Hubbry Logo
AirAsiaAirAsiaMain
Open search
AirAsia
Community hub
AirAsia
logo
8 pages, 0 posts
0 subscribers
Be the first to start a discussion here.
Be the first to start a discussion here.
AirAsia
AirAsia
AirAsia
View on Wikipedia
from Wikipedia

Capital A Berhad (MYX: 5099), operating as AirAsia, is a Malaysian multinational low-cost airline headquartered near Kuala Lumpur, Malaysia. Established in 1993 and commencing operations in 1996, the airline is the largest in Malaysia by fleet size and destinations. It operates scheduled domestic and international flights to over 166 destinations across 25 countries.[3] Its primary hub is Kuala Lumpur International Airport (KLIA), where it operates from Terminal 2, the low-cost carrier terminal.

Key Information

AirAsia has a network of affiliate airlines catering to regional markets, including Thai AirAsia, Indonesia AirAsia, Philippines AirAsia and AirAsia Cambodia, which have bases in cities including Bangkok, Jakarta, Manila and Phnom Penh. AirAsia X, the airline’s long-haul subsidiary, primarily serves long-distance routes. In addition to passenger services, AirAsia manages Teleport, its dedicated freight division. Together, these carriers form an extensive network connecting Southeast Asia with other parts of Asia, Australia, Africa and the Middle East.

History

[edit]

1993-2001: Foundation and early years

[edit]

AirAsia was established on 20 December 1993, by DRB-HICOM, a Malaysian government-owned conglomerate, as a full-service carrier. The airline commenced operations on 18 November 1996, with its inaugural flight from Kuala Lumpur to Langkawi,[4] utilising a Boeing 737-300.[5] In its early years, AirAsia faced challenges such as high operating costs and competition from established carriers like Malaysia Airlines.[6]

A Boeing 737-300 in AirAsia's original livery at Sultan Abdul Aziz Shah Airport, which served as a previous hub, during the airline's period as a government-owned full-service carrier

By the late 1990s, AirAsia had accumulated substantial debts, amounting to approximately MYR 40 million (around US$10.5 million).[7][5] Efforts to stabilise the airline included route expansion, leasing aircraft for Hajj charters and internal discussions about potential management changes.[8]

However, these initiatives were insufficient to address the airline's structural issues. The situation deteriorated further following the global aviation downturn after the September 11 attacks. By September 2001, AirAsia’s debt had risen to around US$11 million, leaving the company on the brink of collapse.

2001-2002: Transformation into a low-cost carrier

[edit]

On 5 September 2001, Tony Fernandes and Kamarudin Meranun acquired AirAsia through their company Tune Air Sdn Bhd for a nominal sum of one ringgit (approximately US$0.26), taking on its considerable liabilities.[9] Fernandes, a former executive at Time Warner (now known as Warner Bros. Discovery), saw an opportunity to transform AirAsia into a low-cost carrier, inspired by the success of airlines such as Southwest Airlines and Ryanair. This acquisition marked a turning point in AirAsia’s history, setting the stage for its reinvention as a budget airline.[10]

After the acquisition, Fernandes and his team rebranded the airline as a low-cost carrier on 15 January 2002 by adopting a no-frills service model, enabling AirAsia to offer fares that were significantly lower than those of its competitors, particularly Malaysia Airlines.[10] Promotional fares started as low as MYR 10 (approximately US$2.60), which attracted a large number of passengers.[11]

In its first year under the low-cost model, AirAsia achieved profitability, marking a significant recovery from its previous financial challenges.[10] The airline focused on point-to-point routes and utilised secondary airports, which helped lower operational costs and improve overall efficiency.[12]

2003-2006: Expansion into new markets

[edit]
An AirAsia Boeing 737-375 in the livery used between 2002 and 2005, reflecting the airline's transition to a low-cost carrier model following the Tune Group acquisition

Between 2003 and 2006, AirAsia embarked on a rapid expansion of its routes and infrastructure.[10] In December 2003, the airline established a second hub at Senai International Airport in Johor Bahru, expanding its operational reach.[13] AirAsia also began international operations with flights to Phuket in December 2003, to Bangkok in February 2004,[13] and to Manila and Xiamen by April 2005.[14]

In 2002, the airline became the first in Asia to introduce ticketless travel via online bookings. The airline also launched SMS booking services, allowing customers to book flights directly from their mobile phones.[13] In 2003, Thai AirAsia was founded, and in 2005, Indonesia AirAsia was launched.[13] These affiliates allowed the airline to enter new markets, strengthening its regional presence across Southeast Asia.[13][10]

By the end of 2006, AirAsia’s fleet had seen substantial growth, consisting of 35 Boeing 737-300s and eight Airbus A320s. Additionally, the airline placed orders for 100 more Airbus A320 aircraft, which helped increase its capacity and frequency of flights, supporting its expanding network.[13]

2006-2012: Further expansion

[edit]
An Airbus A320 departing Kuala Lumpur International Airport. The A320 has served as the workhorse of AirAsia's fleet since 2005.

In late 2006, AirAsia's CEO Tony Fernandes introduced a five-year plan designed to strengthen the airline's presence across Asia. The strategy focused on enhancing connectivity between existing destinations and expanding into new markets such as Vietnam, Indonesia, Southern China and India.[15] As part of this effort, Kota Kinabalu became a hub on 7 July 2006, followed by Kuching on 20 July 2006.[13] These initiatives led to a significant increase in passenger traffic, with AirAsia carrying about 13.9 million passengers in 2007, compared to 5.7 million in 2006.[citation needed]

AirAsia expanded its offerings further in 2009 by launching Redbox, the world’s first low-cost courier service. The same year, the airline began flights from Penang to Hong Kong, adding Penang as another hub in its network.[13]

In 2011, AirAsia entered into a controversial share swap agreement with Malaysia Airlines, aiming to reduce competition between the two carriers. However, due to regulatory concerns, this partnership was dissolved in early 2012.[16][17]

2013-2019: Strategic Developments and Challenges

[edit]
An Airbus A320neo featuring AirAsia's current livery, introduced in 2016.

Between 2013 and 2019, AirAsia continued its expansion strategy, both by launching new routes and growing its affiliate network. Notably, the airline established Philippines AirAsia and AirAsia Japan in 2012, followed by AirAsia India in 2014. Despite its focus on growth, AirAsia’s efforts to establish airlines in countries such as China, Myanmar, Sri Lanka, Singapore, South Korea and Vietnam were hindered by various challenges and practical constraints.[18][19][20][21][22][23]

In 2014, AirAsia became the first Malaysian airline to offer onboard Wi-Fi services through its subsidiary, Tune Box. This innovation responded to the increasing demand for connectivity among travelers, reinforcing AirAsia's reputation as a leader in in-flight services.[24]

By 2018, AirAsia introduced Teleport, a logistics venture under its digital division, to enhance its cargo and e-commerce capabilities. Teleport has since become a significant logistics provider, utilising AirAsia’s network to serve businesses and e-commerce platforms across Asia Pacific and beyond, including key hubs such as Hong Kong, Shanghai, Incheon, Narita, Bangalore and Sydney.[25][26]

The airline was awarded the title of World's Best Low-Cost Airline by Skytrax for eleven consecutive years, from 2009 to 2019.[13]

2020–2023: Navigating the Pandemic and Recovery

[edit]
Teleport, established in 2018 as AirAsia's dedicated freight division, departing from Hong Kong International Airport

The COVID-19 pandemic had a significant impact on global aviation, including AirAsia. In March 2020, the airline suspended most of its flights due to travel restrictions, resulting in significant revenue losses.[27] The airline grounded its fleet and implemented various cost-cutting measures, including layoffs and salary reductions for employees.[28][29] AirAsia also focused on maintaining liquidity by securing loans and receiving government support.[30][31]

In late 2020, the airline launched the Airasia Super App, diversifying its business model beyond air travel to include services such as food delivery, e-commerce and logistics.[13] This move was aimed at adapting to changing consumer behaviors and maintaining a steady revenue stream in the face of reduced air travel.[32]

As vaccination rates increased and travel restrictions began to ease in 2021, AirAsia gradually resumed its operations.[33] The airline restarted domestic flights within Malaysia in April 2021, focusing initially on rebuilding its domestic network before reintroducing international routes. By late 2022, AirAsia began reinstating international routes, prioritizing key markets within ASEAN and beyond. The airline targeted popular destinations in Thailand, Indonesia and India to restore its pre-pandemic network.

On 3 January 2022, AirAsia proposed its corporate name change to Capital A, which subject to shareholders' approval. The proposed name has been approved by the Companies Commission of Malaysia (SSM) and reserved by the company on 28 December 2021.[34] On 28 January 2022, the company changed its corporate name from AirAsia Group Bhd to Capital A Bhd to reflect the expansion of its business portfolio beyond the core budget airline. However, its airline business continued to use the AirAsia brand.[35]

AirAsia's recovery continued throughout 2022, as demand for travel rebounded.[33] By the end of the year, the airline had carried approximately 9.95 million passengers. In 2023, AirAsia significantly increased its capacity, with a nine-fold increase in available seats compared to the previous year. This expansion was driven by the resumption of routes and the addition of new aircraft to its fleet. Additionally, the airline expanded its international network by reintroducing routes between Thailand and China.

2024 – present: Strategic Reorganisation and Global Ambitions

[edit]
An AirAsia X Airbus A330 photographed at Seoul-Incheon International Airport. In 2024, AirAsia and AirAsia X began their merger into a single entity under the AirAsia Group.

