THE SIGNIFICANCE OF AVIATION

During the course of the 20th century, air transport has become one of the
world’s most influential industries. Aviation is a major direct and indirect employer
– it facilitates the expansion of world trade and provides opportunities for travel
and tourism.

HISTORY OF WORLD AIR LINE INDUSTRY

In 1903, the Wright brothers' first successful flight in Kitty Hawk, North Carolina
marked the beginning of the aviation industry. In the early years, the public did
not embrace airplane travel as an option, thinking that it was too dangerous. The
first major stimulus that helped to develop the industry was the United States'
participation in World War I. After the war, though, the government stopped
funding research and development, practically stagnating growth in the aviation
industry. In 1927, Charles Lindbergh successfully completed a solo flight across
the Atlantic Ocean and created massive interest in flying with the general public.

After this, a variety of air transport holding companies began, including Aviation
Corporation. The air transport division of the company was called American
Airways and later grew to become American Airlines, one of the largest
commercial carriers in the United States. In 1928, what was to become another
leading air transport company was created as a holding company by Boeing and
its air transport division, United Aircraft and Transportation Corporation. In 1931
the four air transport divisions of United Aircraft became United Airlines.

One of the biggest factors in the growth of the air transportation industry during
this time was the development of a mail transport system by the U.S. Postal
Service. The Kelly Airmail Act of 1925 provided private airlines the opportunity to
function as mail carriers through involvement in a competitive bidding system.
These private carriers, through the airmail revenue, could then expand into
carrying other forms of cargo, including passengers. Charles Lindbergh, in the
position of "technical adviser" to Pan Am World Airways, piloted that airline's first
airmail service flight to South America in 1929.

Passengers were targeted as a way to augment the income of the airmail

systems. Slow starting, due to the perception of less than stellar safety
performance and high fare costs, passenger volume grew tremendously and
carriers multiplied. The Air Commerce Act, passed in 1926, allowed Federal
regulation of air traffic rules. The aviation industry backed the passage of this act,
believing that without the government's action to improve safety the commercial
potential of the airplane would not be realized. Air traffic became more and more
disorganized and the need for regulation became apparent. The postmaster
general took control over the industry for a short time by limiting the number of
carriers that were granted mail transport contracts. This practice was ruled anti-
competitive and the industry was again opened up to competitive bidding for mail
contracts. In 1938, the Civil Aeronautics Authority, an independent regulatory
bureau, was developed. That same year, many air transport companies were
flying the new DC-3s. These planes, created to carry both mail and passengers,
were wide enough to seat 21 people. The design of the DC-3 also allowed for 14
seats and three berths - for sleeping on long flights. Famous child actress Shirley
Temple was the first to purchase a sleeping berth ticket on an American Airlines
DC-3.

With United States' entry into World War II, commercial fleets and pilots were
sent to Europe to participate in the war effort. The war also helped to generate
support for research and development of aircraft, which extended beyond the war
to commercial aviation. A major post-war development was the four-engine
aircraft, such as the Lockheed Constellation. This innovation substantially cut the
flying time for ocean and continent crossings, and thus negatively effecting travel
by ocean liner and train. The 1950s saw dramatic improvements in the capacity
and comfort of commercial flights. Planes were modernized, and jet service was
introduced in 1959, enabling even faster cross-country service.

After major in-air collisions in the 1950s, the Federal Aviation Act was passed in
1958. The Federal Aviation Administration (FAA) was created, and was charged
to develop an air traffic control system. The 1970s saw dramatic increases in
costs, particularly increases in fuel prices. The 1980s were marked by the
deregulation of the industry, which resulted in the growth of smaller carriers and
the mergers of larger carriers. The 1990s saw a dramatic increase in the number
of passengers, including first time passengers, as prices were cut and the cities
served by airlines increased.
BIRTH OF A NATION:

BIRTH OF AN AIRLINE

Probably never has air transport been more important to the development of a
new nation than in the case of Pakistan. In the days when Pakistan was still in
the offing (June 1946) Mr. Mohammad Ali Jinnah, the Founder of the upcoming
Nation, instructed Mr. M.A. Ispahani, a leading industrialist, to set up a national
airline, on priority basis. With his singular vision and foresight, Mr. Jinnah had
foreseen that with the formation of the two wings of Pakistan, separated by
1100 miles, a swift and efficient mode of transport was imperative.

