Kant is a renowned governance reformer and geo-political strategist who has been a key driver of several nation-building initiatives like Make in India, Startup India, Incredible India, and God's Own Country.

Kant said: “I am delighted to join the Board of InterGlobe Aviation Ltd (IndiGo). In under two decades, IndiGo has transformed air travel in India, emerging as a global benchmark for operational excellence and customer experience. With its scale, efficiency, and international ambition, IndiGo will open up new markets for India, and transform our airports into global hubs of connectivity and commerce—driving tourism, trade, and investment, while linking people, markets, and opportunities across borders. I look forward to contributing to IndiGo’s, and India's, next chapter of trade, tourism, and economic growth.”

Vikram Singh Mehta, chairman of the Board of Directors of IndiGo, said: “IndiGo is delighted to welcome Mr. Amitabh Kant as a Board member. Mr. Kant is a distinguished personality with rich administrative experience at the national and global level. His leadership qualities developed over the years by managing and delivering successful projects of global scale will benefit IndiGo immensely, especially in its fast-paced international expansion. IndiGo’s team can leverage his broadbased experience and knowledge in achieving its vision of becoming a global player by 2030.”

Parker has served as interim leader of the Boeing business unit since September 2024.

"Under Steve's leadership, our defence business has stabilised its operations, improved program execution and strengthened relationships with our customers," said Boeing President and CEO Kelly Ortberg. "With proven experience in manufacturing and program management, combined with his focus on developing people and building a strong culture, Steve is a leader who exemplifies the best of Boeing."

Parker will report to Ortberg and serve on the company's Executive Council. Parker will oversee all aspects of the company's business unit that provides technology, products and solutions for defence, government, space and intelligence customers worldwide.

AFCAC hired Mengistie as Air Transport Director. Mengistie served the Ethiopian Civil Aviation Authority for more than three years. During his tenure Mengistie worked hard to transform the Ethiopian aviation industry. He has drafted the aviation industry reform program aiming at enhancing the private sector investment in the aviation sector.

Mengsitie has a wealth of experience in the aviation industry. He was state Minister of Transport leading the aviation sector under his watch. Later he was appointed permanent representative of the Ethiopian government in the ICAO headquarters in Montreal Canada. Yohannes Abera, director of Air Traffic Management with the Ethiopian Civil Aviation Authority , is appointed as the new director general replacing Mengistie.  

The award has been presented to Tasew during the grand AviaDev Africa 2025 ceremony that gathered over 500 high profile delegates from across Africa and beyond in Zanzibar.

This distinguished recognition celebrates Tasew’s years of exceptional contribution, and continuing impact on the airline’s success. It also highlights his commendable leadership that is making a change beyond Ethiopian Airlines.

Tasew said on receiving the award: “The joy I feel for receiving the Ato Girma Wake Lifetime Achievement Award is twofold. This award is more than an honour as it is named after Africa’s father of aviation, Ethiopian Airlines’ former CEO and my mentor.” He added, “This award is a testament to the collaborative effort of the entire Ethiopian Airlines’ team. As a Pan- African airline we strive to realise a well-connected Africa and such recognitions strengthens our commitment to do more. Taking this opportunity, I would like to reaffirm my personal and Ethiopian Airlines’ commitment to the enhancement of the aviation industry in the continent.”

IndiGo is “in a hurry” is one of the favourite phrases used by Pieter Elbers to describe India’s rampant airline.

This carrier, which is only 18 years old, is on a mission to make air travel affordable as a realistic alternative to the country’s huge rail network and is busily growing from its domestic roots into an increasingly boisterous international player.

The man tasked with delivering IndiGo to new heights and tackle new frontiers is Pieter Elbers, the live wire former leader of KLM who was appointed by Rahul Bhatia, the Group Managing Director of InterGlobe Enterprises, IndiGo’s parent company, in September 2022.