On 8 January 2024, AirAsia X signed a non-binding agreement with Capital A to fully acquire AirAsia Bhd and AirAsia Aviation Group Limited (AAAGL), which oversees AirAsia’s affiliates outside Malaysia. The plan involves merging AirAsia Malaysia, Indonesia AirAsia, Philippines AirAsia and AirAsia Cambodia under the AirAsia X brand. Initially, the creation of a new entity, AirAsia Group Berhad, was proposed, but by August 2024, the decision was made to directly acquire AirAsia and AAAGL instead.[36][37] This acquisition, expected to be finalised by 30 May 2025, is projected to provide access to over 200 aircraft and 361 future aircraft orders from Capital A's aviation portfolio, integrating narrow-body and wide-body aircraft into a unified fleet.[38][39]

In March 2024, AirAsia launched its first flights to Perth in Australia using Airbus A321neo aircraft.[40] By late 2024, AirAsia outlined plans to position Kuala Lumpur International Airport as a key global aviation hub.[41] As part of this expansion strategy, the airline aimed to increase its fleet size from 79 to 92 aircraft by the end of 2024, while boosting daily flights from 230 to 258. Additionally, AirAsia plans to add eight new destinations to its network, bringing the total number of destinations to 106, up from 98.[12][42]

An AirAsia Airbus A321neo at Perth Airport, Western Australia

As of November 2024, to support its operational growth, AirAsia is considering acquiring up to 100 smaller regional aircraft. Discussions are underway with Airbus, Comac and Embraer, with potential options including the Airbus A220, Comac C919 and Embraer E2 families. These aircraft would complement AirAsia's existing Airbus A320 and A321 aircraft, enabling the airline to better serve secondary routes and adapt to market demands.[43]

Capital A, AirAsia's parent company, took significant steps to resolve its financial challenges. Capital A had been classified under Practice Note 17 (PN17) due to financial difficulties caused by the COVID-19 pandemic. PN17 is a status issued by Malaysia’s stock exchange, Bursa Malaysia, to companies facing financial distress, requiring them to submit a recovery plan to remain publicly listed. In December 2024, Capital A submitted its proposed regularisation plan to exit PN17, which includes a reduction of accumulated losses and the disposal of its aviation businesses to AirAsia X. The company aimed to complete the process and exit PN17 by the first quarter of 2025, once all necessary approvals are in place.[44][45]

In line with its broader turnaround strategy, AirAsia plans to launch a new Gulf hub and resume long-haul services to Europe, including London Gatwick.[46] In June 2025, CEO Tony Fernandes stated that Ras Al Khaimah and a city in Saudi Arabia were among four shortlisted locations for the proposed hub, while Dubai and Sharjah were ruled out due to operational considerations. The hub is intended to strengthen the airline’s presence in the Middle East and support connectivity between Southeast Asia and Europe.[47]

In July 2025, AirAsia signed a US$12.25 billion (RM51.71 billion) agreement with Airbus to acquire 50 Airbus A321XLR aircraft, with options to convert an additional 20 in the future. These extra-long-range narrowbody jets offer improved fuel efficiency and extended range compared to the A321neo, enabling the airline to operate low-cost services to Europe via one-stop connections through the Middle East, and to the United States with two-stop routes. Fernandes stated that these flights would be offered at fares significantly lower than those currently available in the market.[48]

Destinations

[edit]
Further information: List of AirAsia Group destinations

AirAsia has rapidly expanded its domestic and international network since its rebranding as a low-cost carrier in 2001. The airline's primary hub is located at Kuala Lumpur International Airport (KLIA), where it operates a substantial portion of its flights. AirAsia operates a broad domestic network within Malaysia, connecting numerous cities and regional hubs across the country. Key destinations include major cities like Kuala Lumpur, Penang, Kota Kinabalu and Kuching.

Internationally, AirAsia operates numerous routes across Southeast Asia and beyond, offering destinations in countries such as Thailand, Indonesia, the Philippines, Singapore and mainland China. The airline has also expanded into other regions, including India and Australia. This broad network has enabled AirAsia to become a significant player in the regional and international aviation markets, catering to both business and leisure travelers.

In addition to its primary operations at KLIA’s low-cost terminal, AirAsia (Malaysia) has developed secondary hubs to enhance regional connectivity. These hubs include Penang International Airport which acts as a gateway in northern Peninsular Malaysia, Kota Kinabalu International Airport and Kuching International Airport facilitating travel in Malaysian Borneo and Senai International Airport in Johor Bahru, which serves the southern region of Peninsular Malaysia and provides convenient access to and from Singapore. Together, these hubs play a vital role in supporting AirAsia’s extensive network, ensuring that the airline can efficiently serve its domestic and international markets.

Interline agreements

[edit]

Fleet

[edit]

Current fleet

[edit]
A lineup of AirAsia Airbus A320s at KLIA Terminal 2 in September 2022

As of August 2025, AirAsia operates the following aircraft:[50]

AirAsia fleet
Aircraft In service Orders Passengers Notes
Airbus A320-200 69 — 180 4 ex. MYAirline aircraft
186
Airbus A320neo 29 — 186
Airbus A321LR — 36 TBA Delivery will commence in 2025.[51]
Airbus A321neo 8 323[52] 236
Teleport fleet
Airbus A321-200/P2F 3 —[53] Cargo 9M-TLA, 9M-TLB and 9M-TLP
Total 109 359

Private aircraft

[edit]
AirAsia Private fleet
Aircraft In service Orders Passengers Notes
Bombardier Global Express 1 0 13 9M-CJG
Total 1 0 13

Fleet renewal and development

[edit]
An AirAsia Boeing 747-200 (N620FF) in a hybrid AirAsia-Tabung Haji livery leased from Tower Air for charter operations during the Hajj season in 2000

Previously operating the Boeing 737-300, AirAsia has now completely converted to the Airbus A320 family.

In June 2011, AirAsia ordered 200 Airbus A320neos at the Paris Air Show.[54][55] The planes were originally due to become available in 2015, and the deal was one of the largest ever for commercial aircraft in a single order.[54] The deal was worth US$18 billion at list prices, although AirAsia will have obtained a substantial discount from those prices.[55] The deal makes AirAsia Airbus' single biggest customer.[56] On 13 December 2012, AirAsia placed an order for an additional 100 Airbus A320 jets, splitting it between 64 A320neo and 36 A320ceo.[57]

At the Farnborough International Airshow in 2016, AirAsia ordered 100 A321neos at an estimated cost of US$12.6 billion at list prices.[58] AirAsia planned to fly these larger aircraft to airports that had infrastructure constraints.[59] AirAsia received its first A320neo in September 2016.

At the 2019 Farnborough Airshow, AirAsia further increased its orders for A320 aircraft, in the process also becoming Airbus' largest customer for the A321neo variant.[60] With this order, the total number of orders that AirAsia had placed for the Airbus A320 family climbed to 592, reaffirming the carrier's position also as the largest airline customer for the Airbus single aisle product line.[61] However, as a consequence of the COVID-19 pandemic on aviation, the orders for the new A320 family of aircraft were reworked by mutual agreement between AirAsia and Airbus in October 2021, with deliveries now scheduled to extend to 2035, among other undisclosed changes in purchase terms.[62]

Former fleet

[edit]

AirAsia formerly operated the following aircraft:[citation needed]

AirAsia former fleet
Aircraft Total Introduced Retired Replacement Notes
Boeing 737-300 32 1996 2009 Airbus A320-200
Boeing 747-200B 2 2000 2000 None Leased from Tower Air
3 2003 2003 Leased from Air Atlanta Icelandic and European Aviation Air Charter.
McDonnell Douglas MD-11ER 1 1999 2000 Leased from World Airways

Services

[edit]

On board

[edit]
Chicken rice meal served on a flight from Malaysia to Singapore.

AirAsia offers "Santan" menu, with options to buy on board offering food, drinks, merchandise and duty free for purchase. Pre-purchase of "Santan" meals is available at a lower price than on board, and with additional options [63] AirAsia is accredited by the KL Syariah Index of Bursa Malaysia, and in accordance with Shariah principles, it does not serve alcohol or pork. However, this applies only to the regional AirAsia group flights, and not to the AirAsia X flights, which do sell wine and beer on board.[64]

Frequent-flyer program

[edit]

AirAsia has launched a programme called "AirAsia rewards", formerly known as "BIG". Under this programme, it will issue loyalty points to AirAsia customers and third-party merchants. Points can then be used to redeem AirAsia flights.[65]

Corporate affairs

[edit]
The former KLIA LCCT (converted into a cargo terminal after the completion of KLIA Terminal 2) housed the AirAsia head office until the opening of RedQuarters.

The head office is the Red Quarters (RedQ) at Kuala Lumpur International Airport in Sepang, Selangor.[66] This facility also serves as the company's registered office.[67]

The airline has moved its head office to a new 56,985.1 m2 (613,383 sq ft), RM140mil facility constructed at klia2 (renamed as KLIA Terminal 2 in June 2023) on 7 November 2016.[68] Until the new head office opened, the airline's head office was located in the KLIA LCCT. The new klia2 head office has been scheduled to open at the end of 2015.[69] The former registered office was on level 13 of the Menara Prima Tower B in Petaling Jaya.[70]

RedQ is scheduled to hold about 2,000 AirAsia and AirAsia X employees.[68] Aireen Omar, the AirAsia Country CEO of Malaysia, stated that the headquarters needed to be redesigned because in the klia2 plans the location of the control tower had been changed.[71] Construction on the facility was scheduled to begin in July 2014.[72] Malaysia Airports Holdings is leasing the land that will be occupied by the headquarters.[71] January Ann Baysa, an AirAsia X flight attendant from the Philippines, gave the building the name "RedQuarters" or "RedQ".[68]

Business highlights

[edit]
AirAsia Group/Capital A business highlights[73]
Financial performance (RM million) Operating highlights (group)
Fiscal year Revenue Expenses Operating income Net income Assets Liabilities Equity Pax Available seats Load factor (%) RPK (million) ASK (million) Fleet size
2008 2,855 3,207 −352 −496 9,406 7,800 1,606 11,808,058 15,744,077 75.00 14,439 16,890 65
2009 3,133 2,220 913 506 11,398 8,777 2,621 14,253,244 19,004,325 75.00 16,890 22,159 84
2010 3,948 2,881 1,067 1,061 13,240 9,599 3,641 25,680,609 33,058,197 77.45 29,612 38,704 90
2011 4,495 3,332 1,163 555 13,906 9,870 4,036 29,975,005 37,505,692 79.81 35,090 43,940 97
2012 4,946 3,917 1,029 790 15,729 10,869 4,860 34,137,594 42,974,280 73.83 38,699 48,581 118
2013 5,112 4,249 863 362 17,856 12,855 5,001 42,431,075 53,777,570 75.59 47,880 60,261 154
2014 5,416 4,590 826 83 20,664 16,109 4,555 45,578,458 58,185,900 77.41 52,183 66,625 172
2015 6,298 4,702 1,596 541 21,316 16,865 4,451 50,258,794 62,809,426 79.46 58,479 73,209 171
2016 6,846 4,735 2,111 1,619 21,986 15,358 6,628 54,778,693 63,826,307 85.61 65,971 77,266 174
2017 9,710 7,549 2,161 1,571 21,674 14,964 6,710 63,385,096 72,283,184 83.75 74,986 85,961 205
2018 10,638 9,419 1,219 1,695 18,550 12,365 6,185 72,907,649 86,089,380 81.98 84,490 101,446 226
2019 11,860 11,136 725 −283 25,595 22,684 2,911 83,107,856 97,585,626 80.18 96,245 112,995 246
2020 3,274 8,697 −5,422 −5,888 19,866 23,436 −3,570 22,800,877 30,584,954 74.76 21,642 29,296 247
2021 1,836 4,682 −2,846 −3,721 20,030 26,453 −6,423 7,740,504 10,808,358 71.78 6,231 8,724 213
2022 6,437 7,831 −1,394 −3,304 19,928 29,445 −9,517 34,197,289 40,833,504 83.72 33,005 39,773 209
2023 14,693 14,547 145 −96 28,455 39,080 −10,625 49,250,326 55,907,707 88.09 57,389 66,164 216
Notes
  • Data before 2008 were excluded from the table as figures from 2000 to 2007 were compounded using a different fiscal year period.
  • The financial highlights table only includes figures from the Capital A Consolidated Airlines Group consisting of its main affiliate in Malaysia, and sub-affiliates Indonesia AirAsia and Philippines AirAsia.[74]