The new airline was initially a pilot project, registered in Calcutta as Orient
Airways Ltd., on 23rd October 1946. With Mr. A.M. Ispahani as the
Chairman and Air vice Marshal O.K. Carter as the General Manager of the
new air carrier, an operating license was obtained in May 1947 with
Calcutta as the base. Four Douglas DC-3s had been purchased from Tempo
of Texas in February 1947 and operations first started on 4 June 1947. The
designated route was Calcutta-Akyab-Rangoon, which also happened to be
the first post-war international operation to be flown by an airline
registered in India. Within two months of Orient Airways' operational
beginnings, Pakistan was born. The birth of a new nation generated one of
the largest transfers of population in the history of Mankind.

Orient Airways, along with the help of some BOAC aircraft which had been
chartered by the Government of Pakistan, started relief operations and
transportation of the population between Delhi and Karachi, the two capitals.
Later, Orient Airways transferred its base to Pakistan and established the
vital, link between Karachi and Dacca, the two capitals of the two wings of
Pakistan. With a skeleton fleet of just two DC-3s, three crew and twelve
mechanics, Orient Airways launched its scheduled operations in a fairy-tale
fashion.

The initial routes were Karachi-Lahore-Peshawar, Karachi-Quetta-Lahore

and Karachi-Delhi Calcutta-Dacca. By the end of 1949, Orient Airways had
acquired 10 DC-3s and 3 Convair 240s which it operated on these routes. In
1950, it had become increasingly apparent that additional capacity would have to
be inducted in order to cater to the growing needs of the sub-continent.

Orient Airways was a privately owned company, with limited capital and
resources. It could not be expected to grow and expand on its own. It was then
that the Government of Pakistan decided to form a state-owned airline and
invited Orient Airways to merge with it. The outcome of the merger was the
birth of a new airline, named Pakistan International Airlines (PIA) on
11 March, 1955.

Apart from transport activities, Orient Airways had established the nucleus of
overhaul and maintenance facilities and acquired trained pilots, engineers and
technicians which proved a great asset for PIA during its teething phase.

The year 1955 also marked the inauguration of the fledgling airline's first
scheduled international service - to the glittering, glitzy capital city of U.K,
London, via Cairo and Rome. At first, there was much criticism regarding this
venture as the public could not comprehend or agree with the need to operate an
international route when priority, in their opinion, should be given to other
projects which were considered more vital, for the growth of a new and
Developing country. However, PIA's priority then as well as now, was to serve
the Pakistani community at large. The need to provide transportation to the
expatriates has remained one of the foremost priorities of the national airline.

Moreover, with the provision of this service, PIA could and did earn substantial
foreign exchange, which in turn it invested in the purchase of aircraft and spare
parts. Fleet expansion was one of the airline’s major requirements.

In 1956, orders were placed for two Super constellations and five Viscounts
which were to be delivered by 1959.

PIA, at this junction, possessed a small fleet which comprised of Convairs,

Viscounts, Super Constellations and DC-3s.

While Mr. M.A. Ispahani was the first Chairman of the new dynamic airline; it was
the first Managing Director of PIA, Mr. Zafar-ul-Ahsan, who in his 4 year
tenure got the ball rolling and set the shape of things to come.

The PIA Head Office building at Karachi airport, which houses the entire major
departments of the airline to date, was the brain-child of Mr. Zafar-ul- Ahsan. In
fact, on his departure from the airline, the employees presented him with a silver
replica of the building with the caption: "The House you built".

In 1959, the Government of Pakistan appointed an Air Force Officer, Air

Commodore Nur Khan (who later rose to the rank of Air Vice Marshal) as
the Managing Director of PIA. With him at the helm of affairs, PIA took such
a turn around in a short span of 6 years, that the airline gained the stature
and status of one of the frontline carriers of the world. In aviation circles,
this period has often been termed as the "golden years of PIA".

Expansion, growth, development were the key-words that the new management
was committed to. In March 1960, PIA launched its first jet service (Boeing
707) on the London-Karachi-Dacca, route which later proved to be most
successful. This service enabled PIA to become the first Asian Airline to
operate a jet aircraft. A train-blazer, this success set the trend for PIA. In 1961,
the airline took on the awesome task of initiating a cross-Atlantic service from
Karachi to New York. By this time, PIA had placed orders for more new aircraft,
which included Fokker F-27s, Boeing 720Bs and Sikorsky helicopters. Helicopter
service in East Pakistan had gained momentum by 1962 and expanded to
include Sylhet, Chittagong, Dacca, Comilla and Ishurdi. PIA's helicopter
operations on a scheduled basis carried over 70,000 passengers during their first
year. It was, at that time, regarded as equal to any other similar operation in the
world. Unfortunately, due to two mishaps, the service was discontinued in 1966.

