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MALAYSIA AIRLINES (Malaysian Airline System & Sistem Penerbangan Malaysia) | MH & MAS | Founded 1946 (1972 as MAS)

1652283 Views 5926 Replies 293 Participants Last post by  nazrey
Singapore Airlines is the passengers' choice for 2007--Skytrax :banana:

Singapore Airlines takes top honour in the World Airline Awards, with Thai Airways in 2nd place, and Cathay Pacific 3rd

"WORLD AIRLINE AWARDS TM : the world's most recognised and renowned airline Awards"


1 Singapore Airlines

2 Thai Airways

3 Cathay Pacific

4 Qatar Airways

5 Qantas

6 Malaysia Airlines

7 Air New Zealand

8 China Airlines

9 Emirates

10 British Airways

© Copyright Skytrax

Singapore Airlines is named as winner of the prestigious Airline of the Year title, top honour of the 2007 World Airline Awards.

"This has been our longest running passenger survey and our largest ever" said Edward Plaisted (CEO of survey organisation, Skytrax).

"Over 14 million eligible nominations were received from around the world ... we were heartened by the international appeal of the survey. From Beijing to Buenos Aires, Sydney to Stockholm, the sheer breadth of the project adds yet further support to the title of the World's Largest Passenger Survey."

Commenting on the World Airline Awards, Edward Plaisted (CEO of Skytrax) said ....

"We would use this opportunity to thank media sources around the world who continue to express such enormous interest and support in the survey results. As an organisation, we have striven hard to ensure we deliver not only the world's best airline survey, but the most credible and accurate. Doing this without sponsorship or advertising is not easy, but we now deliver an unmatched formula and level of expertise in this field.

This is the second time in the history of the World Airline Awards that Singapore Airlines has emerged as overall winner, and we congratulate them on this outstanding achievement. In a survey of this scale and duration, our data section have seen the top 5 positions fluctuate on quite a regular basis, and we would highlight the performance of these other airlines - Thai Airways (up from 4th in 2006), Cathay Pacific (a former winner, 3rd), Qatar Airways in 4th (a new entrant to the Top 5 group), and Qantas in 5th position.

All the Awards announced today represent a level of excellence achievement by the winning airlines. We all like to be recognised for success we have achieved, and whilst we honour the successful airlines here, I also pay due respect to the significant achievements by many airline that may have missed out on a top place by just a very small margin.

As well as picking the overall Airline of the Year title, Singapore Airlines was named Best Business Class in a very competitive section of the survey. Surely in part recognising Singapore Airlines new Business Class product, we will await next year to see what customers think about the yet to be unveiled product standards on their Airbus A380 aircraft.

"Thai Airways achieved an impressive performance, taking 2nd place overall in the Survey, as well as walking off with the Best First Class Lounge Award, and 3rd position in the Cabin Staff section.

A former Airline of the Year winner, Cathay Pacific (3rd), was a very consistent performer across the World Airline Survey, and whilst not taking a top spot in 2007, was ranked in the top 4 or 5 positions in nearly every section of study. I am sure we will see them on the top of the podium again very soon.

Qatar Airways is a new entrant to the top 5 of our blue riband Airline of the Year title, taking 4th place overall - and again, performing well in many other categories. Named Best First Class airline, Qatar Airways also picked up the Best Cabin Staff (Middle East) Award.

In this top category, Qantas ranked 5th overall, again with a number of category placings in the top 5. Down from second in the 2006 Awards, Qantas is however the highest placed airline in the Australasia region, and a very consistent performer across many product and service sections.

It is appropriate to mention that Jetstar Airways (a subsidiary of Qantas) is named the World's Best Low-Cost Airline for 2007 - wrenching the title away from Europe's Best Low-Cost Airline, Air Berlin, who were the global winners in 2006.

Sixth place goes to Malaysia Airlines, moving up from three their 2006 result, but they should be delighted to learn that they are back to winning ways in 2007, taking the world's Best Cabin Staff Award. It is a title that Malaysia Airlines picked up in a number of previous years, losing their crown to Thai Airways last year.

