Fastjet Kenya Air Service Licence finally appears in Kenya Gazette notice

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Fastjet Kenya Air Service Licence finally appears in Kenya Gazette notice
Posted May 30, 2016 by Aviation, Tourism and Conservation news - DAILY from Eastern Africa and the Indian Ocean islands in Uncategorized. Leave a Comment

FASTJET KENYA NOW MOVES INTO AOC AUDIT STAGE

(Posted 30th May 2016)



The Kenya Civil Aviation Authority, often seen as a preventer rather than a promoter of broader air transport into Kenya and within Kenya, has finally gazetted the formal notice that Fastjet has been granted an Air Service Licence. The matter had been pending, as did the entire application process, since October last year when, according to letters seen, KCAA had approved the ASL application, was due to gazette it and then took another 6 plus months to finally do so.

This, as had previously been suggested here, stinks to heaven and had fuelled allegation after allegation that the KCAA was a willing party to keeping Fastjet out of the Kenyan skies for as long as they could.

The main application itself was kept in the bottom drawer for nearly two years, a damning indictment of the role the KCAA played, including the long time denial of landing rights into Nairobi by Fastjet Tanzania under the flimsiest of reasons.

Being thorough is one thing, but this entire saga suggests bias and prejudice if not worse on the part of the KCAA. How anyone can even try justify why the Fastjet applications, here in Kenya and from Tanzania, took so long, will have a mountain to move to convince us in the industry. Some local companies with literally no capacity at all applied after Fastjet and got their licences and are they even flying? You are right to expose such bad corporate behaviour, because they need to be taken to task, must explain. Here in Kenya people wonder why suddenly Rwanda and Uganda did huge railway and pipeline deals with Tanzania and it is the behaviour of our bureaucrats no doubt which turned the tide. Tanzania had repeatedly warned Kenya over the Fastjet applications for landing rights from Dar to Nairobi. They saw an opening to wrestle the pipeline deal and the railway deal from us here in Kenya and I personally blame the people who obstructed them for so long to be for a good part responsible for such unfortunate developments. Do they care, NOT AT ALL! As long as they get fat salaries and allowances and all, they don’t give a damn about anything‘ let a regular aviation contributor from Nairobi once again fly, after in the past expressing his disgust very candidly too.

Now that the Air Service Licence has been formally gazetted – of course with the KCAA one can never be sure what other spanners they plan to throw into the Fastjet works – is the airline now applying for an Air Operator Certificate, in short called AOC.

Mr. Jimmy Kibati, previously based in Dar es Salaam, has reportedly moved to Nairobi to oversee this process and get the airline to flight status.

Destinations granted to Fastjet by KCAA, but subject to final approval by the Ministry of Transport in Nairobi, will be among others to Mombasa, Kisumu and Eldoret on domestic routes while regionally was Fastjet granted permission to fly to Entebbe, Juba, Addis Ababa and Johannesburg, but again subject to government approvals.

Fastjet already holds fifth freedom rights granted by Uganda for the route to Nairobi but has been unable to take up such flights due to barriers placed in their way by the Kenyan authorities, similar to the obstacles created by the Kenyan aviation preventers for RwandAir. The Rwandan national airline is now operating two daily flights between Entebbe and Nairobi but reportedly still subject to a capacity cap, a slap in the face of the Northern Corridor Integration Project countries which has resolved to open their respective skies, something Uganda and Rwanda did and which Kenya is yet to fully implement.

As the saying goes from other areas concerning Kenya, choices have consequences and the Kenyan aviation regulators must now shoulder a fair share of the blame over the games they played which lost the country big time.
Questions are however also asked about the aircraft type Fastjet uses, the Airbus A319 with up to 156 seats in an all economy layout.

Competition on the route to Mombasa, will besides national carrier Kenya Airways be Jambojet apart from a few lesser operators, using a Boeing B737-300, also in an all economy version, while for the lesser density routes to Eldoret and Kisumu Jambojet, a full subsidiary of Kenya Airways, now uses a Bombardier Q400NextGen.

