to improve ef ficiency and tackle challenges within the MRO sector. “We’re a big fan of partnerships!” Currie asserts, drawing an example Joramco is building three new wide-body hangars in Jordan Tablets enabled engineers to access manuals and documentation more easily AVB_Nov2024_28-33_Interview - Joramco_13427542.indd 3225/10/2024 17:26JORAMCO | INTERVIEW 33 NOVEMBER 2024 attractive region to do business—we have a very attractive proposition to offer not just customers but also colleagues and staff,” Currie notes. Looking ahead, he envisions a steady evolution of technology within the MRO sector over the next decade. “I think technology will [continue to evolve] steadily. I don’t think it will hit us in one fell swoop,” he remarks, emphasising that the digitalisation of paperwork will be one of the signifi cant innovations driving effi ciency and streamlining operations. He also anticipates a further rise in demand for MRO services, in tandem with the expansion of the global aircraft fl eet. “The demand for maintenance will continue to grow,” he predicts, underlining the need for more capacity to keep pace with this rising demand. “While the world's fl eets are growing exponentially, MRO capacity isn't!— In Jordan, we're building three new wide-body hangars, with fi ve lines each. The fi rst of which will come online at the end of this year. More people have got to build more capacity,” he states. Workforce development For Currie, expanding MRO capacity involves more than just constructing hangars; it also means developing a sustainable workforce. “It’s not about just hangars; it’s about having hangars in an area where there is a sustainable workforce, and that means training,” he says. To bridge the skills gap and ensure that the MRO sector has access to a sustainable workforce, the company recently inaugurated its Joramco Academy, an independent training institution aimed at nurturing and preparing the next generation of aviation professionals. “The academy is now taking 300 students per year,” Currie reveals, calling on other industry stakeholders to adopt similar initiatives. The academy aims to provide comprehensive training to ensure trainees are well-equipped to meet the industry’s evolving needs. “We've enhanced our training [programme] to add type training,” he explains, highlighting that, in addition to foundational training, the academy will offer specialised programmes focusing on safety, human factors, and competency training. “It's a whole piece. It's not just the 147 Academy training; we [also] do Part-145 [training],” Currie emphasises, reaffi rming Joramco’s commitment to developing a workforce capable of meeting industry challenges. The path forward Outlining Joramco's strategic priorities, Currie highlights three key areas of focus: building capacity, growing the workforce, and building effi ciency. This multifaceted approach to training and development is crucial for positioning Joramco for future success in a competitive and rapidly changing environment, as well as ensuring that the company can adapt to the industry’s evolving needs. With a clear vision for the future and a commitment to innovation, Currie expresses his optimism about the opportunities that lie ahead. “We’re looking at different work-life balances, and the Middle East, particularly the UAE, offers that,” he concludes, predicting a future where digital tools significantly streamline MRO operations, ultimately resulting in faster service and improved safety standards. This evolution is especially vital as airlines and MRO providers strive to meet the growing demand for air travel, both in the region and globally. The company serves a variety of airline customers across the Middle East, Europe, South Asia, Africa, and the CIS region AVB_Nov2024_28-33_Interview - Joramco_13427542.indd 3325/10/2024 17:26NOVEMBER 2024 34 REPORT | OMAN AIR The Omani flag carrier, Oman Air is undergoing an ambitious transformation aimed at reversing years of fi nancial losses, a shift spearheaded by the airline’s recently appointed CEO, Con Korfi atis. The carrier’s transformation strategy primarily focuses on modernising its fl eet and overhauling its network to boost profi tability and tackle operational challenges, positioning it to break even by 2027 and achieve profitability in subsequent years. “Oman Air is a 30-plus-year-old airline, but it hasn’t transformed in this time. The business side is not a wonderful story—it is almost the opposite of our award-winning product,” Korfi atis said in a recent interview, expressing confi dence in the airline’s ability to change this narrative. “We’re a little late to the party, but not too late. We need to go on the journey, justify our existence, and invest more,” he added. The carrier’s transformation plan, initiated in 2023, has seen signifi cant progress in the past few months, with the launch of new routes to high-demand destinations and the latest enhancements to the airline’s onboard offerings. Simplifying and upgrading its fl eet and optimising its network are central to Oman Air’s transformative vision, Korfi atis explained earlier this year. This multifaceted strategy involves eliminating lower-demand products and routes while reallocating investments towards improving service and offerings. Fleet modernisation In line with this strategy, the airline has recently phased out its First Class product, which, according to Korfi atis, was not in demand. Instead, the cabin was replaced with a new Business Studio product, aligning the airline’s offering more closely with evolving market demands and customer preferences. LEANER FLEET, SMARTER