In 1962, PIA attempted to set a new record and succeeded. On the London-
Karachi sector, finding the upper winds forecast favorable, PIA set out to
break the record for the fastest flight between London and Karachi. With
representatives of FAI. (Federation Aeronautique International) on board to
monitor the official timings, PIA completed the flight in 6 hours 43 min 51
sec, the fastest record which to this day remains unbroken.

In 1964, PIA achieved another historic first, which to date is regarded as one of
the milestones in the chequered history of the airline.

On 29th April 1964, with a Boeing 720B, PIA had the distinction of
becoming the first airline from a non-communist country to fly into the
People’s Republic of China. The first service to China was from Karachi to
Shanghai via Canton. In 1964-65, PIA expanded its fleet further with the addition
of a fourth Boeing 720B and two Fokker F-27s. Things were happening, PIA was
developing. People were moving ahead with their plans, goals, and ambitions for
the national flag carrier.

A collective pride, a joyous buoyancy seemed to pervade the PIA family. Riding
high on the crest of success, PIA became a household name in Pakistan in
the mid sixties. The war between India and Pakistan during 1965 served as a
catalyst for PIA as the national airline had an additional role to perform. It played
a major role in logistical support. PIA's Boeings, Super Constellations, and
Viscounts operated special flights on behalf of the Armed Forces.
The foresight of the Father of the Nation, Mr. Jinnah, that the air force
would one day need a civil airline as a back-up had been evidenced. Later,
in 1966, a system of feeder services linking eight new points in West Pakistan
was introduced. By this time, the airline's Viscounts were proving inadequate due
to the sizeable traffic growth and as such, had to be replaced by Tridents. The
airline continued to grow, receiving two additional Fokker F-27s, two Boeing 707s
and one Trident in the following year.

This was also the time that the airline saw a change in the top slot. AVM Asghar
Khan took over the reigns of PIA for tenure of 3 years. A number of highpoints
are relegated to this period. The most colourful, if not the most significant,
happening for PIA was the introduction of a new air-hostesses' uniform
designed by none other than the renowned French designer, Pierre Cardin.
This, more than any other singular factor imprinted PIA's name on the
international market. It took the aviation world by storm. It was an instant
hit, both, at home and abroad.

PIA's run for recording historic firsts was not yet over. Pakistan's first
computer, an IBM1401, was installed by PIA in 1967.

PIA's first Engine Overhaul Shop, located near the Head Office building, was also
completed and commissioned around this time. The Ground Training School
(GTS) now known as PIA Training Centre (PTC) was first conceived and
developed sometime in 1961-62.

Training was initially imparted, interestingly-enough, in the T-shaped building

which has now become the PIA Dispensary in the vicinity of the Head Office.

Besides the visible development and growth in traffic and revenues in the
sixties, PIA saw the advent of new destinations, new equipment, new
technology. A new Jet Hangar for Boeings with a supporting airframe
overhaul shop was completed and commissioned in 1968.

In 1970, PIA set up its own Flight Kitchen at Karachi, which caters even
today to other carriers as well as to all PIA flights. Over the years, with the
airline's expansion and increased capacity, the need for a second Flight Kitchen
became imperative.

PIA heralded the 90's decade by donning a bright new corporate identity. Old-
timers may remember the flutter the earlier green and gold livery had created
when it was first introduced in 1974. But, in keeping with the changing times, PIA
came up with its smart sporty 90's look. The familiar PIA green was reinforced
With moss green and pale blue stripes in the new corporate identity. The stripes,
a universal symbol of sport, highlighted PIA's active participation and
sponsorship of a diverse variety of national games. PIA players are in the
forefront in Pakistan Cricket, Hockey, Squash, Football, Chess, Bridge, Polo and
Table-Tennis teams.

Nineties have also seen the expansion of PIA's massive Haj and Umrah
operations to Pakistan's smaller cities besides the operations from the major
cities of Islamabad, Peshawar, Lahore, Quetta and Karachi.

Though the airline, which has been in red for last couple of years, managed to
earn a token operating profit of Rs 366 million in the year ended December 31,
2001 compared to an operating loss of Rs 3 billion in the previous year, it still
kept on reeling from substantial pre- and post-tax losses. The accumulated
losses touched Rs 12.8 billion, exceeding the paid-up capital of Rs 3.8 billion
by Rs 9 billion posing a big question mark for its very survival. Pre-tax and post-
tax losses were reduced but still stayed at high levels of Rs 1.9 billion and Rs
2.2 billion respectively.

In 2002, the airline managed to show an overall profitability for the first time in
two years earning net revenue of Rs43.674 billion, profit before tax Rs 2.111 and
billion profits after tax Rs1.873 billion.