On these routes will the A319 arguably be too large and aviation pundits are speculating now if Fastjet may in fact use smaller aircraft on the Kenyan domestic routes, like either a medium sized turboprop or else a smaller jet.

The emerging application process of Fastjet to attain an AOC will be closely monitored in regard of progress and also in regard of the regulators pulling funny stuff on them.
Time will no doubt tell the story, so keep watching this space for updates, as and when available.

Fastjet Kenya Air Service Licence finally appears in Kenya Gazette notice
 
Fastjet passengers can win big today
Posted May 31, 2016 by Aviation, Tourism and Conservation news - DAILY from Eastern Africa and the Indian Ocean islands in Uncategorized. Leave a Comment

BIG TEN LOTTERY WILL GIVE WINNERS TEN FREE TICKETS ON ANY FASTJET ROUTE

(Posted 31st May 2016)



As an initiative to boost even more Africans flying, Fastjet earlier today announced that any passengers purchasing tickets on Tuesday, 31st May 2016 will be entered into the first ever Fastjet Big 10 Lottery to win 10 free return flights on any Fastjet route on the airline’s African network.

Scooping the lottery for the 10 return flights will give the winning passenger the power to go on a dream holiday or a once-in-a-lifetime shopping trip with friends and family that they have always dreamed of.

For African entrepreneurs travelling the flights could be used to give their business the boost it needs by saving on travel costs for the next 10 times they need to travel.

Very simply, Fastjet’s goal is to make it possible for more Africans to fly across the continent, whether it be for business, visits to their friends and family, or enjoying leisure travel‘ said Richard Bodin, Chief Operating Officer at Fastjet.

Qualifying routes include all flights on its domestic routes connecting Dar es Salaam, Mwanza, Kilimanjaro, Mbeya and Zanzibar in Tanzania, and its international routes to Johannesburg in South Africa, Lusaka in Zambia, Harare and Victoria Falls in Zimbabwe, Entebbe in Uganda and Nairobi in Kenya.

Flights purchased on Tuesday, 31 May 2016 for all domestic and international routes will qualify passengers for entries into the Big 10 Lottery. Winners will be announced in June and the 10 free flights must be used before 11th December 2016.

Recognised as Africa’s Leading Low-Cost Airline, fastjet now connects 11 African destinations for business people, tourists and families who have welcomed its low fares and the convenience of air travel.

Air travel is the key to the continued stimulation and growth of a country’s economy by making it easier for families, business people, and tourists to travel. We are launching these discounted flights so that even more Africans can experience the convenience of air travel, whether they are traveling for business or leisure‘ added Richard Bodin.

Fastjet passengers can win big today
 
fastjet on firmer financial footing, says chairman
07:25 02 Jun 2016
"Despite the challenges faced in 2015, we are starting to see the benefits of our short term actions and remain confident in our long term strategy where the need for low cost pan-African air travel is evident,” Colin Child told investors.
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The company appears to have weathered the worst of the storm.


fastjet PLC (LON:FJET) chairman Colin Child said the company is in a position to “move forward” after a tough 12 months.

The Africa-focus low cost carrier was hit by a weakening Tanzanian economy and political uncertainty in the country, which was reflected in the financial performance.

However fastjet has reduced operating costs and other overheads, as well as rationalising routes and frequency to match demand.

"Despite the challenges faced in 2015, we are starting to see the benefits of our short term actions and remain confident in our long term strategy where the need for low cost pan-African air travel is evident,” Child told investors.

“The board believes that fastjet is in a position to move forward from the experiences of 2015 and will benefit from the first mover advantage as the network develops.”

He was speaking as the company released its prelims for the year to December 31.

While revenue grew 21% in that period the company posted a loss of US$37.9mln (albeit reduced by US$6mln year on year). The cash outflow from the business was US$36.9mln.

