Aireen Omar And AirAsia

Bloomberg.com

Background

Ms. Cik Aireen Omar (42) has been the Chief Executive Officer of AirAsia Berhad since July 1, 2012. Ms. Omar serves as the Regional Head of Corporate Finance & Treasury of AirAsia Bhd. Ms. Omar joined AirAsia in 2006 and is in charge of corporate finance, treasury, investor relations and fuel procurement. Ms. Omar started her career with Deutsche Bank Securities in New York. She moved back to Malaysia in 2001 to join the MaybankGroup where she originated, structured and executed debt securities, including Islamicsecurities, worth over RM8 billion. In 2003, she joined Bumiwerks Capital Management where she executed asset securitisation, structured finance and project finance securities, including the issue of Malaysia’s first residential mortgage-backed securities. She has been a Director of AirAsia Berhad since July 1, 2012 and also has been Director of Airasia Global Shared Services Sdn. Bhd. since May 2013. She graduated with a B.Sc in Economics from London School of Economics and Political Science and an MA in Economics from New York University.

 Selected Videos

Who is Aireen Omar?

Interview With Aireen Omar

Aireen Omar - CEO of AirAsia Berhad

AirAsia Frustrated With MAHB's Mismanagement

Aireen Omar was appointed as AirAsia Berhad’s Chief Executive Officer on 1 July 2012. She is also an Executive Director for the company.

She hails from Petaling Jaya, and is an Economics graduate of the London School of Economics & Political Science (LSE) and also holds a Masters in Economics from New York University (NYU).

Aireen has been a member of the senior management team since 2006 and has been instrumental in shaping the development of AirAsia Berhad into one of the fastest growing and most highly-acclaimed airline globally.

She joined AirAsia as the Director of Corporate Finance and her portfolio expanded quickly to also include Treasury, Fuel Procurement and Investor Relations functions.

Aireen has made significant contributions to the organization throughout the years. When Aireen took on Treasury functions in 2009, it was the peak of the global financial crisis and credit lines were dry and the market volatile. Despite all odds, she managed to raise funds for further growth of the entire AirAsia Group, facilitating both fleet expansion and the setting up of various joint ventures for the airline.

Aireen is also responsible for locking in financing at very competitive rates for the purchase of aircraft for the whole AirAsia Group. Through this contribution, AirAsia has managed to pull well ahead of its competitors to reinforce its strategic advantage in the region.

Today, she oversees close to 7,000 staff at AirAsia Berhad, across 16 hubs in Malaysia, Thailand, Indonesia, Philippines and India; serving over 62 destinations across the region with a fleet of 78 Airbus A320.

Reporting directly to the co-founders of AirAsia; Tan Sri Dr. Tony Fernandes and Datuk Kamarudin Meranun; Aireen plays an integral part in mapping out AirAsia’s growth plans and maintain its trajectory despite increased competition around the region.

She began her career at Deutsche Bank Securities Inc, where she served as an Associate from 1997 – 2000 in New York and London, her last position being at the Equity Arbitrage Proprietary Trading Desk focusing on international equities, equity derivatives and equity-linked products. She returned to Malaysia in 2001, and served several major local financial institutions including the Maybank Group.

Aireen is a member of the Board of Directors of Malaysia Tourism Promotion Board (MTPB), popularly known as Tourism Malaysia.
A recipient of the ‘Outstanding Achievement’ Award (CEO category) at the inaugural Malaysian Women of Excellence 2014 awards, ‘Masterclass Woman CEO of the Year’ award at the inaugural Selangor Excellence Business Awards 2014 and Corporate Treasurer’s 25 Most Influential Women in Treasury, Aireen continues to push the envelope of the region’s aviation industry with her determination, as she keeps AirAsia focused on its mantra; “Now Everyone Can Fly”.

AirAsia Ups and Downs - A Long Term story

Airbus A380

Airbus is running out of buyers for its enormous A380s

Poor sales: An Airbus A380 during a flying display at the 51st Paris Air Show at Le Bourget airport near Paris. The big air­liner is attracting few buyers these days. – Reuters

Malaysia Airlines Airbus 380
MAS to Kuala Lumpur to london Heathrow 
MAS First Class A380

Specifications

Wingspan: 262′ 0″

Top speed: 634 mph

Length: 239′

Range: 9,755.5 mi

Cruise speed: 559 mph

Engine type: Turbofan
First flight: April 27, 2005

Selected Videos

Airline of the Skies
Airbus Documentary 2015
Airbus Full Documentary

SINCE its commercial intro­duction in 2007, the Airbus A380 has brought a long-lost sense of glamour back to travel.

