AirAsiaAirAsia

Penerbangan AirAsia

亞洲航空

ஏர் ஏசி�யா�

IATAAK

ICAOAXM

CallsignASIAN EXPRESS

Founded 1993

Hubs Kuala Lumpur International Airport

sSecondary hubs

Kota Kinabalu International

Airport

Penang International Airport

Kuching International Airport

Subsidiaries

Thai AirAsia

Indonesia AirAsia

VietJet AirAsia

AirAsia Philippines

AirAsia RedTix

AirAsia Japan

Fleet size 105 (+ 315 orders)

Destinations 73

Company slogan Now Everyone Can Fly

Parent company Tune Group

Headquarters

Registered office: Petaling Jaya,

Selangor

Head office: Kuala Lumpur

International Airport

Sepang, Selangor

Key people

Tony Fernandes (CEO)

Azran Osman Rani

Revenue RM 3.95 billion (2010)[1]

Operating

incomeRM 1.099 billion (2010)

Net income RM 1.067 billion (2010)

Total assets RM 13.24 billion (2010)

Total equity RM 3.641 billion (2010)

Website www.airasia.com

An AirAsia Airbus A320 aircraft

AirAsia Airbus A320 departing Kuala Lumpur International Airport

AirAsia Berhad (MYX: 5099) is a Malaysian-based low-cost airline. AirAsia is Asia's largest low-fare, no-frills airline and a pioneer of low-cost travel in Asia.[2] AirAsia group operates scheduled domestic and international flights to over 400 destinations spanning 25 countries. Its main hub is the Low-Cost Carrier Terminal (LCCT) at Kuala Lumpur International Airport (KLIA). Its affiliate airlines Thai AirAsia and Indonesia AirAsia have hubs in Suvarnabhumi Airport and Soekarno-Hatta International Airport respectively. Air Asia’s registered office is in Petaling Jaya, Selangor while its head office is located in Kuala Lumpur International Airport.[3]

[4] Air Asia plans to open ASEAN regional headquarters in Jakarta by August or September 2011.[5]

AirAsia won the Skytrax World's best low-cost airline award in 2009, 2010 and 2011.[6] It has the world's lowest operating costs at $0.035/seat-kilometre in 2010.[7] It is also the first airline in the region to implement fully ticketless air travel system.

History

Establishment

AirAsia was established in 1993 and commenced operations on 18 November 1996. It was originally founded by a government-owned conglomerate DRB-Hicom. On 2 December 2001, the heavily-indebted airline was purchased by former Time Warner executive Tony Fernandes's company Tune Air Sdn Bhd for the token sum of one ringgit (about $USD0.40 at the time). This was after great deliberation as the initial offer was fifty sen. Fernandes proceeded to engineer a remarkable turnaround, turning a profit in 2002 and launching new routes from its hub in Kuala Lumpur International Airport at breakneck speed, undercutting former monopoly operator Malaysia Airlines with promotional fares as low as RM1 (US$0.27).

Second hub

In 2003, AirAsia opened a second hub at Senai International Airport in Johor Bahru near Singapore and launched its first international flight to Bangkok. AirAsia has since started a Thai subsidiary, added Singapore itself to the destination list, and commenced flights to Indonesia. Flights to Macau started in June 2004, while flights to Mainland China (Xiamen) and the Philippines (Manila) started in April 2005. Flights to Vietnam and Cambodia followed later in 2005 and to Brunei and Myanmar in 2006, the latter by Thai AirAsia.

Expansion abroad

On August 2006, AirAsia took over Malaysia Airlines's Rural Air Service routes in Sabah and Sarawak, operating under the FlyAsianXpress brand, the routes were subsequently returned to MASwings a year later citing commercial reasons. Air Asia’s CEO Tony Fernandes subsequently unveiled a five-year plan to further enhance its presence in Asia.[8] In the plan, AirAsia will strengthen and enhance its route network by connecting all the existing cities in the region and expanding further into Indochina, Indonesia, Southern China (Kun Ming, Xiamen, Shenzen) and India. The airline will focus on developing its hubs in Bangkok and Jakarta through its sister companies, Thai AirAsia and Indonesia AirAsia. Hence, with increase frequency and addition of new routes, AirAsia expects passenger volume to hit 18 million by end-2007.

