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Indian Private Air carriers using overflight over Bangladesh skies everyday at minimal cost. English close captioning available.
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Bangladesh Defense Forum
- Jan 24, 2024
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Bangladesh's Bismillah Airlines confirms two incoming A321F cargo aircraft - plan may have been delayed by student uprising in August 2024.
Bangladesh's Bismillah Airlines confirms two incoming A321Fs
Several daily Operator News updates covering all Operator Route Network changes, strategic fleet developments and aircraft orders, start-ups and bankruptcies, mergers and acquisitions and partnerships and alliances.
www.ch-aviation.com
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Aviation industry: analysis of struggles
BANGLADESH has had 11 commercial airlines since its independence and of them, only four are still operational. The seven airlines that are now defunct primarily put the closure of the operation down to high operational costs and limited revenue. Of the airlines that are operational, Biman...
www.newagebd.net
Aviation industry: analysis of struggles
Mariha Tahsin 05 January, 2025, 00:00
BANGLADESH has had 11 commercial airlines since its independence and of them, only four are still operational. The seven airlines that are now defunct primarily put the closure of the operation down to high operational costs and limited revenue. Of the airlines that are operational, Biman Bangladesh Airlines is state-owned and the rest are private. In the 2023–24 financial year, Biman made a profit of $2.36 million. In the 53 years the airline has been in operation, it has recorded profits for only 17 years. But even in years when the airline makes a profit, the profit margin is considerably slimmer than the amount of losses incurred in loss-making years.
The other three airlines — Novoair, US-Bangla Airlines and Air Astra — are private that are not mandated to make public their financial statements. Episodes related to their management, however, indicate that these airlines are also struggling financially. In an interview in January 2023, Novoair’s managing director described the airline as ‘distinguished, if not profitable.’
In 2018, after a US-Bangla flight crashed during landing in Kathmandu, pilots employed by the airline revealed the airline’s risky cost-cutting practices. These included shooting approaches well below the minimum required visibility, departing for a destination with marginal weather or visibility, compromising on technical issues, flying without weather radars, forbidding pilots to give access to the engineering log, especially at outstations, to avoid grounding costs and employing inexperienced pilots on risky routes. One can easily deduce that the airline would not have to resort to such risky measures if it were operating on profit.
Air Astra began commercial operations only in November 2022. Thus, it is still early to comment on its profitability. The consistent financial struggles faced by almost all the airlines that have operated in Bangladesh indicate that the issue of low profitability extends beyond mere management challenges. This pattern suggests that the difficulties are rooted in deeper structural problems within the country’s aviation industry.
Global aviation industry
THE airline industry is notorious for its low profit margins. From the 1945 financial year to the 2024 financial year, the average profit margin across the global aviation sector has been a mere 0.92 per cent. However, profitability has improved in recent years, with the average profit margin rising to 3.6 per cent from the 2022 financial year to the 2024 financial year. However, this recovery has not been uniform across the world. North America and Europe have been the largest contributors to the industry’s positive financial outcomes, followed by the Middle East.
Several factors contribute to the relatively stronger performance of the airlines of these regions. High disposable incomes in these regions drive a greater demand for tourism, which in turn boosts profitability. Furthermore, extensive airport infrastructure and superior intercontinental connectivity give airlines in these regions a competitive edge by offering a diverse range of profitable international routes. The strategic location of Gulf hubs — often in popular tourist destinations — has also helped to elevate Gulf airlines as key connecting carriers within the global travel network.
However, there are factors that could potentially reduce the profitability of airlines in these regions. For example, major North American airlines such as Delta and Gulf carriers such as Emirates, Etihad and Qatar Airways have received billions of dollars in financial support from their respective governments through equity injection and nearly unconditional loans. If this government assistance were factored into their financial statements, it could push them into the loss-making category.
Additionally, the Gulf carriers have been criticised for allegedly benefiting from subsidised fuel, which disrupts fair competition. The allegations, however, are consistently brushed aside by the airlines. In contrast, Biman lacks several advantages enjoyed by North American and Middle Eastern airlines. It does not have access to subsidised fuel and operates in a country with low average disposable income. Its location is also not ideal for functioning as a major connectivity hub. Furthermore, Bangladesh faces several challenges such as a difficult law and order situation, restrictions on popular tourist activities such as drinking and gambling, a conservative societal outlook, limited tourist attractions and underdeveloped infrastructure. These factors make it unlikely for Bangladesh to attract significant tourist traffic. Additionally, its proximity to affordable and popular tourist destinations in South Asia further limits its appeal.
However, when comparing the financial performance of Biman Bangladesh Airlines to that of global airlines, it is evident that Biman’s results are in line with broader industry trends. From 2008 to 2024, the global aviation industry experienced an average loss margin of about 0.72 per cent. During the same period, Biman’s loss margin was slightly lower at 0.56 per cent, indicating that while Biman faces similar challenges, its losses are not worse than that of the global industry average.
Rationale for operating airlines
IT IS well established that airlines operate with low profit margins so much so that the interest earned from a regular savings account often exceeds the profits generated by the aviation industry. This raises the question: why do airlines continue to operate despite such slim margins? The reasons for running airlines vary significantly between governments and private entities. Many national carriers around the world such as Air India, Pakistan International Airways, Thai Airways and Malaysia Airlines have faced severe financial difficulties. Despite this, governments continue to provide financial support for their flag carriers, believing that airlines serve strategic national interests beyond mere profitability.
For tourism-dependent nations, a national airline is a key asset in attracting tourists at competitive prices. In countries such as Bangladesh, where remittances from migrant workers are a vital part of the economy, the national airline plays a crucial role in connecting these workers to their destinations. These workers often face language barriers, making a local carrier an essential services for their travel needs.
Governments sometimes run airlines with a political agenda, operating loss-making routes to satisfy certain segments of the population. A clear example of this is the Hajj flight operation of Biman Bangladesh Airlines. Although the flights are intended to be profitable, they often result in losses. Hajj agents have a financial incentive to shorten their clients’ stays in Saudi Arabia, leading them to skip pre-booked flights in favour of last-minute bookings. The last-minute changes increase costs, such as renegotiating airport fees in Saudi Arabia, purchasing tickets from other airlines for Biman’s passengers and under-using flights or leased planes. Despite the losses, the government continues to operate the flights to avoid offending religious sentiments of the Muslim majority.