Its first-class cabins feature pri­vate showers and buttery leather armchairs. It sports in flight loung­es where bartenders mix bespoke cocktails. A broad staircase remi­niscent of a 1920s ocean liner links the two decks. Financially speak­ing, it’s a disaster of similarly grand proportions.

An initial flood of interest from airlines has turned into a slow drip, and Airbus is leaning heavily on one customer, Emirates, for sales. Not a single US carrier has bought one, and Japanese airlines, among the biggest cheerleaders for huge planes, have taken just a handful. Airbus has delivered 193 A380s - early on it predicted air­lines would buy 1,200 supersize planes over two decades - and has only 126 in its order book, to be built over the next five years or so.

Worse, many orders appear squishy, because airlines are shift­ing away from superjumbos. As the aviation world starts gathering on July 11 for the Famborough International Airshow in England, where carriers often announce big orders, there’s little indication any A380 contract will be unveiled.

Airbus concedes its timing was off with the A380, which lists for US$433mil but almost always sells at a discount. The financial crisis hit just as production was picking up in 2008, and soaring oil prices made airlines reluctant to buy the four-engine behemoth. The compa­ny only last year managed to start breaking even on production, and it’s acknowledged it will never recoup the 25 billion euro (US$32bil) it spent on development. Zafar Khan, an analyst at Societe Generale, says the concern is that if production slips for below 30 planes a year, the programme could fall back into the red. “The crying happens when it’s losing money,” Khan says.

Axing the A380 outright is hard to do. Besides the embarrassment of admitting defeat on the pro­gramme, Airbus would need to write off factories across Europe and redeploy thousands of work­ers. Airlines would see the resale value of their A380s plummet, and the plane’s demise would leave air­ports worldwide questioning the wisdom of facilities constructed to accommodate it; Dubai, for instance, built a dedicated terminal for the A380.

Airbus says 10 years is too short a time to determine its fate. While chief executive officer Thomas Enders said in December the com­pany would assess the plane’s future “in cold blood,” sales chief John Leahy has pledged to contin­ue the programme. “The A380 is here to stay,” he says. “We are maintaining, innovating, and investing in it.”

With its short snout and upper deck crouching above the cockpit, the A380 can’t match the distinc­tive profile of Boeing’s hump­backed 747. Nonetheless, the A380 has largely sucked the life out of Boeing’s jumbo - perhaps the big­gest Airbus success with its plane. Since 2012, when Boeing started deliveries of the latest passenger version, the 7478, it has done far worse than the Airbus doubledeck­er, with just 40 sold and 11 more on order.

Four-engine planes have become a tough sell because of their high fuel consumption. Airbus in 2011 scrapped the A340, its other four-engine model, as carriers gravitated to smaller, more eco­nomical wide-bodies such as the Airbus A330 or Boeing 777

 adding more fuel-efficient engines to the A380, an upgrade Airbus has pulled off for smaller planes, remains risky with so few orders coming in.

Although the A380 is popular with passengers for its spacious interior and smooth flight, carriers find it tough to fill in turbulent eco­nomic times. Malaysia Airlines learned this the hard way when, in the wake of a pair of fatal crashes involving other aircraft, it couldn’t draw enough traffic to fill the half dozen A380s it had bought. The air­line is trying to offload two of them but can’t find buyers.

Lately, Airbus has seen a hemor­rhaging of contracts that once seemed solid. In the past two years, three A380 dropped their orders because of financial difficulties or shifts in strategy. Leasing company Amedeo three years ago announced plans to buy 20 A380s, but it’s failed to find a single airline willing to lease them and has delayed deliveries. The plane’s biggest fan by far is Emirates, with 81 flying and an additional 61 reserved, which adds up to 45% of the A380s Airbus has delivered or has on order. The car­rier is fretting about the jumbo’s future. “I think the size of the plane scares most of the airline world,” says Emirates president Tim Clark.

The A380 was a prestige-fuelled project for Airbus and the European governments that backed the programme. The c0mpany had been successful with its A320 single-aisle jet introduced in the 1980s, but it wanted a bigger piece of the lucrative long-range market. With the managers who hatched the plan two decades ago long gone, the ardor has abated, says Richard Aboulafia, a long-time critic of the plane and vice-president of aviation consultant Teal Group.

“Nobody seems to want this plane other than Emirates,” he says. “The A380 might just make it until 2020, but even that’s almost optimistic at this point.”

The bottom line: A decade after the Airbus A380’s debut, its future is in doubt as airlines shift to more efficient planes.

Adapted from StarBizWeek/ 9 July 2016 / Foreign Feature / 17

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