Route expansion

On 27 September 2008, has on its list 106 new routes to be added to its current list of 60 over the next few years. The number of old routes discontinued has not been publicly disclosed.[9]

Operations

AirAsia operates with the world’s lowest unit cost of US$0.023/ASK and a passenger break-even load factor of 52%. It has hedged 100% of its fuel requirements for the next three years, achieves an aircraft turnaround time of 25 minutes, has a crew productivity level that is triple that of Malaysia Airlines and achieves an average aircraft utilisation rate of 13 hours a day.[10]

All scheduled AirAsia departures out of Kuala Lumpur International Airport are operated via the Low Cost Carrier Terminal. AirAsia had abolished its fuel surcharges on November 2008,[11] but due to the rising oil price, the fuel-surcharge has been re-introduced in May 2011.[12]

Criticism

In 2007 a passengers from 'The Barrier-Free Environment and Accessible Transport Group' protested against the airline for its refusal to fly passengers who were completely immobile.[13] They claimed that the disabled were discriminated against when booking tickets online; the CEO of the airline denied that the airline turned away wheelchair-using passengers.[14]

Subsidiaries

Thai AirAsia

Thai AirAsia (Thai: ไทยแอร์�เอเชีย) was established on 8 December 2003 as joint venture with Shin Corporation. Flight operations commenced on 13 January 2004 from its base in Don Mueang International Airport. Since 25 September 2006, the airline is based at the new Suvarnabhumi Airport.

Indonesia AirAsia

AirAsia (Indonesian: Maskapai AirAsia) acquired the then defunct Awair in 2004 with a 49% stake in the airline. Awair commenced services on behalf of AirAsia in December 2004; full rebranding to Indonesia AirAsia was completed on 1 December 2005. The airline is based at Soekarno-Hatta International Airport with a secondary hub at Denpasar (Bali) Airport.

VietJet AirAsia

In February 2010, AirAsia announced that it had purchased a 30% stake in VietJet and changed the name to VietJet AirAsia. VietJet AirAsia is based in Hanoi, and planned to fly to Ho Chi Minh City and Da Nang.

AirAsia Philippines

The Philippines' Board of Investment approved Air Asia’s joint venture application on December 7, 2010. The Philippine affiliate is expected to commence commercial flights on September 1,

2011[15][16][17][18] in partnership with Philippine businessman Antonio Cojuangco.[19] The airline will set Diosdado Macapagal International Airport [20] as its main Filipino hub.

AirAsia Japan

On July 21,2011,AirAsia had announced that they had agreed for a Joint-Venture with All Nippon Airways for the creation of AirAsia Japan.[21][22].To be based at Narita International Airport,the company will be formed on August 2011,and they will also began applying for Air Operators Certificate (AOC) either in September or October the same year.First Flight are expected to take off on August 2012.

Air Asia X

AirAsia X is a associate company that offers long-haul services from Kuala Lumpur to Australia, China, Taiwan(Taipei), Japan, South Korea, India, New Zealand, France, Iran(Tehran) and the United Kingdom (London Standsted) using the Airbus A330-200, A330-300, A340-300 and A350-900.

Destinations

AirAsia flight network within Malaysia as of March 2011.

AirAsia currently operates more than 142 routes[23] to 78 destinations,[24] with over 400 daily flights[25][26][27][28][29] covering Indonesia, Malaysia and Thailand and with domestic and international routes, primarily from Kuala Lumpur, to Australia, Bangladesh, Brunei, Cambodia, the People's Republic of China, India, Laos, Myanmar, Philippines, Singapore, Sri Lanka, Taiwan, the United Kingdom, South Korea, Vietnam, Japan, Iran, France and New Zealand.