Additionally, national airlines are seen as symbols of national pride, often referred to as an ‘embassy on wings.’ Air connectivity is crucial for stimulating economic activity across nearly all sectors. As a result, governments often provide private airlines with tax incentives such as exemptions from fuel taxes, reduced landing fees and corporate tax breaks. These incentives are designed to help airlines lower operational costs, support industry growth and remain competitive. For instance, Ryanair has received financial support from airports in Ireland and Italy to help it to operate at lower costs and expand its route network.
However, private Bangladeshi airlines do not enjoy similar policy support. Despite the lack of government assistance, several private carriers have emerged in the country in recent years, raising questions about the motivation behind their operation, especially when the likelihood of generating profits remains slim. The case of GMG Airlines provides some insight into the impetus of operating in Bangladesh’s aviation industry. The airline faced allegations of inflating revenue figures to mislead stakeholders and attract investments.
Reports suggested that funds were diverted for personal expenses of executives and tickets were sold that were never actually confirmed. In 2007, GMG Airlines reported profits of $84,000, but by 2010, this figure mysteriously ballooned to $6.6 million. This inflated financial data were used to convince the public to invest $25 million in a private placement at a 400 per cent premium. After raising funds from the public, the airline suspended its operation, promising to resume once it had updated its fleet. However, these plans were never realised.
While there is no concrete evidence to suggest that other private airlines in Bangladesh follow the same practices, these examples raise pertinent questions about the true motivation behind operating airlines in a market where profits are far from guaranteed.
What happens if Biman is shut down?
ALTHOUGH the financial performance of Biman Bangladesh Airlines is in line with the global aviation industry, there is ongoing debate about whether it would be more financially sensible to shut down the airline and redirect its resources to a more profitable venture. The answer largely depends on the role we expect the airline to play.
One perspective views the airline as a subsidised public service, essential for advancing the nation’s political interests, economic goals and maintaining national prestige. Among other functions, this would entail running routes that are not necessarily profitable for the airline to enhance connectivity; conducting VVIP flights — carrying the prime minister and their delegation to official visits — even if it disrupts regular flight schedules; transporting the bodies of deceased migrant workers when it is beyond the family’s financial capabilities and providing additional services to migrant workers to make their travel smooth. Beyond this, Biman creates jobs, sets competitive fare standards and forces other airlines to offer lower prices on certain routes. This improved connectivity supports business growth across various sectors of the economy.
If the airline is viewed as an economic venture, operational changes are necessary to reduce costs and make the airline profitable. This would involve scaling back functions driven by political or public interests, which do not align with the airline’s economic objectives. From this perspective, investing in enhanced in-flight services makes little sense as aviation is a price-sensitive industry. Ticket sales are primarily driven by competitive pricing, with service quality having a minimal impact on revenue.
The core issue is that Biman is expected to serve both these roles simultaneously which creates a conflict of interest. The objectives of operating as a public service and as an economically viable business are inherently contradictory. It is argued that if the national airline were shut down, the market gap would simply be filled by other airlines, both domestic and international. However, Bangladeshi private airlines have very limited international operations and have ceased such operations soon after attempting to expand abroad. This suggests that local airlines are unlikely to replace Biman on the international market. Even domestically, private aviation in Bangladesh faces significant financial and operational challenges, which could lead to inflated airfares in the absence of the national carrier setting the price benchmark.
Examples from other countries illustrate what can happen when a national airline is shut down without sufficient private carriers to absorb the market share. In such cases, international airlines often take the advantage of the gap, exploiting the market and consumers. A notable example occurred when South African Airways reduced its operations in 2019. As a result, private carriers like FlySafair and Kulula dominated the domestic market, increasing fares. International passengers flying from South Africa also saw a significant price increase because of the reduced competition in some markets.
The potential closure of Biman raises concern about how the market gap would be filled. While private airlines in Bangladesh face financial and operational difficulties, the absence of a national carrier could lead to higher airfares and reduced competition. Thus, the decision regarding whether to keep Biman hinges on the broader economic benefits of improved connectivity.
Mariha Tahsin is a PhD.
Mariha Tahsin 05 January, 2025, 00:00
BANGLADESH has had 11 commercial airlines since its independence and of them, only four are still operational. The seven airlines that are now defunct primarily put the closure of the operation down to high operational costs and limited revenue. Of the airlines that are operational, Biman Bangladesh Airlines is state-owned and the rest are private. In the 2023–24 financial year, Biman made a profit of $2.36 million. In the 53 years the airline has been in operation, it has recorded profits for only 17 years. But even in years when the airline makes a profit, the profit margin is considerably slimmer than the amount of losses incurred in loss-making years.
The other three airlines — Novoair, US-Bangla Airlines and Air Astra — are private that are not mandated to make public their financial statements. Episodes related to their management, however, indicate that these airlines are also struggling financially. In an interview in January 2023, Novoair’s managing director described the airline as ‘distinguished, if not profitable.’
In 2018, after a US-Bangla flight crashed during landing in Kathmandu, pilots employed by the airline revealed the airline’s risky cost-cutting practices. These included shooting approaches well below the minimum required visibility, departing for a destination with marginal weather or visibility, compromising on technical issues, flying without weather radars, forbidding pilots to give access to the engineering log, especially at outstations, to avoid grounding costs and employing inexperienced pilots on risky routes. One can easily deduce that the airline would not have to resort to such risky measures if it were operating on profit.
Air Astra began commercial operations only in November 2022. Thus, it is still early to comment on its profitability. The consistent financial struggles faced by almost all the airlines that have operated in Bangladesh indicate that the issue of low profitability extends beyond mere management challenges. This pattern suggests that the difficulties are rooted in deeper structural problems within the country’s aviation industry.
Global aviation industry
THE airline industry is notorious for its low profit margins. From the 1945 financial year to the 2024 financial year, the average profit margin across the global aviation sector has been a mere 0.92 per cent. However, profitability has improved in recent years, with the average profit margin rising to 3.6 per cent from the 2022 financial year to the 2024 financial year. However, this recovery has not been uniform across the world. North America and Europe have been the largest contributors to the industry’s positive financial outcomes, followed by the Middle East.
Several factors contribute to the relatively stronger performance of the airlines of these regions. High disposable incomes in these regions drive a greater demand for tourism, which in turn boosts profitability. Furthermore, extensive airport infrastructure and superior intercontinental connectivity give airlines in these regions a competitive edge by offering a diverse range of profitable international routes. The strategic location of Gulf hubs — often in popular tourist destinations — has also helped to elevate Gulf airlines as key connecting carriers within the global travel network.