Than 2003 turn to a complete better year in the history of the troubled Airline.

It has earned a profit of Rs 3.5 billion during 2003 while the estimated figures
for 2004 are Rs 4.5 billion, PIA was planning to start flight operation for 12 new
destinations around the globe.

PIA inducts new aircraft after 12-year gap

The Pakistan International Airlines Corporation (PIAC inducted Saturday a new

white body Boeing 777-200ER aircraft in its fleet.

This latest induction is after a period of 12 years when PIA purchased six new
A-310 aircrafts from the Airbus in 1991.

In 2003, the corporation had signed a deal of $1.5 billion to purchase eight new
wide body Boeing 777 series from the Boeing Company through a consortium of
local banks and Exim Bank of America, which will provide 85 percent of the
amount to Boeing company of the guarantee of government of Pakistan. The
aircraft will have a seat capacity of 329 passengers in three-class configuration.
Ahmed Saeed, chairman PIAC, said two more Boeing 777-200ER aircrafts would
be inducted in the national flag carrier on February 14 and March 24 this year.

He said PIA is the only second airline in the world to operate the 777 with
the new fully integrated, certified electronic flight bag (EFB) in the flight
deck.

At present, PIA operates to 70 destinations (38 international and 37

domestic) in countries spread over 4 continents of the globe.

Impressive statistics for a comparatively young airline? One could say that since
its inception in 1955, PIA has indeed, come a long way.

CONDITIONS OF OTHER AIR LINES OPERATING IN PAKISTAN.

Four private airlines; Raji, Hajviery, Safe and Bhoja, the last after six years of
operations, have already wrapped up their operations. The remaining two —
Aero Asia and Shaheen — are comprise 4 and 5 aircraft respectively, all of them

rented on wet lease. The fleet of Shaheen Air International (SAI) comprises a
total of 5 aircraft — 3 short-hauls Russian made Yak 42 Ds leased from a
Ukrainian company and 2 medium-hauls Russian made TU 154s. Aero Asia, on
the other hand, has a fleet of 4 aircraft, 3 Yak 42s and one Boeing 737.

The Air Blue, the Pearl Air, the Royal Air, and the Safe Air are a few which are
planning to start their operations.

PIA, Shaheen Air an air line owned by the Shaheen Foundation of the PAF,
and a private air line Aero Asia owned by Tabani Group are already operative.

PIA is oldest and biggest govt owned airline. It was considered one of the best
airlines in the 50s and 60s but than its lost its position. But now the airline has
again started to regain the trust of the passengers and is doing better than ever
before.

The acquisitions of new Boeing 777-200 have enhanced its long-haul capabilities
and the airline is getting ready for the challenges of the future.

The Shaheen Air line started its operations with great expectations in 1993 but it
could not prove equal to the task. It was very unfortunate that it has to close its
operation a number of times. The red portion of the account book kept growing
and many a times it was decided to close the Airline.

In 2001 the Airline was restructured and given a right direction. The main goal of
the new management of the Airline was to regain the confidence of the
passenger and the aviation industry.

Gradually the Airline was restructured and the passenger confidence was
regained. However now it is learnt that Canada based Pakistani entrepreneurs,
who were once serving in the PAF, have offered to buy this airline for Rs 600
million.

The Air Blue is planning to start its domestic operations. The CAA issued
Regular Public Transport (RPT) License to the Air Blue in November 2003. it is
acquiring three secondhand airbus 320 aircrafts on lease purchase basis and the
finances are arranged by US –based Pakistani entrepreneurs.

The Safe Air stopped its operations in 2000when the air operating certificate was
revoked by CAA. Though the certificate has been renewed in December 2003, its
operations can’t start. It was not a surprise for many when its management was
acquired, in a dramatic take over, by syed Aftab Ahmed Tabassam,a Dutch
national of Pakistan origin.

The Pearl air is the first aviation –license holder in the non Govt sector which
has, for the first time in the history of Pakistan, bought a large airliner. The first
out of three Boeing 737-200 which landed at the Jinnah international airport
Karachi, in February 2004, has still not been cleared by the custom and other
Govt agencies.

PIAC: imperatives for growth

The Pakistan International Airline (PIA), the national flag carrier of Pakistan, with
scheduled and charter flights started its international operations in 1955 with
a flight from Karachi to London via Cairo and Rome.

Earlier on 7th June 1954, the Prime Minister of Pakistan had inaugurated
PIA's Karachi-Dhaka Super Constellation service to the eastern wing of
Pakistan.