Fleet

AirAsia plane sporting the "Airline of the Year" livery, taxying to its gate in Kuching

The total AirAsia fleet (including Thai AirAsia, AirAsia X and Indonesia AirAsia) consists of the following aircraft as of 23 June 2011:

AirAsia fleet (including Thai AirAsia, AirAsia X and Indonesia AirAsia)[30]

AircraftIn

FleetOrders Options

PassengersNotes

J Y Total

Airbus A320-200

90 85 50 — 180 18054 with AirAsia16 with Indonesia AirAsia20 with Thai AirAsia

Airbus A320neo

0 300[31] TBA

Airbus A330-200

— 3 — 24 264 288[32] Operated by AirAsia XEntry into service 2014[33]

Airbus A330-300

9 16 — 12 365 377Operated by AirAsia X1 leased from AWAS

Airbus A340-300|

2 — — 18 309 327Operated by AirAsia XLeased from Orix Aviation

Airbus A350-900

— 10 5 TBA 425[34] Operated by AirAsia XEntry into service 2016[35]

Boeing 737–300

4 — — — 148 1484 with Indonesia AirAsiaTo be removed from fleet after BDO overlay completed.[36]

Total 105 314 63

The total AirAsia fleet (excluding Thai AirAsia, AirAsia X and Indonesia AirAsia) consists of the following aircraft as of 20 February 2010:

AirAsia fleet (excluding Thai AirAsia, AirAsia X and Indonesia AirAsia)

Aircraft In fleet Passengers Notes

(XL/Economy)

Airbus A320-214 6 180 (0/180)

Airbus A320-216 48 180 (0/180)

Total 54

Future A320 deliveries [37]

Year

Number of Aircraft

2011 8[38]

2012 24

2013 24

2014 24

2015 9[38]

Fleet renewal

AirAsia began a gradual conversion of its fleet from the Boeing 737–300 to the Airbus A320-200, with the first order made for 40 Airbus A320 aircraft and 40 more on option in a Memorandum of Understanding made in 17 December 2004. When the contract was signed on 25 March 2005, the order was increased to 60 firm orders with 40 on option.[39] The first six Airbus A320s were delivered on 9 December 2005, with the remaining 54 aircraft from the 2005 order to be delivered by June 2009.[40]

On 19 July 2006, the airline exercised the options of 40 Airbus A320-200s to increase its total firm orders to 100 aircraft, with another 30 on option.[41] It made a third order of 50 firm A320-200s and increased the options to 50 on 8 January 2007, with delivery expected to be completed by December 2013. The Airbus A320-200 was expected to completely replace the Boeing 737–300 fleet at the Kuala Lumpur base by July 2007.[42] The airline made its latest order of 25 firm orders on 25 November 2007, bringing its total orders of Airbus aircraft to 175 with 50 on option.[43]

[44]

In August 2009, AirAsia had signed an amendment agreement with Airbus to defer the delivery dates for 8 of its A320s aircraft by four years to 2014 due to "infrastructural constraints" at the existing low-cost carrier terminal (LCCT) in Sepang as it cannot accommodate its fleet expansion. The rationale to scale down on the delivery of aircraft in 2010 and possibly 2011 is to enable AirAsia to optimize its fleet and avoid the costs associated with leaving idle or under- utilized aircraft due to infrastructural limitations, avoiding having to incur depreciation, interest expense and other costs without earning revenue. The infrastructural constraints will continue at the current airport until the new low-cost carrier terminal is constructed. Earlier In February

2009 the Malaysia's government vetoed an ambitious plan by AirAsia to build a $460 million airport nearby as KLIA East @ Labu.[45][46]

In June 2011 AirAsia ordered 200 Airbus A320neos at the Paris Air Show.[47][48] The planes are due to become available in 2015, and the deal is the largest number of commercial aircraft in a single order in history.[47] The deal was worth $18 billion at list prices, although it is likely that AirAsia would have obtained a substantial discount from those prices.[48] Singapore based analyst Shukor Yusof said the deal had the potential to rival American Southwest Airlines and make Air Asia the world's biggest low cost aircraft carrier.[48][49] The deal makes AirAsia Airbus' single biggest customer.[49]

Inflight services

AirAsia offers "Snack Attack," a buy on board programme offering food and drinks for purchase.[50] Air Asia is accredited by the KL Syariah Index, and as per Shariah law it does not serve alcohol or pork. However, this is only applicable on the regional AirAsia group flights, and not applicable to the AirAsia X flight as it does sell wine and beers on board.