Affiliate airlines

[edit]

AirAsia Cambodia

[edit]
Main article: AirAsia Cambodia

In May 2017, AirAsia planned to open a subsidiary company in Cambodia to handle an increase of tourists from Malaysia visiting to the Cambodian cities of Phnom Penh, Siem Reap and Sihanoukville.[75] On 9 December 2022, AirAsia and Sivilai Asia signed a joint venture agreement to establish AirAsia Cambodia,[76] with AirAsia owning majority of the airline.[77] The airline commenced operations on 2 May 2024.[76]

AirAsia India

[edit]
Main article: AirAsia India

AirAsia India was the Indian affiliate of AirAsia. The airline was announced as a joint venture between AirAsia, Arun Bhatia, and Tata Sons on 19 February 2013. It commenced operations on 12 June 2014.[78] The airline is headquartered in Chennai,[79] with its primary hub at Kempegowda International Airport, Bangalore.[80][81]

In November 2020, AirAsia reviewing its India operations run in partnership with Tata Sons signalling a possible exit from the country.[82] The airline was later sold to Tata Sons in 2022, making it a wholly owned subsidiary of Air India Limited.[83][84] The airline merged with Air India Express in 2023.[85]

AirAsia Japan

[edit]
Main article: AirAsia Japan

AirAsia Japan was the Japanese low-cost airline affiliate of AirAsia based in Nagoya and formerly in Narita. The airline was first announced as a joint venture between AirAsia and All Nippon Airways in 2011.[86] It flew its first flight in August 2012.[86] The joint venture was terminated in June 2013, which led to the airline ceasing operations on 27 October 2013.[87]

A relaunch of AirAsia Japan was announced in 2014.[88] It recommenced operations on 29 October 2017, but due to low passenger demand caused by COVID-19 pandemic, it ceased operations on 5 October 2020.[89]

AirAsia X

[edit]
Main article: AirAsia X

AirAsia X is the long-haul operation of AirAsia. The franchise is able to keep costs down by using a universal ticketing system.[90] AirAsia X is also affiliated with Virgin Group[91] and Air Canada. On 17 May 2007, Tony Fernandes announced plans to commence flights from Malaysia to Australia. Fernandes said he would be avoiding Sydney Airport due to its high fees. Instead, the airline would concentrate on cheaper alternatives such as Melbourne's Avalon Airport, Newcastle and Adelaide Airport. Sustained fares were predicted to be around MYR 800 (A$285) for a return fare, plus taxes.[92] Interest was also expressed in using Gold Coast Airport as another Australian destination.[93] AirAsia X began operations on 2 November 2007, with its first flight from Kuala Lumpur to Gold Coast.

Indonesia AirAsia & Indonesia AirAsia X

[edit]
Main articles: Indonesia AirAsia and Indonesia AirAsia X

Indonesia AirAsia serves as the Indonesian affiliate of AirAsia, It operates scheduled domestic and international flights from Indonesia, with its main base at Soekarno-Hatta International Airport, Jakarta.[94] The airline was established as Awair in 1999 by 4th President of Indonesia Abdurrahman Wahid, of which he had a 40% stake in that he relinquished upon his election. On 1 December 2005, Awair changed its name to Indonesia AirAsia in line with the other AirAsia branded airlines in the region. AirAsia Berhad has a 49% share in the airline with Fersindo Nusaperkasa owning 51%. Indonesia's laws disallow a foreign-majority ownership on domestic civil aviation operations.

Indonesia AirAsia X was a joint venture of AirAsia X. It served Indonesia AirAsia's regularly scheduled long haul international flights from Bali's Ngurah Rai International Airport. Indonesia AirAsia X launched its first flight to Taipei on 29 January 2015. It ceased scheduled operations in January 2019.

Philippines AirAsia

[edit]
Main article: Philippines AirAsia

Philippines AirAsia is a joint venture between Filipino investors and AirAsia. The Filipino group include Antonio Cojuangco, Jr., Yancy Mckhel Mejia, former owner of Associated Broadcasting Company with flagship television station TV5, Michael Romero, a real estate developer and port operator, and Marianne Hontiveros. The airline is 60% owned by the Filipino investors and the remaining 40% is owned by AirAsia.[95] The airline was launched on 16 December 2010[95] and commenced operations on 28 March 2012.[96]

In 2013, it partnered with Zest Airways, a Philippine low-cost airline. It operates scheduled domestic and international tourist services, mainly feeder services linking Manila and Cebu with 24 domestic destinations in support of the trunk route operations of other airlines. Less than a year after AirAsia and Zest Air's strategic alliance, Zest Airways was rebranded as AirAsia Zest on 21 September 2013.[97] It merged with Philippines AirAsia in 2015.[98]

Thai AirAsia & Thai AirAsia X

[edit]
Main articles: Thai AirAsia and Thai AirAsia X

Thai AirAsia is a joint venture between AirAsia and Thailand's Asia Aviation. It serves AirAsia's regularly scheduled domestic and international flights from Bangkok and other cities in Thailand. Prior to 2016, Thai AirAsia was 55% owned by Asia Aviation and 45% owned by AirAsia International. King Power acquired 39% of Asia Aviation in 2016. The airline sponsors the Thai football teams Buriram United, Muangthong United, Chonburi, Osotspa Saraburi, BEC Tero Sasana, Chiangrai United, Esan United, Chainat Hornbill, Customs United, Bangkok United, Phuket Andaman, Krabi, Air Force United, Nakhon Phanom, Loei City, Trang and the referee of Football Association of Thailand.

Thai AirAsia X is Thailand's first long-haul low-cost airline. It was scheduled to begin operations in June 2014. After putting off the launch that had been planned for the first quarter, Thai AirAsia X was to launch its maiden service from Bangkok to Incheon, South Korea on 17 June and then begin regular flights to Japan's Narita Airport in Tokyo and Osaka around July.[99]

In May 2022, AirAsia announced the introduction of its ride-hailing service in Thailand, AirAsia Ride.[100][101] Thailand is the second country AirAsia is expanding the e-hailing services in, directly competing with the dominant player, Grab.

Awards and recognitions

[edit]
  • Skytrax
    • World's Best Low-Cost Airline (2009–present)[102]
  • World Travel Awards
    • World's Leading Low-Cost Airline (2013–present)[103]
    • World's Leading Low-Cost Airline Cabin Crew (2017–present)[103]
    • Asia's Leading Low-Cost Airline (2016–present)[104]

Criticism and controversy

[edit]

Barisan Nasional-themed flight

[edit]

Before the 2018 Malaysian general election, AirAsia received criticism for seemingly backing Najib Razak and his Barisan Nasional coalition, a move seen as politically incorrect by some political commentators.[105] Najib was seen returning from Sabah to Kuala Lumpur after a campaign trip on an AirAsia flight together with AirAsia CEO Tony Fernandes. The aeroplane that Najib flew was draped in the blue of BN with the air stewardesses dressed in that same blue, instead of the typical AirAsia red. The words "Hebatkan Negaraku" (English: "Make my country greater") can also be seen across the fuselage of the aeroplane. After Najib was defeated in the general election, Tony Fernandes issued an apology, claiming that he had buckled under the intense pressure from Najib's government.[106]

Other controversies and issues

[edit]

In 2007, passengers from "The Barrier-Free Environment and Accessible Transport Group" protested against the airline over its refusal to fly passengers who were completely immobile.[107] They claimed that people with disabilities were discriminated against when booking tickets online; the CEO of the airline said it did not turn away passengers in wheelchairs.[108]

On 27 June 2025, AirAsia's digital platform MOVE was fined ₱6 million (around US$106,000) by the Civil Aeronautics Board in the Philippines, after the Department of Transportation (DOTr) found that its fares were overpriced. The investigation started when the DOTr received a complaint from Richard Gomez and Lucy Torres-Gomez, who used the platform to buy Philippine Airlines flights from Tacloban to Manila, which costed them ₱77,704. AirAsia said that this was because of “temporary data synchronization issues with flight pricing partners.”[109]

See also

[edit]

References

[edit]
[edit]
Revisions and contributorsEdit on WikipediaRead on Wikipedia

AirAsia

View on Grokipedia
from Grokipedia

AirAsia Berhad, operating as , is a Malaysian low-cost headquartered in , founded in 2001 by , , Aziz Bakar, Conor McCarthy, and Pahamin Rajab after acquiring the struggling carrier established in 1993. The pioneered the budget travel model in with its "Now Everyone Can Fly" slogan, emphasizing no-frills service, high utilization, and ancillary revenue streams to achieve profitability in its first year under new ownership. As of February 2026, following the completion of group consolidation in January 2026—including acquisitions, a fully subscribed RM1 billion private placement, and ongoing debt restructuring targeting US$500–600 million—AirAsia (including AirAsia X) is fully operational and expanding its network, with AirAsia X announcing the launch of Kuala Lumpur to London flights via a new strategic hub in Bahrain, commencing in June 2026. AirAsia operates a fleet of 109 aircraft as of late 2025, primarily models, serving an extensive network across countries and select international routes through subsidiaries like for long-haul flights. In 2024, it carried 63 million passengers with an average load factor of 89%, underscoring its position as one of Asia's largest low-cost carriers by passenger volume and its role in democratizing in the region. The group's low-cost strategy, including point-to-point routes and secondary airport usage, has driven consistent operational efficiencies, though it has faced challenges from regional competition and post-pandemic recovery dynamics.

History

Foundation and Early Operations (1993–2001)

AirAsia was established on 20 December 1993 by DRB-HICOM Berhad, a Malaysian government-linked conglomerate formed from the merger of Heavy Industries Corporation of Malaysia (HICOM) and Defense Resources Berhad (DRB), with the aim of creating a second national carrier to support domestic aviation needs alongside Malaysia Airlines. The initiative reflected broader efforts in the early 1990s to diversify and expand Malaysia's aviation sector under government oversight, positioning AirAsia as a full-service operator rather than a budget model. Commercial operations began on 18 November 1996, marked by the inaugural flight from to the island of using a leased 737-300 . Initial services concentrated on domestic trunk routes within and to , including destinations such as , , and , served by a modest fleet of 737-300 jets. As a full-service carrier, AirAsia offered amenities typical of legacy airlines, including in-flight meals and assigned seating, but maintained fares slightly below those of to attract passengers. From inception through 2001, AirAsia grappled with financial difficulties, posting consistent losses attributed to intense from the dominant state carrier, high fixed costs associated with full-service operations, and the adverse effects of the on travel demand. Despite expansion ambitions under DRB-HICOM's stewardship, the airline struggled to achieve viable load factors and revenue, accumulating debts exceeding $11 million (RM40 million) by late 2001 while operating just two and employing approximately 254 staff. These challenges underscored the inefficiencies of its conventional model in a market protected by regulatory barriers and subsidized , culminating in the decision to divest the unprofitable entity.

