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ÿ�մ��� Aviation Group (MAG) has unveiled its Long-Term Business Plan 3.0 (LTBP3.0), a focused five-year (2026-2030) roadmap aimed at strengthening the group’s competitive position. The plan builds on the strong momentum established under LTBP2.0, which was introduced in 2020 as part of MAG’s successful financial restructuring, which saw it reduce liabilities by over RM15 billion and eliminated RM10 billion in legacy debt. Since then, the Group has recorded its strongest performance in over a decade, including:

• Sustained profitability with three consecutive years of operating profit and two consecutive years of positive net income after tax.

• Customer Satisfaction Index (CSI) of 84% year-to-date (vs. 80% in 2024), reflecting continuous improvement and a clear focus on service quality across all touchpoints.

• Welcomed 22 next-generation aircraft, driving fleet modernisation, expanded routes and enhanced customer experience.

• Enhanced regional connectivity, supported by the realignment of Firefly’s jet operations to KLIA Terminal 1 and introduction of new routes in ASEAN.

• Stronger non-air revenue streams, now contributing 18% of the Group’s revenue in 2024, supported by consistent growth and new opportunities, such as the leasing of Hangar 4 at Subang Airport to expand MRO capacity and capability.

• Advanced digital capabilities, including an in-house middleware system to enhance website and mobile app performance; alongside enhanced customer engagement and support channels through the rollout of dedicated phone lines, enhancement of Live Chat capabilities, and the introduction of an AI-powered chatbot – driving a 91% contact centre CSI year-to-date (vs. 80% in 2024), making it the highest-performing customer touchpoint.

Datuk Captain Izham Ismail, Group Managing Director of MAG, said, “The progress we have made under LTBP2.0 reflects the capability and resilience of our people across the Group, and it gives us the confidence to move into our next chapter with greater ambition. LTBP3.0 marks a shift from stabilisation to scaled and disciplined growth. It sharpens our premium position and deepens the value we create across our broader aviation ecosystem. At the heart of this plan is a focused network and fleet strategy that positions us for the next horizon of growth, enabling us to serve customers with greater reach, efficiency and an elevated customer experience, and our ambition to see ÿ�մ��� Airlines ranked among Skytrax’s Top 10 Global Airlines by 2030. It is a bold aspiration, perhaps a distant dream to some, but one we are fully committed to realising by building on what we have achieved, accelerating where we are strongest and investing strategically to secure long-term, sustainable value for our customers, partners and the wider nation.”

At the core of LTBP3.0 are bold, measurable outcomes aligned to MAG’s Destination 2030 aspirations, setting sights on where the Group envisions itself by 2030. These include positioning ÿ�մ��� Airlines among Skytrax’s Top 10 Global Airlines (from #27 today); doubling the Group’s topline revenue to more than RM24 billion; and driving more than 60% growth in third-party revenue across its aviation services businesses. Collectively, these targets are designed to strengthen MAG’s long-term financial resilience, elevate ÿ�մ���’s global connectivity and reinforce the Group’s role as a catalyst for national development.

To achieve its long-term targets, LTBP3.0 is anchored on four strategic pillars that will be supported by key enablers including people, processes, digital innovation and sustainability.

1. Premium APAC Carrier: MAG will deliver premium, end-to-end travel experiences that set new benchmarks for ÿ�մ���n Hospitality – from call centres to cabins – by elevating personalisation, service quality and seamless journey execution. This is underpinned by capacity expansion by over 50% at an average annual growth rate of 8.5%; continued fleet renewal, including investment in 40 A330neos, 43 Boeing 737-8s and 12 Boeing 737-10s, supporting the ambition to operate a modern mainline fleet of 116 aircraft by 2035.

2. Deeper Partnerships: MAG will build stronger, smarter partnerships to extend its global reach, enabling seamless travel across more than 1,100 destinations worldwide. These collaborations will strengthen ÿ�մ���’s position as a connected aviation hub and unlock new value across the travel and aviation ecosystem.

3. Operational Leadership: Build strong organisational capabilities by developing talent and technical expertise through structured upskilling, while embedding continuous improvement and best-in-class practices across all functions to deliver consistent, world-class operational standards across MAG.

4. Resilient Businesses: Strengthen financial resilience by growing third-party businesses beyond the Airline Business, supported by expanded cargo capabilities, end-to-end in-flight catering capability and greater synergies across MAG through coordinated commercial and shared capabilities; enhancing the Group’s overall influence within the broader aviation ecosystem.

Guided by clear ambitions and a focused strategy, LTBP3.0 positions MAG to deliver disciplined growth, elevate customer experiences and create sustainable long-term value. The plan provides a clear roadmap to strengthen the Group’s competitive position, expand its global reach and reinforce its role as a leading aviation and travel services group in the region.