What is low cost?

History of the Low Cost Carrier (LCC)

The LCC boom began about 36 years ago when Southwest Airlines roam the skies of USA. Rollin King and Herb Kelleher got together and decided to start a different kind of airline with four set of principles: fly one type of aircraft to keep down engineering costs; keep overheads down; turnaround aircraft as quickly as possible; and abandon loyalty or air miles schemes. They began with one simple notion:

“If you get your passengers to their destinations when they want to get there, on time, at the lowest possible fares and make darn sure they have a good time in doing so, people will fly your airline.”

And you know what? They were right. Southwest Airlines is now the third largest airline in the world in terms of number of passengers carried and also one of the most profitable airlines in the world. Southwest Airline’s success spruced up interest in the LCC concept to all corners of the world. LCC now commands approximately 30% market share of the domestic USA traffic. In Europe, the LCC phenomenon spread much later with Ryanair in 1991, but the growth has been at a much faster pace. Southeast Asia embraced the LCC concept last, but the growth trajectory is the fastest. The LCC concept continued to spread throughout the world with WestJet in Canada in 1996, Virgin Blue in Australia in 2000, GOL in Brazil in 2001, AirAsia in Malaysia in 2002, Kulula in South Africa in 2003 and Air Deccan in India in 2004.

The reason for the success of the new low cost carriers is very simple - move the maximum number of passengers at the minimum of cost. The concept of LCC is based on the idea that people would fly a lot more often if it were more affordable. LCC airline’s main mission is to make air travel the most simple, convenient and inexpensive form of transportation in the world. The fare differential between the full service carriers (FSC) and LCC can be as high as 40%-60% cheaper.

How LCC offer such low fares?

The key to delivering low fares is to consistently keeping cost low. Attaining low cost requires high efficiency in every part of the business and maintaining simplicity. Therefore every system process must incorporate the best industry practices. 

The key components of the LCC business model are the following;

1. High aircraft utilization

Aircraft is kept flying as much as possible, the first flight starts as early in the morning commercially possible and the final flight typically ends at midnight. A fast turnaround is critical to ensure time spent of the ground is minimal – an airline makes money when the aircraft is flying, not when the aircraft is parked. Air Asia’s turnaround time is 25 minutes; compare that against 1 hour for a FSC. On average, Air Asia’s utilization per aircraft is 12 block hours per day, a FSC might do about 8 block hours per day.

 2. No frills

The underlying business for a LCC is to get a person from point A to point B. Everything else is considered to be luxury item or “frill”, of which can be acquired for a small fee. Among many of the frills that AirAsia has do away are;

 

No free food & beverages. Why give away something that you don’t appreciate? Passengers are most welcome to purchase food & drinks at an affordable price from the cabin crew.

Free seating. There is no assigned seating. Passengers receive a generic boarding pass and they will have to take any of the available seats.

Ticketless airlines. Less hassle for the customer, who doesn't have to worry about collecting tickets before traveling, and cost-effective for the airlines (paper, printing, distributing).

No refund. Airlines waste a lot of money when passengers do not show up for a flight due to refunds and rescheduling. Whether a passenger shows up or not, the cost of flight to the airline is the same. LCC are unforgiving to no show passengers and do not offer refunds for missed flights.

No loyalty programme. We believe our customers are loyal to our low fares, so who needs frequent flyer miles programme then.

3. Streamline Operations

Making the process as simple as possible is the key of a successful LCC.

 

Single type of aircraft. Pilots, flight attendants, mechanics and operations personnel are specialized in a single type of aircraft, which means, among others, that there is no need for costly re-training of staff, for maintaining a stock with parts for different types of aircraft, for knowledge and skills in order to operate and maintain different types of aircraft with their own characteristics, or for new work requirements.

Single class seating. There is only one class seating, i.e. first class, and passengers are free to sit where they choose. Should you want to have the privilege to choose your seats, you can by purchasing Xpress boarding.