Pivot to Low-Cost Model (2001–2002)

In late 2001, Tune Air Sdn Bhd, led by Tony Fernandes and Datuk Kamarudin Meranun, acquired the struggling AirAsia from DRB-HICOM for a nominal one Malaysian ringgit, assuming approximately 40 million ringgit in debt. At the time, AirAsia operated as a full-service regional carrier with two aging Boeing 737-300 aircraft and a workforce of about 200 employees, having faced financial difficulties since its inception in 1996. Fernandes, a former music industry executive with no prior aviation experience, mortgaged his home to finance the deal, aiming to replicate the low-cost model of Southwest Airlines in Southeast Asia. The pivot involved stripping away frills to minimize costs, including eliminating in-flight meals, assigned seating, and frequent flyer programs, while introducing fares as low as one ringgit for promotional tickets to destinations like . Operations resumed on December 18, 2001, with the inaugural low-cost flight from to , emphasizing high aircraft utilization, quick turnarounds, and direct sales to bypass travel agents. By focusing on secondary airports and point-to-point routes, AirAsia targeted price-sensitive leisure travelers underserved by flag carriers like . In 2002, AirAsia pioneered online ticket sales in Asia, enabling customers to book via its website and reducing distribution costs significantly. The airline adopted the slogan "Now Everyone Can Fly," which resonated amid post-9/11 travel hesitancy and economic pressures, leading to rapid load factor improvements and breakeven operations within months. This transformation positioned AirAsia as Southeast Asia's first low-cost carrier, achieving profitability by 2002 through disciplined cost controls and aggressive marketing.

Domestic and Regional Expansion (2003–2006)

Following the successful pivot to a model, AirAsia intensified its domestic operations in by establishing a second hub at in in December 2003, facilitating increased frequency to southern routes and alleviating congestion at its primary base. The airline further bolstered its presence in , opening bases at in and in by 2006, which supported expanded connectivity to underserved regional destinations and contributed to higher load factors on intra-Malaysian flights. To extend beyond Malaysia, AirAsia formed a with Thailand's Shin Corporation in November 2003, launching in February 2004 with initial domestic routes from Bangkok's Don Mueang Airport to , Phuket, and , marking the group's first cross-border affiliate and enabling seamless regional feeder traffic. In 2005, the expansion continued with the establishment of , which began operations that year from Jakarta's Soekarno-Hatta International Airport, targeting Indonesia's archipelago market with low-fare services to multiple islands. Additional regional routes were introduced, including services to in , , and in by late 2005, broadening the network across and southern China. Funding this growth, AirAsia conducted an on the Kuala Lumpur Stock Exchange on November 22, 2004, which provided capital for fleet and route investments. The airline's fleet expanded significantly during this period, transitioning from an all-Boeing 737-300 configuration to incorporating A320 aircraft, with the first A320 delivered in December 2005 to improve efficiency on shorter regional sectors. By the end of 2006, passenger numbers reached 10 million annually, reflecting the impact of these expansions. In August 2006, AirAsia assumed operations of ' rural air service routes in and under the Fly Asian Xpress brand, enhancing access to remote domestic areas..pdf)

International Growth and Acquisitions (2006–2012)

In 2006, AirAsia bolstered its fleet through the acquisition of seven Airbus A320 and six 737-300s, expanding its total to 42 planes to support growing demand for regional services. This procurement aligned with the airline's strategy to standardize on fuel-efficient narrow-body jets while phasing out older models, enabling higher frequency on international short-haul routes across . The carrier intensified its international footprint by leveraging affiliate airlines in neighboring markets. By early 2008, the AirAsia Group operated 90 routes spanning 11 countries, including expansions into via , which had commenced operations in December 2005 but saw route growth during this period. In 2009, the network further diversified to 110 routes, with more than 30 new services launched in 2008 alone, connecting over 70 destinations primarily within nations. A pivotal development occurred in 2007 with the creation of , a dedicated long-haul low-cost aimed at medium- to long-range markets beyond the range of its core A320 fleet. began operations that year, initially targeting with services from , followed by extensions to and , including routes to and by 2009, which introduced competition on transcontinental low-cost travel. To penetrate high-potential markets outside , AirAsia pursued joint ventures for new affiliates. In August 2011, it partnered with to form AirAsia Japan, marking its entry into the market and launching initial domestic flights from in August 2012. This period also saw the establishment of in 2012, further diversifying the group's presence in . These initiatives, structured as equity partnerships rather than outright acquisitions, allowed AirAsia to navigate restrictions while exporting its low-cost model.

Strategic Shifts Amid Competition (2013–2019)

During the period from to 2019, AirAsia confronted escalating competition from regional low-cost carriers such as Indonesia's and the ' Cebu , which contributed to overcapacity in Southeast Asian markets and pressured yields on key routes. In response, the airline pursued a of selective route rationalization, suspending underperforming services like the Kuala Lumpur-Goa route in June 2016 to reallocate capacity toward higher-demand corridors. This approach aimed to mitigate the effects of intensified rivalry, which had eroded profitability since late due to aggressive capacity additions across the region. AirAsia maintained fleet expansion to support network growth, adding 10 aircraft to its Malaysia operations in 2018 alone, which enabled over 15% year-on-year seat capacity increase and positioned it to potentially overtake as Southeast Asia's largest airline by passenger volume in 2019. The carrier emphasized fuel-efficient A320neo aircraft deliveries starting in 2016, aligning with cost-control imperatives amid volatile oil prices and competitive fare wars. Affiliates like and expanded selectively, with Thailand's long-haul unit boosting capacity by 41% in 2019 through new routes such as Bangkok-Brisbane, though guest growth lagged at 29% due to rival pressures. Financial performance reflected these adaptations, with group revenue rising from RM6.85 billion in 2015 to RM11.86 billion in , driven by 11% capacity growth and ancillary revenue enhancements like digital bookings and onboard sales. However, net profit swung to a RM286 million loss in from RM1.7 billion in 2018, attributable partly to absent one-off gains and sustained competitive intensity, prompting further emphasis on and high-yield international routes. Overall, AirAsia's shifts prioritized disciplined expansion over unchecked growth, leveraging its established low-cost model to sustain against proliferating LCC entrants.

Pandemic Disruption and Initial Recovery (2020–2023)

The severely disrupted AirAsia's operations starting in early 2020, as international and domestic travel restrictions across led to the grounding of much of its fleet and a sharp decline in passenger demand. By March 2020, , the long-haul affiliate, had grounded its entire fleet amid border closures and lockdowns, while the core short-haul operations saw capacity slashed dramatically due to movement control orders in and similar measures elsewhere. Travel bans and quarantines caused revenue to plummet, with AirAsia Berhad reporting a "terrible" decrease in 2020 attributable to paucity of passengers and high fixed costs from staffing. The group, including subsidiaries like AirAsia Thailand and AirAsia Indonesia, faced existential threats, prompting the shutdown of in 2020 as unviable under prolonged restrictions. In response, AirAsia implemented aggressive cost-cutting, including workforce reductions of up to 30% across its 20,000-strong group, and pursued without relying on outright bailouts. The Malaysian rejected direct bailouts for airlines like AirAsia, emphasizing shareholder responsibility, though AirAsia secured a reported 1 billion ringgit (approximately $242 million) low-interest loan in 2020 to avert deeper job cuts. AirAsia X initiated a major restructuring in 2020, proposing to address RM63.5 billion in liabilities through creditor negotiations, returns, and network trimming, amid ongoing fleet groundings that persisted into 2021. These measures, combined with operational pivots like services on , mitigated immediate collapse but resulted in substantial losses, with the exacerbating pre-existing challenges from high and issues grounding A320neo planes. Initial recovery gained momentum in 2022 as vaccination rollouts and eased restrictions boosted domestic demand, allowing AirAsia to ramp up capacity to 61% of pre-pandemic levels by the fourth quarter, with Malaysia operations at 68%. led the rebound, leveraging its domestic network to achieve rapid international seat sales growth, while the group as a whole targeted full operational recovery by mid-2023. reported near-profitability in 2022, posting a profit before of RM0.3 million excluding one-off voucher provisions, and achieved outright profitability by 2023 through route optimization and controls. By fiscal 2023, overall capacity recovered to 77% group-wide, with domestic routes at 82% versus 72% for international, signaling a phased return to growth amid lingering supply chain hurdles like aircraft deliveries.

Restructuring, Merger, and Ambitious Expansion (2024–present)

In 2024, AirAsia's parent company Capital A Bhd advanced its plan, which included the proposed acquisition by Bhd of Capital A's stakes in AirAsia Aviation Group Ltd for RM3 billion and AirAsia Bhd for RM3.8 billion, announced on April 25, 2024. This transaction, approved unanimously by shareholders on October 16, 2024, aimed to consolidate short-haul and long-haul operations under a unified AirAsia Group structure to enhance efficiency and market positioning. Deadlines for completion were extended multiple times, from January 25, 2025, to March 24, 2025, and further to July 31, 2025, to address regulatory and financial prerequisites. Capital A's broader regularisation and efforts progressed toward completion by June 2025, incorporating a MYR1 billion capital injection to bolster liquidity and support regional expansion. The merger was positioned to restore pre-pandemic capacity levels, introduce over 30 new routes, and unify branding and operations across affiliates. Amid these changes, AirAsia pursued aggressive fleet expansion, confirming 14 new aircraft deliveries for 2025, including four direct from and ten from lessors, to meet surging demand. In July 2025, the group signed a for 50 A321XLR aircraft, with conversion rights for 20 additional units, enabling longer-range operations such as one-stop flights to starting around 2028. planned to grow its fleet from nearly 30 to up to 100 aircraft by leveraging these developments. Passenger traffic rose 11% in 2024, supported by reactivating aircraft and expanding the active fleet to 205 from a total of 224. By August 2024, the group's fleet reached 221 aircraft following deliveries of four new A321neos. The restructuring culminated in the completion of the group consolidation in January 2026. On 19 January 2026, AirAsia X completed the acquisition of AirAsia Berhad and AirAsia Aviation Group Limited from Capital A, consolidating all AirAsia-branded airlines under a single AirAsia Group platform to improve operational efficiencies, fleet utilization, and network planning. This transaction was supported by a fully subscribed RM1 billion private placement and involved the assumption of significant debt. Following the consolidation, AirAsia X is pursuing debt restructuring targeting US$500–600 million to refinance debt, extend loan tenures, reduce interest costs, and streamline debt instruments. As of February 2026, AirAsia (including AirAsia X) remains fully operational and is expanding its network. AirAsia X announced the launch of flights from Kuala Lumpur to London Gatwick via a new strategic hub in Bahrain, marking its return to European services and the establishment of its first hub outside Asia. Services are scheduled to commence on 26 June 2026, with bookings already open.