However, there are factors that could potentially reduce the profitability of airlines in these regions. For example, major North American airlines such as Delta and Gulf carriers such as Emirates, Etihad and Qatar Airways have received billions of dollars in financial support from their respective governments through equity injection and nearly unconditional loans. If this government assistance were factored into their financial statements, it could push them into the loss-making category.
Additionally, the Gulf carriers have been criticised for allegedly benefiting from subsidised fuel, which disrupts fair competition. The allegations, however, are consistently brushed aside by the airlines. In contrast, Biman lacks several advantages enjoyed by North American and Middle Eastern airlines. It does not have access to subsidised fuel and operates in a country with low average disposable income. Its location is also not ideal for functioning as a major connectivity hub. Furthermore, Bangladesh faces several challenges such as a difficult law and order situation, restrictions on popular tourist activities such as drinking and gambling, a conservative societal outlook, limited tourist attractions and underdeveloped infrastructure. These factors make it unlikely for Bangladesh to attract significant tourist traffic. Additionally, its proximity to affordable and popular tourist destinations in South Asia further limits its appeal.
However, when comparing the financial performance of Biman Bangladesh Airlines to that of global airlines, it is evident that Biman’s results are in line with broader industry trends. From 2008 to 2024, the global aviation industry experienced an average loss margin of about 0.72 per cent. During the same period, Biman’s loss margin was slightly lower at 0.56 per cent, indicating that while Biman faces similar challenges, its losses are not worse than that of the global industry average.
Rationale for operating airlines
IT IS well established that airlines operate with low profit margins so much so that the interest earned from a regular savings account often exceeds the profits generated by the aviation industry. This raises the question: why do airlines continue to operate despite such slim margins? The reasons for running airlines vary significantly between governments and private entities. Many national carriers around the world such as Air India, Pakistan International Airways, Thai Airways and Malaysia Airlines have faced severe financial difficulties. Despite this, governments continue to provide financial support for their flag carriers, believing that airlines serve strategic national interests beyond mere profitability.
For tourism-dependent nations, a national airline is a key asset in attracting tourists at competitive prices. In countries such as Bangladesh, where remittances from migrant workers are a vital part of the economy, the national airline plays a crucial role in connecting these workers to their destinations. These workers often face language barriers, making a local carrier an essential services for their travel needs.
Governments sometimes run airlines with a political agenda, operating loss-making routes to satisfy certain segments of the population. A clear example of this is the Hajj flight operation of Biman Bangladesh Airlines. Although the flights are intended to be profitable, they often result in losses. Hajj agents have a financial incentive to shorten their clients’ stays in Saudi Arabia, leading them to skip pre-booked flights in favour of last-minute bookings. The last-minute changes increase costs, such as renegotiating airport fees in Saudi Arabia, purchasing tickets from other airlines for Biman’s passengers and under-using flights or leased planes. Despite the losses, the government continues to operate the flights to avoid offending religious sentiments of the Muslim majority.
Additionally, national airlines are seen as symbols of national pride, often referred to as an ‘embassy on wings.’ Air connectivity is crucial for stimulating economic activity across nearly all sectors. As a result, governments often provide private airlines with tax incentives such as exemptions from fuel taxes, reduced landing fees and corporate tax breaks. These incentives are designed to help airlines lower operational costs, support industry growth and remain competitive. For instance, Ryanair has received financial support from airports in Ireland and Italy to help it to operate at lower costs and expand its route network.
However, private Bangladeshi airlines do not enjoy similar policy support. Despite the lack of government assistance, several private carriers have emerged in the country in recent years, raising questions about the motivation behind their operation, especially when the likelihood of generating profits remains slim. The case of GMG Airlines provides some insight into the impetus of operating in Bangladesh’s aviation industry. The airline faced allegations of inflating revenue figures to mislead stakeholders and attract investments.
Reports suggested that funds were diverted for personal expenses of executives and tickets were sold that were never actually confirmed. In 2007, GMG Airlines reported profits of $84,000, but by 2010, this figure mysteriously ballooned to $6.6 million. This inflated financial data were used to convince the public to invest $25 million in a private placement at a 400 per cent premium. After raising funds from the public, the airline suspended its operation, promising to resume once it had updated its fleet. However, these plans were never realised.
While there is no concrete evidence to suggest that other private airlines in Bangladesh follow the same practices, these examples raise pertinent questions about the true motivation behind operating airlines in a market where profits are far from guaranteed.
What happens if Biman is shut down?
ALTHOUGH the financial performance of Biman Bangladesh Airlines is in line with the global aviation industry, there is ongoing debate about whether it would be more financially sensible to shut down the airline and redirect its resources to a more profitable venture. The answer largely depends on the role we expect the airline to play.
One perspective views the airline as a subsidised public service, essential for advancing the nation’s political interests, economic goals and maintaining national prestige. Among other functions, this would entail running routes that are not necessarily profitable for the airline to enhance connectivity; conducting VVIP flights — carrying the prime minister and their delegation to official visits — even if it disrupts regular flight schedules; transporting the bodies of deceased migrant workers when it is beyond the family’s financial capabilities and providing additional services to migrant workers to make their travel smooth. Beyond this, Biman creates jobs, sets competitive fare standards and forces other airlines to offer lower prices on certain routes. This improved connectivity supports business growth across various sectors of the economy.
If the airline is viewed as an economic venture, operational changes are necessary to reduce costs and make the airline profitable. This would involve scaling back functions driven by political or public interests, which do not align with the airline’s economic objectives. From this perspective, investing in enhanced in-flight services makes little sense as aviation is a price-sensitive industry. Ticket sales are primarily driven by competitive pricing, with service quality having a minimal impact on revenue.
The core issue is that Biman is expected to serve both these roles simultaneously which creates a conflict of interest. The objectives of operating as a public service and as an economically viable business are inherently contradictory. It is argued that if the national airline were shut down, the market gap would simply be filled by other airlines, both domestic and international. However, Bangladeshi private airlines have very limited international operations and have ceased such operations soon after attempting to expand abroad. This suggests that local airlines are unlikely to replace Biman on the international market. Even domestically, private aviation in Bangladesh faces significant financial and operational challenges, which could lead to inflated airfares in the absence of the national carrier setting the price benchmark.
