Airline Strategy Awards 2021

Executive leadership

For the airline president/chief executive who has demonstrated outstanding strategic thinking and leadership during the Covid-19 crisis.

The award recognises the achievement of the individual executive, rather than the airline, based on areas such as:

• Strong people/team leadership during the crisis
• Effectiveness of pre-crisis strategies to ensure the businesses had planning and resources in place for tougher times
• Success in building resilience and/or implementing restructuring measures during the crisis
• Innovation during the crisis in areas such as revenue-generation and financing measures
• Being an influential voice in the wider airline industry on crisis-related issues
• Showing vision in terms of the short- and long-term changes to the business that will result from the crisis

Sector Leadership

For the chief executive or management team demonstrating excellence leading a carrier providing strong transportation links within a market sector during the Covid-19 crisis.

This category applies to all types of carriers – including scheduled, charter, passenger and others – operating either independently or serving mainline network majors.

Low-cost Leadership

For the chief executive or management team that have demonstrated excellence in leading a low-cost or ultra-low-cost carrier during the Covid-19 crisis.

This includes airlines that predominantly operate in one geographic region, offering low-fare, short-haul services and also longer-haul operators that are adopting the (ultra) low-cost model.

Among the key criteria are innovations to ensure the business survives the crisis, whether they be through cost-control, revenue-generation, financing measures or strategic rethinks.

Air-Cargo Leadership

For the chief executive or management team that have demonstrated excellence in leading a cargo carrier or cargo business unit during the Covid-19 crisis.

This category applies to all types of air-cargo carriers and businesses – including scheduled, charter, ACMI/wet-lease and integrator, whether they are operating independently, as a dedicated air-cargo business, or as a freight division of a passenger airline group.

Among the key criteria are business performance, network strategy, innovative thinking during the crisis.

Business Innovation

For an airline of any business model or size that demonstrates true business innovation during this time of crisis. Such business innovation could be exhibited by the airline’s actions through any or some combination of the following, or others similar or relevant initiatives:

• Identification and pursuit of new markets;
• New business model development (e.g., deployment of drones)
• New product or service development;
• Agile response to rapidly changing market conditions (e.g., converting passenger aircraft to cargo);
• Revenue-enhancing initiatives despite marketplace or regulatory restrictions;
• Revenue diversification;
• New application of digital or other technology.

Corporate Social Responsibility

For an airline of any business model or size that demonstrates an unwavering commitment to corporate social responsibility throughout this time of crisis, even “doubling down” on such commitment when it could have been expedient to reduce its focus on this area in the face of survival. Such commitment could be exhibited by the airline’s actions through any or some combination of the following, or others similar or relevant areas:

• Gender diversity and equality;
• Ethnic diversity and equality;
• Diversity and equality on other demographic dimensions including sexual orientation;
• Environmental protection and consciousness;
• Support of underprivileged classes or groups;
• Humanitarian aid.