We need to return to our core business so that we can grow with a better adapted structure. We have the advantage of being a small airline, which allows us to make quick decisions, for example when we need to adapt our frequencies or destinations. We also need to rationalise our fleet around two aircraft models instead of five.<\/p>\n
We have already reduced our costs by 4.7 billion forints (\u20ac17 million) in the first half of 2010. We have closed loss-making routes, reducing our capacity by 16 %. As a result, our load factor is up by 3.5 points. At the same time, we want to position ourselves as a full-service carrier offering a quality product. We have therefore increased our frequencies on the main European routes in order to improve our connections. We hope that the proportion of transit traffic will soon reach 50 %. There is enormous potential for connections between Western and Eastern Europe and the Middle East.<\/p>\n
We should make a profit around 2012, probably around \u20ac25 million. In the meantime, we hope that the government, which is our main shareholder, will help us financially, of course within the framework of the laws set by the European Union.<\/p>\n
<\/p>","protected":false},"excerpt":{"rendered":"
Malev is in the process of restructuring after being hit by the air transport crisis and the economic situation in Hungary. Martin Gauss, CEO of Malev, explains the company's strategy.<\/p>","protected":false},"author":1,"featured_media":51085,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[1,143],"tags":[],"type-darticle":[51],"n_magazine":[],"class_list":["post-16617","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-non-classe","category-interviews","type-darticle-interview","vapo-free"],"acf":[],"yoast_head":"\n