The CEO of Qatar Airways shares the carrier's post-pandemic goals and what he sees as both obstacles and opportunities as the world travels again.
Aerial View Cityscape of Chittagong City Bangladesh. Chittagong City Skyline.The airline, of course, had to ground some planes and close certain stations, but we continued to fly extensively. It was the only airline that continued to fly at such a strong level, but then quickly began to grow again and add new destinations that were not in the pre-pandemic network. These include Lyon and Toulouse, France; Trabzon, Turkey; Juba, South Sudan; and Chittagong, Bangladesh.
Airport. Qatar Airways operates a hub-and-spoke network, linking over 100 international destinations from its base in Doha, using a fleet of over 100 aircraft.In Canada, we are being blocked by the national carrier. It was enticed by a partner to move away from Doha despite this being a profitable route for them. That’s good for them. As a result, we will look for new partnerships in Canada to gain back the traffic that we lost.
It is distressing to me that the Canadian authorities are not providing us with fair allocation of traffic rights that they have given to our neighbors.
morning"rush period" at Hamad International Airport, the Middle Eastern home of Qatar Airways. The hazy skyline of downtown Doha can be seen in the background.Not only that, even during the Afghanistan repatriation, we were there to help bring back their people. This shows we are not only there during good times, but also doing bad times.
We did the same for Australia. The national carrier for Australia and their biggest foreign partner completely abandoned the country for two years. Qatar Airways continued keeping Australia connected to the world at huge losses to the airline because we were restricted to capacity. They were only allowing to go with a limited number of passengers and cargo, which is difficult to make profit on the cost of a 16 to 17-hour flight.
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