The company is on a firmer financial footing following April’s US$75mln equity fundraiser. It has launched fastjet in Zimbabwe and is expanding into Kenya. Passenger numbers, meanwhile, rose 32% to 787,771.

It said the search for a new chief executive is “well advanced” after the exit of Ed Winter in March.

fastjet on firmer financial footing, says chairman
 
Fastjet Annual Loss Narrows As Sales Grow, But Warns On Uncertain 2016
Thu, 2nd Jun 2016 08:08




LONDON (Alliance News) - fastjet PLC on Thursday reported a narrowed pretax loss in 2015 as revenue grew on an increase in passenger numbers, although the company said that trading in the second half of the year faced a number of challenges which have carried into 2016.

The African low-cost airline said its pretax loss in 2015 narrowed to USD41 million from USD57.8 million in 2014, as revenue rose to USD65.1 million from USD55.4 million.

During the year, passenger numbers increased by 32% to 787,771 at fastjet Tanzania, although load factor decreased by 6.6 percentage points to 66.7%. Its Zimbabwean airline, fastjet Zimbabwe, also commenced services during the year.

fastjet said 2015 was a challenging year with revenue hit by a weakening Tanzanian economy and exchange rate, and political uncertainty in the country. As a consequence, consumer spending fell which led to lower ticket sales in the second half of the year.

Although overall revenue grew, revenue per passenger fell by 8% once translated into US dollars. In Tanzanian shillings, revenue per passenger would have grown by 11%.

fastjet added that the seasonal increase in passenger numbers experienced in prior years during the first quarter has not occurred in 2016, meaning it still expects to report a loss in the current year.

"Despite the increase in revenues in 2015, the directors believe that the current economic and trading outlook in fastjet's markets remains uncertain. As a consequence, the group expects to continue to experience significant challenges in achieving the increased sales revenue and growth required to be cash flow positive in the short term," fastjet said in a statement.

"2016 will be focused on developing existing routes and operations consistent with the group's long term vision of becoming the first true pan-African low-cost airline. The airline continues to reduce operating costs and overheads and to match capacity to the lower demand now forecast in pursuit of a path to profitability in the medium term," Executive Chairman Colin Child said.

By Karolina Kaminska; karolinakaminska@alliancenews.com @KarolinaAllNews

Copyright 2016 Alliance News Limited. All Rights Reserved.

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Fastjet Annual Loss Narrows As Sales Grow, But Warns On Uncertain 2016
 
Fastjet appoints new CEO
Posted June 9, 2016 by Aviation, Tourism and Conservation news - DAILY from Eastern Africa and the Indian Ocean islands in Uncategorized. Leave a Comment

NICO BEZUIDENHOUT JOINS FASTJET AS CEO AFTER A DECADE AT MANGO

(Posted 09th June 2016)


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The Board of Directors of Fastjet PLC, a publicly quoted company at the London Stock Exchange, earlier today announced the appointment of Nico Bezuidenhout as the new CEO, replacing Ed Winter who left the airline earlier in the year.
Nico will formally take up his position, and join the board as Executive Director, on the 01st of August.

Nico joins Fastjet from Mango Airlines, the low-cost carrier subsidiary of South African Airways, where he has been CEO since Mango commenced operations ten years ago. During his tenure, Nico grew the airline’s market share to 25 per cent of the South African domestic air travel market and the fleet to ten Boeing 737-800 aircraft. He also achieved the lowest unit cost within the South African aviation industry through high aircraft utilisation and sustained good load factors.

In addition to playing a pivotal role in the success of Mango, which has been profitable in eight of the past ten years, Nico has also twice acted in the capacity of interim CEO of its parent company.

Commenting on Nico’s appointment, Fastjet Chairman Colin Child said: ‘The Board is delighted that Nico will be joining fastjet as CEO. He brings strong commercial and strategic skills and a wealth of experience of operating a low-cost carrier. This experience, together with his detailed knowledge of the markets in which fastjet operates, will be invaluable to the Company as it seeks to capture the growth opportunities in the region‘.



