Interview: AAPA Director General Subhas Menon

Subhas Menon took the helm as director general at the Association of Asia Pacific Airlines (AAPA) in 2020 after a long career at the Singapore Airlines Group, including being CEO at Silk Air. AAPA represents 18 airlines across Asia, Australia, India, Kazakhstan and New Zealand.

Under his leadership, new airlines have joined and major airlines have resumed their association membership. These include Indonesian LCC Lion Air, Vietnam Airlines, Air India, Air New Zealand and Qantas. Subhas will retire from his position in April and hand the reins to Wong Hong, another experienced aviation professional who has held senior roles at Singapore Airlines and Delta Air Lines.

What are your main takeaways from leading AAPA? I was appointed at the start of the pandemic, so that was quite challenging. But what I found throughout the first two and a half years is that the industry came together and that was a great relief. Airports and airlines were not fighting with each other anymore. The suppliers and manufacturers came together. The lessors came together and helped the airlines. And IATA, ICAO—all of us were working together. Every week we would meet to discuss how we were going to get past this. But at every moment, we were very sure we would get out of this in two years and that demand would still be there and the industry would survive; and it turned out to be true. It’s a small team at AAPA, but a very good team, very efficient. And we work very well together.

How important was it to bring in some new member airlines? India is such a big market, and we have never had an Indian carrier in the association. When Campbell Wilson was appointed CEO at Air India, it gave me the biggest opportunity because we were good friends. I had worked with him in several capacities, and so I approached him and he wanted to be part of the international organization. So that was the start of it. Vietnam Airlines used to be a member but left for several years. So it was also one of my priorities to get Vietnam Airlines because Vietnam was an up-and-coming market. Then Lion Air is also very important because it is a no-frills airline. Qantas and Air New Zealand were personal projects because I’m very associated with that region. I used to be a regional vice president there for Singapore Airlines. And I know a lot of people at Air New Zealand and Qantas, and I really felt that they would strengthen our association. They speak correctly and outrightly, and they can help the association move forward.

What are the most effective steps that airports and air traffic management organizations could take to help airlines become more efficient? It is very important for hub-and-spoke to work within the hub airports of large countries like India, China, Vietnam, Thailand and Indonesia. There are a lot of new airport projects coming up in Asia, but not many of them have thought through the processes of domestic to international transfer and vice versa. I think that is a fundamental area that they must focus on, especially in countries where the airlines are expanding. With ATM, I think the most important thing is how we modernize the system, because if we can modernize it and use better technology to manage airspace, that’s what is needed. A country like India, for instance, is growing so fast and the airlines want to grow very fast as well, but the infrastructure is not there. Regulations need to be modernized, and ATM and other systems need to be modernized to meet the ambitions of the airlines and travelers.

From a personal perspective, are you looking to retire or do you anticipate staying connected to the industry? I actually retired in 2019 and then returned. But I have been missing my family. Of course I will stay interested in the industry, but I want to do other things than work and travel while I’m still active and healthy.