Standard Operating Procedures. SOPs are important to ensure same level of competence among all the staff. This way we can ensure the homogeneity of service throughout the company.

4. Basic Amenities

Secondary airports. Low cost carriers mostly fly to and from airports that are not necessarily the busiest, for example, London - Stan stead rather than London - Heathrow. These are often referred to as secondary airports. Operating from so called secondary airports is cheaper than from the bigger major airports and they are also a lot less congested and “turnaround times” for aircraft are a lot shorter. For instance, to minimize fees AirAsia fly into Clark Airbase which is 70km away from Manila as appose to flying into Manila Ninoy Aquino airport.

Business Lounges. Forget about it.

5. Point to point network

Point to point network. LCC shuns the hub-and-spoke system and embraces the simple point-to-point network. Almost all AirAsia flights are short-haul (3 hour flight or less). No arrangements have been made with other airline companies on connecting flights, on possibilities of flight transfers, nor on having the luggage labeled and passed through from one flight to another.

 6. Lean Distribution System

Distribution costs are something that FSC most often ignore. Very often, FSC relies on travel agents and from their posh sales office. Furthermore, FSC always blows the budget by complicating their distribution channels by integrating their systems with multiple Global Distribution Systems. LCC will keep their distribution channel as simple as possible and will cover the whole spectrum of the clientele profile. For example, AirAsia can cater to the most sophisticated European traveler via internet and

credit card sales. And at the same time, AirAsia has an established system to sell our tickets to the most remote and technology deprived locations, such as in Myanmar.

 

Internet Sales. The bulk of sales (±65%) are done via the airline’s website, whereby the fares are paid using a credit card. This is the most cost effective distribution channel.

Sales office. AirAsia only has a few sales offices. We only establish a call centre if we are confident the sales derived from the centre will be worth it. Furthermore, we are not fixated with having our sales office in the posh side of town.

Travel agents. LCC avoids reliance for sales via travel agent as much as possible. This means that the airlines do not pay any commission to a travel agent, which would otherwise have been reflected in the fares. Also, as they do not use travel agents, they do not use, nor participate in the world wide reservation systems and thus save costs, which again are reflected in their pricing.

Call centers. Ticket sales can be done via telephonically; this is a simple and cost effective method.

Why can’t the full service carriers match LCC fares?

FSC can offer fares as low as LCC and have been known to do so from time to time, but it is always a temporary measure. The answer to the obvious follow up question, FSC has no mathematical chance of matching LCC’s operating cost. And without the most competitive cost structure, you can’t price yourself to the cheapest every time, unless you have a nefarious intention to sink the company into Chapter 11.

The rationale for the vast cost difference is quite simple. Imagine FSC to a 5-star hotel, it offers complete luxury for a sumptuous experience. And now equate LCC to a 3 star hotel, it is fairly basic but it gets the job done. It obviously cost much more to operate a 5-star hotel; you have to offer many facilities, hire many employees and not to mention a posh real estate to begin with. A 3-star hotel on the other hand does not need a posh location, less employees as most services are do-it-yourself and offer only basic facilities.Market forces have it that when a player undercuts, the competitor will follow. In the end, those with the lowest unit cost and best cash resource will persevere. In the event of FSC engaging in a price war with LCC, conventional wisdom dictates that it is silly to go down that road. The products and clientele are vastly different, and there is little value proposition for FSC to capture LCC clientele as they are very low yield market. No matter how clearly history teaches us, there will be time again when we have to engage in a price war with a FSC. And that is exactly why Air Asia’s main focus to lower cost perpetually, so that it can evade and fend offs any sort of irrational competition.

How are low budget fares structured?

Unlike other airlines, low cost fares are not based on complicated restrictions. All fares are quoted one way to allow customers the flexibility to choose where and when they would like to fly. Also, where most traditional airlines will only offer cheap flights if the customer stays a Saturday night, or even a Sunday night, and therefore cheap fares will not be available for a one-way or a day-return business or shopping trip. Such a condition does not apply to low cost airlines.

