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Qatar Airways returns to profitability after four years

Qatar Airways returned to profitability for the first time since 2017 and reported its highest-ever profit for FY21/22 at QAR 5.6 billion ($1.54 billion). According to the airline, this is 200 percent above its highest historical profit in 2016 and comes in a year described as “the most difficult period ever in the global airline industry.” Qatar attributes its success to an agile strategy and evolving market opportunities. Qatar Airways returns to profitability after four years.

The QAR 5.607 billion net profit compares to QAR -14.855 billion in FY20/21 , the first year of Covid. The last time Qatar Airways was profitable was in 2017 when it reported a QAR 2.795 billion net profit, while 2016 produced a QAR 3.048 billion profit. In the latest financial year, the carrier posted a QAR 10.831 billion operating profit versus QAR -1.050 billion in the previous year. EBITDA was QAR 17.725 billion versus QAR 5.897 billion.

Total revenues increased to QAR 52.129 billion from QAR 29.287 billion and reflect the growing network to 142 destinations. Passenger revenues were QAR 24.675 billion (2020/2021: QAR 7.971 billion) as Qatar carried 18.5 million passengers. Cargo revenues were QAR 23.036 billion (QAR 18.491 billion) as the airline carried three million tonnes of cargo.

Expenses were also up to QAR 41.474 billion from QAR 30.449 billion, of which fuel accounted for QAR 12.4 billion versus QAR 5.4 billion in the previous year. This reflects higher fuel and jet prices and the effect of the expanding network. Qatar ended the year with QAR 34.390 billion in equity compared to QAR 31.824 billion in 2020/2021. Net debt was QAR 86.167 billion, up from QAR 85.154 billion.

Some of Qatar Airways’ parameters in its FY21/22 annual report. (Qatar Airways)

In the annual report, Group CEO Akbar Al Baker stresses that Qatar Airways has been “one of the few global airlines to have never stopped flying” during the pandemic. (…) Our mixed fleet of new and efficient aircraft has enabled us to expand services in line with increased passenger demand. (…) Not only has our strategy for business transformation resulted in a more streamlined, efficient, and fit-for-purpose operation across the business, we have also achieved a significant lowering of our costs and embraced new, more evolved ways of working.” Indeed, despite growing its operations significantly since 2018, total expenses last year were slightly below the QAR 42.249 billion from four years ago.

Qatar Airways grew its share of international revenues passenger kilometers (RPKS) from 4.4 to 7.5 percent. Contributing to this have been its  expanded network into Africa (Abidjan, Lusaka, Harare, Kano, and Port Harcourt) as well as the route between Doha and Seattle, which it launched in January 2021. Growth could have been even higher if not for “significant challenges to our fleet capacity”, an indirect reference to the quality issues of the Airbus A350 fleet of which 23 aircraft remain grounded. Qatar compensated for the missed capacity by re-introducing its fourteen A330s and four A380s to service. The total fleet stood at 257 aircraft at the end of the financial year.

Qatar positive of outcome legal case with Airbus

On the Airbus legal case on the A350 quality issues, which also includes the airframer’s decision to terminate the order for fifty A321neo’s on cross-default, Qatar says in its financial statements: “The Company’s assessment of its prospects in both sets of legal proceedings remains extremely positive but as with any case, there are litigation risks. The financial impact of the grounded aircraft is yet to be fully assessed and any judgment made to the detriment of the Company may as well have a material adverse effect on the Group’s financial position or performance.” The joint trial is scheduled for June 2023 , with Qatar saying it doesn’t expect final judgment until August that year.

In its outlook for 2022/2023, Qatar says it will “fulfill the significant upsurge in demand for international air travel that we have seen during the 2021/2022 financial year. The airline remains optimistic and ready to resume and launch more routes as the travel market rebounds in line with the worldwide vaccine roll-out and ease of entry restrictions for vaccinated travelers around the world.”

The airline will continue its strategic investments in other airlines, which include International Airlines Group (25.1 percent), Cathay Pacific (9.99 percent), LATAM (10 percent), and China Southern Airlines (3.62 percent).    

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How Qatar Airways is innovating with emerging tech to reach new heights in travel

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By Jenni Baker, Senior Editor

December 8, 2023 | 8 min read

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With ROAS of over 1000% on its QVerse campaign, we explore how Qatar Airways is leveraging new and emerging technologies to create a customer-first, digital experience that is useful, not useless.