As Elbers nears the end of his third year at the helm, in an interview with Aviation Week, he reflected on his time in India so far, and why the opportunity to lead IndiGo came at a good time for him.

His journey at KLM started at the age of 22 in airport handling at Amsterdam Schiphol before moving to KLM outposts around the world. “I made my classic way through the company and became CEO in 2014,” he said. It was a swift rise for the highly regarded Elbers, who was just 44 when he took the reins at KLM.

The Dutch flag carrier, which merged with Air France in 2004, and celebrated its centenary in 2019, was in good shape and well managed.

It would have been easy for Elbers to see out his career in Europe. But he was not ready to settle for that: “I was 52 and still had a lot of energy, and I want to contribute to the industry.”

Elbers was navigating KLM out of the Covid crisis when Rahul Bhatia approached him. On a personal level he felt ready for a new challenge, and as Bhatia explained the IndiGo story Elbers was captivated.

“This is India's time was [the theme] emerging from that conversation. His words were ‘I know the opportunity. The only thing is, I don't know how large it is,” Elbers recalled. “And I think to some extent, no one exactly knows.

“Of course, it's a business journey, but it's also a journey where I am proud to make a modest contribution to the growth of this nation,” he said. “It is not my country of birth, but I’ve lived here three years now. I feel strongly associated and embedded here and India has been extremely hospitable and welcoming to me.”

As demonstrated by his high-energy performance during the IATA AGM, Elbers has thrown himself not only into taking IndiGo to the next level but also embracing everything Indian he can at the same time.

That has included taking to the holy waters alongside thousands of devotees at the Maha Kumbh spiritual gathering in Prayagraj, northern India, earlier this year.

He has also adopted the sleeveless Nehru jacket, a hip-length tailored coat favoured by Indian businesspeople, made famous by India’s Prime Minister Jawaharial Nehru in the 1950s.

Naturally, the jackets Elbers sports are in IndiGo’s blue colours with a discrete airline logo as well.

He will not be drawn on how he chose this Indian look, but it appears a smart choice, helping to bond a western expatriate into India’s demanding business environment.

While the jacket is merely a symbol it is part of a process over the past three years that has seen Elbers winning over IndiGo’s staff, which number over 60,000 today, brought him a high-profile in the Indian media, and helped forge close ties with the country’s government and regulators.

International drive

Symbolism aside, from the outset the task before Elbers was to take a successful domestic low-cost player and accelerate an already rapid growth pace.

More significantly, while it had been making decent inroads into international markets close to India for a decade, the challenge presented to Elbers was to power up IndiGo’s charge into longer-haul markets.

The platform was there, and the numbers are impressive, proving that IndiGo has emerged more powerful than ever from the pandemic. It carried 118 million passengers in its fiscal year to the end of March 2025, topped $10 billion in annual revenue, and operates 2,300 flights daily to over 130 destinations with a fleet of 430 aircraft.

Significantly, in May, IndiGo was assigned an investment grade rating by Moody’s Ratings, with the body stating: “IndiGo's Baa3 rating reflects its dominant market position in India's domestic airline sector, cost competitive operations, strong financial metrics and excellent liquidity.”

The carrier is riding high on India’s strong growth story as it enters its fourth industrial revolution, with the country becoming the globe’s third largest economy, with the world’s youngest population and an expanding middle class, explained Elbers in a press briefing in advance of the IATA Annual General Meeting.

The Indian air travel market is growing at double-digit rates as a three-hour flight becomes price competitive with lengthy train journeys. “With the growth of the nation where time becomes more precious, that's exactly where we see millions and millions of first-time flyers,” explained Elbers.

When he arrived the early discussions with IndiGo’s board and Rahul Bhatia examined how fast to push internationally. “There’s a view that India deserves and should have airlines which are matching the potential and the size and the opportunity of the country,” recalled Elbers.

“For a long time, India, for a whole host of reasons, did not have it,” he noted. “The opportunity now is to start making it and then to shape it. That was the framework of joining.”

