How was 2005? What are the objectives for 2006?
Ali Al Umeyri - Despite soaring oil prices and increased competition in the Middle East, our revenue, expressed per seat/km, rose by 10 % in 2005, including 26 % for our high-contribution classes. At our Bahrain and Muscat hubs, passenger growth reached 7.9 % and 15.1 % respectively. Conversely, traffic fell by 16.9 % at Abu Dhabi due to the reduction in our capacity following Abu Dhabi's decision to withdraw from our capital. 2006 promises to be a challenging year, but we expect our traffic to grow significantly.
How did high-contribution passenger traffic perform? Have you noticed any changes since the introduction of the new inflight products?
A. U. - The market response has been extremely positive. Our business class is virtually full on every flight out of Paris and our first class is up 36 %. People are beginning to realise that we offer one of the best products on the market.
How is Gulf Air redefining itself following its refocusing on Bahrain and Oman?
A. U. - Our Board of Directors has approved our three-year development strategy. Our plan is based on the development of a major regional network in the Middle East and positions us as a world-renowned airline. The investments made by our two shareholders, the States of Bahrain and Oman, have not only enabled us to recapitalise the airline, but also to order new aircraft and reconfigure the Airbus A340s with the installation of seat-beds. They also support the strategy of the two hubs in Bahrain and Muscat, which will enable us to reduce our costs and offer a wider choice of connections.
