BY M.F.A. ABDULLAH
Sarawak is charting an ambitious course in aviation, with the Premier Datuk Patinggi Tan Sri Abang Johari Tun Openg’s recent announcement of a new Kuching International Airport modelled after Doha’s Hamad International Airport.
This signals a clear intention to elevate Sarawak’s global standing. Yet, the key question is not just whether the state can build a world-class airport but how it can carve out a unique identity in an already competitive regional landscape.
Central to this transformation is Air Borneo, the rebranded airline formerly known as MasWings. The name itself carries strategic significance. By adopting “Borneo” as its identity, the airline positions itself not just as Sarawak’s flagship carrier but as a premier airline representing the entire island.
This branding strategy enhances its appeal to international travellers seeking direct access to Borneo’s unparalleled biodiversity, culture, and adventure tourism. However, the real challenge lies in ensuring that Air Borneo delivers a service and connectivity that lives up to its name, transitioning from a regional operator to a serious contender on the international stage.
For years, MasWings functioned as a regional carrier, connecting Sarawak and Sabah rural areas under the Rural Air Services (RAS) agreement. While vital for remote communities, this model did little to establish Sarawak as a major tourism or business hub.
The vision for Air Borneo, however, is far more ambitious. The airline is being prepared for international expansion, with planned routes to Hong Kong, Jakarta, Australian cities, and even Frankfurt, Germany. The goal is clear: to make Kuching a gateway to Borneo and beyond, attracting global visitors directly to Sarawak without needing transit through Kuala Lumpur or Singapore.
Such a transformation demands more than just expanded flight routes. Infrastructure, workforce development, and policy reforms must align to ensure long-term success. The new Kuching International Airport must be more than just another transport hub.
It must be wholly owned and managed by Sarawak, free from excessive federal control, and developed in collaboration with experienced global partners. This autonomy is critical to ensuring that decision-making prioritises Sarawak’s needs rather than being dictated by national-level bureaucracy.
Sarawak must innovate rather than imitate. While Hamad International Airport serves as an inspiration, Sarawak’s unique geographical, economic, and demographic factors require a different approach.
A more suitable model may be the Sultanate of Oman, which has successfully blended modern infrastructure with a strong cultural identity. Unlike its Gulf neighbours, which focus on ultra-modern skyscrapers, Oman has created an aviation hub that reflects its heritage. Sarawak can follow suit by incorporating local architectural motifs, featuring retail spaces showcasing indigenous artisans, and ensuring that the airport embodies the spirit of Borneo.
Rather than competing directly with established hubs like Suvarnabhumi, Changi, or KLIA, Sarawak should position itself as a leader in sustainable and innovative aviation. Imagine an airport that is not only a transport hub but an integrated green aviation ecosystem.
Leveraging its abundant natural resources, Sarawak could pioneer biofuel production for aircraft, establishing itself as a centre for sustainable aviation fuel (SAF) in Southeast Asia. Additionally, solar and hydro-energy sources could power airport operations, setting a new benchmark for carbon-neutral air travel.
Technology must play a crucial role in shaping Sarawak’s aviation future. A smart, AI-driven airport featuring biometric check-ins, real-time baggage tracking, and predictive maintenance could improve efficiency and passenger experience. Integrated multi-modal connectivity will also be essential.
With Kuching’s Autonomous Rail Transit (ART) system already in development, ensuring seamless transport between the city and the new airport is crucial. However, considering the new airport’s location in Tanjung Embang, a high-speed airport express train may be more suitable than the ART, which averages 50 km/h.
Despite ambitious plans for Air Borneo, concerns over high airfare remain a pressing issue. For years, Sarawakians and Sabahans have voiced frustration over exorbitant domestic and regional flight costs, particularly during peak travel periods such as Eid, Christmas, and Chinese New Year.
Ticket prices often skyrocket, rendering travel unaffordable for many. Addressing this challenge requires a multifaceted approach that includes increased competition and innovation. One strategy is to encourage more budget airlines to strengthen their presence in the region via Kuching.