At this occasion, the government had also undertaken to guarantee any loss to
the PIA for a period of three years. PIAC was established in Pakistan on 18th
April 1956 under PIAC Act, 1956.
Over the years new planes were added and the network was expanded. The PIA
presently has a fleet of 47 aircraft with nearly 75 per cent share of the
domestic market.

Induction of five aircraft to the fleet in the past few months, three new Boeing
777-200ERs and two half life wide-body A-310s, would enhance PIAC's
operations and profitability.

It may be mentioned that the PIAC had signed, on 30th October 2002 at
Islamabad, an agreement with Boeings, USA, for purchase of eight new
Boeing 777 planes, comprising three Boeing 777-200ERs, two Boeing 777-
200LRs and three Boeing 777-300ERs, for use on its long haul routes.

The deliveries have started and are expected to be completed by 2008.

Furthermore, an agreement to acquire six used A310-300 has been finalized with
Airbus Industries under finance lease to replace its existing A 300.

Replacement of Fokker aircraft is also underway with 50-seater Turbo Props

which would enhance domestic tourism. All this has been achieved through
continued moral and financial support of the government.

To assist the PIAC top management and revamp the PIA operations, the
government had in 2001 agreed to support the financial restructuring through:

(i) By issue of guarantee(s) of up to Rs20.0 billion to cover restructuring

of the PIAC's local currency debt of Rs4.86 billion and future debts undertaken to
pay-off over-dues of approximately Rs15 billion; and (ii) committed to subscribe
at par up to Rs16.58 billion in equity over a five-year period covering markup
payments of both the restructured debt of Rs4.86 billion and the Term Finance
Certificates (TFCs) of Rs15.14 billion and its contribution of $150 million under
the 'fleet replacement plan'.

Out of Rs16.58 billion, the government has already provided Rs7.78 billion to the
PIAC and has been issued 778 million Class A shares at par value of Rs10 per
share up to end of 2003.

At the time of commencement of financial restructuring in September-October,

2001, the PIAC's Class A shares were quoted below par value. As a result of the
above support from the government PIAC was able to overcome its immediate
financial problems.

In the coming few years, the government is expected to release balance equity
support of Rs8.80 billion for which PIAC will be issuing 880 million Class A
shares at par to the government.
The government has been supporting government-owned enterprises in the past
to achieve a successful turnaround. The government has implemented a similar
programmed for the national flag carrier.

The PIAC closed the year 2003 on a positive note and by overcoming many
operational and financial hurdles. Turn around in the PIAC operations in
recent years, in spite of unfavorable geopolitical and economic conditions, has
been possible due to a number of measures including untiring efforts of PIA
personnel, financial and operational restructuring with substantial cash flow
support by the government.

Fleet renewal already underway increased capacity allowing expansion in route

network. During 2003, the PIAC achieved net revenues of Rs47.952 billion,
pre-tax profit of Rs3.700 billion and profit after tax of Rs1.299 billion.

Corresponding figures for the previous year are Rs43.674 billion, Rs 2.111 billion
and Rs1.873 billion respectively. The PIAC aims to further improve its
performance and profitability in the next few years when the on-going
restructuring and the fleet renewal would be fully implemented.

The PIAC has reportedly embarked on a 10-year business plan, of which the
key priorities include:

(i) Product improvement including state-of-art 'reservation and departure'

control system;

(ii) Completion of fleet renewal;

(iii) Manpower rationalization;

(iv) Outsourcing of non-core activities;

(v) Building employee's morale; and

(vi) Restoring the PIA's image as an airline of international repute. The

PIAC has potential to achieve these objectives provided all the personnel
work diligently towards this objective and for enhancing PIA passenger
comfort.
CHALLENGES FACED BY AVIATION INDUSTRY
Challenges can be categories into four main heads

1) from suppliers perspective

2) from customers perspective
3) from managements perspective
4) from Govt perspective

1) Suppliers perspective

Leasing

Insurance

Guarantees for financing

2) Customers perspective
Low purchasing power

Fair of flying due to security problems

Increasing awareness of customer due to availability of information

Increasing customer demands in services

Safety of environment

Social responsibilities

3) Management perspective
Increased competition on local as well as international routes

Poor infrastructure

Poor financial health

Red tape

Over employment
 High fuel prices

High maintenance costs of fleets

4) Govt perspective
Absence of level playing field

Lack of infrastructure

Law and order situation

Un-Consistency of policies

Poor security conditions for the industry

Visa restrictions as the result of poor foreign policies

The major problems faced by aviation industry of Pakistan revolve round

reduced volume of air passenger, undeclared price war on both the
domestic and foreign sectors, extremely poor financial health of the PIA,
absence of level playing field, and drastic increase in insurance costs. In
addition, the constantly declining purchasing power, fear of flying and visa
restrictions are all taking a heavy toll on the aviation industry, the biggest
sufferer of which are the private airlines.