Nico himself then added: ‘I am very pleased to be joining fastjet at this stage in its development. Although market conditions are currently challenging, I am confident that we can build on the airline’s existing operational base to strengthen and develop the business and deliver on its considerable potential‘.

From this correspondent all the best for the future to meet the challenges LCC’s in general and Fastjet in particular are faced with in Africa.

Fastjet appoints new CEO
 
Hahahh Geza jirani hawajaiona hii bado watakuja kanusha kama vile wanasoma gazeti la udaku. Ukweli utawaweka huru! Chuki haijengi
 
Bulldog ina-range kutokana na siku uliyo-book kama ni mapema hata kwa $100 unaweza pata go n return. Wakati KQ wanatoza si chini ya $300 yaani fixed. Pakawa, wanapita kimya kimya!
 
Liezel Hill


Johannesburg - Fastjet’s new chief executive officer said he may replace the African discount carrier’s planes with smaller ones and move its head office to a city somewhere on the continent from London to help end losses.

Read also: Finances of SAA up in the air

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File picture: Supplied. Credit: SUPPLIED
The Airbus Group SE A319 jets used by Fastjet may be too large for the markets they serve, Nico Bezuidenhout said in an interview. It also doesn’t make sense to run an African airline “from 5 000 kilometres away”, according to the executive, who moves to his new post from South African Airways on August 1.

Former Fastjet CEO Ed Winter quit amid clashes with investor Stelios Haji-Ioannou after warning that full-year earnings would miss analyst estimates and that the company was running short of cash. Bezuidenhout, 39, said the carrier must modify the low-cost model to better fit Africa’s operating environment.

“Work could be done in terms of Fastjet’s distribution network, refining its cost structure, evaluating and matching its fleet to market demand,” he said Wednesday at Bloomberg’s Johannesburg bureau. “Just that alone should get the business close to a break-even position.”

Too big

Fastjet operates five A319s from bases in Tanzania and Zimbabwe after terminating the lease on a sixth in April, serving destinations in South Africa, Zambia, Uganda and Kenya, according to its website.

Bezuidenhout, who made his reputation running SAA’s Mango unit and in stints as acting CEO of the group, said he’ll need to study operational data but suspects that the Airbus jets, configured with 145 to 156 seats, are too big and may need to be returned early.

That might point to a switch to the largest regional jetliners. Fastjet said a year ago that its fleet could reach 34 planes by the end of 2018, though mounting losses have since forced it to rein in even its current network.

The CEO-designate also plans to evaluate Fastjet’s route network, citing its Dar es Salaam to Zanzibar service as one that doesn’t appear to make sense because the journey time is so short given the fixed costs.

The airline could reduce costs and better understand its markets by moving its headquarters to Africa, with either South Africa or Tanzania the most obvious choices, Bezuidenhout said. A realistic target would be to complete the move within six to 12 months of starting the job, he said.

Efforts by some African governments to accelerate the liberalisation of air transportation on the continent will also bolster Fastjet, the executive said.

Bezuidenhout said he respects the entrepreneurial credentials and business acumen of 12 percent shareholder Stelios, the EasyJet founder who goes by his first name and who last week backed the new CEO’s appointment.

“He’s a vested stakeholder and you have to assume that he wants what’s best for his investment,” he said. “I’d be looking to find a way to cooperate with him and work with him and obviously draw on his knowledge and strengths.”

Fastjet will hold a shareholder meeting on June 28 to consider the future of Chairman Colin Child, who Stelios wants to force out. The airline said in a statement on Friday that Child was instrumental in hiring Bezuidenhout’s and urged investors to back him.

Smaller planes on the cards for Fastjet? | IOL

The headquarters will make sense if moved to Dar and NOT to J'burg!
 