Business Model

Core Low-Cost Carrier Principles

AirAsia's model centers on rigorous cost minimization to enable fares often below those of full-service competitors, fostering high load factors by attracting price-sensitive travelers who might otherwise opt for alternative transport. This approach, implemented since Tony Fernandes's acquisition in December 2001, emphasizes operational simplicity and efficiency, including sales via the airline's website and mobile app to eliminate intermediary commissions and achieve near-100% online bookings. By 2007, independent analysis by confirmed AirAsia's operating costs per available seat kilometer (ASK) as the lowest globally, surpassing even established low-cost peers through strategies like streamlined processes and avoidance of legacy overheads. Central to these principles is high aircraft utilization, with aircraft achieving turnaround times of approximately to enable up to 12-14 flight hours per day, far exceeding industry averages for full-service carriers. The maintains a standardized fleet predominantly composed of the , which lowers , , and spare parts costs by an estimated 15-20% compared to mixed fleets. Point-to-point prioritizes high-density, short- to medium-haul routes, minimizing delays from hub connections and burn from circuitous paths, while secondary usage where feasible further reduces landing fees and ground handling expenses. Complementing cost controls is a , offering bare-bones transportation from origin to destination without complimentary meals, entertainment, or checked baggage, which passengers pay for to generate 30-40% of as ancillary income. This unbundled pricing model, coupled with dynamic fare structures that fill seats via , ensures profitability even at headline low fares starting from RM1 (about $0.23) in promotional campaigns. Safety remains non-negotiable, with rigorous compliance to international standards underpinning all efficiencies, as articulated by in emphasizing "low fares, no frills, but safe." While recent evolutions toward a low-cost network carrier incorporate multi-hub connectivity, the foundational principles of lean operations and customer-funded extras persist to sustain competitive edges in Asia's price-elastic markets.

Revenue Streams and Cost Controls

AirAsia derives the majority of its from passenger ticket sales and ancillary services associated with its operations. Ancillary , encompassing fees for excess baggage, seat selection, in-flight meals and merchandise, priority check-in, and , has become a critical component, often comprising approximately 19-20% of total . In the second quarter of 2025, ancillary reached RM847 million, marking a 3% year-over-year increase and driven partly by a 49% surge in cargo from belly-hold capacity. For its long-haul affiliate , ancillary services accounted for a substantial share, with per-passenger ancillary rising 10% year-over-year to RM277 in the first quarter of 2025. Additional revenue streams include cargo transport and partnerships integrated through the AirAsia ecosystem, such as bundled travel services via the AirAsia MOVE platform, which generated contributions from hotels and other bookings. In the first quarter of 2025, ancillary revenue per passenger grew 8.4% despite softer flight volumes, underscoring the model's reliance on non-core services to boost yields. Scheduled flights and ancillaries together formed 93% of AirAsia X's for the full year 2024. Overall group revenue under parent Capital A Berhad, which includes , reached levels supporting recovery, with aviation segments emphasizing high load factors—89% in 2024—to maximize ticket and ancillary yields. To sustain low fares, AirAsia implements rigorous cost controls rooted in principles, including fleet standardization on the fuel-efficient , which reduces maintenance, training, and parts inventory expenses through . High aircraft utilization—achieved via short turnaround times of 25 minutes or less—and point-to-point routing minimize ground handling and crewing costs compared to hub-and-spoke models. The carrier avoids complimentary services like meals and entertainment, non-core functions such as ground handling and IT to third parties, and relies heavily on direct online sales to eliminate intermediary commissions, which historically accounted for up to 10% of distribution costs in traditional models. Operational efficiencies further include selecting secondary airports with lower landing fees and faster processing, alongside aggressive and variable staffing tied to demand. During recovery phases post-2020, AirAsia pursued targeted cost containment, such as optimizing fleet deployment and digital tools for , enabling it to maintain cost per available seat kilometer (CASK) advantages over full-service competitors in . These measures have supported profitability amid volatile fuel prices and competition, with strategies emphasizing process standardization and leverage for ongoing cost leadership.

Operations

Route Network and Destinations

![AirAsia Airbus A320][float-right] AirAsia primarily operates a point-to-point route network focused on short- and medium-haul flights within , with Terminal 2 (KLIA2) serving as its main hub. At KLIA2, AirAsia's Fly-Thru service enables seamless connections for passengers on AirAsia flights booked under a single itinerary, allowing airside transfers without entering the public area, dedicated immigration and security screening as required for the flight types, and automatic through-checking of baggage to the final destination. Secondary hubs include operations from Don Mueang, Soekarno-Hatta, and Ninoy Aquino, enabling connectivity across the region. The network emphasizes high-frequency services to underserved markets, driving demand through low fares and promoting and business travel. As of February 2026, AirAsia (airline code AK) serves 16 domestic destinations within and 63 international destinations across 19 other countries, for a total of 79 destinations in 20 countries. Key international routes connect to major cities in (e.g., , Phuket), (e.g., Jakarta, Bali), (e.g., , ), the (e.g., , ), , (e.g., , ), (e.g., , ), and (e.g., ). Select longer routes extend to (e.g., Perth, ), (e.g., ), (e.g., ), and (e.g., ). AirAsia X, the group's long-haul subsidiary, has announced a new route from Kuala Lumpur to London Gatwick via a strategic hub in Bahrain, with services commencing on 26 June 2026 and bookings already open. This marks AirAsia X's first strategic hub outside Asia and its return to London services. The route structure leverages open skies policies to offer seamless regional travel, with many flights operating daily or multiple times weekly from KLIA2. In 2025, AirAsia announced intentions to introduce over 30 new routes, targeting enhanced fly-thru options and markets in , , and beyond to capitalize on post-pandemic recovery and visa-free travel initiatives. This expansion builds on the carrier's model of rapid network growth, which historically prioritized secondary cities to minimize competition and airport costs.

Fleet Overview and Developments

AirAsia's fleet consists entirely of optimized for high-frequency, short- to medium-haul routes. As of October 2025, the airline operates 109 aircraft, comprising 56 active Airbus A320-200s, 25 active A320neos, 3 active A321-200s, and 7 active A321neos, with 18 additional units parked due to ongoing post-pandemic adjustments. The average fleet age stands at 11 years, supporting through type commonality in , , and parts inventory. Historically, AirAsia inherited a fleet of from its predecessor AirAsia upon commencing operations in 1996, supplemented briefly by larger types such as and 747-300s for services. Following the 2001 acquisition and turnaround under , the shifted strategy toward a pure low-cost model, ordering 100 in 2005 to replace the less fuel-efficient 737s, completing the phase-out of aircraft by 2011. This transition reduced operating costs by leveraging the A320's superior economics, including lower fuel burn and higher reliability in high-density regional networks. Fleet expansion accelerated in the late and , with orders exceeding 600 A320 family aircraft by 2019, emphasizing high utilization rates averaging 12-14 hours daily per plane. The introduction of A320neo variants from 2016 addressed rising fuel prices and environmental pressures, offering 15-20% better via new engines and aerodynamic improvements. Post-2020 grounding of over 80% of the fleet, AirAsia reactivated aircraft progressively, resuming deliveries in mid-2024 and confirming 14 new units for 2025—four direct from and ten from lessors—to match surging demand. Looking ahead, AirAsia maintains a substantial order backlog, including eight A321neos delivered in 2024 and firm commitments for 50 A321XLRs valued at $12.25 billion, with initial deliveries slated for 2028 to enable extended-range routes up to 4,700 nautical miles. The shift toward higher-capacity A321neo and XLR variants reflects a strategic pivot to denser markets and one-stop connectivity to and , while preserving the all-Airbus narrowbody uniformity that underpins its cost leadership.

Onboard Services and Passenger Amenities

AirAsia operates as a , offering basic onboard services with most passenger amenities available for additional purchase to maintain affordable base fares. Standard economy feature slimline design with limited recline and padding, providing approximately 29-31 inches of pitch depending on the . Seat selection, including , , or extra-legroom "Hot Seats," incurs fees starting from the booking stage, with costs increasing closer to departure; standard seats are assigned for free during if not pre-selected. Inflight meals and beverages are not complimentary and must be purchased either pre-flight via the Santan service or onboard from cabin crew using updated NFC-enabled tablets for faster transactions, reducing processing time by over 50%. Options include pre-bookable hot meals like chicken rice or , alongside onboard packaged snacks such as chips, nuts, , canned drinks, and ; outside and beverages are prohibited per policy. Entertainment is provided through the paid Xcite system, accessible via a pre-loaded tablet offering high-definition movies, TV series, , games, and magazines with up to six hours of battery life. No seatback screens are available on standard flights, aligning with the carrier's cost-control model. Duty-free items and merchandise can be browsed pre-flight via e-catalogue and purchased onboard. Carry-on baggage allowance includes one personal item and one cabin bag up to 7kg total without additional fee, while requires separate purchase; individual items over 32kg are not accepted for reasons. On long-haul flights, Premium Flatbed upgrades offer full-flat seats with adjustable headrests, pillows, and blankets for enhanced comfort.

Affiliates and Partnerships

Key Subsidiary Airlines

AirAsia's key subsidiary airlines operate as affiliates or joint ventures in Southeast Asian markets, enabling the group to navigate local ownership regulations while implementing its low-cost model across borders. These entities, including , , , and , focus on short-haul regional routes, with bases in their respective countries and fleets primarily consisting of aircraft. In 2021, AirAsia restructured by placing four core short-haul subsidiaries—AirAsia Malaysia, Thai AirAsia, Indonesia AirAsia, and Philippines AirAsia—under AirAsia Aviation Limited to streamline oversight and operations. Thai AirAsia, launched in 2004 as a with Thai shareholders to comply with limits, operates from Don Mueang Airport in , serving over 50 destinations with a fleet exceeding 50 as of 2025. It emphasizes high-frequency domestic flights within alongside regional connections to , , and . Indonesia AirAsia, established in 2004 in partnership with local investors, is headquartered in and focuses on archipelagic domestic routes plus international services to neighboring countries, operating around 40 and handling significant passenger volumes in Indonesia's competitive market. Philippines AirAsia, formed in 2012 through a merger with Zest Air and local collaboration, bases its operations at in , providing affordable access to over 20 domestic destinations and short-haul international flights, with a fleet of approximately 20 narrow-body jets. AirAsia Cambodia, the group's newest affiliate launched in 2020, operates from , targeting Cambodia's domestic market and cross-border routes to , , and with a smaller fleet of A320s. AirAsia X serves as the group's long-haul low-cost arm, distinct from short-haul subsidiaries but integral to the network, flying wide-body Airbus A330s from Kuala Lumpur to destinations in Australia, Japan, South Korea, and the Middle East. As of October 2025, AirAsia X remains a separately listed entity pursuing acquisition of the short-haul AirAsia operations, delayed to year-end pending regulatory approvals, aiming for unified branding and efficiency under AirAsia Group. This structure has supported network expansion, with plans for 30 new routes in 2025 emphasizing connectivity among subsidiaries. Thai AirAsia X operates similarly as a long-haul extension from Bangkok, though on a smaller scale.