Examples from other countries illustrate what can happen when a national airline is shut down without sufficient private carriers to absorb the market share. In such cases, international airlines often take the advantage of the gap, exploiting the market and consumers. A notable example occurred when South African Airways reduced its operations in 2019. As a result, private carriers like FlySafair and Kulula dominated the domestic market, increasing fares. International passengers flying from South Africa also saw a significant price increase because of the reduced competition in some markets.
The potential closure of Biman raises concern about how the market gap would be filled. While private airlines in Bangladesh face financial and operational difficulties, the absence of a national carrier could lead to higher airfares and reduced competition. Thus, the decision regarding whether to keep Biman hinges on the broader economic benefits of improved connectivity.
Mariha Tahsin is a PhD.
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Why aspiring Bangladeshi pilots seek training abroad
In Bangladesh, turning the dream of becoming a pilot into reality is particularly difficult.
Why aspiring Bangladeshi pilots seek training abroad
Illustration: Rakeeb Razzaq
"When I grow up, I want to be a pilot" – this is a dream many children hold onto as they're captivated by the allure of soaring through the sky. As time goes by, this dream often collides with harsh realities and only a few remain committed to this goal. The rest either pursue a different career path or abandon their dream altogether due to the financial challenges of being a pilot.
In Bangladesh, turning the dream of becoming a pilot into reality is particularly difficult. Those who remain committed to their dreams must put up with significant financial burdens, obsolete training facilities, and uncertainty about future career prospects. These challenges often force aspiring pilots to make tough decisions, either switching to a different career field or, in some cases, seeking training opportunities abroad.
The cost of training in flying schools in Bangladesh presents a significant challenge. Flight schools, in general, can be expensive, irrespective of the country. However, the major issue most aspiring Bangladeshi pilots, who seek training abroad, face is in terms of the standard of the training facilities offered here. In most cases, these facilities are not worth the money trainees have to pay.
"Two primary deciding factors for most aspiring pilots are the time required to complete flight training and the cost of training," says Ahmed Farhan, a commercial pilot trained at a private flying school in Dhaka. "Due to the increase in fuel prices globally, flight training in Bangladesh has become significantly more expensive. Aspiring pilots realise that the cost of training in Bangladesh is comparable to that of schools abroad. Given the choice, why pay nearly the same amount and lose more time?"
The main issue that doesn't justify the cost is the outdated and poorly maintained aircraft that flying schools use here. The most commonly used training aircraft are the Cessna 150 and 172 models, which were once reliable but now show signs of wear and tear, often disrupting training schedules.
"The maximum number of aircraft a flight school has in Bangladesh is five, while the minimum is one," Farhan added. "This is not enough to accommodate all the trainees who are waiting to get their flight hours, leading to long delays. The unpredictable weather further adds to the challenge. As a result, many find it more appealing to go abroad for training to finish in about a year and accumulate nearly 100 flight hours."
Besides, the aviation training options in Bangladesh are limited compared to countries such as the United States, Canada, Thailand, or Australia, where abundant training facilities are equipped with the latest technology. "The disparity in training options is a major reason why many aspiring pilots choose to go abroad for their training and education to access better resources and gain more comprehensive experience," said Farshid Ahamed Siad, a private pilot trained in the United Kingdom.
Rafid Hussain, a commercial pilot license (CPL) holder who completed his training at a renowned flying academy in Melbourne, Australia, emphasised on the high standards maintained by Australia's Civil Aviation Safety Authority (CASA). CASA ensures that Australian aviation programmes meet the highest international benchmarks. When asked why he chose Melbourne for flight training over any other location, he highlighted Moorabbin Airport's extensive flight training facilities. The airport is Australia's leading general aviation flight training airport, home to around ten flight academies with well-maintained aircraft like the Cirrus SR20, Diamond DA40, and Piper Archer. Rafid noted that this choice helped him obtain the CASA license and develop valuable soft skills.
The regulatory environment also adds to the complexity. The Civil Aviation Authority of Bangladesh (CAAB) oversees pilot licensing and regulation, a process which often gets lengthy and challenging. Another issue that compounds the problem is obtaining an equivalency certificate if a student is from a different curriculum. Some student pilots suggested that the CAAB can embrace a more flexible policy regarding the recognition of Cambridge curriculum certificates, no matter where the training is completed. Currently, the pilots from the Cambridge curriculum are required to secure an equivalency certificate from the Dhaka Education Board, a laborious process that can take several months to complete. Once the equivalency certificate is in hand, CAAB allows these student pilots to embark on their flight training. This often leads to delays in flying hours – something trainees cannot afford.
In addition to paperwork and regulatory issues, the job market in Bangladesh provides limited opportunities for pilots. Since students, in most cases, cannot finish their training on time in Bangladesh, airlines themselves struggle to fill in the pilot shortage from time to time. Bangladesh's aviation sector is relatively small, with a limited number of airlines and minimal openings for newly qualified pilots. "Competition for these positions is fierce, and the pay scales often need to catch up to those in other countries," added Farshid.
Despite the challenges within the aviation training sectors, an initiative has been launched by a private airline in Bangladesh to train cadet pilots. This is a commendable development in the local aviation industry as it enables selected cadets to undergo flight training in Florida, where the duration to complete their training is significantly shorter compared to the typical timelines in Bangladesh. More specifically, the cadets are able to graduate in a mere year and a half. This acceleration in training not only demands less time commitment but also offers the cadets an early start to their careers. It facilitates their swift return to serve as commercial airline pilots, a beneficial move for both the cadets and the airline industry in general.
While the challenges aspiring pilots face in Bangladesh are deep-rooted, there are still signs of progress. The opening of the new terminal and introduction of new aircraft for international and domestic flights have renewed hope that the country's airline infrastructure will receive further investment. With the right support, investment, and proper infrastructure, aspiring pilots can complete their flight hours on time. Through continued advocacy and reform, the dream of soaring high may soon be within reach for many more young Bangladeshis.
Nusrat Meherin Faiza is a writer, tutor, and chronic overthinker.
Illustration: Rakeeb Razzaq
"When I grow up, I want to be a pilot" – this is a dream many children hold onto as they're captivated by the allure of soaring through the sky. As time goes by, this dream often collides with harsh realities and only a few remain committed to this goal. The rest either pursue a different career path or abandon their dream altogether due to the financial challenges of being a pilot.