LCC adopts a simplistic fare structure based on time value relationship for seats. Generally speaking, the earlier you book the cheaper the fare will be. There are a total of 12 fare buckets; each fare bucket is priced accordingly to our specification. The first few tiers are targeted to value conscious passengers, but they can only get their hands to those extremely cheap tickets if they book way ahead of time. The mid tier buckets targets the captive market. Ones the revenue collected is sufficient to cover all the operational cost of the flight, the system will then move on to the top tier fare bucket. This is when prices start to creep up and our profit grows.

This is yield management from the perspective of a LCC. Want cheap fares, book early. If you book your tickets late, chances are you are desperate to fly and therefore don’t mind paying a little more. Conversely, a FSC will do things totally apposite; they try to charge as much as they can early on and drop their fares in the last minute due to fear of flying empty seats. Yield management is an exhaustive process that combines elements of science, psychology, market dynamics and most of the time basic common sense. Our yield management team continuously stress test the fare buckets in order to get the maximum revenue for every flight. Achieving the best mix (fare over load factor) is a never ending process and is a continuous learning process.

Investor relations

Organizational Structure

The following chart shows the corporate structure and principal operating companies for AirAsia.

Strategy

Our Vision

To continue to be the lowest cost short-haul airline in every market we serve, delivering strong organic growth through offering the lowest airfares at a profit.

 

Leanest Cost Structure

• Efficient and simple point to point operations • Attracting and retaining hardworking and smart people • Passion for continuous cost reduction

 

Maximize Shareholders' Value

• Resilient profit growth through our lower cost base • Expansion of the AirAsia network in a prudent and disciplined manner • Invest and enhance the AirAsia brand to increase investors' returns

 

Safety

• Comply with the highest International Aviation Safety Standards and practices• Keep operations simple and transparent • Ensure the security of our People and Guests

 

Passion for Guests' Satisfaction

• Maintain simplicity in every application • Practice the unique and friendly AirAsia experience at every opportunity • Recognize the linkage between guests' satisfaction and long-term success

 

Transparency

• Transparency in decision-making and information sharing • Optimum disclosure - higher than industry norms • Timeliness in disclosing information

 

Human Capital Development

• Invest in both hard and soft skills • Recognize all our People as contributors to our success • Reward excellence and individual contributions• Maintaining one brand across the Group

 

Achievements

Year 2011

••

World’s Best Low Cost AirlineBest Low Cost Airline – Asiaby Skytrax

••

Best Company for Investor Relations – Mid CapBest Investor Relations Website – Mid Cap by Malaysian Investor Relations Association’s (MIRA)

• Asia’s Best Low Cost Cargo Carrier Award by Aviation Awards Asia 2011

• Fastest Growing Foreign Airline for Cargo by Guangzhou Baiyun International Airport

• 2010 Asiamoney’s Best Managed Company Award

Year 2010

• Masterclass Global CEO of the Yearawarded to YBhg. Dato' Tony Fernandes

• World's Best Low Cost Airlineby Skytrax

• AirAsia voted the Air Cargo Industry Newcomer Award at the ACW World Air Cargo Awards 2010.by Air Cargo Week

Year 2009

• Airline Of The YearBy Centre for Asia Pacific Aviation (CAPA)

• Tony received the 2009 Frost & Sullivan Excellence in Leadership Awardby Frost & Sullivan

• Best Asian Low-Cost CarrierBy TTG Travel Awards 2009

• World's Best Low Cost Airlineby Skytrax

Year 2008

• The Laureate Award for Best Commercial Airport Transport from Aviation Week

• Tony awarded the Malaysia Brand Icon Award from Deputy Prime Minister YAB Dato' Seri Najib Tun Razak at the Global Brand Forum Malaysia

• AirAsia - Malaysia's 30 Most Valuable Brands 2008 By Malaysia’s Most Valuable Brands (MMVB)

• PIKOM ICT Organisation Excellence Award 2008By Association of the computer and multimedia industry (PIKOM)

• AirAsia X - Best New Airline Of The YearBy Centre for Asia Pacific Aviation (CAPA)

• Best Asian Low-Cost CarrierBy TTG Travel Awards 2008

• Top CEO brand & 3rd Best Corporate Brand in MalaysiaBy Pulse Group Survey

• World's Best New Airline (AirAsia X)By Budgie World Low Cost Airline Awards 2008