Interline and Strategic Alliances

AirAsia, operating primarily as a , has historically avoided membership in major global alliances, opting instead for bilateral interline agreements to selectively expand connectivity while maintaining operational independence. In 2023, AirAsia's parent company, Capital A, formalized a comprehensive partnership with Group, including an interline (MOU) between AirAsia and , Garuda's low-cost subsidiary. This marked AirAsia's first significant external partnership, focused on integrating Citilink's domestic Indonesian network—covering nearly 50 destinations—with AirAsia's regional and international routes serving over 150 points. The interline agreement enables through-check-in, baggage transfer, and single-ticket itineraries for passengers connecting between AirAsia's Southeast Asian hubs and 's feeder services to underserved third- and fourth-tier Indonesian cities. Initially slated for launch in early 2024, operations commenced in the first quarter of 2025, addressing delays related to regulatory and system integrations. This setup provides AirAsia customers access to 's extensive domestic footprint, while passengers gain seamless onward connections to AirAsia's broader and Asia-Pacific network. Beyond passenger services, the partnership encompasses strategic elements in and , repair, and overhaul (MRO), with AirAsia's Teleport division collaborating on synergies. Future expansion includes potential with Indonesia's full-service operations post-Citilink rollout, aiming to further bridge low-cost and premium segments within . AirAsia's AirAsia MOVE platform supports additional strategic distribution alliances with over 70 airlines, such as (ANA), , and , facilitating bundled bookings and virtual interlining via software-enabled connections rather than traditional operational interlines. These arrangements enhance revenue through ancillary sales but do not universally include physical baggage handling or guaranteed transfers. No other major passenger interline partners have been publicly confirmed as of late 2025, reflecting AirAsia's cautious approach to alliances amid past failures of regional low-cost groupings like the .

Corporate Affairs

Leadership and Governance

AirAsia was founded in 2001 when and Datuk Kamarudin bin Meranun, along with associates Aziz Bakar, Conor McCarthy, and Pahamin Rajab, acquired the debt-laden airline from for one , initiating its transformation into Southeast Asia's leading . , who previously worked in music and , assumed the role of CEO, driving expansion through aggressive cost-cutting and route growth, while Meranun provided key financial backing as co-founder. As of 2024, continues as of Capital A Berhad, the for AirAsia Group, overseeing strategic direction and operations across affiliates. Kamarudin bin Meranun serves as Executive Chairman of Capital A, focusing on board and . Bo Lingam holds the position of Group for AirAsia MOVE, managing day-to-day execution. In January 2024, the group appointed Captain Chester Voo as Deputy Group for Airline Operations and Farouk Kamal to bolster operational resilience post-pandemic. Governance is structured under Capital A Berhad, a publicly listed entity on , with a responsible for policy review, strategy oversight, and ethical conduct across group companies. The board includes independent non-executive directors and committees such as and , adhering to Malaysia's framework emphasizing transparency, accountability, and risk management. This setup has supported AirAsia's recovery from financial distress, though it has faced scrutiny over executive and related-party transactions typical in founder-led firms.

Financial Performance and Ownership

Capital A Berhad, the parent entity overseeing AirAsia operations prior to the 2026 restructuring, recorded its first annual net profit since the onset of the COVID-19 pandemic in fiscal year 2023, with revenue reaching RM14.8 billion—a figure 25% above 2019 pre-pandemic levels—driven by capacity expansion and demand recovery in Southeast Asia. However, fiscal year 2024 resulted in a net loss, attributed primarily to adverse foreign exchange fluctuations amid ringgit depreciation, despite segmental revenue growth to RM4.8 billion in the fourth quarter and EBITDA expansion to RM1.2 billion (25% margin). In the first quarter of 2025, the group reported of RM5.3 billion and profit after tax of RM194 million, reflecting robust load factors above 85% and ancillary income contributions, even with 15 temporarily grounded for . The second quarter delivered of RM4.8 billion, EBITDA of RM1.1 billion, and net operating profit, culminating in profit after tax of RM1.5 billion— a turnaround from the prior year's loss—bolstered by operational efficiencies and foreign exchange gains, though core metrics like yield and per available seat kilometer remained pressured by competitive . Capital A Berhad is listed on the Main Market of (stock code: 5099). Substantial shareholders as of recent disclosures include Tune Air Sdn Bhd (11.92%) and Tune Live Sdn Bhd (11.75%), private entities controlled by co-founders Tan Sri and Dato' , who exert significant indirect influence through these holdings estimated at over 20% combined. Positive Boom Ltd maintains a 7.67% stake, with the remainder dispersed among institutional and public investors. This structure aligns founder strategic oversight with public market accountability, though forex volatility has periodically impacted reported equity values. In January 2026, Capital A Berhad completed its restructuring, disposing of its aviation business to AirAsia X Berhad on 16 January 2026 and distributing AirAsia X shares to its shareholders on 19 January 2026. The High Court of Malaya approved a capital reduction of RM5,507,594,000 on 21 January 2026, finalizing the regularisation plan to exit PN17 status. As part of the group consolidation, AirAsia X secured full subscription for a RM1 billion private placement at RM1.65 per share, completed on 19 January 2026, to strengthen its balance sheet, support the acquisition, and enable debt refinancing. AirAsia X also announced ongoing debt restructuring targeting $500–600 million to consolidate debt instruments and improve financial efficiency. These developments marked the separation of aviation operations under AirAsia X Berhad, with Capital A focusing on non-aviation segments.

Achievements and Recognition

Industry Awards and Milestones

AirAsia was founded in 1993 and commenced operations on November 18, 1996, initially as a full-service carrier before facing financial difficulties. In December 2001, it was acquired for one ringgit (approximately US$0.26) by a led by , including Tune Air Sdn Bhd, amid RM40 million in debt and only two , marking the pivotal shift to a model inspired by . This acquisition enabled rapid expansion, with the airline achieving its first profitable year in 2002 and becoming Asia's first ticketless airline that same year. Key operational milestones followed, including the launch of the world's first SMS booking system on August 19, 2003, and the inaugural international route to later that year, extending beyond domestic Malaysian services. AirAsia went public with an on the in October 2004, raising RM717.4 million to fund fleet growth and regional network development. By 2010, it had grown to operate over 100 routes across , solidifying its position as Malaysia's largest by fleet size and destinations. The has earned consistent recognition for its low-cost model and service efficiency. AirAsia was named the World's Best Low-Cost Airline at the World Airline Awards for the 16th consecutive year in 2025, a streak beginning in 2010 based on surveys evaluating aspects like cabin staff, value for money, and . At the 2025 World Travel Awards, it secured Asia's Leading Low-Cost Airline title for the 13th straight year, with its cabin crew also honored as Asia's Leading Low-Cost Airline Cabin Crew. Subsidiary won Best International Airline of the Year at the Australian Aviation Awards for the second consecutive year in 2025, reflecting strong performance on long-haul routes. was crowned Best Asian Airline at the 2025 Global Tourism Awards. In 2025, AirAsia also received the Top Influential Brand award in the category at the Asia CEO Summit & Awards. These accolades, primarily from -voted and industry panels, underscore AirAsia's operational efficiencies, though they derive from self-reported and promotional sources tied to the airline group.

Economic and Market Impact

AirAsia pioneered the model in following its in December 2001, disrupting the traditionally high-fare dominated market by emphasizing high aircraft utilization, point-to-point routing, and ancillary revenue streams. This approach reduced average fares by up to 60% on intra-regional routes compared to legacy carriers, enabling mass-market access to and spurring a regional boom with low-cost carriers capturing 35.1% of available seat kilometers in by the early 2020s. The airline's expansion drove substantial passenger growth, carrying over 30 million passengers in the first half of 2024 at a 90% load factor, reflecting demand elasticity to lower prices and network effects from over 3,200 weekly flights across . As Southeast Asia's largest carrier by seat capacity—2.9 million seats in October 2025—AirAsia compelled competitors to adopt cost efficiencies, intensifying market rivalry and elevating overall sector productivity while increasing intra-regional connectivity to previously underserved secondary cities. Economically, AirAsia's model has amplified inflows and trade links, with projections for 75 million guests in 2024 supporting ancillary sectors like and retail in connected economies. In , its hub operations indirectly bolster the industry's 15.1% GDP contribution in 2024 and 3.5 million jobs, primarily through enhanced affordability that expanded volumes beyond segments. Regionally, by prioritizing low-fare stimulus over premium services, it has catalyzed GDP multipliers via connectivity, though recoveries post-COVID-19 disruptions highlight vulnerabilities to external shocks like fuel prices and border closures.

Controversies and Criticisms

Operational and Safety Incidents

On 28 December 2014, Indonesia AirAsia Flight 8501, an Airbus A320-216 operating from Surabaya to Singapore, crashed into the Java Sea approximately 40 minutes after takeoff, resulting in the deaths of all 162 people on board, including 155 passengers and 7 crew members. The Indonesian National Transportation Safety Committee (KNKT) final report attributed the accident to a malfunction in the rudder travel limiter system, which disengaged the autopilot during manual rudder input amid icing conditions; the flight crew's subsequent disconnection of the autothrottle and improper response to the resulting stall warning led to a loss of control and uncontrolled descent. Contributing factors included inadequate crew training on the rudder limiter system and the airline's non-compliance with maintenance procedures for the affected component, which had failed twice previously on the aircraft without proper documentation or replacement. This was the first fatal accident in AirAsia's history and the deadliest for the airline group. Prior to the 2014 crash, AirAsia maintained a fatality-free operational record since its founding in 2001, though the airline operated in Indonesia's aviation environment, which analysts have described as having systemic safety challenges due to regulatory oversight and infrastructure issues. Post-accident, investigations revealed procedural lapses, such as the unauthorized activation of the rudder limiter software on the aircraft, violating Airbus maintenance directives. In response, AirAsia implemented enhanced pilot training on system failures, fleet-wide inspections, and regulatory audits, contributing to a seven-star safety recertification from AirlineRatings.com in October 2024, based on incident-free operations and compliance with international standards. Subsequent non-fatal incidents include an engine fire on an AirAsia A320 at on 26 March 2025 during , with no injuries reported and the aircraft grounded for inspection. On 6 April 2025, another A320 experienced a loss of cabin pressure near , prompting a safe return and emergency descent; preliminary reviews cited a potential pressurization system fault. Additionally, on 30 September 2025, AirAsia India Flight FD147, en route from to , returned after takeoff due to hydraulic system failure affecting flight controls, safely landing with 132 passengers and 6 crew unharmed. These events, while resolved without casualties, highlight ongoing operational challenges in a high-frequency model, though AirAsia's overall incident rate remains below global low-cost averages per flight hours flown, per databases.

