DIGITAL TRANSFORMATION IN THE AVIATION INDUSTRY
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EMBRACING TECHNOLOGY IN THE AVIATION SECTOR AT AIR MALTA SE AN GA LE A-PACE WRIT TEN BY
PRODUCED BY
LE WIS VAUGHAN
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Alan Talbot, Chief Information Officer (CIO) of Air Malta, discusses how his company is embracing technology amid its digital transformation
T
he importance of adapting to the latest digital trends is fundamental to the sustained success of compa-
nies worldwide. With technology having an increased influence on the way firms conduct their operations, it’s vital to continued growth that companies acclimatise and respond. 04
Alan Talbot, Chief Information Officer (CIO) of Air Malta, is responsible for overseeing a large-scale change in operation amid his company’s digital transformation. Since joining Air Malta in December 2014 originally as Head of ICT, Talbot transitioned to becoming Deputy Chief Information Officer in September 2015 before moving into the role as CIO just over a year later in 2016. “I’ve been in technology for the past 21 years. I come predominantly from the financial services, where I spent around 15 years occupying different posts,” says Talbot. “I can say that my career spans across a number of different sectors sitting on either side of the table, both as a customer and as a solution or service provider. That has
â‚Ź220mn Approximate revenue
1974
Year founded
1,000+
Approximate number of employees
45th
Anniversary in April 2019
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helped me in my current position
order to thrive in a competitive in-
to have a diverse and more holistic
dustry, it’s vital that companies adapt
view towards what is required in
to the latest trends to continue to
managing a department, technology
achieve success. Talbot believes that
and people.”
the aviation industry is transforming
Air Malta operates a modern fleet
on an ongoing basis. “The industry is
of aircraft and operates to various
fantastic, and somewhat unique –
destinations in Europe, North Africa
glamorous, dynamic and ever so de-
and the Eastern Mediterranean. In
manding – it never offers respite
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and constantly demands the best out of you. It’s not similar to the financial services where there is a bit more brand loyalty and legacy in terms of relationship; it makes things a bit more challenging when it isn’t the case. Due to the issues and challenges you face; it’s important to be on your toes. You have to look for any oppor-
“ The industry is fantastic, and somewhat unique – glamorous, dynamic and ever so demanding – it never offers respite and constantly demands the best out of you” — Alan Talbot, Chief Information Officer, Air Malta w w w.a i rma lt a . com
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CLICK TO WATCH : ‘AIR MALTA’ 09 tunities that might come along while, at the same time, keeping operations running as well.”
EMBRACING TECHNOLOGY In order to thrive, companies must find unique ways to innovate or risk allowing competitors to take the initiative. Talbot believes innovation and technology are regarded as key areas at Air Malta and defines the way they operate. “If we don’t innovate then we’re out of business. We have to constantly change in order to challenge the status quo. Innovation is the only way to survive. I believe we
“ If we don’t innovate then we’re out of business. We have to constantly change in order to challenge the status quo. Innovation is the only way to survive” — Alan Talbot, Chief Information Officer, Air Malta w w w.a i rma lt a . com
Lufthansa Systems One of the world‘s leading providers of IT services in the airline industry and your partner for the digital transformation of all airline business processes. We draw our unique strengths from an ability to combine profound industry know-how with technological expertise and many years of project experience. Lufthansa Systems GmbH & Co. KG | info@lhsystems.com | www.lhsystems.com
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were very slow a few years ago and were
an API led economy. Air Malta has im-
lacking innovation,” says Talbot. “Only
plemented MuleSoft, an API and integ-
through change can we actually survive;
ration platform provided by a leading
we can’t afford to stand still and remain
application network company, in a bid
as we are. Technology has helped to
to create integration between all tech-
become the ultimate enabler in which
nical points and partners, ultimately to
we can drive and create change. The
position itself at the center of the entire
results speak for themselves.”
ecosystem. “MuleSoft had one of the
With the firm undergoing a signifi-
most holistic and enabling platforms
cant digital transformation, Talbot has
whereby even the most non-technical
overseen a complete overhaul of the
personnel could create connectivity
company’s IT infrastructure, insourced
and develop integration,” he explains.
services previously outsourced for
“We have partnered with Ricston, a
increased agility and has embarked on
local implementation partner for the w w w.a i rma lt a . com
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“In order to achieve sustainability, we must never underestimate our position and size within the market. We need to be realistic about our capabilities and never be afraid to dream and try” — Alan Talbot, Chief Information Officer, Air Malta
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successful design and deployment of
momentum. This was something that
our Hybrid Integration Platform, and
we were seriously looking at as we
we are still collaborating till this day in
wanted to start capitalizing on the
delivering high quality integration
investment we did and maximize the
projects by utilising this technology.
opportunities that come around on
The fact that we could rely on a local
a commercial basis.�
partner to support us in this delicate
To help achieve its success, Air Malta
part of our strategy was essential in
has partnered with Lufthansa Systems
gaining stability and building up the
to help with the implementation of the
company’s leading solutions. “We have
sever integration abilities, so our
significant synergies with Lufthansa
partnerships have been very impor-
Systems when it comes to defining
tant to us.”
certain operational and commercial
The company has also formed a close
related technology,” says Talbot. “They
relationship with Salesforce; a leader
provide one of the best flight planning
in CRM solutions for customer profiling
solutions on the market and this was
and customer data retention. “It has
something that we couldn’t possibly
become extremely essential for our
achieve in the past because we lacked
processing and handling anything that
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“ Technology has helped to become the ultimate enabler in which we can drive and create change. The results speak for themselves” 16
— Alan Talbot, Chief Information Officer, Air Malta
is related to customer-oriented services. We use it for social media listening, marketing and managing our sales pipeline as well. It has become part of Air Malta and we consider it as part of our core.”
REMAINING SUSTAINABLE With a population of approximately 460,000 people (2017), running a successful business in Malta is challenging due to the small size of the country. However, Talbot believes Air Malta is well-placed in its position in the field. “We consider ourselves to be a hybrid airline because we aren’t legacy or low cost. But we do offer services at either end of the spectrum as well as being a company that is publicly owned, having a social and corporate responsibility,” explains Talbot. “Being an island, having our own national airline is not only a measure of pride, but also of survivability. For us Maltese it is the only publicly owned means of transport or connectivity to the rest of the world. However, at the same time, you need to be sustainable because you can’t rely on public funds in order to survive and operate.”
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In order to remain sustainable, it’s important that companies aren’t content to stand still. Talbot believes that by harbouring aspirations of achieving sustainability, Air Malta must continue to push the boundaries of its capabilities to enhance its position as a leading airline in Malta, and beyond. “Sustainability is extremely difficult to achieve, especially in an organisation of our size. During the last year financial year we’ve managed to achieve profitability
after a number of years, during which we grew in capacity and capability. We need to ensure that this isn’t a oneoff situation and that we have actually found the right formula for achieving continued financial sustainability,” explains Talbot. “In order to achieve sustainability, we must never underestimate our position and size within the market. We need to be realistic of our capabilities and never be afraid to dream and try. These are values that this airline needs to endorse and embrace because if we have a vision and are capable of sustaining change as we have done in recent years, then we can all work together for something that has the potential to be much bigger.”
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Air Malta Level 2 Skyparks Business Centre Malta International Airport Luqa, Malta LQA 4000 T +356 7903 2043 www.airmalta.com