Leading the charge for Oman Air
November 7, 2024
Oman Air’s CEO Con Korfiatis on how he’s transforming the national carrier for a global audience.
Speaking with Aerospace Global News at the 2024 World Travel Market in London on Tuesday, Oman Air’s CEO Con Korfiatis reflected on his “intense but rewarding” first six months leading the airline. Since stepping into the role in May, Korfiatis has been at the helm of a significant transformation to turn the national carrier around in line with Oman’s ambitious Vision 2040.
With over 30 years in aviation across diverse markets, Korfiatis brings a wealth of experience in airline startups, the transformation of legacy carriers, and operational efficiency. His resume includes leadership roles with a range of airlines including Qantas in Australia, Jetstar Asia in Singapore and Flyadeal in Saudi Arabia. “I’ve worked in both legacy and low-cost airlines across state-owned and private organisations and in diverse cultural settings,” he explained. It’s this background that equips him to guide Oman Air through its ongoing evolution.
A unique opportunity: Showcasing Oman to the world
Upon joining the airline, Korfiatis said he quickly recognised how Oman’s allure was something of a “well-kept secret”. Having not visited Oman nor flown with its national carrier prior to stepping into his current role, he was struck by the country’s diverse landscapes, from its “Maldivian-like islands” in the north, to the lush, green terrain in Salalah during summer. “Oman is unlike anywhere else in the Middle East,” he said. “It is a beautiful, unique country and the world should know about it.”
The airline’s role in Oman’s Vision 2040 is crucial. With a plan to double tourism numbers over the next 20 years, Oman’s economic blueprint emphasises tourism as a key pillar and Korfiatis sees the national airline as an essential driver of this vision. “You can’t build significant tourism relying solely on foreign airlines,” he noted. He aims to bolster tourism by showcasing the country’s attractions, culture and world-class service to the global market.
Restructuring the airline from within
Despite Oman Air’s impressive customer experience – it recently won the Skytrax 2024 World Airline Awards for Best Airline Staff in the Middle East, marking the seventh occasion the airline has earned the title, as well as various accolades for its onboard dining and seating – the airline has struggled with behind-the-scenes inefficiencies, Korfiatis admitted. He revealed that Oman Air has been burdened by an over inflated cost base, low productivity and automation and a complex fleet structure, resulting in losses even as other carriers in the region rebounded post-Covid.
The transformation project, initiated late last year, is expected to continue through 2026 with the focus on streamlining operations and modernising the fleet. “We’re consolidating the fleet,” shared Korfiatis, adding that Oman Air will operate exclusively with 787-9s for widebody services and 737-8s for narrow-body operations. The 737-800 and 737-900ER will be gone by Q3, 2026. The revamped fleet will enhance fuel-efficiency and reduce costs. Alongside this, Oman Air has launched a comprehensive cost transformation programme, renegotiating contracts and improving productivity across its operations.
While global supply chain challenges are delaying the airline’s fleet upgrade, these issues are not exclusive to Oman Air Korfiatis stressed. “We are not alone, these delays are impacting airlines everywhere,” he said. “But we are certainly not concerned about the quality of Boeing aircraft.” He also sees a silver lining as these delays have allowed the airline to continue focusing on cost transformation and operational improvements. “This has bought us a bit of time to catch up and prepare for future growth,” he remarked.
As part of its restructuring Oman Air has also reduced its workforce from around 4,200 earlier this year to approximately 3,600 with more reductions anticipated as part of a carefully managed process. “It’s the most sensitive part of the transformation,” Korfiatis acknowledged, but he believes these changes are essential to creating a sustainable, competitive airline.
Strengthening the product and passenger experience
Korfiatis is also keen to elevate Oman Air’s inflight experience for passengers, retiring its first class offering and replacing it with a more accessible but still high-end premium option – the Business Studio, which was showcased at WTM. It is also introducing a new “restaurant concept” for its business cabin with an on-demand dining service, allowing passengers to choose from a menu combining traditional Omani cuisine with modern European dishes.
This culinary revamp extends to Oman Air’s lounges, where a restaurant concept is also being introduced. “We have an incredible opportunity to tell the world what we’re offering and to showcase Oman as a destination,” Korfiatis said, underscoring Oman Air’s goal to make its exceptional service and hospitality widely known.
Korfiatis also emphasised the importance of working closely with other national stakeholders, including Oman Airports, Visit Oman and the Ministry of Heritage and Tourism to create a seamless tourism and travel ecosystem that reflects the best of the country. This coordinated effort, he said, is “essential for Oman’s ambitions to grow its tourism sector.”
Expanding its network
Looking ahead, Korfiatis is optimistic about Oman Air’s potential to expand its network, particularly in Africa, the Far East and South Asia. Destinations in China and India, as well as North America, he said, are appealing, given Oman’s strategic geographic position and growing tourism appeal. The airline also plans to expand further in Europe and is launching a direct service to Rome from its hub in Muscat in December.
Joining the Oneworld Alliance (the airline is on track to join the alliance as a full member by the end of 2024) represents a strategic milestone for Korfiatis, as he explained this membership broadens the airline’s reach without requiring a massive fleet expansion. “We are not aspiring to be a 200- to 300-aircraft airline,” he clarified. “Oneworld gives us a global footprint without needing to acquire all the aircraft ourselves,” he continued. The alliance will enable the airline to tap into markets like North America and Australia, where it currently has a limited presence. “Through these partnerships we aim to increase inbound traffic to Oman while maintaining a focus on offering point-to-point connectivity.”
As for why visitors should come to Oman? Korfiatis’ enthusiasm for the country is clear. “There are so many places I would like to tell people to visit, but my top three would probably be the diverse beauty of Musandam in the north, Salalah in the south and Jabal Akhdar in central Oman. If you visit these three places, you will have three completely different, breathtaking experiences,” he said. “But you will really get a feel for what Oman has to offer.”
As Oman Air undergoes its transformation, Korfiatis’ wealth of experience, strategic vision, and passion for both the airline and Oman itself are setting a bold new course. With a commitment to quality, efficiency, and collaboration, the airline is poised to showcase the country’s unique beauty to travellers worldwide, one flight at a time.