In Bangladesh, turning the dream of becoming a pilot into reality is particularly difficult. Those who remain committed to their dreams must put up with significant financial burdens, obsolete training facilities, and uncertainty about future career prospects. These challenges often force aspiring pilots to make tough decisions, either switching to a different career field or, in some cases, seeking training opportunities abroad.
The cost of training in flying schools in Bangladesh presents a significant challenge. Flight schools, in general, can be expensive, irrespective of the country. However, the major issue most aspiring Bangladeshi pilots, who seek training abroad, face is in terms of the standard of the training facilities offered here. In most cases, these facilities are not worth the money trainees have to pay.
"Two primary deciding factors for most aspiring pilots are the time required to complete flight training and the cost of training," says Ahmed Farhan, a commercial pilot trained at a private flying school in Dhaka. "Due to the increase in fuel prices globally, flight training in Bangladesh has become significantly more expensive. Aspiring pilots realise that the cost of training in Bangladesh is comparable to that of schools abroad. Given the choice, why pay nearly the same amount and lose more time?"
The main issue that doesn't justify the cost is the outdated and poorly maintained aircraft that flying schools use here. The most commonly used training aircraft are the Cessna 150 and 172 models, which were once reliable but now show signs of wear and tear, often disrupting training schedules.
"The maximum number of aircraft a flight school has in Bangladesh is five, while the minimum is one," Farhan added. "This is not enough to accommodate all the trainees who are waiting to get their flight hours, leading to long delays. The unpredictable weather further adds to the challenge. As a result, many find it more appealing to go abroad for training to finish in about a year and accumulate nearly 100 flight hours."
Besides, the aviation training options in Bangladesh are limited compared to countries such as the United States, Canada, Thailand, or Australia, where abundant training facilities are equipped with the latest technology. "The disparity in training options is a major reason why many aspiring pilots choose to go abroad for their training and education to access better resources and gain more comprehensive experience," said Farshid Ahamed Siad, a private pilot trained in the United Kingdom.
Rafid Hussain, a commercial pilot license (CPL) holder who completed his training at a renowned flying academy in Melbourne, Australia, emphasised on the high standards maintained by Australia's Civil Aviation Safety Authority (CASA). CASA ensures that Australian aviation programmes meet the highest international benchmarks. When asked why he chose Melbourne for flight training over any other location, he highlighted Moorabbin Airport's extensive flight training facilities. The airport is Australia's leading general aviation flight training airport, home to around ten flight academies with well-maintained aircraft like the Cirrus SR20, Diamond DA40, and Piper Archer. Rafid noted that this choice helped him obtain the CASA license and develop valuable soft skills.
The regulatory environment also adds to the complexity. The Civil Aviation Authority of Bangladesh (CAAB) oversees pilot licensing and regulation, a process which often gets lengthy and challenging. Another issue that compounds the problem is obtaining an equivalency certificate if a student is from a different curriculum. Some student pilots suggested that the CAAB can embrace a more flexible policy regarding the recognition of Cambridge curriculum certificates, no matter where the training is completed. Currently, the pilots from the Cambridge curriculum are required to secure an equivalency certificate from the Dhaka Education Board, a laborious process that can take several months to complete. Once the equivalency certificate is in hand, CAAB allows these student pilots to embark on their flight training. This often leads to delays in flying hours – something trainees cannot afford.
In addition to paperwork and regulatory issues, the job market in Bangladesh provides limited opportunities for pilots. Since students, in most cases, cannot finish their training on time in Bangladesh, airlines themselves struggle to fill in the pilot shortage from time to time. Bangladesh's aviation sector is relatively small, with a limited number of airlines and minimal openings for newly qualified pilots. "Competition for these positions is fierce, and the pay scales often need to catch up to those in other countries," added Farshid.
Despite the challenges within the aviation training sectors, an initiative has been launched by a private airline in Bangladesh to train cadet pilots. This is a commendable development in the local aviation industry as it enables selected cadets to undergo flight training in Florida, where the duration to complete their training is significantly shorter compared to the typical timelines in Bangladesh. More specifically, the cadets are able to graduate in a mere year and a half. This acceleration in training not only demands less time commitment but also offers the cadets an early start to their careers. It facilitates their swift return to serve as commercial airline pilots, a beneficial move for both the cadets and the airline industry in general.
While the challenges aspiring pilots face in Bangladesh are deep-rooted, there are still signs of progress. The opening of the new terminal and introduction of new aircraft for international and domestic flights have renewed hope that the country's airline infrastructure will receive further investment. With the right support, investment, and proper infrastructure, aspiring pilots can complete their flight hours on time. Through continued advocacy and reform, the dream of soaring high may soon be within reach for many more young Bangladeshis.
Nusrat Meherin Faiza is a writer, tutor, and chronic overthinker.
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CAAB plans to renovate Bogura airport runway for VVIP, emergency landings
Led by Chief of Air Staff, Air Chief Marshal Hasan Mahmood Khan, a delegation of Air Force officials and a delegation of CAAB today visited Bogura to get a first hand experience of the stall airport
CAAB plans to renovate Bogura airport runway for VVIP, emergency landings
Representational Image
Civil Aviation Authority of Bangladesh has planned to renovate the existing runway of Bogura Stall Airport for emergency use of VVIP flight and emergency landing centre.
CAAB Chairman Air Vice Marshal Md Monjur Kabir Bhuiyan said this to The Daily Star following visit the runway today.
Led by Chief of Air Staff, Air Chief Marshal Hasan Mahmood Khan, a delegation of Air Force officials and a delegation of CAAB today visited Bogura to get a first hand experience of the stall airport.
While talking to The Daily Star over telephone, the CAAB chairman said the runway which was built during British era is about 4,700 feet long.
"We saw the runway, taxiway and other infrastructure of the airport. If we do not repair the runway and other related facilities of the airport, those will be damaged gradually," said the CAAB chairman.
He added, "That's why we are planning to repair the runway and runway asphalt so that we can use this anytime specially during the time of emergency landing of VVIP flight."
Monjur Kabir said CAAB also sent a proposal to the government to take measures so that the length of the runway is increased for landing of commercial flight.
The CAAB chief said if the runway is extended to 6,000 feet, it can be used for operation of commercial flight.