Qatar Airways is leveraging new and emerging technologies with a customer focused immersive and interactive virtual experience

When Qatar Airways took to the skies in April 2022 with its QVerse digital platform, that was early days in its journey to embrace new and emerging technologies. Fast forward to now, and with more environments, more tech and interactive features, the only way is up.

The travel and tourism industry has been through a transformative period of change; the shift to digital driving changes in how travelers are looking for and booking travel experiences. To meet this demand, Qatar Airways has been leading with an innovation-first mindset to carve a new space for what the future of the travel experience could look like.

That experience comes to life in QVerse – an immersive and interactive virtual experience which gives users and customers the chance to experience the entire end-to-end journey, starting from the moment they step foot into Hamad International Airport through to the lounges and onto the aircraft from the comfort of their own home – all before physically stepping onto the plane.

“We’ve essentially created a digital twin of the physical journey available on the ground and onboard,” explains Babar Rahman, vice-president marketing at Qatar Airways. “The purpose of QVerse is to allow anyone to virtually step into the cabin to get a sense of what it’s like when flying with Qatar Airways to be able to make informed decisions about the airline they will be traveling with and the quality of services they will experience.”

Try before you fly

Core to the marketing strategy for QVerse has been the focus on the user – to innovate on the possibilities through new and emerging tech, but to do so in a way that is helpful. By recreating the exact physical journey passengers will have when they travel with Qatar Airways, it seeks to eliminate any barriers to entry when it comes to flying.

“Passengers want to know what the experience is going to be like – and with travel, they don’t know that until they have physically set foot on an aircraft. What we’re trying to do is democratize the whole travel experience by showing customers what their journey is going to look like,” says Rahman.

“This is more than just technology for the sake of technology – we’re shifting towards something that is more useful for users; something that will actually benefit them, to find out what their journey will be like and the kind of amenities they can enjoy when they travel with us.”

Another benefit of the QVerse is that it is available in 13 languages to cater to users from different parts of the world, ensuring that it’s inclusive and accessible to anyone looking to plan their travel comfortably, available across the web and on smartphones.

Innovation at new heights

And while the future customer is digital, the craving for a human touch remains. The first point of contact for visitors arriving in the QVerse is Sama – a digitally-created high-fidelity 3D human model – whose name is of Arabic origin and translates to ‘sky’. Created by the cloud-based app MetaHuman Creator, Sama is dubbed the ‘world’s first metahuman cabin crew member’.

It’s through Sama that the entire digital customer journey is led, there to guide customers through the cabin interior of the aircraft, including Qatar Airways’ award-winning Business Class Qsuite and Economy Class.

Further innovation is on the cards – with plans underway for Sama to be powered by artificial intelligence (AI) to enhance the personalized experience more.

Gamifying travel experiences

On top of this, Qatar Airways has gamified the experience to allow users who try QVerse to benefit from ‘Hidden Rewards’ – with a promo code that offers up to 10% savings on their next flight, valid across the network on Business and Economy fares.

While browsing through the QVerse, passengers are also presented with the airline’s most competitive fares for the upcoming six months – to allow them to plan their dream destination, and create a more seamless experience between inspiration and purchase.

What’s clear from the success of the QVerse to date is that users – both new and returning – are embracing this new approach to the travel experience. Spending on average two minutes and 24 seconds on site, the QVerse sees an engagement rate of almost 80% and more than half of customers acquired through the QVerse campaign are first time bookers with Qatar Airways.

“A key focus for Qatar Airways is to innovate and provide more choices to our customers, and provide them with a new chance to choose the best airline for their journey,” says Rahman. “That’s why we’re relying on technology to help do that. It’s not all necessarily ‘new’ technology but it is a shift away from video and images into something which is more interactive and immersive for users.”

And its marketing efforts are seeing a soaring success. Since the QVerse marketing campaign launched, it has achieved return-on-ad-spend (ROAS) of over 1000% with a product return-on-investment (ROI) of over 200%. As for where the QVerse is flying to next? Only time will tell – but it’s a space to watch.

Check in and experience the QVerse by visiting here.

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Qatar Airways on board as IAG proposes €2.75bn capital increase

By David Kaminski-Morrow 2020-07-31T08:15:00+01:00

British Airways and Iberia parent IAG is proposing a €2.75 billion capital increase, to which Qatar Airways – its largest shareholder with 25% – has already agreed to sign up.