In 2022, the direction of travel had been set but an exact timeline to add widebody aircraft and go long-haul had not, said Elbers.

However, “one of the first things I did was push the throttle on further internationalisation, and that clearly was part of the journey,” he said.

When he joined IndiGo had 20 international routes. It is up to 41 today and will reach 51 by the end of 2026, including the launch of services in July to Manchester and Amsterdam operated with Boeing 787-9s being leased from Norse Atlantic Airways.

“We are shaping the future as we go along with the overriding objective that India should have airlines, for sure Indigo being one of them, matching the size of the country,” he said.

Going long-haul

In April 2024, less than two years since Elbers arrived, IndiGo took a massive step towards becoming a global aviation player with its order for 30 Airbus A350-900s. Its first widebody from this order is scheduled to arrive in 2027.

Adding widebodies takes IndiGo into another dimension on every front, from the investment required to the ability to sell tickets outside India. Some commentators ask why change the successful, single-fleet, low-cost model. Others say it is not coming fast enough.

“Every time we take a step, I carefully evaluate what is the first response to that step, how does it work and how does it fit in,” explained Elbers.

During his presentations to media at the AGM he stresses how IndiGo has for a long time been “building its own unique model” while “maintaining cost leadership”.

His irritation at media questions about whether IndiGo is still a low-cost carrier is apparent. He answers them all the time. For him, IndiGo has moved on. The carrier’s business model can no longer be that simple as it branches out in multiple directions.

Elbers points to IndiGo operating at primary airports, codeshares, cargo, high frequencies and connections, corporate fares, hotels and its venture capital arm as examples of it paving its own path.

Also, India has moved on. “I think you should always look to the situation. There are the airlines, there’s the context you operate in and there’s a competitive field you operate in,” he noted.

Regions such as Europe, the US and China have seen a handful of larger operators come to dominate the market.

“Some of the consolidation which has taken place or is still taking place in Europe has pretty much taken place already in India,” he said. “The two large players which are emerging are Indigo and the Air India Group.”

“It's an evolution of our model. We have chosen to take part in the growth of the Indian market,” he explained.

At IndiGo, the challenge is balancing the expensive task of going long-haul while keeping its costs in check. Elbers acknowledged the focus to “keep the basis of our cost leadership on the domestic network. India is an incredibly price sensitive market, and that's exactly why people who lose focus on cost leadership become an issue.

“[We ask] is a trade-off scalable whenever we add something? And can it be scalable enough to address our costs?” he noted.

Whether it is the decision to order the A350 or to introduce its Stretch business class product on Indian metropolitan city routes, he is asked are these moves too early or too late. For Elbers, that is not the way to look at them.

“The question is, how do these different building blocks add to the overall view of where India is heading and where IndiGo is heading,” he said.

As IndiGo charts its course, in a country as large and complex as India, there are bound to be bumps in the road. The decision of India’s civil aviation regulator to withdraw approval of IndiGo’s partnership with Turkish Airlines, where it operates a pair of that carrier’s 777s between Istanbul and Delhi and Mumbai, is a blow.

This a fall out from the hostilities between India and Pakistan which took place in early May and India’s dim view of support provided by Turkey to Pakistan.

IndiGo’s first venture into widebody aircraft may come early but it has learnt valuable lessons from the experience, and it will find a way a fill the void.

Of greater recent concern is the fatal accident of Air India flight AI171 which crashed on take-off at Ahmedebad Airport just two weeks after the IATA AGM.

Airline leaders, including Elbers, have expressed their deep shock and sadness. “The entire IndiGo family stands in solidarity and united in spirit with our colleagues at Air India in this very difficult time,” he stated in a Linked In post.

It is a tragic reminder that running airlines, while one of the safest modes of transport on the planet, is never straightforward.

Talking prior to AI171 crash about the move into long-haul, Elbers told Aviation Week that the big picture is rarely clear when decisions about aircraft orders or a new business direction are taken.

