Interview: Oman Air CEO Con Korfiatis

Con Korfiatis took the helm at Oman Air in May 2024 following a period as CEO of Saudi Arabian LCC flyadeal. He has more than 30 years of experience in the aviation industry and has been tasked with overseeing the Omani carrier’s ongoing transformation, which aims to turn ots financial operations around. Con will be speaking at Routes World 2024 on Oct. 7.

Given the recent network adjustments, including the reduction in widebody aircraft, how do you plan to maintain Oman Air’s market presence and connectivity? What markets or regions are you prioritizing for growth in the coming years?

Our recent network adjustments were driven by the need to streamline operations, simplify our fleet, and exit loss-making routes. This was essential for building a more sustainable and efficient foundation. We’ve made swift progress in right-sizing the business for where we need to be today, and we’re no longer in a shrinking phase. Once our cost base is more competitive, we’ll be well-positioned to return to growth.

While we've temporarily exited some markets, we would consider re-entering them when conditions are favourable. We also have new aircraft joining the fleet soon, which will support our future expansion. By 2025, we plan to grow through higher utilization of our narrow-body fleet, and we’ll be announcing some exciting new routes in Europe and the Middle East shortly.

Oman Air is set to join the Oneworld alliance soon, and there are plans for increased cooperation with SalamAir. How do you see these partnerships enhancing Oman Air’s market position and connectivity? Are there specific markets or routes where you expect these alliances to be particularly impactful?

Our imminent partnership with Oneworld will be key to expanding our global footprint and connectivity without needing to operate every route ourselves. Joining Oneworld will significantly extend our network, particularly into broader European and Far Eastern markets, and open new opportunities in regions like Africa and the United States.

SalamAir complements our operations with regional connectivity, allowing us to leverage synergies between the two carriers. Together, these alliances enhance our ability to offer seamless travel experiences across a much wider network while optimizing the use of our own fleet.

Given the current uncertainties around aircraft deliveries, how is Oman Air planning to manage its re-fleeting program? What contingencies are in place if delivery schedules for the Boeing 787-9s and 737-8s are further delayed?

We’re closely monitoring the situation and have built flexibility into our re-fleeting program. We have leased aircraft in our fleet, and we have the option to adjust their return dates to cover any potential short-term gaps. In addition, we’re open to exploring wet lease arrangements if necessary.

While we remain confident in our overall re-fleeting strategy, we recognize the importance of contingency planning and are prepared to navigate any delays that may arise, just as the entire industry is doing.

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With the transition to an all-Boeing 737-8 fleet by 2026, how do you plan to manage the phase-out of the existing 737-800s and -900s? What factors are influencing your decision on the number and type of narrowbodies Oman Air will need in the future?

The phase-out of our 737-800s and -900s will occur naturally as their leases expire, but we maintain flexibility to adjust the timing of returns in case of any delays in new deliveries. By 2026, we expect to begin expanding our narrowbody fleet, considering the opportunities available in the lease market.

Narrowbody aircraft offer good economics for short-haul routes and are ideal for building new markets. They also provide the flexibility to operate medium-haul routes with high efficiency. While we’re focusing on narrow-body aircraft for their cost and operational benefits, we still see a need for widebody aircraft for long-haul routes.

Given our strategic geographic position, we see a tremendous opportunity to deploy two-class narrow-body aircraft to serve Europe, the Indian Subcontinent, and Asia-Pacific, offering a high-quality, low-cost service tailored to these regions.

Oman Air recently retired its first-class product in favor of the new Business Studio. What prompted this strategic shift, and how does it align with your broader vision for the airline?

Business Studio was created as a response to guest feedback, to cater to demand, and to help us adapt and evolve in line with global consumer trends. This follows many major airlines who have retired their First-Class product in favor of one that is more inclusive, affordable, and aligned with modern travelers’ needs.

We continue to look for new ways to adapt our products in a way that more closely aligns with not only our own target markets, but with the demographics targeted by Oman’s national tourism objectives, such as wellness, adventure and MICE. Business Studio is one interpretation of this