NETWORK OMAN AIR’S RECIPE FOR TRANSFORMATION As the carrier’s transformation strategy shifts into gear, we explore how it plans to reverse losses and fuel future growth AVB_Nov2024_34-35_Feature-Oman AIr_13420320.indd 3425/10/2024 17:3835 NOVEMBER 2024 OMAN AIR | REPORT Furthermore, this transition aims to boost capacity, densify cabins, and improve seat-mile costs. Currently, Oman Air operates a mixed fl eet of 34 aircraft, including 13 Boeing 737 MAX 8s, 11 737-800 Next-Gens, eight 787-9s, and two 787-8s. Additionally, the airline has six Airbus A330-300s and four A330-200s, according to its website. This fl eet, while small, featured various conf igurations and layouts, which made delivering a consistent passenger experience particularly challenging. “We had six different layouts on our 787s and A330s, which created a massive complex mess in such a small wide-body fl eet,” Korfi atis explained. To address this challenge, the airline plans to retire its Airbus A330s and Boeing 787-8s by the end of 2025, leaving a wide-body fl eet of only 787-9s. With the removal of First Class, the remaining aircraft will feature a two-class confi guration, including Economy and Business Class. Similarly, the airline will further refi ne its narrow-body fl eet, with the 737-800 and 737-900s set to be replaced by 737 MAX 8s by 2026, according to reports. Network overhaul In addition to the fl eet enhancements, Oman Air announced a major network overhaul earlier this year. In January, the airline reduced fl ight frequencies to selected destinations while boosting capacity on more popular routes. Furthermore, it suspended operations on multiple routes, including Chittagong, Colombo, Islamabad, and Lahore, over high operational costs. “The amount of money we lost on such routes was too high and not sustainable. It would have been cheaper to park the aircraft than to fl y them. The routes did not even cover incremental costs,” Korfi atis revealed. In October, Oman Air launched a new route to Rome, marking the airline's fi rst new destination in fi ve years. Starting 20 December, the airline will operate four weekly fl ights from Muscat International Airport (MCT) to Leonardo da Vinci–Fiumicino Airport (FCO) on Mondays, Wednesdays, Fridays, and Sundays, establishing the fi rst direct connection between the two cities. “Our new direct fl ights to Rome represent an exciting step in our transformation. Marking our second destination in Italy, this key route not only enhances our European offerings but also marks the start of our strategy to maximise the utilisation of our narrow-body fl eet,” Korfi atis said. Korfi atis ruled out plans to launch services to the US in the near future, which, in his opinion, could have potential negative impacts on the airline’s capacity. “No, we are not currently interested in the US. It would be far too asset- heavy when we have a small fl eet. But maybe in the future, especially with alliance membership coming,” he added, referencing the airline’s anticipated entry into the Oneworld alliance. Con Korfi atis, CEO, Oman Air The airline aims to modernise its fl eet to better align with passenger preferences We are a little late to the party, but not too late. We need to go on the journey, justify our existence, and invest more Con Korfi atis, CEO, Oman Air AVB_Nov2024_34-35_Feature-Oman AIr_13420320.indd 3525/10/2024 17:38NOVEMBER 2024 36 INTERVIEW | SITA AVB_Nov2024_36-41_Interview - SITA_13429006.indd 3625/10/2024 17:3937 NOVEMBER 2024 SITA | INTERVIEW A NEW ERA IN AIR TRAVEL SITA’S CEO, DAVID LAVOREL, SHARES HIS VISION FOR THE FUTURE OF AIRPORTS AND PASSENGER EXPERIENCE Airports worldwide are on the brink of a technological transformation, driven by rapid advancements in technology and a marked shift in passenger expectations. With air travel demand poised to surge to unprecedented levels in the coming years, the future of airports will be shaped by innovative solutions designed to enhance effi ciency, elevate passenger experiences, and meet the industry’s sustainability goals. In this exclusive interview with SITA’s CEO, David Lavorel, we explore the trends shaping the future of airport operations, the growing role of biometrics and digital identity, and how the Middle East is leading the charge in adopting next-gen airport technologies. Emerging trends As Lavorel puts it, the global airport industry is “on the cusp of a new era,” characterised by shifting market dynamics and accelerated digital transformation. “Airports today are faced with a number of shifting circumstances, which also present clear opportunities for innovation and reshaping the travel experience,” he explains, warning that with passenger demand set to soar, current systems simply won’t be able to cope with the surge. According to the International Air Transport Association (IATA), the number of passengers is projected to double from four billion in 2019 to eight billion in 2040. This anticipated spike poses signif icant challenges for airports, especially those still relying on outdated processes. “Existing paper-based and manual travel infrastructure and legacy processes simply won’t be able to cope,” Lavorel says. On the other hand, space constraints, exacerbated by the limits of physical expansion, mean that airports must look towards technology to manage congestion. “With airports being limited in how much they can expand their physical footprint, [implement] expensive redesigns or [develop] new terminals, AVB_Nov2024_36-41_Interview - SITA_13429006.indd 3725/10/2024 17:39NOVEMBER 2024 38 INTERVIEW | SITA congestion risks getting out of hand,” he notes, highlighting another