Competitiveness of Royal Jordanian:
Royal Jordanian enjoys a leading position, both internationally and locally, due to the great services it offers its passengers.
As the national carrier of Jordan, RJ plays a strategic role in serving the kingdom, reinforcing its image as a secure and politically stable country. This makes Royal Jordanian an airline of choice for the majority of Jordanians flying to different destinations, either on its direct route network or on the network served by the oneworld alliance.
RJ distinguishes itself through its young fleet of aircraft, which averages five years, and through the top-notch services it offers its passengers.
Its clean safety record, which has become its strong trademark, puts RJ in a reputable position globally.
The human resources are the airline's biggest asset; they have the highest level of qualification and expertise in their different areas.
Business plan 2015-2019:
Royal Jordanian is now implementing its business plan for 2015-2019, with its six pillars.
The first pillar focuses on the route network and the fleet. The company took the decision to close eight destinations due to their poor feasibility: Delhi, Mumbai, Colombo, Accra, Lagos, Milan, Al Ain and Alexandria. It has suspended operations to eight other cities for security reasons. They are: Damascus, Aleppo, Mosul, Tripoli, Benghazi, Misurata, Sanaa and Aden. At the same time, RJ phased out a number of aircraft and introduced five new Boeing 787s.
The second pillar of the plan involves boosting the local market share and growing by directly increasing the number of passengers from and to Jordan and through increasing the transit traffic via the kingdom.
Revenue management is the third pillar of the plan. The company has taken a number of measures to boost revenue, with a focus on ancillary revenues, which is the fourth pillar.
The fifth pillar is the efficient use of fuel in order to lower the cost. The company is implementing a number of initiatives that reduce fuel consumption, including continuously renewing its fleet and negotiating with fuel suppliers to obtain best prices.
The sixth pillar involves an analysis of the aircraft ownership structure. The company will study the best ways to meet its needs and achieve its interests in regards to the operational and capital lease.