While talking to reporters, Air Chief Marshal Hasan Mahmood Khan said that economic activities in the region are gradually increasing, and once the airport becomes operational, it will have a positive impact on the local economy, tourism, transportation system, and investment.
He further mentioned that the runway could serve as an alternative for VVIP flights and as an emergency landing center, ensuring safety in any situation arising in the northwestern region.
He specifically noted that during natural disasters, particularly floods, the runway would act as a strategic hub to facilitate relief operations and the rapid deployment of armed forces personnel.
The Air Force chief also informed that necessary discussions regarding runway repairs and future expansion have been held with the chairman of the Civil Aviation Authority (CAAB), who has agreed to the proposals.
He expressed optimism that necessary repairs would be carried out promptly to enhance the runway and that CAAB would take initiatives to extend the runway in the future to support domestic flight operations.
Representational Image
Civil Aviation Authority of Bangladesh has planned to renovate the existing runway of Bogura Stall Airport for emergency use of VVIP flight and emergency landing centre.
CAAB Chairman Air Vice Marshal Md Monjur Kabir Bhuiyan said this to The Daily Star following visit the runway today.
Led by Chief of Air Staff, Air Chief Marshal Hasan Mahmood Khan, a delegation of Air Force officials and a delegation of CAAB today visited Bogura to get a first hand experience of the stall airport.
While talking to The Daily Star over telephone, the CAAB chairman said the runway which was built during British era is about 4,700 feet long.
"We saw the runway, taxiway and other infrastructure of the airport. If we do not repair the runway and other related facilities of the airport, those will be damaged gradually," said the CAAB chairman.
He added, "That's why we are planning to repair the runway and runway asphalt so that we can use this anytime specially during the time of emergency landing of VVIP flight."
Monjur Kabir said CAAB also sent a proposal to the government to take measures so that the length of the runway is increased for landing of commercial flight.
The CAAB chief said if the runway is extended to 6,000 feet, it can be used for operation of commercial flight.
While talking to reporters, Air Chief Marshal Hasan Mahmood Khan said that economic activities in the region are gradually increasing, and once the airport becomes operational, it will have a positive impact on the local economy, tourism, transportation system, and investment.
He further mentioned that the runway could serve as an alternative for VVIP flights and as an emergency landing center, ensuring safety in any situation arising in the northwestern region.
He specifically noted that during natural disasters, particularly floods, the runway would act as a strategic hub to facilitate relief operations and the rapid deployment of armed forces personnel.
The Air Force chief also informed that necessary discussions regarding runway repairs and future expansion have been held with the chairman of the Civil Aviation Authority (CAAB), who has agreed to the proposals.
He expressed optimism that necessary repairs would be carried out promptly to enhance the runway and that CAAB would take initiatives to extend the runway in the future to support domestic flight operations.
- Jan 24, 2024
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Bangladesh to Pakistan scheduled direct air-link about to be implemented (With Biman and PIA to start services soon). This was decided at the meeting between the Senior Business officials (FPCCI) of Pakistan and FBCCI (Bangladesh Business side).
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- #52
Exorbitant airfares must be curbed
It is the Middle East-bound migrant workers who are bearing the brunt
Exorbitant airfares must be curbed
It is the Middle East-bound migrant workers who are bearing the brunt
VISUAL: STAR
We are concerned about the soaring airfares on various routes, particularly those to Middle Eastern countries, which are the primary destinations for our migrant workers. Reportedly, ticket prices on these routes have surged two to three times due to an artificial crisis created by an unregulated market system and inadequate government oversight. According to data from the Association of Travel Agents of Bangladesh (ATAB), the cost of flying to Saudi Arabia has jumped from Tk 45,000–50,000 to around Tk 1.90 lakh, which is unjustifiable. While the high ticket prices are affecting all outbound passengers on these routes, it is our migrant workers who are suffering the most.
A key driver of this surge is the unethical practice of some airlines blocking group seats months in advance through email bookings—without requiring passenger names, passports, visas, or work permits. In other words, they create PNRs (Passenger Name Records) without providing any details of passengers, allowing certain agencies to hoard tickets and create artificial demand.
A key driver of this surge is the unethical practice of some airlines blocking group seats months in advance through email bookings—without requiring passenger names, passports, visas, or work permits. In other words, they create PNRs (Passenger Name Records) without providing any details of passengers, allowing certain agencies to hoard tickets and create artificial demand. Reports indicate that as many as 60,000 seats on Saudi-bound flights of 11 airlines—including Fly Dubai, Jazeera Airways, Gulf Air, and Salam Air—have been blocked in this manner.
Unfortunately, this is not the first time such malpractice has been reported. Last year, Malaysia-bound migrant workers faced a similar crisis when a syndicate comprising Biman officials and high-ups artificially inflated ticket prices. As a result, thousands of workers failed to reach Malaysia before the May 31 deadline, when the labour market there closed for Bangladeshis. Our migrant workers already have to bear high migration costs, and these excessive airfares only worsen their struggles.
The syndicate of travel agencies hoarding tickets must be dismantled, and a task force—including representatives from relevant ministries and CAAB—should be formed to hold unethical travel agents and airline staff accountable. Airlines must also impose a maximum sales limit per agency to prevent hoarding and price manipulation.
We, therefore, urge the Civil Aviation Authority of Bangladesh (CAAB) to take immediate action to stop these unfair practices. The syndicate of travel agencies hoarding tickets must be dismantled, and a task force—including representatives from relevant ministries and CAAB—should be formed to hold unethical travel agents and airline staff accountable. Airlines must also impose a maximum sales limit per agency to prevent hoarding and price manipulation. Furthermore, a reasonable minimum and maximum fare should be set for different routes. To ensure transparency, tickets for migrant workers and Umrah pilgrims must clearly specify fare and agency details. Without such measures, illegal practices will persist, making air travel increasingly unaffordable for those who need it most.
It is the Middle East-bound migrant workers who are bearing the brunt
VISUAL: STAR
We are concerned about the soaring airfares on various routes, particularly those to Middle Eastern countries, which are the primary destinations for our migrant workers. Reportedly, ticket prices on these routes have surged two to three times due to an artificial crisis created by an unregulated market system and inadequate government oversight. According to data from the Association of Travel Agents of Bangladesh (ATAB), the cost of flying to Saudi Arabia has jumped from Tk 45,000–50,000 to around Tk 1.90 lakh, which is unjustifiable. While the high ticket prices are affecting all outbound passengers on these routes, it is our migrant workers who are suffering the most.