“There are a couple of dynamics in the rest of the world which you cannot exactly foresee. At that time, we didn't know about this entire tariff discussion or the geopolitical framework,” he said.

Despite the uncertainties the world throws up, Elbers said IndiGo’s path ahead is clear. “We keep that flexibility [to alter the plan],” he explained. “But if you look to the key statistics and ambitions of the country that then it's all pointing in one direction.”

It is a vision backed at the highest level in the Indian government. “The speech of the honourable Prime Minister [Narendra Modi spoke at the AGM] was a confirmation of that direction and underlined the importance of aviation,” said Elbers.

“That is the context in which we operate, and the context we had in mind when I joined.”

Under Elbers, IndiGo will remain vigilant and adapt as the world changes, but the course is set as it strives to becoming a true rival to privatised Air India and overseas operators on long-haul markets.

The appointment was announced during the IATA’s 81st Annual General Meeting (AGM) held in New Delhi this week.

During his three-year tenure, Prof. Bolat will continue to contribute to the global aviation vision and represent the industry among other leading aviation executives.

Bolat said: “I am honoured to be re-elected to the IATA Board of Directors. This responsibility is not only a testament to the strength and vision of our airline, but also a significant opportunity to represent Türkiye’s growing influence in the global aviation arena. As Turkish Airlines, we remain committed to actively contributing to IATA’s strategic initiatives and the future of our industry.”

IndiGo has appointed Vikram Singh Mehta as the Chairman of the Board. Mehta has been a Member of the Board of InterGlobe Aviation Limited (IndiGo) since May 2022.

He succeeds Dr. Venkataramani Sumantran, who stepped down from the post after completion of his five-year term as a Board Member.

Dortmans’ career spans 40 years in different roles at KLM, Royal Dutch Airlines, of which the last 13 years as EVP for KLM Engineering C Maintenance.

 

As part of the IndiGo strategy “Towards New Heights and Across New Frontiers” laid out mid- 2022, IndiGo launched a broad range of initiatives. One of these initiatives has been the ordering of widebody Airbus A350 which are expected to be delivered by starting 2027. Both the operation and maintenance of IndiGo’s own wide-body aircraft, powered by Rolls Royce engines, will be new for IndiGo.

In addition, given the growing fleet-size of IndiGo (today already over 400 aircraft) and the 900+ aircraft still on order, IndiGo is committed to build up more and broad capabilities in- house in India around various MRO activities. In 2023 IndiGo opened already it’s second hangar in Bengaluru. 

He will report to IndiGo’s chief operating offer, Isidro Porqueras and work closely with IndiGo’s SVP Engineering, Parichay Dutta. IndiGo has recently established an office in Amsterdam to spearhead its European expansion. In July 2025 the flights to Manchester and Amsterdam will commence operation.

Pieter Elbers, chief executive officer, IndiGo said: “Ton has a wealth of experience in the field of MRO and wide-body airline operations that IndiGo will benefit from. At IndiGo, we are delightful and grateful that, post retiring from his illustrious KLM career, Ton will join us to support IndiGo’s team for the next phase to become a Global Aviation player. The opportunity to develop such MRO capabilities inhouse for IndiGo in India with home-grown talent and the volumes of our operation was just not to be missed.”

The visit is part of Egypt’s ongoing efforts to modernise its civil aviation sector and strengthen its position as a regional aviation hub.

Accompanied by Captain Ahmed Adel, Chairman of EgyptAir Holding Company, and Ahmed Marei, Head of Planning at EgyptAir Holding, the delegation engaged in discussions with Airbus executives. The focus was on advancing joint initiatives in fleet modernization and sustainable aviation technologies, aligning with Egypt’s vision for a future-ready and environmentally conscious air transport sector.

Dr El-Hefny said: “Our partnership with Airbus plays a vital role in advancing Egypt’s civil aviation ambitions. It supports our strategic roadmap to elevate operational efficiency, align with international benchmarks, and position Egypt as a central hub for air transport in the region.”