It's surprising that the PIA which never before considered the private airlines
worthy of competition, particularly on the domestic sector, has suddenly chosen
to compete with the private airlines instead of competing with the foreign airlines
for both in- and out-bound foreign business. However, PIA must realize that
despite its orchestrated attempts to break the private airlines it would not be
successful to break them. We enjoy an immense advantage as our employee to
aircraft ratio compared is much lower than the PIA which puts us in much more
convenient position.

Compared to over 560 employees per aircraft for the PIA the Shaheen Air
line has between 70-75 employees per aircraft. This allows the air line to use
their resources far more efficiently to limit their expenses. So this means that
around 70-100 employees are enough but the PIA has 560, consider how much
expenses will be there if you are employing employees 6 times more than your
actual requirement.
 It is yet this management who took initiatives to reduce from over 700
employees per plane in the near past.

PIA is also posing problems for the domestic air lines by competing through
price cutting. There is only limited domestic business which has to be shared
between the PIA and private airlines and the price-war started by the former
is aimed at luring the domestic travelers away from the private airline which
have been offering affordable fares all along. With the volume of

Domestic air travel remaining the same — a daily average of 1,500 passengers
to Islamabad and average 1,400 to Lahore — the price war is intentionally aimed
at breaking the private airlines.

HIGH INSURANCE COSTS

Operating costs have been increasing substantially at the great financial

discomfort of the private airlines. "Insurance costs for the private airlines have
been doubled after 11.9. While state-owned Pakistan Insurance Corporation
come to the rescue of the PIA offering it the cushion to absorb the increased
insurance costs by the private airlines enjoy no such facility remaining dependent
on foreign insurers to absorb the increased insurance costs. The war insurance
surcharge imposed on the private airlines should be abolishing because the
pretext of risk factor on which the insurance costs were increased ended with the
end of war in Afghanistan.

The decreasing revenue and the soaring expenditure, the absence of level
playing field added with sharp decline in passenger traffic due to fear of
flying, visa restrictions, declining purchasing power and the raging price
war have taken a heavy toll on the private airlines. While the standard seat
occupancy ratio of 65 per cent and above is the standard breakeven bench
mark for the aviation industry worldwide, the private airlines in Pakistan are
facing extremely uneconomical competition both on the domestic and
overseas sectors without any action from the relevant quarters.

Civil aviation authority is viewed as one of the most important

indicator of the status of any aviation industry as its performance is
directly related to the commercial air traffic within any country.

CAA was losing an average of $ 3 million a month in the aftermath

of 11.9. "Upto late August 30 foreign airlines were operating in the
country. Just prior to 11.9 two of them closed their operations — Sri
Lanka due to terrorist attack at the Colombo Airport which
destroyed a number of aircraft and Russian airline Aero float for
other reasons. The closure of Afghan airspace by the then
government on September 16 dealt a severe blow to the CAA as it
resulted in all overhead traffic by depriving it a substantial amount
of revenue from route navigation fee from foreign airlines flying over
the national air space. The fall out of 11.9 resulting in decreased
passenger load further worsened when the coalition operation
started in the Afghanistan and the number of foreign airlines was
reduced to 14 from 28. However, due credit should be given to the
CAA for keeping the national air corridors safe and secure for
commercial operations despite usage of the air space by the
coalition forces."

CAA faced a serious revenue crunch as over flight charges, which

contributes substantial revenue to its revenue, dried up from an
average of 270 over flights a day to just about 60 a day. "CAA
being a purely autonomous body which gets no grants or funds
from the government manages to earn enough revenue to meet its
day to day expenses but the drying up of the revenue by as much
as $ 3 million a month had affected its development plans.

The substantial reduction in commercial air traffic with the closure

of operations by 14 airlines, many of which have restarted the
operations albeit with lower frequency than before, the fear of
flying, the strict visa restriction slapped on travelers from the region
including Pakistan, have taken a heavy toll on the CAA. The
situation is getting better with time as 24 foreign airlines are
operating in the country. However, the May 8 incident proved to be
another disaster as it resulted in the suspension of operations by
the Singapore Airline.

