CAPA Asia Aviation Summit 2015
Mr Griffiths was selected for successfully managing Dubai through a massive expansion programme and completing an unprecedented runway improvement project.
“In 2014 Mr Griffiths oversaw one of the largest ever runway improvement projects, which required Dubai to operate with only one runway for three months,” Mr Harbison said. “Despite the runway closures Dubai was able to overtake Heathrow in 2014 as the world’s biggest international airport as passenger throughput increased by 6% to 70.5 million.”
CAPA noted that much of the UAE’s economic success comes from the performance and growth of Dubai International Airport. Mr Griffiths became CEO of Dubai Airports in 2007 and has since overseen the operations along with massive development. He managed Dubai InternationalAirport’s successful launch of Terminal 3 in 2008 and is now in the process of overseeing a USD7.8 billion expansion plan.Concourse D will soon be completed with 32 additional gates, lifting Dubai's capacity from 75 to 90 million annual passengers. Mr Griffiths also leads Dubai World Central, which will eventually be the world’s largest airport with capacity to handle 240 million passengers and 16 million tonnes offreight annually once fully operational.
CAPA noted that Bangkok Airways’ partnership strategy, which focuses on providing domestic and regional international connections with over 15 foreign carriers, has enabled the airline to grow rapidly in recent years in a short haul market that has become otherwise dominated by low cost carriers. Its strategy of owning and operating three airports, including in the popular resort island of Samui, also provides a unique selling point and helps insulate it from competition.
Over the last year Bangkok Airways became the largest foreign airline in Myanmar, reinforcing its strong position in the relatively under-served Indochina region. Bangkok Airways is also the second largest foreign carrier in Cambodia and Laos, enabling its partners to access key fast growing secondary markets.
“Bangkok Airways has proven there is still a niche for full service carriers in Southeast Asia’s short haul market – even independent regional operators that are not part of major airline groups,” Mr Harbison said. “Bangkok Airways has gone against the grain and thrived in an intensely competitive marketplace.”
• Challenges of their existing programmes and strategies that have succeeded in achieving better outcomes in Asia. Recognising different cultural expectations, what did you do differently and with what successful results?
Moderator: Association of Corporate Travel Executives, Asia Director, Benson Tang
• ECOLAB, Regional Procurement Lead, Asia Pacific & Greater China, Steven Yeow
• Goldman Sachs, Executive Director, Corporate Services & Real Estate, John Holden
• McDermott Asia Pacific, Travel Manager, Serene Chua
• Rio Tinto, Global Category Principal, Michael Molloy
Peach was selected by the judging panel for quickly establishing itself as a leader in the emerging Japanese LCC sector. “Peach became the first pure LCC in Japan when it launched operations in 2012. In a challenging and increasingly crowded marketplace it has differentiated itself through product and strategic innovations,” Mr Harbison said. “It has now been profitable for two consecutive years and, most importantly, has proven the LCC model can be successful in the Japanese market.”
Peach now operates 22 domestic and international routes with a fleet of 17 A320s. CAPA noted that it has been able to stimulate rapid growth at Osaka Kansai, its main base, and in Aug-2015 became the first LCC to operate from Tokyo Haneda. Peach has often kept a low profile and has pursued steady growth, but this has delivered results – financially, strategically and from market perception.Peach quickly developed a strong and well recognised brand in the Japanese market, enabling it to differentiate itself from competitors. It boldly set out to target female travellers, whom Peach identified as typically booking leisure trips for the family. Peach has gone on to appeal successfully to a wide base including senior citizens and business passengers. Its success in international routes is driven in part by its ability to attract inbound passengers, which now account for 60% of its total international traffic. Peach has been able to stimulate traffic and promote one-day return international trips from Japan to nearby short haul markets, previously unthinkable. Developing its own check in kiosks has been one of several product innovations. Peach’s independence from All Nippon Airways, which owns a minority 39% stake in the carrier, has been critical. This distance has enabled the management team to pursue cost reductions and develop a new type of airline for Japan. Peach and its fellow LCCs are contributing to a revival of local and international passengers, delivering clear benefits for the Japanese economy.