Faced with the Crisis, Air Mauritius Gives Up More Destinations

The medical evaluation of the patient is known: a victim of the epidemic in the global aviation industry, it incurred losses of € 3.2 million for the quarter ending December 31, 2011. During the same period in 2010, she made a profit of 12, 2 million. To exit the turbulence in which it is located, the national airline has received advice from the agency Seabury APC, known for its ability to restore hope to the airlines that have lead in the wings.

Remedies into seven points were presented by Andre Viljoen, Acting Chief Executive Officer, on the morning of Tuesday, February 14, 2012 at the company's headquarters in Port Louis. They revolve around the philosophy that recover to be a winner of this turbulence and return for the year 2013/2014, the situation desired and desirable that promotes sustainable development likely to generate profits.

The main measure is to review the operation mode in some markets but certainly promising that some exogenous factors make it inefficient. No question of abandoning them but Air Mauritius favors the concentration of its network. Which leads inevitably abandoning these unprofitable destinations. Milan and Sydney / Melbourne to spend the hatch in May 2012. Other operators will take over from Paris, respectively, on a daily basis, and Perth

In late October 2012, Air Mauritius aircraft will land does more to Frankfurt, Geneva, Munich, Bangalore and Durban. The first three destinations will be served from Paris on a daily basis. It is through correspondence in Mumbai and Bangalore Chennai that will be served. The destination will be served from Durban to Johannesburg.

However, Air Mauritius strengthen its routes to Paris, London, Mumbai, Delhi, Chennai, Kuala Lumpur, Singapore, Hong Kong, Shanghai, Perth, Johannesburg, Cape Town, Nairobi, St-Denis, St-Pierre, Antananarivo and Rodrigues. 
The other major strategic decision for the proposed replacement of the current fleet of four aircraft types by devices that combine the properties used among others to counteract the effects of fuel costs. Airbus 340 will be by the A 330-200. Eventually, Air Mauritius proposes to parallel the level of airlines that have come out winners in the current crisis.

One factor that will allow it to shine at this level will acquire these devices tend like Airbus A 319-100 which the design is a response to the many challenges caused by this crisis in the global airline industry .

If a policy of reducing costs is contained in this strategic agenda, by cons, Air Mauritius has finally decided to implement a long position mentioned in some circles. This is the opportunity to dispose of its assets, that is to say, tangible and intangible assets it holds.

Andre Viljoen unequivocally evokes the sale of the building Medcor and the possibility that all operations of the house are under one roof at the airport of Sir Seewoosagur Ramgoolam, Plaisance.

The partnership at the hotel Pointe-Cotton was not explicitly mentioned. However, it is not impossible to imagine that Air Mauritius can review its commitment in this hotel which was the first to settle in Rodrigues.

Two other measures on this strategic turnaround plan. This is a review of the quality of the range of services that constitute the very identity of the company. Andre Viljoen does not rule out the possibility that Air Mauritius has recourse to specialized companies in innovation to provide a service to the ambitions it has set.

Finally, staff should expect changes that will be built around three core values: performance, their predisposition to develop in an environment where they must be able to realize what they did or n have not done and finally their willingness to take initiatives that will enable them to always do better what they already know to allowing the company to be effective and efficient. It's called productivity.

What about those who can not meet these criteria? It is the human resources manager to take the necessary action, said Andre Viljoen.

This mission is entrusted to the next human resources director who shall be appointed within days. His status will be elevated to an Executive Vice President.

Regarding a potential strategic partner, Andre Viljoen points out that this possibility is no longer an option. Air Mauritius must demonstrate that it is attractive, that is to say, demonstrate that no operator will not hesitate to form a strategic partner.