The cabin staff Awards were as keenly contested this year as on any previous occasion, and I understand that for the last 4 weeks of the Cabin Staff survey, our data section watched the winning position swap around between the final Top 3 airlines several times. I am sure this will remain a keenly fought Award category, reflecting as it does the level of service hospitality.

I would like to pay particular thanks at this time to all of our Survey participants, without whom none of this would be possible. We have received a lot of positive feedback during the course of the studies, and try where possible to take onboard suggestions on how we can improve areas for future year surveys."

Other results


1 Malaysia Airlines
2 Singapore Airlines
3 Thai Airways
4 Cathay Pacific Airways
5 Qatar Airways


1 Gulf Air
2 Cathay Pacific
3 Singapore Airlines
4 Qantas
5 Korean Air


1 Emirates
2 Singapore Airlines
3 Cathay Pacific
4 Korean Air
5 Virgin Atlantic


1 Thai Airways - BKK
2 Qatar Airways - DOH
3 Lufthansa - FRA
4 Cathay Pacific - HKG
5 South African Airways - JNB
6 Malaysia Airlines - KUL
7 Korean Air - ICN
8 Singapore Airlines - SIN
10 Asiana Airlines - ICN


1 Virgin Atlantic - LHR
2 Cathay Pacific - HKG
3 Qatar Airways - DOH
4 Qantas Airways - SYD
5 Gulf Air - BAH
6 Malaysia Airlines - KUL
7 China Airlines - TPE
8 Swiss - ZRH
9 Asiana Airlines - ICN
10 Air New Zealand - AKL


1 Qatar Airways
2 Singapore Airlines
3 Cathay Pacific
4 Malaysia Airlines
5 Thai Airways


1 Singapore Airlines
2 Virgin Atlantic
3 Cathay Pacific
4 Malaysia Airlines
5 Air New Zealand


1 Korean Air
2 Malaysia Airlines
3 Singapore Airlines
4 Qatar Airways
5 Asiana Airlines
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4001 - 4020 of 5927 Posts
short story:-
* new company will be created
* 6000 staff will be VSSed
* new company will commence at 1 jul 2015; transition period between now and then
* current CEO will be retain during the transition period; a new CEO when it starts
* all shares will be bought at 27 sens each.
* RM6 billion injection by Khazanah
* RM3 billion loss will be manage by KWAP, in return KWAP get shares
* Focus on profitable regional routes rather than loss-making long-haul
* Enact MAS Act to guarantee implementation and execution of the plan
* Relisting in 2018 or 2019
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Hope this plan will make MAS better & stronger, just like what happened to JAL, Garuda, etc.
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Reactions: 1
Khazanah in the last 10 yrs have tried revamping MAS! What makes them think they can do any better this time around?And how dare they say six billion is not a bailout?Investment!
As long as kazanah touches MAS it will never float
OT but here's a crazy idea, what if an airline replaces all standard economy seats with premium economy seats? As far as I know no airlines have done that..thats gotta be a marketing point.
A few years ago, at least 5 billion was already injected to MAS and 2014 is the year the airline was supposed to make a profit after the restructuring exercise.

Now we are back again... Another 6 billion.....

See you guys again in a few years to see another 6 or 7 or 8 billion ringgit go bye bye.
‘MAS NewCo should focus on the big picture’

THE new Malaysian Airlines (NewCo) should focus on Blue Ocean Strategy or Green Ocean Strategy to increase its chances for growth and the extent of its potential success.

The strategy should include insights about the innovative positioning of new ventures and tools to make it possible, said aviation experts.

“The NewCo should focus not just on numbers, but the overall picture. It should go beyond the existing demand and establish a strategic sequence in a correct way,” says Jeong Chun Phuoc, member consultant of corporate compliance and strategy practice group at Azmi & Associates.

Jeong said MAS should also review existing contracts.