Captain Ahmed Adel added, “The integration of Airbus A350 aircraft into our fleet marks a key milestone in EgyptAir’s transformation journey. It reflects our steadfast commitment to innovation, service excellence, and global competitiveness.”

As part of its modernisation efforts, EgyptAir has recently signed an agreement to acquire ten Airbus A350-900 aircraft. Each aircraft will accommodate 340 passengers across Business and Economy Class and is equipped with advanced technologies, including Rolls-Royce Trent XWB engines and Panasonic’s state-of-the-art in-flight entertainment system. The A350 is designed for optimal efficiency, delivering up to a 25% reduction in fuel consumption, as well as significantly lower noise and carbon emissions—contributing to EgyptAir’s sustainability goals.

Dawit Lemma

Lemma is a seasoned aviation executive, entrepreneur, and advocate with over 25 years of experience spanning multiple continents. As the Founder and CEO of Krimson Aviation Holdings Ltd., he has successfully scaled operations into nearly 35 countries, establishing the company as a leader in aviation services across Africa, Europe, and the Middle East. His expertise lies in aircraft ground handling, maintenance, aviation business development, and operational excellence, backed by a solid technical foundation as a licensed commercial pilot (FAA, SACAA, EASA/Swiss FOCA) and FAA-certified Airframe & Powerplant Mechanic.

Lemma’s leadership extends beyond corporate success—his extensive board experience in global aviation organisations positions him as a strategic voice in industry governance and advocacy. He serves as a Board Director for Women in Aviation International (WAI), a board member of ISBAH within the International Business Aviation Council (IBAC), and Africa Lead for the International Operators Committee of National Business Aviation Association (NBAA). His commitment to fostering inclusion in aviation has led to groundbreaking initiatives, such as the Krimson Aviation Scholarship, which supports underrepresented students pursuing careers in aerospace.

With a passion for operational efficiency, risk management, customer engagement, and aviation infrastructure development, Lemma has spearheaded numerous projects, from hangar construction to runway expansion, contributing to the industry's growth. His fluency in English and French, coupled with his international experience across Ethiopia, Switzerland, the United States, Zambia, Malawi, and Afghanistan, underscores his ability to navigate multicultural business environments with ease.

Through his strategic vision, technical expertise, and industry leadership, Dawit continues to shape the future of aviation, championing diversity and operational excellence in the global aerospace sector.

Craig Middleton

Middleton has over 30 years of expertise in aviation management, strategic business development, and operational leadership, Craig has consistently driven growth, innovation, and operational excellence across multiple international aviation organisations.

As the Director of Sales and Account Management at General Aviation Services Ltd (G.A.S.), Craig is dedicated to optimising customer experience, managing key accounts, and resolving operational challenges to elevate service standards. His strategic acumen ensures the company continues to expand its market presence and revenue streams within the aviation sector.

Additionally, as the Aviation and Hotel Director for Bequia Air, Middleton spearheaded the launch and operations of a VIP airline, seamlessly integrating luxury air travel with premier hospitality services in the Caribbean. His ability to align regulatory compliance with superior customer experience underscored his commitment to operational excellence.

During his tenure as EMEA Regional Operations Director at Universal Aviation, Middleton led a network of 13 ground support locations, driving efficiency, customer satisfaction, and profitability across the region. His leadership extended to strategy development, budget management, and talent retention, fostering a strong foundation for organisational growth.

Throughout his career, Middleton has held pivotal roles in leading aviation companies, including Oxygen Aviation, Starflight Aviation, Midwest Executive Aviation, and Signature Flight Support. His expertise spans sales strategy, global partnership development, compliance management, and operational optimisation.

Passionate about fostering industry-wide collaboration, Middleton is committed to driving innovation, customer engagement, and business growth in aviation. His leadership philosophy revolves around strategic problem- solving, consultative decision-making, and creating lasting value for clients and stakeholders.