South Africa
fastjet share price up 66% on CEO appointment
Watch: Mango’s Bezuidenhout on opportunities for fastjet and it returning to profitability; how he feels about leaving Mango and how difficult it was to work with SAA.
Antoinette Slabbert | 13 June 2016 00:01




When London-listed airline fastjet on Thursday announced its appointment of Mango CEO Nico Bezuidenhout from August 1, the share price jumped from 25.85p to as high as 43p on the following afternoon.

From that 66% increase it settled at 39p by market close on Friday.

By the time of Moneyweb’s interview on Friday afternoon, the increase was 47%. Bezuidenhout called the reaction “mind-blowing”, pointing out that it represents a R120 million-increase in the market value of the company.

That kind of confidence does not come easily and it is testimony not only to the success of low-cost domestic airline Mango -which he headed from its inception in 2006 – but also the relationships he has built in the international aviation industry.

Mango, a subsidiary of State-owned South African Airways (SAA), is the fourth fastest-growing airline on the continent, after three major Middle Eastern airlines and has a 25% share in the domestic market. It was profitable in all but two years since 2006, Bezuidenhout says.

SAA statement

Nevertheless SAA issued a statement on Saturday afternoon insinuating that Bezuidenhout prejudiced SAA in favour of Mango with regard to route allocation, while rejecting “that there is nexus between Mr Bezuidenhout’s resignation and internal investigations across the Group”. Read the full SAA statement here.

SAA also states that Mango’s “much celebrated financial performance” was in actual fact the result of SAA’s assistance (an incredible about-turn from previous positions).

SAA further not-so-subtly reminds its audience of the controversy with Bezuidenhout’s qualifications. “Under public and media scrutiny about his qualifications, Mr Bezuidenhout was defended by SAA after he provided an explanation as to why his academic qualifications were overstated in the annual report on two successive financial years.”

Loves Mango but . . .

Bezuidenhout clearly loves Mango and enjoyed his time leading the perky brand. “I wish I could take my company with me,” he says.

But the relationship with the controversial parent company is clearly not what it should be.

Bezuidenhout denies running away from an internal investigation. He has been in talks with fastjet for at least five months and visited London in February where he met institutional shareholders representing 45% of the shareholding.

“I wanted to make sure they are committed to the company,” he says.

fastjet potential

fastjet is a low-cost regional airline operating in Africa. Currently 80% of its operations are in Tanzania and it also has a presence in Zimbabwe.

Bezuidenhout sees a lot of potential in the African market. It is hugely under-served, representing only 3% of global air services and ticket prices are high. Next year the open skies policy should be implemented, in terms of inter-governmental agreements concluded last year, and this will change things dramatically.

fastjet is not currently profitable and its last reported load factor was only 66%. Bezuidenhout says the company should be prepared for market changes.

It has to move its head office from Gatwick outside London to Africa, lower its cost base, improve its distribution and communicate with Africans in a way that really talks to them.

For this purpose he will take lessons from Mango, such as partnering with known and trusted brands like Shoprite and Vodacom, and partnering with international airlines to establish connections for travellers from Europe.

He will also assess the suitability of the current fleet of A319 planes. “They have 145 seats, but 100 to 110 seats may be more suitable on most routes.”

fastjet will have to develop a presence in South Africa, he says.

It will most probably shrink as corrective steps take effect but could turn profitable on a month-to-month basis by the end of next year, Bezuidenhout says.

“I will approach it much as I approached my two terms at SAA,” he says. First, consolidate before you grow.

Leading SAA

He was twice seconded to act as SAA CEO, the last term ending by mid-2015 after he successfully implemented a 90-day turnaround strategy that saved the airline R1.2 billion.

But then he was sent back to Mango and things went haywire at SAA. A R2 billion equity deal with Emirates went south and the SAA board tried to pull out of the deal Bezuidenhout helped negotiate to restructure SAA’s costly aircraft procurement. It was eventually concluded in December after intervention by National Treasury.