“If MAS cancels the existing agreements, it would have to fork out a lot in terms of compensations and penalties. The existing agreements and terms are bad. What MAS should do is to focus on future agreements for the NewCo,” he told Business Times.

Khazanah National Bhd, which owns 69 per cent of MAS, unveiled a 12-point comprehensive exercise for MAS, which aims to return the airline into profitability, the earliest by 2017.

Under the plan, Khazanah will invest up to RM6 billion on a staggered and conditional basis over three years.

It will set up a new company to house the carrier, rationalise routes, renegotiate current contracts, cut 30 per cent of the 20,000-strong workforce and move its operations from Subang to Kuala Lumpur International Airport.

Industry players said this is a good move by Khazanah to save MAS from bleeding further.

“MAS is cutting 30 per cent of its workforce, which is just nice as there are too many redundant positions at ground level. The challenge would be to keep their crew on board.

“The other good thing is that the NewCo will get away from current problems faced by MAS.

“MAS has two big issues, which are its existing contracts and union,” said a key official from a rival airline.
Khazanah unveils 12-point plan for MAS
Updated: Saturday August 30, 2014 MYT 9:37:05 AM BY ISABELLE LAI

KUALA LUMPUR: Khazanah Nasional Bhd has unveiled a 12-point plan to enable Malaysia Airlines (MAS) to achieve sustained profitability within three years of de-listing, by the end of 2017.

Its managing director Tan Sri Azman Mokhtar said the plan involved a comprehensive overhaul of the airline.

“At its core, the plan involves the creation of a new company, (NewCo) which will house the ‘new MAS’ and the migration of the right-sized workforce and work practices and contracts into NewCo,” he told reporters at a special briefing at Khazanah headquarters on Friday.

The plan, entitled “Rebuilding A National Icon – The MAS Recovery Plan”, has four categories which are governance and financial framework, operating business model, leadership and human capital, and regulatory and enabling environment.

Azman said this plan followed a review of all relevant aspects of MAS’ operations and operating environment that commenced in February this year.

He said current MAS chief executive officer Ahmad Jauhari Yahya would continue to lead the old company during the transition period over the next 10 months to July 1, 2015.

“Khazanah has commenced the search process for the CEO of NewCo and we envisage that the conclusion of this search will be announced in due course, expected to be before the end of 2014,” he said.

Azman said it was estimated that NewCo would require a workforce of approximately 14,000, representing a net reduction of 6,000 or 30% from the approximately 20,000 current staff.

He said Khazanah would invest in a Corporate Reskilling Centre to address the reskilling of the appropriate MAS staff who did not migrate to NewCo.

“MAS and Khazanah are committed to helping each exiting employee minimise the negative impact to their livelihoods and quality of life,” he said.

On Aug 8, Khazanah announced it would undertake a selective capital reduction and repayment exercise at an offer price of RM0.27 per MAS ordinary share, representing a 29.2% premium to the 3-month volume weighted average market price at the time of announcement.

SOURCE: Khazanah announces 12-point MAS Recovery Plan.pdf

Khazanah announces 12-point MAS Recovery Plan Khazanah Nasional Berhad (“Khazanah”) today announced a 12-point enabling plan forreturning Malaysian Airline System Berhad (“MAS”) to sustained profitability and reviveMalaysia‟s national flag-carrier. A summary report of the plan entitled "Rebuilding a National Icon:The MAS Recovery Plan" was also released in this regard.

The 12 key elements of the MAS Recovery Plan over four categories are as follows:
A. Governance and financial framework
1. Creation of NewCo to house New MAS, delist and relist

a. Delist MAS (“OldCo”) by end of 2014. This process has already commencedwith the announcement of 8 August 2014
b. Migrate the relevant operations, assets and liabilities of OldCo to NewCo by 1July 2015
c. NewCo will critically involve a significantly corrected cost and operationalstructure and workforce, properly benchmarked to competitive industrypractices and norms
d. NewCo is targeted to return to profitability within 3 years of delisting, and torelist within 3 to 5 years, that is between the end of 2017 and the end of 2019
e. If such financial conditions are met, a sell-down or partial sell-down ofKhazanah‟s stake to appropriate strategic buyers from the private sector willbe considered