Carriers such as AirAsia, Cebu Pacific, Jetstar Asia, and Lion Air have successfully disrupted traditional pricing structures, offering more affordable travel options. Government intervention will also play a crucial role. Policies that prevent fare monopolies, alongside targeted subsidies, could help keep air travel inexpensive.
Furthermore, exploring alternative ticketing models, such as subscription-based air travel, where passengers pay a fixed monthly fee for unlimited flights within a defined network, could provide an innovative solution to pricing challenges.
However, Air Borneo must distinguish itself from both budget and full-service airlines. Instead, it should embrace a boutique airline model that reflects Sarawak’s unique identity. A Sarawak-inspired cabin design, indigenous motifs, and locally sourced cuisine could create a distinctive in-flight experience, like Fiji Airways and Air Tahiti Nui, which have successfully leveraged cultural immersion to enhance passenger engagement.
Strategically, Air Borneo should prioritise direct routes that align with Sarawak’s economic and tourism potential. Targeting destinations such as China, Hong Kong, Kalimantan, and Australian cities like Brisbane and Perth would cater to business travellers, students, and adventure seekers. In the long term, expanding into Europe could attract eco-tourists eager to explore Borneo’s rainforests.
Rather than competing head-on with larger airlines, Air Borneo should leverage strategic partnerships within ASEAN. Codeshare agreements with established regional carriers could expand connectivity without necessitating an excessive fleet expansion.
A “Borneo Travel Pass” integrating flights, ferries, and bus services could facilitate seamless travel across the island, positioning Air Borneo as the preferred airline for intra-Borneo connectivity. Focusing on intra-Borneo connectivity by prioritising short-haul routes that major airlines overlook will enhance accessibility within the region.
Leveraging tourism potential through strategic collaborations can offer unique travel experiences that attract domestic and international visitors.
Equally important is the choice of aircraft. For regional operations, efficient and versatile models such as the ATR 72-600 and Embraer E2 series could provide essential connectivity between Sarawak and its neighbouring destinations. For medium-haul routes, the Airbus A320neo or Boeing 737 MAX series would offer fuel efficiency and cost-effectiveness.
Should Air Borneo pursue long-haul ambitions, aircraft such as the Airbus A330neo or Boeing 787 Dreamliner would ensure optimal range and passenger comfort for flights to destinations like Frankfurt or Sydney. Air Borneo must avoid legacy aircraft, as their high maintenance costs would undermine profitability.
Beyond passenger transport, Air Borneo should diversify its revenue streams. Establishing Air Borneo Cargo could enhance trade between Borneo and the broader Asian market while leasing aircraft to other airlines through wet-leasing arrangements could provide a stable income source. Further opportunities lie in leveraging Sarawak’s timber, agriculture, and e-commerce industries to strengthen the state’s export economy.
A compelling case study is Ethiopian Airlines, which has transformed itself into Africa’s leading carrier through strategic partnerships, an efficient hub-and-spoke model, and a strong emphasis on fleet modernisation.
Ethiopian Airlines has also invested heavily in training, establishing its aviation academy to produce pilots, engineers, and cabin crew. Sarawak could adopt a similar approach by developing robust aviation training programmes, ensuring Air Borneo’s long-term sustainability as a well-integrated regional carrier offering world-class service.
For Air Borneo to remain commercially viable, it must strike a balance between government ownership and professional, profit-driven management. Adopting a model similar to Singapore Airlines, state-supported but independently managed, could ensure long-term sustainability without excessive political interference. If executed correctly,
Air Borneo has the potential to transform Sarawak into a key aviation hub, fostering economic growth while offering travellers a uniquely Sarawakian experience.
Selecting the right leadership for Air Borneo will be pivotal to its success. The airline requires a leader with extensive aviation industry experience, strategic foresight, and a deep understanding of regional and international markets. A leader with a proven track record in airline expansion, forging global partnerships, and implementing efficient cost structures will be crucial.