IAG says the increase would strengthen its balance sheet and liquidity, and reduce financial leverage, given that it does not expect global passenger demand to recover to pre-crisis levels until at least 2023.

The company is also taking the step to shore up its defences in case the scenario on which it is currently basing its capacity-planning deteriorates into a deeper rut.

Shareholders will meet on 8 September to vote on the capital increase.

“[The capital increase] will enable the group to emerge from the current pandemic in a strong position, with more resilience, greater flexibility and the ability to make the right operational and strategic decisions for the long-term benefit of all its stakeholders,” says IAG.

IAG states that it has responded to the pandemic with a “significant” reduction in operating costs – from €440 million per week in the first quarter to €205 million in the second – by reducing passenger capacity, cutting non-essential spending, and implementing salary reductions after union agreements.

It has also accessed government support enabling the furlough of personnel in the UK, Spain and Ireland.

IAG has halved its planned capital expenditure to around €7.3 billion for 2020-22. It has reduced aircraft deliveries by 68 aircraft to 75 over the period, and implemented a retirement of 53 long-haul aircraft by the end of 2020. The company also has the ability to return 42 leased aircraft in 2021 and another 54 in 2022.

The company has already lifted its liquidity through measures such as loans and extension of revolving credit facilities, and through the sale-and-leaseback of 10 aircraft.

As a result its liquidity at 30 June stood at €8.1 billion, including €6 billion in cash and over €2 billion in undrawn finance facilities.

But it says that enhancing the financial position is “vital” to ensuring sufficient liquidity, after it developed a “downside scenario” to examine the impact of a “more prolonged and severe” downturn in air travel compared with its current capacity-planning.

Source: Max Kingsley-Jones/FlightGlobal

IAG is the parent company of carriers including British Airways

This downside scenario would reflect a 66% overall reduction in passenger capacity during 2020 compared with the current planning of 59%, plus a slower recovery in 2021. It also assumes reduced revenue from cargo and other activities.

Convergence of the current and downside scenarios would take place only by the second half of 2022.

The proposed capital increase, says IAG, would ensure it has enough liquidity to cope with the downside scenario.

“We are seeing early signs of passenger demand returning,” says IAG chief executive-elect Luis Gallego. “Now is the time for us to be bold again and ensure IAG emerges from this current crisis in a strong position.”

Net proceeds of the capital increase would not be used to fund the acquisition of Air Europa, IAG insists. But it states that it is discussing a “potential restructuring” of the Air Europa acquisition.

Qatar Airways holds 25.1% of IAG and has entered an “irrevocable undertaking” to vote in favour of the capital increase.

“Our investment in IAG has always been for the long term and we continue to support the company through these difficult times for our industry,” says Qatar Airways Group chief Akbar Al Baker.

• British Airways
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REDEFINING THE END-TO-END PASSENGER EXPERIENCE AND BUSINESS PERFORMANCE

How Qatar Airways is empowering passengers to take control of their journey through digital means

Hospitality // May 2021

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Qatar Airways has continued leading the recovery of international travel during the past year through a number of industry-leading initiatives from introducing contactless solutions , a digital health passport and UV cabin cleaning tech to operating the world’s first fully COVID-19 vaccinated flight. To find out more about how the carrier has adapted its operations to the changing customer needs, FTE spoke to Genevieve Rosario, Head of Product Development & Service Design, Qatar Airways, ahead of her participation at the upcoming FTE APEX Virtual Expo 2021 on 25-26 May.

FTE: How has Qatar Airways adapted its operations from the onset of the COVID-19 pandemic?

Genevieve Rosario: The past year has been one of the most challenging in the history of aviation. I am incredibly proud at how our leadership has managed our operations during these challenging times. The airline has never shied away from a challenge, and we have never stopped flying throughout the entire pandemic. So, for us it has been a journey of continuous innovation from day one. While many airlines used this as an opportunity to cut back on their service offering, we found new and innovative ways to hold on to and deliver to our signature high standards of service across all cabin classes. We have continued to invest in the customer experience, ensuring elevated levels of hygiene standards, technology, and even invested in new products and services. We also continued to engage with our customers on board and in our lounges, through celebrating the festivities that we know are special to them. We worked hard to achieve all of these and are proud to be the first global airline in the world to achieve the prestigious 5-Star COVID-19 Airline Safety Rating by Skytrax. Hamad International Airport (HIA) was also the first and only airport in the Middle East and Asia to be awarded a Skytrax 5-Star COVID-19 Airport Safety Rating. Among a very long list of other initiatives we have implemented to keep passengers safe, we also operated the worlds’ first fully COVID-19 vaccinated flight, which was intended to be a message of hope and travel.