critical challenge facing the airport industry. “During the pandemic, huge numbers of experienced airport and airline staff exited the industry. While passenger numbers have bounced back spectacularly, there have been issues re-recruiting enough people with the right skills, further limiting airports’ capacity for manual passenger processing,” he explains. To counterweight the impact of this challenge and elevate pressure on physical infrastructure and staff, airports have turned to smart technologies such as biometrics, automation, and digital travel credentials. Evolving expectations Passenger expectations have signifi cantly evolved, especially as technology became a fundamental part of daily life. Citing exclusive data from SITA’s upcoming 2024 Passenger IT Insights report, Lavorel reveals the key challenges facing travellers. “Delays and cancellations remain the most common issue travellers experience at booking— but this isn’t holding them back, innovative tools to streamline operations, global airports are increasingly investing in biometrics. “90% of global airports are investing in major programmes or R&D related to biometrics, with over 50% expecting biometrics to be implemented at check-in and bag drop by 2026,” Lavorel shares. Transforming passenger processing Biometrics technology has emerged as a game changer in the airport industry, transforming the end-to-end travel experience and creating a seamless passenger journey. “As the air transport industry’s trusted IT partner, we’re working to reimagine and digitally transform the travel experience end-to-end, creating a passenger journey that is entirely mobile, biometrically enabled, and untethered from fi xed points in the airport,” Lavorel shares. with estimates that more people travelled in 2023 than ever before,” he says, noting that travellers are increasingly looking to smart technologies to make the airport experience as stress-free as possible. “A full 85% see the [benefi ts] of having all travel documents automatically linked to a digital identity on a phone,” he adds. The growing demographic of younger, tech-savvy passengers, or “digital natives,” is also pushing airports to implement advanced solutions to facilitate more integrated, technology-supported journeys. Digital travel, powered by biometrics and other smart technologies, offers a clear path forward, allowing airports to address space limitations and provide passengers with greater autonomy. “These will help resolve space constraints by creating a walk-through experience and allowing some passenger processing and baggage management activities to be moved off-airport. Automation will also relieve pressure on limited staff and allow them to be reallocated to where they are most helpful and most needed,” Lavorel elaborates. Recognising the critical need for The company implemented Smart Path across 600 biometric checkpoints at PEK We’re working to reimagine and digitally transform the travel experience end-to-end, creating a passenger journey that is entirely mobile, biometrically enabled, and untethered from fi xed points in the airport AVB_Nov2024_36-41_Interview - SITA_13429006.indd 3825/10/2024 17:3939 NOVEMBER 2024 SITA | INTERVIEW The company’s fl agship solution, SITA Smart Path, is already transforming airport operations around the globe, according to Lavorel. “SITA Smart Path is our biometric, self-service, mobile-enabled identity management platform, and the world’s only proven fully end-to-end biometric passenger processing solution,” he says, noting that the platform allows passengers to breeze through the airport by using facial biometrics for identity verifi cation, reducing queues and facilitating a more streamlined journey. Once biometrically enrolled, passengers can seamlessly traverse through the airport, from check-in and self-baggage drop to security screening, border control, lounge access, and departures retail. “With cross-border arrangements, this can be the same at all airports on the same journey,” Lavorel explains. One of the key advantages of SITA’s Smart Path solution is its seamless integration with airport systems. “Currently, 40 airports across the globe have deployed, or are in the process of deploying Smart Path, including Frankfurt Airport (FRA), Beijing Capital International (PEK), Zayed International Airport (AUH), and Casablanca Mohammed V Airport (CMN),” he reveals, noting that the company has implemented Smart Path across 600 biometric checkpoints at PEK, enabling the airport to process over 400 passengers boarding an Airbus A380 in less than 20 minutes. Meanwhile, at FRA, the development of a common-use biometric platform at all terminals has sped up passenger processing time by 30%. In addition to enhancing effi ciency, SITA’s biometric technology adheres to the highest standards of data security. “The facial recognition algorithms we use are the world’s most accurate, consistently topping the rankings in vendor tests by the US National Institute of Standards and Technology (NIST),” Lavorel emphasises. Technological innovations SITA’s innovations extend beyond biometrics technology. The company is actively harnessing data and artif icial intelligence (AI) to enhance airport operations and support airlines’ sustainability goals. “Launched in 2024, our trailblazing airport management tool, SITA Airport Operations Total Optimizer, uses an AI-powered platform to help airports manage every aspect SITA’s solutions were critical in managing the peak seasonal traffi c at Hamad International Airport during the FIFA World Cup 2022 AVB_Nov2024_36-41_Interview - SITA_13429006.indd 3925/10/2024 17:40Next >