2. Funding of up to RM6.0 billion on a strict conditional basis and a reduction ofnet gearing to approximately 120%
a. Total restructuring and investment funding amounting to up to RM6.0 billion to be disbursed in a staggered basis subject to fulfilment of strict restructuringconditions, consisting of:
i. Delist MAS OldCo at a cost of RM1.4 billion
ii. Restructuring and retrenchment cost at MAS OldCo subject to strictconditionality, amounting to up to RM1.6 billion
iii. Progressively inject capital amounting up to RM3.0 billion into NewMAS, subject to strict conditionality, on a staggered and milestonebasis, over a three-year period from 2014 to 2016
b. Reduce net gearing (net debt over shareholders‟ funds) from 290% currentlyto a target range of 100% to 125% through, inter alia, debt-to-equity swaps
c. In this regard we are pleased to announce that Kumpulan Wang Persaraan(Diperbadankan) (“KWAP”) has today agreed to swap a total of up to RM750million of their existing Perpetual Sukuk into ordinary equity, subject to adefinitive agreement between the relevant parties

B. Operating Business Model
3. Reset the operating business model through a more regionally-focusednetwork, lower cost structure and greater emphasis on revenue yield management
a. MAS – both OldCo and subsequently NewCo as the operating airline entity – will continue to rationalise the network to be principally regionally-focused, with strong global connectivity through MAS‟ oneworld alliance and othercode-share partners
b. The migration to NewCo, with its strong funding conditionality imposed, isenvisaged to result in a lower cost structure based on industry benchmarksand work practices, with savings principally coming from improved supplycontracts and labour practices
c. A renewed focus on revenue yield management

4. Consolidate headquarters and operations from Subang to KLIA
a. MAS is currently an exception among airlines in having its HQ and operationsaway from its principal home airport
b. One of the conditions of the MAS Recovery Plan is for MAS to move its HQand principal operations from Subang to KLIA
c. This will allow MAS to consolidate its operations, improve workingconditions and signify a new beginning under New MAS

5. Strengthening of the assurance, integrity and safety functions
a. Another condition of the MAS Recovery Plan will be the strengthening of keycontrol and operational systems
b. These include, inter alia, the creation of a Governance & Ethics BoardCommittee and a voluntary Enhanced IATA Operational Safety Audit

6. Review and, where appropriate, renegotiate supply contracts
a. It is intended that New MAS will honour all properly benchmarked contractsunder OldCo
b. The migration to NewCo will nonetheless provide an opportunity for NewMAS to reset and renegotiate supply and other contracts, based on marketnorms and benchmarks

C. Leadership and Human Capital
7. Leadership
a. The transition period between OldCo and NewCo over the next 10 monthsto 1 July 2015 will see significant changes to leadership, which will beexecuted in an orderly fashion
b. Ahmad Jauhari Yahya will continue to lead OldCo as the Group CEO duringthis period until 1 July 2015, when NewCo is envisaged to come into force.
c. The Board of OldCo will also continue during the same period, until furthernotice
d. Khazanah has commenced the search process for the CEO of NewCo and weenvisage that the conclusion of this search will be announced in due course,expected to be before the end of 2014
e. The search process involves reviewing both local Malaysian leadership talent,as well as global aviation industry executives. The final decision on the CEOof the NewCo will be made in consultation with the Special Shareholder, Minister of Finance, Incorporated.