What poses even more problems for the CAA is that the PIA as well
as the remaining two private airlines as well as all of that who have
closed their operations owe CAA huge sums of money. PIA owes
CAA over Rs 6 billion while Aero Asia and Shaheen Air owe us Rs
300 million each in dues which are outstanding for years. As of
January 1 this year, the CAA has slashed its landing, parking and
housing charges by 90 per cent on the domestic sector for the
convenience of the three airlines till end this month and its very
likely that we will extend it. The reduced charges has helped PIA to
save Rs 22 million alone in the first six month of this year and will
also provide a welcome relief to the other two private airlines.

The environmental consequences of contemporary aviation are significant. Of

particular note at the global scale is the contribution of aviation to global climate
change. Although global aviation emissions of carbon dioxide (CO2) are a small
percentage of carbon emissions worldwide, they are still roughly equivalent to the
carbon emissions of industrialized countries such as Canada and the UK. More
locally, aircraft and airport operations generate noise from take-off and landings,
engine testing, surface transport and construction, so that noise is widely
considered to be one of the most serious environmental problems of aviation.
Although perception of noise is subjective, it can contribute to sleep disturbance
problems and other related physiological and psychological effects. Other airport-
related environmental issues include contaminated land, ground and surface
water at airports arising from jet fuels, aircraft de-icing operations, waste
generation and land take.

CONCLUSION

In my view the PIA can rightly claim itself a competitive airline of the world only
when the travelers, other than Pakistani expatriates, select the PIA flights
willingly ignoring competing airlines having conveniently scheduled flights for the
desired destinations. For that, the PIA shall have to improve its performance in
many areas including service during flight, quality of food, courtesy to
passengers at each stage particularly when flights are delayed and punctuality of
flights.

As all people knows that PIA is going well on its route to growth and prosperity
after a long tenure of heavy losses, which is caused by many internal(over
employment, lack of infrastructure, lack of proper services etc) as well as
external factors( terrorist attacks, accidents, policies of other Govts, fuel prices
etc).

The profit of 3.5billion in 2003 after heavy losses in the previous years means
that the national flag carrier with its new management is doing his job well and
moving in the right way.

The deal for Boeing 777-200 model by PIA is the proof of its performance. This
deal with the Exim bank of America is also called as the deal of the year. The
Exim bank will provide the finance to the PIA on the guarantee of the Govt of
Pakistan. The PIA chairman Ahmed Saeed said that we are fulfilling all the
requirements of the Bank.

This is good but not good enough. PIA has to go s long way and it must have
become the Air line of the world.
RECOMMENDATIONS

It is felt that for better service, facilities and comfort to the travelers in Pakistan,
the PIAC shall have to work closely with CAA and the Airport Security Agency,
the role of both of which is important.

Chances are that the travelers would blame PIA if they are not happy with the
facilities at the airport provided by CAA or ASA personnel are less courteous
while processing security clearance. The PIAC might like to review such matters
with them on regular basis.

It is apprehended that benefits of restructuring and fleet renewal might be lost to

some extent if the PIAC management does not seriously control and economize
on various costs particularly the major cost items.

Complacency in any operational, managerial or financial area would adversely

affect growth and, therefore, has to be avoided. With a view to making the
national flag carrier one of the top airlines of the world, the following suggestions
are offered to the government and the PIAC for consideration.

The PIAC management should take precautions against the following material
operational and regulatory risks mentioned in the offer of shares by the
government to the general public:

(i) Route impairment due to unforeseen geo-political events;

(ii) Grounding of aircraft due to technical faults;

(iii) Decline in fares due to price competition from existing domestic and /
or foreign airlines and any new entrants;

(Iv) Decline in passenger and/or cargo traffic due to various reasons

including but not limited to recession, terrorism etc;

(v) Employees may go on strike or resort to go-slow methods;

(vi) Fuel prices may rise causing erosion in margins; and

(vii) Adverse changes in the regulatory framework of the aviation sector

may also have a negative impact on the PIAC's margins. Each of the risks
mentioned above may lead to a decline in the PIAC's profitability and cash
flows. The PIAC management has to be constantly on its toes to neutralize
the adverse impact of any of the risk factors mentioned above.
Based on 2003 annual report data, salary / wages work out at 18 per cent
(18 per cent in 2002), air fuel and oil 27 per cent (25 per cent in 2002),
landing and handling 12 per cent (11 per cent in 2002), general and
administration expenses 9 per cent (9 per cent in 2002) and depreciation 8
per cent (12 per cent in 2002).

These are major cost heads covering three-fourth of the total costs and
expenses. PIAC is urged to control and reduce all these costs in line with
the top airlines of the world.

The various players; PIA, private airlines and CAA, have to work together to find
solutions of the above issues which can make or break the industry. The role of
Foreign operators and the continuation of open sky policy in the absence of
bilateral agreements would keep on favoring the foreign operators at the cost of
the domestic operators.