The top management must strike a balance between commercial viability and the government’s long-term aviation ambitions, ensuring that Air Borneo is not merely a symbolic national carrier but a formidable competitor in the airline industry.
Another cornerstone of this transformation is workforce development. Institutions such as Centex and ICATS University College are being positioned to train aviation professionals. Still, Sarawak must further expand its pipeline of skilled workers in aircraft maintenance, airport management, air traffic control, and pilot training.
Establishing full-fledged flight schools, advanced simulation centres, and strategic partnerships with global aviation academies will be crucial. Additionally, the creation of an aerospace and aviation industrial park could attract major industry players such as Airbus, Boeing, COMAC, Rolls-Royce, and GE, strengthening Sarawak’s position in the aviation sector.
A model worth considering is the Airport Business & Trade Zone, a tax-free area designed to attract global investors, similar to Dubai’s Jebel Ali Free Zone. Within this, a dedicated Aerospace & Aviation Industrial Park could house Maintenance, Repair, and Overhaul (MRO) facilities, aircraft manufacturing hubs, and aviation tech startups.
This initiative could entice these major players to establish regional service centres, reducing dependency on overseas MRO facilities and lowering operational costs for Air Borneo and other regional carriers.
Future-proofing Sarawak’s aviation sector will require early adoption of emerging technologies such as electric Vertical Takeoff and Landing (VTOL) aircraft and cargo drones. Preparing for the rise of air taxis by integrating VTOL infrastructure into airport designs will ensure long-term adaptability.
Establishing a cargo drone logistics hub could automate small shipments to rural Sarawak, improving connectivity and supply chain efficiency. Additionally, positioning Sarawak as a centre for UAV (Unmanned Aerial Vehicle) training and technology innovation could place the state at the forefront of next-generation aviation technologies.
While Air Borneo and the new Kuching International Airport are central to this transformation, it is also important to recognise the crucial role played by Hornbill Skyways, Sarawak’s only established aviation company.
For decades, Hornbill Skyways has provided essential air transport services, particularly for government officials, emergency medical evacuations, and chartered flights. Its experience operating within Sarawak’s challenging terrain makes it an invaluable asset in the state’s broader aviation strategy.
As Sarawak expands its aviation footprint, integrating Hornbill Skyways into this ecosystem, perhaps as a specialised service provider for private and executive travel, or as a training platform for aspiring pilots, could unlock new opportunities for growth and development.
With all these components in place, can Sarawak truly compete as a regional aviation hub? The answer depends on how well it can execute its vision.
The expansion strategy for Air Borneo must be methodical. Instead of launching long-haul routes prematurely, a phased approach starting with strengthening domestic and regional routes before moving into key Asia-Pacific markets and eventually long-haul destinations would ensure a sustainable growth trajectory.
Strategic marketing and partnerships with travel agencies and airline alliances will also be necessary to ensure that Air Borneo can maintain healthy passenger loads and compete with established carriers.
The road ahead is ambitious, but Sarawak is taking the right steps. By embracing sustainability, innovation, and strategic planning, it has the potential to redefine not just its aviation industry but also Borneo’s role in global air travel. Whether this vision fully materialises will depend on the state government’s ability to execute with precision, resist bureaucratic delays, and make bold, data-driven decisions.
The conversation must now shift to the following crucial question: What policies and investments are needed to make this aviation dream a reality? If Sarawak truly wants to take flight, policymakers, industry leaders, and investors must collaborate to ensure the vision soars beyond mere ambition and into reality.
● Dr Abdullah is an Associate Professor at the University of Technology Sarawak (UTS) and the Director of the Centre for Publication. He holds a PhD from Loughborough University, UK, and specialises in the field Strategic Management of Innovation and Scientific Research Methodology.
The views expressed here are those of the writer and do not necessarily represent the views of New Sarawak Tribune.