• Friends Of Thailand Award 2008By Tourism Authority of Thailand

• Asia Pacific's Top 1000 Brands 2008 Survey (AirAsia- Top 5 Airline) by Taylor Nelson Sofres

• Asia's Best Budget Airline under Best In Travel Poll 2008by SmartTravelAsia.com

• AirAsia wins Airline Strategy Award in the Finance Categoryby Airline Business

• AirAsia recognized as one of the 50 Most Innovative Companies In The World by FastCompany.com

• Airline Market Penetration Leadership of the Year by Frost & Sullivan

• Rising Leaders - The Next 10 Years by Singapore Institute of International Affairs (SIIA) in collaboration with AXN Asia

• Commendations of Prestige Award for outstanding contribution in Macauby Macau Special Administrative Region

Year 2007

• Airline Of The Year 2007by Centre for Asia Pacific Aviation (CAPA) Click here for Press Release

• Asia's Best Budget Airline under Best In Travel Poll 2007 by SmartTravelAsia.com

• Airline Human Capital Development Strategy Awardby Frost & Sullivan

• Asia's Best Emerging Companies with regards to Corporate Governance by The Asset

• Best Low Cost Airline in Asiaby Skytrax

•The Brand Laureate 2006-07 for brand excellence in the Airlines-Low Cost Carrier Category

Year 2006

• Malaysia’s Ernst & Young Entrepreneur of the Year 2006awarded to YBhg. Dato' Tony Fernandes

•Low Cost Airline of the Year in KLIA Awards 2006 by Malaysia Airports Holdings Berhad

•Merit Award for CAPA Airline of the Year 2006 by Centre for Asia Pacific Aviation (CAPA)

•Asia’s Best Budget Airline under Best In Travel 2006

by SmartTravelAsia.com

•Best Managed Company, Best Corporate Governance, Best Investor Relations, and Most Committed to Strong Dividend Policy under The Annual Investor Poll by FinanceAsia.com

Year 2005

•The CAPA Aviation Executive of the Year 2005awarded to YBhg. Dato' Tony Fernandes

•Regional/ Low Cost Leadership Award in Airline Business Startegy Awards 2005 by Airline Business - awarded to YBhg. Dato' Tony Fernandes

•Airline Market Leadership Awardby Air Transport World (ATW)

•Transport Company of Excellence Awardby Ports World Sdn. Bhd

•Asia's Top 200 "Best Under A Billion" Companies by Forbes Asia

•RHB AirAsia Credit Card by Superbrands

•Best Chip Program for MasterCard Marketing Leadership Award 2005 by MasterCard

Year 2004

•Asia Pacific Low Cost Airline of the Year 2004 by Centre for Asia Pacific Aviation (CAPA)

•Asia Pacific Aviation Executive of the Year 2004 awarded to Tony Fernandes, Group CEO by Centre for Asia Pacific Aviation (CAPA)

•Asia Pacific Low Cost Advertising Award for Best Asia Pacific / Middle East Low Cost Airline Print Advertisement 2004 by Centre for Asia Pacific Aviation (CAPA)

•Asia's Best Managed Company in the Airlines and Aviation Sector by Euromoney

•Best Newly Listed Company (3rd place) by Euromoney

•Triple A Regional Award for Best Airline IPO for 2004by The Asset Magazine

•Best IPO of the Year by The Edge Singapore

•25 Stars of Asia honoree listing (Tony Fernandes)by Business Week

•‘Best Uniform’ for Miss Airlines International Contest 2004 5th China Air Show, Zhuhai

•Market Leadership Award, 2005 Airline Achievement Awards by Air Transport World Magazine

Year 2003

•Developing Airline of the Year 2003 by Airfinance Journal

•CEO of the Year (Tony Fernandes) by Business Times and American Express

•CIO Top 100 Honoree for excellence in strategic IT deployment

•Obtained Malaysian Superbrands statusby Superbrands International

•www.airasia.com voted as the most popular website for online shopping in the 11th Malaysia Internet User Survey conducted by AC Nielsen Consult