Customer Service and Refund Disputes

AirAsia has faced significant customer dissatisfaction regarding its handling of refunds and service interactions, particularly during the when widespread flight cancellations led to a surge in refund requests. Many passengers reported delays exceeding two years for processing approved refunds, with some cases extending to nearly five years as of late 2024. These delays were attributed by the airline to high volumes of requests and verification challenges, though critics highlighted liquidity constraints in the model as a contributing factor. In response to mounting complaints, AirAsia issued statements claiming resolution of the majority of cases: as of March 2022, only 0.8% of outstanding cash refunds remained unsettled, with full clearance projected within months; by June 2022, over 99% of pandemic-related refund requests were reportedly finalized. Despite these assertions, individual disputes persisted, including a three-year effort by a passenger to recover funds from AirAsia X for a cancelled flight, which concluded without resolution in June 2023. Regulatory interventions occurred sporadically, such as Thailand's Office of the Consumer Protection Board addressing a delayed refund for a failed online booking in December 2024. Customer service channels, primarily digital via chatbots like "Bo" or , have been criticized for inefficiency in resolving disputes, with passengers often needing repeated follow-ups or escalation to courts for outcomes. In non-pandemic scenarios, refund policies for voluntary cancellations or booking errors have drawn ire for lengthy processing times—up to 180 days—prompting advice from users to pursue disputes through issuers instead. Legal actions remain limited; while class-action suits over COVID refunds were filed against airlines including AirAsia in the U.S., one such case was dismissed in 2021 on jurisdictional grounds. These issues reflect broader challenges for budget airlines, where cost-cutting on support infrastructure amplifies resolution bottlenecks during crises.

Regulatory and Competitive Issues

AirAsia has faced scrutiny from the Malaysia Competition Commission (MyCC) over alleged anti-competitive practices, particularly a 2015 code-share agreement with Malaysia Airlines (MAS) that involved mutual waivers of change fees and collaboration on domestic routes between Kuala Lumpur and nine secondary cities. MyCC determined in 2019 that this arrangement constituted market sharing, violating Section 4 of the Competition Act 2010 by restricting competition in the domestic market, and imposed RM10 million fines on each airline. However, the High Court upheld the fines in 2020, but the Court of Appeal overturned them in April 2021, ruling that MyCC lacked jurisdiction under the Malaysian Aviation Commission Act 2015 (MACA), which governs aviation-specific competition via Part VII mirroring general provisions. MyCC's subsequent appeals were dismissed by the Federal Court in February 2022 and November 2023, affirming that aviation exemptions applied and no anti-competitive conduct was substantiated under applicable law. In regulatory matters, AirAsia and were fined by the Malaysian Aviation Commission (Mavcom) in 2020 for failing to disclose the full final airfare price, breaching a 2016 ruling under the Malaysian Aviation Consumer Protection Code (MACPC) that mandates transparent including taxes and fees. The fines totaled approximately RM2 million each (around $480,000 USD), which the airlines settled without admitting liability. Separately, AirAsia engaged in prolonged disputes with Malaysia Airports Holdings Berhad (MAHB) over passenger service charges (PSC) at (KLIA), refusing to implement hikes approved by Mavcom in 2017-2018, leading to unpaid fees exceeding RM180 million by 2019. MAHB sued in December 2018, securing a High Court judgment for RM40.7 million plus interest in 2021, which the Court of Appeal upheld in March 2022 by dismissing AirAsia's appeals, citing contractual obligations under airport-user agreements. AirAsia counterclaimed over RM400 million for alleged KLIA management negligence but did not prevail in related challenges against Mavcom's mediation refusals. Regionally, AirAsia's MOVE platform encountered regulatory enforcement in the Philippines in May-June 2025, where the (CAB) issued a cease-and-desist order for unauthorized ticket and excessive violations, fining it PHP6 million (about $105,000 USD) for three instances of misleading fares that exceeded approved limits by up to 200%. AirAsia MOVE attributed discrepancies to technical glitches but plans to appeal, arguing non-compliance with local accreditation requirements. These incidents highlight tensions between low-cost carriers' models and mandates, though AirAsia maintains compliance with host-country regulations where accredited.