8. Right-sizing the workforce to an estimated 14,000 employees at NewCo
a. It is a critical requirement that NewCo starts on a right footing in terms of itsstaff size and work practices
b. It is estimated that NewCo will require a workforce of approximately 14,000
c. This is a net reduction of 6,000 or 30% from the approximately 20,000current staff in OldCo
d. Khazanah is nonetheless committed to ensuring that the process of transfer,migration and separation is conducted with the utmost care, fairness and dueprocess

9. Strengthen industrial relations and internal alignment
a. A critical component of the MAS Recovery Plan involves significantlyimproved industrial relations
b. New measures and practices, including introducing an Employee ConsultativePanel to better align staff, employees‟ unions and management, would be acritical condition of the MAS Recovery Plan

10. Reskilling, job creation and redeployment
a. Khazanah will invest in a Corporate Reskilling Centre, to be located in theSubang area, specifically to address the reskilling of the appropriate MAS staffwho do not migrate to NewCo
b. We envisage that this will involve a reskilling and redeployment program andthe active creation of new jobs
c. MAS and Khazanah are committed to helping each exiting employee –minimising the negative impact to their livelihoods and quality of life. Inaddition to appropriate financial compensation, MOUs have been signed with:
i. Scicom (MSC) Berhad (“Scicom”), a Malaysian listed company toprovide a structured pathway to employment for up to 2,000transitioning MAS employees. This will be done by providing acustomised and certified reskilling training programme, coupled withjob placement in Scicom, Malaysian companies and multinationals
ii. Sutherland Global Services, a global business process and technologymanagement services company with operations in Malaysia, to trainand employ up to 1,500 exiting MAS employees in operationsprocessing.

D. Regulatory and enabling environment
11. Appropriate Government support on key initiatives including:

a. Subject to Parliamentary and other approvals (as may be applicable), theenactment of appropriate enabling legislation, including a standalone Actspecific to MAS, with a finite period, to facilitate the restructuring in acomprehensive and timely manner
b. The establishment of an Aviation Commission

12. Continuous communications and stakeholder engagement
a. Regular communications and engagement with key external stakeholders
b. Periodic public accountability briefings

Taken together, these steps will support a specific timeline for the return of MAS to sustainedprofitability, as envisaged in this recovery plan as follows:

a. By the end of 2014: to complete the delisting of MAS and to announce theleadership of NewCo
b. By 1 July 2015: The formal transition to NewCo
c. By the end of 2017: 3 years from the delisting, for NewCo to achieve profitability
d. Between 2018 and 2020: between 3 to 5 years from delisting for NewCo to berelisted.
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As of August 2014, Malaysia Airlines operates the following aircraft at an average age of 4.3 years:
Airbus A330-300
IN SERVICE: 15[email protected]/

Airbus A380-800
IN SERVICE: 6[email protected]/9343432338

Boeing 737-800
IN SERVICE: 41[email protected]/8281289184

Boeing 747-400
Note: Used only as standby for A380[email protected]/6471383355

Boeing 777-200ER
Note: One additional aircraft (9M-MRO) has been missing since 8 March 2014 on Malaysia Airlines Flight 370. One crash on 17 July 2014 (9M-MRD) as Malaysia Airlines flight 17
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4.3! Fantastic if that was the case from the beginning !
hehe i just want to see their new livery. others not my problem. :D
Khazanah cadang nama asal MAS dikekalkan

KUALA LUMPUR 29 Ogos - Khazanah Nasional Bhd. (Khazanah) mencadangkan supaya nama Malaysia Airlines (MAS) dikekalkan untuk pembentukan syarikat baharu.

Pengarah Urusannya, Tan Sri Azman Mokhtar berkata, ketua pegawai eksekutif (CEO) yang akan mengetuai MAS baharu nanti akan diumumkan hujung tahun ini meskipun Ahmad Jauhari Yahya kekal dengan jawatan itu sehingga Julai 2015 untuk MAS sedia ada.

"Kriteria CEO baharu terbuka kepada rakyat Malaysia atau luar negara," katanya di sini hari ini. - UTUSAN ONLINE

Artikel Penuh:
© Utusan Melayu (M) Bhd
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‘MAS revamp gets thumbs-up’ :cheers:

MALAYSIA Airlines’ (MAS) massive overhaul of its business model and sticky cost structure hits at the heart of what needs to be done for the national carrier, said analysts.