“If only we did two things differently. The Emirates deal did not need board approval. We should have just done it. And the Airbus deal was approved as early as April. We should only have added a provision authorising the CFO to execute it ….”

Is there hope?

Does he have hope for SAA? “I’m concerned about the loss of skills. Currently there is an acting CEO at SAA Technical, [at] Air Chefs and now there will be one at Mango. At SAA itself, there is an acting CEO, CFO, head of commercial, head of HR and chief procurement officer . . .

“How does one manage a R30 billion-a-year company with that absence of skills and leadership?”

A “soap opera”, he called it on this Talk Radio 702 interview.

He would have liked to challenge the running of SAA, but Bezuidenhout says he would only have agreed subject to the political will being there to do the right things and with a strong board in place.

He doesn’t want to say much more about the current SAA board and especially its controversial chairperson Dudu Myeni.

He made personal sacrifices in an effort to get SAA back on track. His daughter’s birth was scheduled around his SAA meeting schedule. And last year he had to preside over the retrenchment of about a 1 000 SAA employees.

These things are painful, but it makes sense if it saves the company. “But then you undo all of it five-fold just by negating on the Airbus deal. And 1 000 families still don’t have food on their tables.”

That makes him sad.

It is not easy to leave Mango, but it is strong and can stand on its own legs. If it is allowed its own space, he says.

Bezuidenhout looks forward to the strict governance requirements the listed environment fastjet operates in.

You are being redirected...
 
BUSINESS DAY TV: Fastjet ‘will need work’ to meet its potential
by Transcript service, Friday 17 June 2016, Juni 20 2016, 12:08





NICO Bezuidenhout is former CEO of Mango.
BUSINESS DAY TV: Far from a gracious exit to his new role at Fastjet, Nico Bezuidenhout’s departure as the CEO of Mango prompted a flurry of contradictory statements from parent South African Airways (SAA), which may yet see the state carrier probed for anti-competitive behaviour. After initially insisting that Mango’s success was due to a favourable leasing arrangement, SAA backtracked on Wednesday, announcing that aircraft were not in fact leased at a discount.

Nico Bezuidenhout joins us now on the line.... Nico, has SAA suddenly reacquainted themselves with the truth, or is this yet another obfuscation from SAA?

NICO BEZUIDENHOUT: It’s very difficult for me to comment on behalf of SAA, who obviously issued their statement. I can however comment on behalf of Mango and Mango’s board of directors and I can state that we’ve got a fiduciary duty as the counter party to these transactions to make sure that these transactions are aligned to the regulations in the country and comply with the rule of law in the country. As one signatory to this agreement, Mango’s board exercised its fiduciary duty and made sure that we pay market related rates. I cannot comment on behalf of the counter party or the statements that they’ve made.

BDTV: I suppose it obviously came as fodder to competitors’ ears on Monday who had long argued that SAA or that they thought Mango was leasing aircraft at discounted rates. If you had to be probed by Competition Authorities as having been the CEO of Mango at the time, would you say that you’re confident that the position as you’ve set out, is the one that will stand?

NB: One hundred percent. I’m confident to the extent where subject to any confidentiality clauses that may exist within the head leases or on the sublease agreements, I’m willing to put Mango’s aircraft leases on the table, next to any one of our competitors’ aircraft leases and compare them for market relativity today.

BDTV: This just demonstrates how difficult it must have been to work at SAA. Was it one of the reasons why you left, did it become untenable?

NB: Statements like the press statement made last Saturday tends to confuse and tends to distract people and SAA as an organisation is a good organisation, and the company could be put on the right path and right steps and in the right direction provided of course it’s on the business at hand and I hardly call this public spat and debates around Mango’s aircraft lease, essentially between Mango and SAA, as constructive.

BDTV: Yes ... it is not constructive, but it did seem as if SAA did it to spite you. Would you say that’s a fair assessment?