A key driver of this surge is the unethical practice of some airlines blocking group seats months in advance through email bookings—without requiring passenger names, passports, visas, or work permits. In other words, they create PNRs (Passenger Name Records) without providing any details of passengers, allowing certain agencies to hoard tickets and create artificial demand.
A key driver of this surge is the unethical practice of some airlines blocking group seats months in advance through email bookings—without requiring passenger names, passports, visas, or work permits. In other words, they create PNRs (Passenger Name Records) without providing any details of passengers, allowing certain agencies to hoard tickets and create artificial demand. Reports indicate that as many as 60,000 seats on Saudi-bound flights of 11 airlines—including Fly Dubai, Jazeera Airways, Gulf Air, and Salam Air—have been blocked in this manner.
Unfortunately, this is not the first time such malpractice has been reported. Last year, Malaysia-bound migrant workers faced a similar crisis when a syndicate comprising Biman officials and high-ups artificially inflated ticket prices. As a result, thousands of workers failed to reach Malaysia before the May 31 deadline, when the labour market there closed for Bangladeshis. Our migrant workers already have to bear high migration costs, and these excessive airfares only worsen their struggles.
The syndicate of travel agencies hoarding tickets must be dismantled, and a task force—including representatives from relevant ministries and CAAB—should be formed to hold unethical travel agents and airline staff accountable. Airlines must also impose a maximum sales limit per agency to prevent hoarding and price manipulation.
We, therefore, urge the Civil Aviation Authority of Bangladesh (CAAB) to take immediate action to stop these unfair practices. The syndicate of travel agencies hoarding tickets must be dismantled, and a task force—including representatives from relevant ministries and CAAB—should be formed to hold unethical travel agents and airline staff accountable. Airlines must also impose a maximum sales limit per agency to prevent hoarding and price manipulation. Furthermore, a reasonable minimum and maximum fare should be set for different routes. To ensure transparency, tickets for migrant workers and Umrah pilgrims must clearly specify fare and agency details. Without such measures, illegal practices will persist, making air travel increasingly unaffordable for those who need it most.
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- #53
Aircraft shortages stifle Biman's revenue potential
Biman Bangladesh Airlines is unable to operate flights to potentially profitable international destinations due to aircraft shortages, its Managing Director and Chief Executive Officer (CEO) Dr Md Shafiqur Rahman has told The Financial Express. This is depriving the country's largest airli
Aircraft shortages stifle Biman's revenue potential
The airline feels the need to increase its daily flights to Jeddah from 1 to 2
GULAM RABBANI
Published :
Jan 29, 2025 00:33
Updated :
Jan 29, 2025 00:33
Biman Bangladesh Airlines is unable to operate flights to potentially profitable international destinations due to aircraft shortages, its Managing Director and Chief Executive Officer (CEO) Dr Md Shafiqur Rahman has told The Financial Express.
This is depriving the country's largest airline, as well as the national flag carrier, of a huge amount of potential revenue, he said.
However, he said some aircraft would be added to the fleet on lease in a few months to operate flights to new destinations.
"We cannot expand our routes due to aircraft shortages. We are trying to get some aircraft on a long-term lease. The planes will be purchased eventually," said Rahman.
Biman now operates flights to 30 domestic and international destinations with 21 aircraft.
In the face of a surge in international air travels and competition with foreign airlines, Biman in March last year made a decade-long ambitious plan that involved purchasing at least 26 new aircraft and route expansion.
According to the plan, Biman's fleet would expand from 21 to 47 aircraft by 2034, marking a 123.81 per cent growth. Adding at least eight aircraft with 300 seats, six with 270, six with 160, four with 70, and one with 400 was part of the plan.
The Biman administration at the time decided to implement the plan gradually. However, the new Biman CEO, who assumed office after the July-August uprising last year, said they are yet to decide whether implementation would continue as per the original plan or it would be revised.
It is not possible to purchase any aircraft right now because of the long manufacturing and delivery period. If ordered now, aircraft may not be delivered before 2035. That is why Biman has to get aircraft on lease first if it wants to expand its fleet, explained Rahman.
Malé, Jakarta, Colombo, and Sydney are the next possible profitable destinations for Biman, said Boshra Islam, general manager (public relations) of the organisation.
Biman operates one flight to Jeddah every day. However, the authorities feel the need to operate another flight to this Middle Eastern destination as it seems profitable.
In the meantime, Biman has started the process to get three aircraft on lease, two with 200 seats and one with 300. It may be finished before the next Hajj season.
Biman has not yet finalised which company it will get the aircraft from on lease. The board will discuss the matter in more detail and a decision will then be made, said Rahman.
A decision to purchase aircraft from Airbus was made in May last year amid visible competition between the European company and the American giant Boeing, which was seen by some as a duel for the control of Bangladesh's airspace.
Sixteen of Biman's current 21 aircraft were made by Boeing. While a mixed fleet increases costs, the diversity also provides operational advantages and security against potential disruptions if one manufacturer faces difficulties.
Biman and US-Bangla Airlines are currently operating international flights from Bangladesh.
Industry insiders said the two airlines hold only 18-20 per cent share of Bangladesh's aviation market, while foreign airlines account for the remaining 80 per cent.
The airline feels the need to increase its daily flights to Jeddah from 1 to 2
GULAM RABBANI
Published :
Jan 29, 2025 00:33
Updated :
Jan 29, 2025 00:33
Biman Bangladesh Airlines is unable to operate flights to potentially profitable international destinations due to aircraft shortages, its Managing Director and Chief Executive Officer (CEO) Dr Md Shafiqur Rahman has told The Financial Express.
This is depriving the country's largest airline, as well as the national flag carrier, of a huge amount of potential revenue, he said.
However, he said some aircraft would be added to the fleet on lease in a few months to operate flights to new destinations.
"We cannot expand our routes due to aircraft shortages. We are trying to get some aircraft on a long-term lease. The planes will be purchased eventually," said Rahman.
Biman now operates flights to 30 domestic and international destinations with 21 aircraft.
In the face of a surge in international air travels and competition with foreign airlines, Biman in March last year made a decade-long ambitious plan that involved purchasing at least 26 new aircraft and route expansion.
According to the plan, Biman's fleet would expand from 21 to 47 aircraft by 2034, marking a 123.81 per cent growth. Adding at least eight aircraft with 300 seats, six with 270, six with 160, four with 70, and one with 400 was part of the plan.