FTE: What are some of the inflight passenger trends and behaviours that you expect to see once travel gets back to ‘normal’?

GR: Our customers have been separated from family, friends and loved ones and tell us that they are waiting for the opportunity to be reunited at the first available opportunity. With increases in mass vaccinations around the world there appears to finally be a ray of hope in travelling safely across borders. However, the excitement of travel is also laced with anxiety related to the rapidly changing nature of the virus as well as the changing travel requirements imposed by governments – PCR tests, quarantine, use of PPE and a host of other restrictions. When travel gets back to normal, customers will expect to know the rules, regulations and entry requirements available before they book their flight. They will expect a more touchless, contactless and secure experience at every step of their journey and the emergence of digital health passports, like the IATA Travel Pass , will play a vital role in safe travel across borders. Customers will hold airlines to the highest standards of hygiene, and COVID-19 precautionary compliance at every step of their journey, ensuring a greater focus on health and wellbeing – this will pretty much become the norm. They will expect empathy, personal care and attention regardless of the travel class, with high standards of service and comfort on board all at a price that offers value for money. Last but not least, with environmental sustainability having taken a back seat over the last year, they will expect airlines to be more responsible in terms of sustainability – reduced food waste, sustainable packaging, etc.

FTE: Would technology play a bigger part in the inflight experience going forward, in terms of engaging with inflight entertainment, food pre-ordering and other services?

GR: Absolutely, as I already mentioned, customers will want to be in control of their experience and therefore technology will be key to enable us to serve them how they want to be served. Qatar Airways has had an inflight pre-order meal service in Business Class which was temporarily discontinued and is developing a far more enhanced version of this concept that will be launched very soon. We continue to find new ways customers can use their personal devices to take control of their journey. To this end, we have introduced touchless IFE, which also allows customers to use their own personal devices to control the IFE systems, but it also allows them to call the attention of the crew by using the call button, or activate the reading light – all through their mobile device. We also recently integrated the PressReader app on Oryx one, which gives customers access to an unlimited library of newspapers and magazines in so many different languages, available to the passengers well before and after their booked flight. We have numerous other initiatives in the pipeline that we’re working on, which radically rethink the way we use technology, people and process to redefine how we serve our customers.

FTE: And how can airlines achieve the fine balance between digitalising the passenger experience while keeping the human touch?

GR: As a 5-star airline, our preference will always be to have that personal touch with our customers, which is the differentiating factor between us and all other carriers. We are well known and acknowledged for the highest levels of service offered by our cabin crew so I believe it is also a differentiating factor between us and other full-service airlines. Our overall goal is not to replace human interaction, but to redefine how we use technology to provide more meaningful interactions. When we talk about technology, we believe that digitalisation is the ‘now’ and the ‘future’, and we are constantly looking at ways we can have an integrated experiences through leveraging technology more effectively. With the pandemic there is a greater desire from customers to control their experience through their own personal devices.  We recognised that not all customers are the same, they each have their own preferences and it is really important that we offer our customers the choice to decide how they wish to communicate with us and curate a journey tailored to their preferences. At the end of the day, it should be the customer’s choice.

FTE: In the upcoming FTE APEX Virtual Expo 2021, you will be delivering a presentation on ‘New approaches to inflight service, catering & retail”. What are your main aims and expectations of the event?  

GR: Speaking on behalf of the airline, it has been an extremely volatile period for the airline industry that has suffered many setbacks because of the pandemic. FTE APEX Virtual Expo 2021 offers us the opportunity to send a message of hope to our customers, and our suppliers. It gives them an insight into the thought, care, innovation and every precaution that is taken to ensure their journey will be safe, comfortable and as close to normal as it can be to allow them to once again experience the joy and excitement of flying.

Future Travel Experience Ancillary

11-13 June 2024, Dublin

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Where the world's most progressive travel facilitators define tomorrow’s end-to-end passenger experience

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19-20 November 2024, Singapore

Connecting vendors with airline and airport executives to transform tomorrow’s end-to-end passenger journey across Asia-Pacific

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