NB: Again, I can’t really speak as to what their objective was. What I can say is that Mango for the last 10 years has grown to be a profitable carrier, fastest growing carrier, it’s successful and it’s a good story. The last thing we need to do is try and break ourselves down and that’s all I can say...

BDTV: You’ve left Mango to join an airline that’s also got its difficulties. Fastjet launched with a lot of fanfare a couple of years ago. There’s been difficulty between the chairman and the CEO Ed Winter who left, and you’re taking on that role. Is this also going to be a bit of an uphill battle to get Fastjet right?

NB: Fastjet will need some work. It is a good concept. The principle of expanding the formal air travel into Africa and the continent is a noble one and it’s commercially valid. The issue here is about executing on the strategy, making sure that you take a global recipe and that you don’t try and transpose it 100% but that you take account of local nuances and differences. So I do believe that there’s potential for Fastjet and yes it’s going to take a lot of hard work, but I think that there are committed shareholders and committed Fastjet employees. And, as long as we can move forward in one direction, and on the strength of that, that almost pertains to my previous comments around SAA. It is so important that a company, its shareholders, its employees all push in the same direction especially in a highly competitive industry such as aviation.

BDTV: Yes ... you were speaking to Bloomberg a couple of days ago and some of the suggestions you made was maybe that a couple of the airbuses that Fastjet owns are just too big and don’t really work for the African market. It was also suggested that you might bring the Fastjet head office to a country in Africa. Can you maybe elaborate on some of those plans?

NB: I think that any of my comments in terms of the current operations of Fastjet should obviously be taken in the context that I’m not yet in the business and not yet fully familiar with all the dimensions. But what I can say is that in their particular routes, they require slightly smaller aircraft than possibly the large scale, large gauge aircraft that Fastjet currently operates and typically, when you try and correct an airline’s direction the very first thing you look at is the route network it operates and secondly with what tools, what aircraft types, they are using to operate these routes. So a similar process will be conducted within Fastjet. My geusstimate at this point would be that the aircraft gauge sizes need to be scaled down slightly to reduce the footprint to the market it’s trying to serve.

BDTV: You’ve clearly had vast experience now working in the airline industry in SA, Africa is a little bit of a different kettle of fish, but in your view what are the impediments to the growth of low cost carriers because Fastjet had great ambitions and I suppose it’s had to scale them back a bit. For you what are some of the biggest challenges that low cost carriers have to face, working in Africa?

NB: Typically carriers, and especially non-African carriers tend to underestimate the complexity and timelines associated with the bilateral regimes that exist in Africa. Unlike in Europe, where one carrier provides complete ... to another country, there’s limited red tape to go through. Africa is very highly regulated, which tends (to) suppress the competition within the market and therefore also accounts for the high airfares that the travelling public have to pay when travelling in Africa. Now none of this is good other than for the incumbent operators in the sense that, of course, high airfares suppresses the business and market activity that occurs and is never good for the economy. So I think that’s one of the big things where foreign carriers underestimate the complexity of getting into these markets. There are other concerns, none of which are insurmountable, things like for example, airport infrastructure could be better in Africa and there should be more investment in first rate airport infrastructure. The traffic navigation systems and services are not necessarily functional on a 24/7 basis, so more work could be done and it tends to inhibit the way you do business and the productivity you can get out of your assets. Another key point where I think ... is the internet distribution. In Europe and North America internet penetration is in the high 90s if not 100%, where in most African countries it’s still sub 20%, so the way you go to market...

BDTV: Hopefully we can get you into the News Leader studio when you join Fastjet...

BUSINESS DAY TV: Fastjet ‘will need work’ to meet its potential
 
Mango CEO steps down to take the lead at Fastjet
By Dorine Reinstein / June 24, 2016


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Nico Bezuidenhout, who has been at the helm of South African Airways (SAA)'s low-cost unit, Mango, since its inception 10 years ago, announced his resignation this month. Bezuidenhout will take over the reins at Fastjet, the London-listed low-cost carrier that focuses on Africa.