The Biman administration at the time decided to implement the plan gradually. However, the new Biman CEO, who assumed office after the July-August uprising last year, said they are yet to decide whether implementation would continue as per the original plan or it would be revised.
It is not possible to purchase any aircraft right now because of the long manufacturing and delivery period. If ordered now, aircraft may not be delivered before 2035. That is why Biman has to get aircraft on lease first if it wants to expand its fleet, explained Rahman.
Malé, Jakarta, Colombo, and Sydney are the next possible profitable destinations for Biman, said Boshra Islam, general manager (public relations) of the organisation.
Biman operates one flight to Jeddah every day. However, the authorities feel the need to operate another flight to this Middle Eastern destination as it seems profitable.
In the meantime, Biman has started the process to get three aircraft on lease, two with 200 seats and one with 300. It may be finished before the next Hajj season.
Biman has not yet finalised which company it will get the aircraft from on lease. The board will discuss the matter in more detail and a decision will then be made, said Rahman.
A decision to purchase aircraft from Airbus was made in May last year amid visible competition between the European company and the American giant Boeing, which was seen by some as a duel for the control of Bangladesh's airspace.
Sixteen of Biman's current 21 aircraft were made by Boeing. While a mixed fleet increases costs, the diversity also provides operational advantages and security against potential disruptions if one manufacturer faces difficulties.
Biman and US-Bangla Airlines are currently operating international flights from Bangladesh.
Industry insiders said the two airlines hold only 18-20 per cent share of Bangladesh's aviation market, while foreign airlines account for the remaining 80 per cent.
- Jan 24, 2024
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- #54
Aircraft shortages stifle Biman's revenue potential
Biman Bangladesh Airlines is unable to operate flights to potentially profitable international destinations due to aircraft shortages, its Managing Director and Chief Executive Officer (CEO) Dr Md Shafiqur Rahman has told The Financial Express. This is depriving the country's largest airlithefinancialexpress.com.bd
Aircraft shortages stifle Biman's revenue potential
The airline feels the need to increase its daily flights to Jeddah from 1 to 2
GULAM RABBANI
Published :
Jan 29, 2025 00:33
Updated :
Jan 29, 2025 00:33
View attachment 13789
Biman Bangladesh Airlines is unable to operate flights to potentially profitable international destinations due to aircraft shortages, its Managing Director and Chief Executive Officer (CEO) Dr Md Shafiqur Rahman has told The Financial Express.
This is depriving the country's largest airline, as well as the national flag carrier, of a huge amount of potential revenue, he said.
However, he said some aircraft would be added to the fleet on lease in a few months to operate flights to new destinations.
"We cannot expand our routes due to aircraft shortages. We are trying to get some aircraft on a long-term lease. The planes will be purchased eventually," said Rahman.
Biman now operates flights to 30 domestic and international destinations with 21 aircraft.
In the face of a surge in international air travels and competition with foreign airlines, Biman in March last year made a decade-long ambitious plan that involved purchasing at least 26 new aircraft and route expansion.
According to the plan, Biman's fleet would expand from 21 to 47 aircraft by 2034, marking a 123.81 per cent growth. Adding at least eight aircraft with 300 seats, six with 270, six with 160, four with 70, and one with 400 was part of the plan.
The Biman administration at the time decided to implement the plan gradually. However, the new Biman CEO, who assumed office after the July-August uprising last year, said they are yet to decide whether implementation would continue as per the original plan or it would be revised.
It is not possible to purchase any aircraft right now because of the long manufacturing and delivery period. If ordered now, aircraft may not be delivered before 2035. That is why Biman has to get aircraft on lease first if it wants to expand its fleet, explained Rahman.
Malé, Jakarta, Colombo, and Sydney are the next possible profitable destinations for Biman, said Boshra Islam, general manager (public relations) of the organisation.
Biman operates one flight to Jeddah every day. However, the authorities feel the need to operate another flight to this Middle Eastern destination as it seems profitable.
In the meantime, Biman has started the process to get three aircraft on lease, two with 200 seats and one with 300. It may be finished before the next Hajj season.
Biman has not yet finalised which company it will get the aircraft from on lease. The board will discuss the matter in more detail and a decision will then be made, said Rahman.
A decision to purchase aircraft from Airbus was made in May last year amid visible competition between the European company and the American giant Boeing, which was seen by some as a duel for the control of Bangladesh's airspace.
Sixteen of Biman's current 21 aircraft were made by Boeing. While a mixed fleet increases costs, the diversity also provides operational advantages and security against potential disruptions if one manufacturer faces difficulties.
Biman and US-Bangla Airlines are currently operating international flights from Bangladesh.
Industry insiders said the two airlines hold only 18-20 per cent share of Bangladesh's aviation market, while foreign airlines account for the remaining 80 per cent.
This is what happens when air force people with zero clues (or experience) on how to run airlines - become MD of an airline like Biman.
Running airlines needs way more experience (especially on fleet utilization and hiring, not buying extra fleet assets) and we need to hire veterans, preferably from airlines in EU or UK. This has been done in the past but they were never let to do things independently.
If you eff up like this - then no one will want to work for Biman. It got a bad rap overseas.
Biman has plenty of airplanes - planned utilization and route refining is the problem.
I know of a few of the Biman staff, they could not plan auto-rickshaw routes.
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- #55
How Ethiopia, a much poorer country than Bangladesh, has built a world class airlines? Bangladesh Biman should learn from Ethiopia.
- Jan 24, 2024
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- #56
You are correct about Ethiopia being a much poorer country, but that is more because part of their population are nomadic and uneducated who now belong to their country I believe.
Middle and upper class Ethiopians are a highly educated bunch and as befits an educated upper middle class in otherwise relatively undeveloped Africa where competition is a bit rare, have been running and using their own airline since the early 1950's with the most modern equipment (airplane) available. Their culture and language dates from pre-Islamic times (even the times of the Pharaohs) and some of early persecuted Sahabas from Hazrat Nabi SAW took refuge at that kingdom (the generous king who later accepted Islam himself).
Current Ethiopians are a mix of different religions.
This is an Ethiopian Airline flight crew from the 1950's. Very well-trained and professional.
Currently Ethiopian has the largest airline fleet in Africa.
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Your reply was very informative. Thank you.
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