05 May Interview with Mr. Adrian Hamilton-Manns, CEO of SalamAir, Sultanate of Oman
JT: How does SalamAir’s long-term strategy align with Oman’s Vision 2040, and what specific contributions is the airline making toward economic diversification and tourism growth?
Hamilton-Manns: Low-cost airlines drive volume tourism, and our high-density aircraft reflect this. Our A321s seat 230 passengers – comparable to a wide-body jet. SalamAir is growing rapidly, with 13 aircraft in service and two more arriving from Sumitomo Mitsui Banking Corporation (SMBC) in June and July 2025, bringing our fleet to 15. Recently, we issued an RFP to add 10 more aircraft over the next three years. Expanding our fleet is essential to achieving Oman’s Vision 2040. By 2028, we aim to grow passenger numbers from 3.2 million to 8 million – nearly tripling our current capacity.
JT: What are SalamAir’s plans for future route expansions, and how does the airline assess the potential of new destinations?
Hamilton-Manns: We are expanding strategically, focusing on underserved routes. In March, we will launch Nairobi, adding to our East Africa network, which will include many untapped destinations such as Hargeisa, Port Sudan, Mogadishu, and Mombasa. In South Asia, we already serve 17 destinations in India, Pakistan, Thailand, Sri Lanka, and Bangladesh. We are also targeting Eastern Europe (Budapest, Prague), Central Asia (Almaty, Astana, Tashkent), and China (Chengdu). Our low-fare model is designed for emerging markets, not major hubs like Frankfurt. Anything within a six-hour range is under consideration. Our goal is to boost Oman’s tourism, driving infrastructure and investment demand.
JT: What role does SalamAir play in supporting Oman’s tourism sector, and what partnerships or initiatives are being implemented to enhance the country’s appeal as a travel destination?
Hamilton-Manns: In recent years, we have actively promoted Salalah as a top tourist destination during the Khareef season. To support this, we’ve operated nonstop seasonal flights to GCC countries, including Kuwait, Bahrain, and Fujairah, as well as international destinations like Prague. Recently, we have taken our efforts further by partnering with Salalah’s leading hotel owner, marking our first collaboration of this kind. SalamAir has operated independently, but that’s not strategically sustainable. Integrating into the aviation ecosystem is key. We attract budget-conscious travelers, who may stay in guesthouses or three- to four-star hotels rather than luxury resorts. With eight million passengers expected in three years, aligning with tourism demand is crucial. We are engaging with the Ministry of Tourism, Culture, and Heritage to strengthen our role in driving tourism growth. We are privileged to be part of Oman’s future and are committed to being a responsible corporate citizen. Engagement has varied in the past, but the focus of the new management is to fully collaborate with government institutions to support Vision 2040.
JT: What initiatives is SalamAir implementing to minimize its environmental impact, and are there plans to incorporate fuel-efficient aircraft, carbon offset programs, or other green aviation practices into its operations?
Hamilton-Manns: Our entire fleet consists of modern A320 NEOs, the lowest-emission aircraft available. With high-density seating – 180 seats on the A320 and 230 on the A321 – our per-passenger emissions are up to 60% lower than other regional airlines. Since last year, we’ve matched Carbon Offsetting and Reduction Scheme for International Aviation (CORSIA) payments with passengers, ensuring full compliance. We are now working with Civil Aviation to finalize a trading scheme, making all our flights effectively carbon-neutral. Oman currently lacks a recognized emissions offset program, and we aim to work with Civil Aviation to establish one. On sustainable fuel, Oman has updated its goal for cutting greenhouse gas (GHG) emissions, aiming for a 21% reduction by 2030, an increase from the 7% target set in 2021, and we fully support it. Currently, fuel providers in Oman lack the facilities to supply sustainable fuel, but that will change. The necessary infrastructure for SAF isn’t in place yet, though ministries are working on it. While we will sign up for this initiative, local fuel providers still need production capacity. We are confident in reaching net zero by 2050. Beyond carbon reduction, we also use software to manage contrail formation, minimizing our environmental impact as responsible corporate citizens.
JT: In the era of digitalization, technology has revolutionized the aviation industry, how is SalamAir leveraging technology to improve the passenger experience, optimize operations, and enhance efficiency?
Hamilton-Manns: Airlines now rely entirely on technology. Our aircraft can auto-land, and airport operations are increasingly automated. Passengers check in digitally, reducing environmental impact and all flight and cabin crew information is paperless. Throughout the customer journey – from searching for flights and booking to completing their travel – we have successfully digitalized and transformed the experience. Our primary focus is on enhancing customer experience. We are also working on digitising engineering, which will include equipping our team with tablets instead of printed manuals, greatly improving efficiency.
JT: Where do you see SalamAir in the next five to ten years, and what are the airline’s biggest aspirations and strategies to ensure long-term success, profitability, and a stronger presence in global aviation?
Hamilton-Manns: We believe in low fares and high passenger volume. It’s been proven worldwide, and Oman is no different. Fares can drop further, but passenger numbers drive this. Vision 2040 in Oman places tourism at the heart of GDP growth, similar to New Zealand, where tourism is 4-5% of GDP and the tourism sector employs over 200,000 people. Our focus is on adding more planes, connecting Oman to the world, and growing the economy. As a privately owned business, we also focus on profitability, which supports both growth and sustainability. Being privately owned keeps us focused on what matters – operating profitably. An airline is not just about flying cheaply; it’s a business. Despite nearly half a billion dollars in revenue this year, our profit margin is under 5%. This is similar to top performers in the low-cost carrier business. All airlines operate on narrow margins; we aim to improve efficiency and secure economies of scale by adding more aircraft. This will improve our profitability.
JT: Do you have any closing remarks for our readers who are considering visiting or investing in Oman?
Hamilton-Manns: I encourage travelers from the Asian region to visit Oman, explore its incredible offerings, and fly domestically with SalamAir to save money. Regardless of the airline that people use to come to Oman – whether it’s ANA, JAL, or Oman Air – the region benefits. I’m a firm believer in competition and want everyone to experience Oman.