There has been much controversy and debate over the privatisation of Pakistan International Airlines (PIA), with everyone having a view about how profitable, or unprofitable, the deal happens to be for the government. But there is hardly any discussion on what actually does the deal mean, or should mean, for the people of Pakistan.
Every single day, thousands of Pakistanis forgo air travel simply because it is too expensive. While neighbouring countries embrace budget carriers that make flying affordable, Pakistan remains stuck in an outdated aviation model. With PIA finally having been privatised, the country stands at a crossroads: continue patching the old model, or seize the opportunity to build a modern low-cost airline that serves ordinary Pakistanis.
Pakistan needs a fresh approach to air travel; one that reflects global trends and modern passenger needs. The federal government and the new stakeholders must re-establish PIA as a low-cost airline. Low-cost carriers, also known as budget or no-frills airlines, have transformed aviation worldwide by making air travel accessible. This concept is neither new nor experimental.
Let us take a look at the evidence. The world’s largest low-cost airline, Southwest Airlines, accounts for 11 per cent of global available seat kilometres, which is a measure of passenger capacity. Europe’s Ryanair represents another 10pc. Together, they demonstrate that disciplined, simple business models can deliver both profit-ability and accessibility. If designed properly, PIA could follow these principles while serving domestic and regional routes. But management structure will determine success or failure.
For the first decade, the management contract should be entrusted to a reputable low-cost operator rather than any Pakistani entity. This would help insulate the airline from undue political pressures and ensure merit-based decision-making. An external management team with a significant, proven track record would bring the discipline, efficiency and transparency that Pakistan’s aviation sector lacks.
Low-cost airlines succeed by reducing operational expenses through fleet standardisation. Southwest and Ryanair operate only Boeing 737 aircraft, creating unified fleets. This allows any pilot to fly any aircraft in the system, enhances crew flexibility, and reduces training costs.
Maintenance becomes cheaper because engineers specialise in a single model. Spare-parts inventory remains limited and predictable. PIA should adopt this strategy, selecting one aircraft type to minimise costs and streamline operations.
Operating through secondary airports offers another advantage. Many Pakistanis abroad live near secondary airports. These airports charge lower landing fee, allow faster turnaround times and enable airlines to offer competitive fares while maintaining reliable schedules.
Besides, the airline should rely entirely on its website for ticket sales, eliminating third-party commissions. True to the low-cost model, PIA should operate with a single-cabin configuration, maximising seating capacity. Food and beverages should be sold as add-ons rather than included in ticket prices. Baggage rules must be strict and transparent, with only small carry-on luggage included in base fares. A low-cost airline like PIA could make air travel more affordable, boost tourism, increase domestic travel, and create thousands of jobs in aviation and related sectors. Introducing such a carrier would expand travel options, encourage competition, and help restore public confidence in Pakistan’s aviation industry.
NABEEL BADR
ISLAMABAD