Colin Child, the chairman of Fastjet, said that the airline was delighted to have Bezuidenhout aboard. "He brings strong commercial and strategic skills and a wealth of experience of operating a low-cost carrier," Child said. "This experience, together with his detailed knowledge of the markets in which Fastjet operates, will be invaluable to the company as it seeks to capture the growth opportunities in the region."

Fastjet has known its fair share of trouble during the past few months. The low-cost carrier issued no less than three profit warnings this year, warning that its 2016 results would likely be below market expectations. However, the Fastjet share price jumped up 66% when the airline announced Bezuidenhout's appointment.

Bezuidenhout is confident he will be able to turn the airline around.

"Fastjet has had challenges, but not of an insurmountable nature. There is tremendous opportunity in Africa, in particular for low-cost airlines," he said. "I have always been hands-on in my approach to managing an airline, or in fact, any business, and my intention is the same at Fastjet. The key to a successful airline is the relationship between managing input cost, commercials, network and distribution."

Although Bezuidenhout said he is prudent with his approach to growth, he added that continental growth is forecast to average well above 4% over the coming years and with it, aviation should track GDP closely as it naturally does. "Fastjet was the first and will remain the leader in pan-African low cost travel, and growth in both network, distribution and commercials will be at the top of my agenda," he said.

Mango CEO steps down to take the lead at Fastjet: Travel Weekly
 
And Africa’s Transport Innovation Award 2016 goes to …
Posted by Aviation, Tourism and Conservation news - DAILY from Eastern Africa and the Indian Ocean islands inUncategorized. Leave a Comment

FASTJET RETAINS COVETED AWARD FOR SECOND YEAR RUNNING

(Posted 29th June 2016)



The Transport Africa Awards set out to identify and reward leaders in transportation who demonstrate an unparalleled ability to succeed, offer a competitive advantage and set standards of excellence in the sector.

The Transport Innovator Award specifically recognizes companies providing an innovative product, service or initiative that offers a competitive advantage, satisfies transport demands across Africa and has equal capacity to realize commercial gains.

It’s an honour to win the Transport Innovation Award for the second consecutive year. This recognition highlights Fastjet’s vision and efforts to make air travel accessible and affordable to more people on the African continent‘ said Jai Gilbert, Head of Marketing at Fastjet.

Fastjet, according to details availed by the award organizers, was rewarded for its approach to making air travel affordable, reliable and safe across its pan-African network, which includes domestic routes in Tanzania and Zimbabwe, and international routes from Tanzania and Zimbabwe to South Africa, Zambia, Uganda and Kenya.

Since Fastjet’s launch in November 2012, the airline has celebrated the major milestone of flying over two million passengers across the African continent. It has also flown over 23,500 flights, with many passengers expected to be first time flyers who – because of prohibitively high fares – could previously not afford to travel by air.

Supporting this statement is recent research undertaken by the airline, showing that up to 40% of passengers on all routes were first time flyers able to afford air travel for the first time, thanks to Fastjet’s low fares.

The airline offers domestic flights from as little as US$20 and international flights for as little as US$50, both excluding airport and government taxes except in South Africa where consumer legislation requires airlines to show all inclusive prices of fare and tax elements.

The Transport Innovator Award 2016 adds to Fastjet’s growing collection of accolades, as regularly reported here, with the airline winning Africa’s Leading Low-Cost Airline in 2016, the Transport Innovator Award at the 8th Transport Africa Awards in 2015, as well as being named the cheapest low-cost carrier in Africa by flight comparison site WhichAirline.com in 2014.

And Africa’s Transport Innovation Award 2016 goes to …
 
Hahahh Geza jirani hawajaiona hii bado watakuja kanusha kama vile wanasoma gazeti la udaku. Ukweli utawaweka huru! Chuki haijengi
So what is your problem here? Isn't it in the Kenya Gazette?
 
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