Last Friday, Khazanah Nasional Bhd unveiled the plan to turn around its 70 per cent-owned airline, which has recorded RM8.4 billion in cumulative losses from 2001 till June this year.

The highlights include a RM4.6 billion capital injection after MAS’ privatisation to achieve sustainable profits by end-2017, a potential relisting in three to five years after selloff, a 30 per cent workforce reduction to 14,000 employees, a review of routes and renegotiation of supply contracts.

AmResearch analyst Hafriz Hezry said as the national airline rebuilds itself into a new MAS, there is no clear winner from the restructuring, except perhaps long-haul low-cost carrier AirAsia X Bhd.

Hafriz suggested that MAS is reshaping much into a quasi low-cost carrier (LCC) model via plans to unbundle services and monetise ancillary services, as well as focus on regional routes and price-sensitive travellers.

He noted that sector yields are hitting the bottom, with MAS’ targeted cost per available seat kilometres (CASK) already close to current revenue per available seat kilometres (RASK).

This means that MAS will unlikely be much more aggressive in pricing and a recovery could be some time away, given continued capacity expansion on regional routes.

MAS is focusing on getting its cost down to an estimated 17 sen CASK. This, if materialises, will lower MAS’ cost much closer to current RASK of 16.6 sen.

RHB Research said while it is still early to say whether the plan would actually revive MAS, it is at least a good start.

It believes that further details, such as funding, routes rationalisation and other improvement plans, would be unveiled in the next 10-12 months as the revamp progresses.

RHB Research pointed out that the 30 per cent workforce reduction comes with a one-off expense for a separation scheme exceeding RM1 billion.

This, however, is expected to cut staff expenses by as much as RM715 million from the RM2.3 billion staff-related expenses it incurred in financial year 2013.

While there are no indications on how much capacity MAS is looking to cut, the firm believes it will firstly defer any new aircraft deliveries and, at the same time, review its pricing strategy to maximise yield.

“Aggressive capacity cuts will come in most likely by FY15, which we estimate to be around 10-15 per cent of the existing capacity. It will most likely be shedding loss-making routes and reducing frequency,” it added.

MIDF Research said MAS is moving to close the gap between yield and unit cost.

Compared to its regional full service carrier peers, MAS’ unit cost is 3.7 per cent lower. However, the cost benefit is offset by weaker yield, which is 13.5 per cent lower than its peers.

The firm views the staff retrenchment positively as it would be one of the drivers to match the airline’s cost base to employee productivity.

“We understand that some of the long-haul routes would be rationalised and MAS would be focusing on regional services. However, the strategy to enhance revenue yield was not detailed in the announcement,” MIDF Research said.

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I was hoping Firefly jet! Uncle TF successfully buried them...:eek:hno:
I was hoping Firefly jet! Uncle TF successfully buried them...:eek:hno:
IMHO Firefly should stick to Turboprops only as they're really good at it, and is making money for MAS . :)
^^ What I mean, turboprops and jet. Malindo copied the model.
Qantas announces $2.84 billion loss
Yahoo7 Finance – Thu, Aug 28, 2014 12:39 PM AEST

overall not a good business year for premium airlines industry.
Qantas announces $2.84 billion loss
Yahoo7 Finance – Thu, Aug 28, 2014 12:39 PM AEST

overall not a good business year for premium airlines industry.
no accident but still loss money....weird?
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who wants to fly a non-asian airlines? :lol: :jk:
no accident but still loss money....weird?
Many airlines goes bankrupt with zero accident...too many indeed.
no accident but still loss money....weird?
IMO australian labour cost is too high. Many businesses in Australia are barely making any money unless you are in banking, minimg or the OnG sectors. But then again, Qantas has made thousands of employees redundant and shipping maintenance jobs overseas to cut costs too.

Qantas is dependent on its domestic market to subsidize its international routes which are always loss making, i guess the competition from Virgin blue, tiger airways and not to mention the gulf carriers on the kangaroo route is strangling Qantas compettitiveness. The high fuel price is not helpimg too.
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4001 - 4020 of 5927 Posts