Much has been done but much still remains to be done to develop the national
aviation industry on sound footing for the ultimate of the national economy and to
provide travelers with real choice in terms of fare as well as facilities.

The PIAC still has to take delivery of remaining five Boeings 777 for which orders
have been already booked with Boeings. Financing lease of remaining four
Airbus A310-300 might have to be finalized. Also, Turbo Props would need to be
purchased to replace old Fokker planes. Within the provisions of the master loan
agreement for Boeings 777 or other planes, the PIAC needs to examine in a
transparent manner if additional loan from the EXIM Bank is a must or the PIAC
can consider other competitively priced sources.

In this context, the State Bank of Pakistan (SBP) with over $12 billion
reserves might be approached to consider extending a credit line through a
local bank such as National Bank of Pakistan (NBP) to finance large
acquisitions such as purchase of new planes by the PIAC under the fleet
renewal plan approved by the government.

The terms and conditions of the loan might be determined in consultation with the
SBP. Perhaps the PIAC, the NBP and the SBP would be better off through this
arrangement.

In 1999, the government had allowed foreign airlines to operate flights to

international destinations from the Northern Gateways i.e. Lahore, Islamabad
and Peshawar. As a result, Emirates and a few other airlines started operating
flights from these locations.

Private domestic airlines were also allowed to operate to Gulf routes leading to
disproportionate increase in the capacity. This resulted into fare dilution and
adversely affected the PIA, despite its attempts to withstand competition and
maintain its dominant market shares.

It has been said that during the last six months the PIAC has had extensive
discussions with the government for rationalization of 'open sky policy' on
the basis of reciprocity.

The government owned its about 87 per cent shares as on 31st December. 2003.
Rest of the shareholding is held by financial institutions at 7.30, individuals 3.67
and about 2 per cent by other local and foreign companies.

The present offer by the government including green shoe option would reduce
government holding by 10 per cent and correspondingly increase the holdings
with the individuals and other companies. However, with the issue of more
shares by the PIAC under the on-going restructuring and fleet renewal, the
shareholding of the government would again increase and continue doing so until
the restructuring and fleet renewal are completed.

In view of the above the government might periodically continue offering shares
to the general public subject to the absorption capacity of the capital market, at
an appropriate premium.

It might send positive signals to the market if the government considers

converting the PIAC in a few years from a statutory corporation to a limited
liability company incorporated under the Companies Ordinance 1984.

The present offer of the PIAC shares by the government out of its holdings for
sale to general public would increase the float on the stock exchanges. The float
would hopefully continue increasing with expected offers of more shares by the
government out of its holdings.

To give representation on the PIAC Board to the general public, the government
and PIAC are urged to suitably amend PIAC Act and bring on the board more
elected directors particularly from the private sector.

It is not unusual that the PIA is patronized more by Pakistani expatriates working
in Europe, North America and Middle East. However, the PIA must not forget the
aim to become the airline of choice of the nationals of these countries and
regions.
The PIAC annual report for the year 2003 includes 'statements of compliance'
with 'transfer pricing' and 'code of corporate governance' as well as certification
regarding financial statements and internal control system.

There are certain areas that are not fully up to the mark and the management
has been taking measures for full compliance. The External Auditors also have
certain observations particularly regarding stores and spares, low level of
coverage of perpetual inventory count for overall inventories and rate of interest
on renovation loan advances to the PIA Investments.

The PIAC management has been taking corrective measures for that

PIA'S SUBSIDIARIES + ASSOCIATED COMPANIES

PIA'S SUBSIDIARIES
1. PIA Holdings (Pvt.) Limited
2. Duty Free Shops Limited
3. International Advertising (Pvt.) Limited
4. Skyrooms (Pvt ) Limited
Airport Hotel, Karachi Airport
5. PIA Shaver Poultry Breeding Farms (Pvt) Limited
6. Midway House (Pvt.) Limited
Hotel Midway House, Karachi Airport

ASSOCIATED COMPANIES

(Overseas)
1. PIA Investments Limited
2. Minhal incorporated Pakistan
3. Pakistan Services Limited
4. Pakistan Tourism Development Corporation Limited.
 PERSONNEL DEC 01, 2003

1. Captains / Co-Pilots / Cadet Pilots 536

2. Aircraft Engineers 687
3. Flight Engineers 103
4. Female Cabin Crew 1015
5. Male Cabin Crew 802
Total Number of Regular Employees 19,128
(Excluding Pre-Engg deptt= 652)

PIA International Route Map

PIA Domestic Route Map

Domestic
ternational
PIA Domestic Route Map