References

  1. https://www.capitala.com/history.html
  2. https://newsroom.airasia.com/about-us
  3. https://m.economictimes.com/industry/transportation/airlines-/-aviation/airasia-changed-low-cost-airlines-dynamics-in-region/articleshow/18605401.cms
  4. https://newsroom.airasia.com/news/airasia-x-goes-global-with-launch-of-kuala-lumpur-bahrain-london-route-establishing-bahrain-as-its-first-strategic-hub-to-europe
  5. https://newsroom.airasia.com/news/airasia-x-secures-full-subscription-for-rm1-billion-placement-enters-final-stage-of-group-consolidation
  6. https://www.reuters.com/world/asia-pacific/airasia-x-targets-up-600-million-debt-restructuring-after-combining-airlines-2026-01-22/
  7. https://www.planespotters.net/airline/AirAsia
  8. https://newsroom.airasia.com/news/capital-a-4q2024-fy2024-financial-results
  9. https://www.marketscreener.com/quote/stock/AIRASIA-GROUP-6497323/news/AirAsia-CAPITAL-A-FOURTH-QUARTER-2024-AND-FULL-FINANCIAL-YEAR-2024-OPERATING-RESULTS-49030803/
  10. https://www.routesonline.com/airlines/2870/airasia-group/about/
  11. https://simpleflying.com/airasia-history/
  12. https://www.researchgate.net/publication/233855349_AirAsia_The_Sky%27s_the_Limit
  13. https://allocatorsasia.substack.com/p/airasia
  14. https://simpleflying.com/tony-fernandes-airasia-management-strategy-analysis/
  15. https://www.ebsco.com/research-starters/business-and-management/airasia
  16. https://www.flightglobal.com/airasia-sustains-fast-climb/57284.article
  17. https://www.bbc.com/news/business-11647205
  18. https://newsroom.airasia.com/stories/airasia-celebrates-20-years-of-transformation
  19. https://m.economictimes.com/people/the-story-of-tony-fernandes-and-airasia/tony-fernandes-turned-airasia-into-a-profitable-airline-within-2-years/slideshow/18609001.cms
  20. https://live.worldtourismforum.net/news/from-rm1-and-two-planes-to-asia-s-low-cost-giant-the-airasia-success-story
  21. https://simpleflying.com/airlines-under-airasia-brand/
  22. https://jawawa.id/newsitem/airasia-introduces-two-new-routes-1447893297
  23. https://centreforaviation.com/analysis/reports/airasia-nears-50-million-annual-passenger200-aircraft-milestones-having-transformed-asian-aviation-203232
  24. https://www.capitala.com/newsroom/AIRASIA-Page_42_to_Page_62_%281.3MB%29.pdf
  25. https://aviationstrategy.aero/newsletter/Mar-2008/1/Tough-times-ahead-for-AirAsia-Group
  26. https://www.alternativeairlines.com/airasia-indonesia
  27. https://aviationstrategy.aero/newsletter/Feb-2009/2/AirAsia:expanding-out-of-the-downturn
  28. https://newsroom.airasia.com/news/aax-celebrates-17-years-of-connecting-millions-across-asia-and-beyond-au
  29. https://aviationweek.com/air-transport/airports-networks/airasia-japan-gets-green-light-return-japanese-skies
  30. https://www.aerotime.aero/articles/26078-airasia-overstretched-opportunistic
  31. https://www.flightglobal.com/analysis-will-overcapacity-in-southeast-asia-continue-in-2015/115398.article
  32. https://www.businesstraveller.com/news/airasia-carries-out-route-rationalisation/
  33. https://www.academia.edu/40400622/ASIAN_CASE_STUDIES_Lessons_from_Malaysian_Industries
  34. https://centreforaviation.com/analysis/reports/malaysia-airasia-could-become-se-asias-largest-airline-in-2019-452165
  35. https://www.capitala.com/misc/ar2013.pdf
  36. https://www.capitala.com/newsroom/AirAsia_Group_Berhad_AR19_Part_3.pdf
  37. https://www.capitala.com/newsroom/AirAsia_Group_Berhad_AR2020_Part_3.pdf
  38. https://newsroom.airasia.com/news/airasia-group-berhad-fourth-quarter-full-year-2019-financial-results
  39. https://ejournal.aibpmjournals.com/index.php/IJTHAP/article/download/726/707
  40. https://www.ejournal.aibpmjournals.com/index.php/IJAFAP/article/view/1115
  41. https://www.routesonline.com/news/tagged/2715/air-asia/p2/
  42. https://fortune.com/2020/06/09/government-airline-bailout/
  43. https://asianaviation.com/report-airasia-gets-bailout-from-malaysian-government-ahead-of-more-job-cuts/
  44. https://www.malaysianow.com/news/2020/10/06/no-bailout-for-malaysia-airlines-airasia-govt-says
  45. https://centreforaviation.com/analysis/reports/airasia-looks-to-china-growth-to-fuel-full-capacity-recovery-in-2023-640277
  46. https://newsroom.airasia.com/news/thai-airasia-outlook-is-continued-recovery-in-2023-with-positive-signs-internationall
  47. https://newsroom.airasia.com/news/airasia-x-announces-strong-business-recovery-profit-before-tax
  48. https://theedgemalaysia.com/node/764841
  49. https://newsroom.airasia.com/news/aax-shareholders-unanimously-back-value-accretive-acquisition-of-capitala-aviation-business
  50. https://newsroom.airasia.com/news/capital-a-and-airasia-x-agree-to-extend-the-deadline-for-the-proposed-disposal-of-airasia-aviation-group-to-airasia-x-berhad
  51. https://themalaysianreserve.com/2025/05/30/airasia-x-capital-a-extend-aviation-restructuring-deadline-to-july-31/
  52. https://newsroom.airasia.com/news/capital-a-on-track-to-complete-restructuring-plan-by-june-amid-strong-operational-momentum
  53. https://airguide.info/airasia-nears-235m-capital-injection-amid-restructuring/
  54. https://airlinersgallery.smugmug.com/Airline-News-Daily/202593-September-21-30-2025-Airline-Headline-News/i-cmcj7Tb
  55. https://newsroom.airasia.com/news/airasia-aviation-confirms-14-new-aircraft-deliveries-for-2025-amidst-strong-market-demand
  56. https://www.reuters.com/business/aerospace-defense/airasia-orders-50-airbus-a321xlr-planes-with-conversion-rights-20-more-2025-07-04/
  57. https://www.ch-aviation.com/news/159576-indonesia-airasia-to-expand-fleet-to-100-aircraft
  58. https://aseannow.com/topic/1351793-airasias-2024-passenger-surge-a-11-rise-with-fleet-expansion/
  59. https://www.aerotime.aero/articles/airasia-group-airbus-neo-aercap
  60. https://newsroom.airasia.com/news/2026/1/19/airasia-x-completes-acquisition-of-airasia-berhad-and-airasia-aviation-group-limited-from-capital-a
  61. https://www.yourhomeworksolutions.com/wp-content/uploads/edd/2020/01/mgt510_mod_6_airasia_case_study_1.pdf
  62. http://ieomsociety.org/proceedings/2021rome/429.pdf
  63. https://www.researchgate.net/publication/269344968_Low-Cost_Strategy_Factors_in_Airline_Industry_The_AirAsia_Case
  64. https://newsroom.airasia.com/news/airasia-reveals-plan-to-become-the-worlds-first-low-cost-network-carrier-during-airbus-leadership-visit
  65. https://www.capitala.com/misc/2Q25-presentation-capitala.pdf
  66. https://asianaviation.com/airasia-x-posts-q1-net-profit-as-revenue-rises/
  67. https://newsroom.airasia.com/news/2025/5/30/capital-a-financial-results-first-quarter-2025
  68. https://www.airasiax.com/newsroom/AAX_-_Audited_Financial_Statements_31_Dec_2024_20250430.pdf
  69. https://newsroom.airasia.com/news/capital-a-4q2024-ops-stats
  70. https://www.academia.edu/4316412/Low_Cost_Strategy_Factors_in_Airline_Industry_The_AirAsia_Case
  71. https://newsroom.airasia.com/news/airasia-cost-containment-drive-aims-at-minimising-impact-on-employees
  72. https://www.airasia.com/flights/fly-thru-connecting-flights
  73. https://www.flightconnections.com/route-map-airasia-ak
  74. https://newsroom.airasia.com/news/airasia-expects-to-launch-over-30-new-routes-in-2025-boosting-regional-and-fly-thru-connectivity
  75. https://www.aercap.com/news-media/press-releases/detail/577/aercap-announces-delivery-of-first-three-airbus-a321neo
  76. https://skift.com/2025/07/07/airasia-orders-50-long-range-airbus-jets-in-12-billion-deal-to-extend-global-reach/
  77. https://www.flightglobal.com/airlines/airasia-makes-first-post-pandemic-aircraft-purchase-with-firm-orders-for-50-more-a321xlrs/163675.article
  78. https://nonstoppoints.com/review-airasia-economy-class-sin-dps/
  79. https://www.airasia.com/aa/inflight-comforts/en/gb/seats.html
  80. https://support.airasia.com/s/article/All-You-Need-To-Know-About-Our-Seat-Policy
  81. https://www.travelandtourworld.com/news/article/airasia-passengers-enjoy-faster-smarter-service-with-santans-latest-tech-upgrade/
  82. https://www.airasia.com/aa/inflight-comforts/en/gb/hot-meals.html
  83. https://www.quora.com/Can-we-take-our-own-food-on-Air-Asia-flights
  84. https://www.airasia.com/aa/inflight-comforts/en/gb/entertainment.html
  85. https://www.airasia.com/aa/inflight-comforts/en/gb/ecatalog.html
  86. https://www.airasia.com/aa/inflight-comforts/en/gb/baggage.html
  87. https://www.airasia.com/aa/inflight-comforts/en/gb/premium-flatbed.html
  88. https://aviationweek.com/air-transport/airports-networks/airline-focus-airasia
  89. https://www.aerotime.aero/articles/29190-airasia-group-reorganizes-4-subsidiary-airlines
  90. https://www.aerotime.aero/articles/airasiax-acquisition-plans-airasia-group
  91. https://www.ch-aviation.com/news/158618-airasia-x-delays-airasia-acquisition-to-ye25
  92. http://www.flightsinasia.com/update/article/AirAsia-to-add-30-new-routes-expand-connections-between-AirAsia-Groupoperated-flights/
  93. https://newsroom.airasia.com/news/strengthening-the-global-aviation-ecosystem-capital-a-garuda-indonesia-group-forge-game-changing-value-driven-partnerships-to-transform-asean-travel-and-logistics
  94. https://www.flightglobal.com/airlines/malaysias-capital-a-seals-wide-ranging-partnership-with-garuda-indonesia/155138.article
  95. https://centreforaviation.com/news/capital-a-and-garuda-indonesia-group-enter-partnership-across-airlines-cargo-and-mro-1225900
  96. https://en.tempo.co/read/1777836/citilink-airasia-ink-interline-agreement
  97. https://aviationweek.com/air-transport/airlines-lessors/airasia-plans-interline-full-service-carrier-2025
  98. https://simpleflying.com/airasia-citilink-partnership-something-more/
  99. https://aircargoweek.com/capital-a-and-garuda-indonesia-group-forge-partnerships-to-transform-asean-logistics/
  100. https://newsroom.airasia.com/news/2024/6/24/airasia-move-adds-air-mauritius-as-latest-direct-airline-partner
  101. https://simpleflying.com/what-went-wrong-asia-low-cost-carrier-alliances/
  102. https://www.forbes.com/profile/tony-fernandes/
  103. https://newsroom.airasia.com/leadership/tony-fernandes
  104. https://medium.com/thrive-global/the-inspiring-backstory-of-tony-fernandes-ceo-of-airasia-94c67b8110d2
  105. https://www.capitala.com/corporate_leadership.html
  106. https://newsroom.airasia.com/leadership
  107. https://newsroom.airasia.com/news/airasia-aviation-group-strengthens-leadership-team-for-a-new-era
  108. https://www.capitala.com/newsroom/CG_Report_AAGB_%28FINAL%29.pdf
  109. https://www.marketscreener.com/quote/stock/AIRASIA-GROUP-6497323/company-governance/
  110. https://airasiax-assistive.listedcompany.com/misc/cg_report.pdf
  111. https://asia.nikkei.com/business/transportation/airasia-operator-makes-first-annual-profit-since-covid-pandemic
  112. https://www.reuters.com/business/aerospace-defense/malaysias-capital-swings-annual-loss-forex-losses-expects-profitability-2025-2025-02-28/
  113. https://newsroom.airasia.com/news/2025/8/28/capital-a-financial-results-second-quarter-2025
  114. https://www.traveldailymedia.com/airasia-parent-firm-capital-a-releases-q2-2025-financials/
  115. https://www.marketscreener.com/quote/stock/AIRASIA-GROUP-6497323/company/
  116. https://www.capitala.com/major_shareholder.html
  117. https://newsroom.airasia.com/news/2026/1/21/high-court-of-malaya-approves-capital-a-capital-reduction-all-pn17-steps-completed-pending-uplift
  118. https://worldkings.org/news/world-almanac-achievement-academy/worldkings-wowtimes-almanac-events-achievements-2024-milestones-in-31-years-of-airasia-1993
  119. https://techwireasia.com/2018/12/timeline-airasias-digital-transformation-journey/
  120. https://canvasbusinessmodel.com/blogs/brief-history/air-asia-brief-history
  121. https://newsroom.airasia.com/news/airasia-triumphs-as-the-worlds-best-low-cost-airline-for-16th-consecutive-year-at-skytrax-2025
  122. https://www.travelandtourworld.com/news/article/hong-kong-and-australia-applaud-airasias-remarkable-achievements-recognizing-the-airlines-outstanding-service-and-innovation-at-the-2025-world-travel-awards/
  123. https://newsroom.airasia.com/news/airasia-x-wins-best-international-airline-of-the-year-for-the-second-consecutive-year-at-the-australian-aviation-awards-2025
  124. https://newsroom.airasia.com/news/thai-airasia-x-named-best-asian-airline-at-the-global-tourism-awards-2025
  125. https://newsroom.airasia.com/news/airasia-wins-top-influential-brand-award-in-the-airline-category-at-asia-ceo-summit-awards-ceremony-2025
  126. https://btw.media/company-stories/airasia-revolutionising-low-cost-air-travel-in-asia-and-beyond/
  127. https://www.sciencedirect.com/science/article/pii/S2941198X25000053
  128. https://newsroom.airasia.com/news/capital-a-2q2024-operating-results
  129. https://newsroom.airasia.com/news/airasia-elevates-asean-tourism-with-over-3200-flights-weekly-through-2024-to-welcome-75-million-guests-this-year
  130. https://www.oag.com/south-east-asia-aviation-flight-data
  131. https://www.breakingtravelnews.com/focus/article/airasia-flying-high-as-asias-leading-low-cost-airline/
  132. http://mcsprogram.org/browse/u51680/246669/The%2520Airasia%2520Story.pdf
  133. https://www.cnn.com/2015/12/01/asia/air-asia-crash-report
  134. https://www.aviationtoday.com/2015/12/03/airasia-flight-8501-crash-caused-by-pilot-error-rudder-units/
  135. https://www.bbc.com/news/world-asia-30632735
  136. https://www.dw.com/en/analyst-indonesia-has-a-poor-air-safety-record/a-18155440
  137. https://www.airlineratings.com/articles/airasia-group-recertified-seven-star-for-safety
  138. https://www.aeroinside.com/airline/airasia
  139. https://www.youtube.com/watch?v=P48xt8t0Nhk
  140. https://asn.flightsafety.org/wikibase/320386
  141. https://www.reddit.com/r/AirTravelIndia/comments/1gol7ii/waiting_for_almost_5_years_for_my_airasia_refund/
  142. https://www.aljazeera.com/economy/2022/5/23/airasia-faces-customer-backlash-over-delayed-pandemic-refunds
  143. https://support.airasia.com/s/article/Any-Airlines-Cancellation-and-Refund
  144. https://newsroom.airasia.com/news/airasia-addresses-refund-issue
  145. https://www.lowyat.net/2022/276059/airasia-group-claims-to-have-finalised-over-99-of-customer-refund-requests/
  146. https://www.malaysianow.com/news/2023/06/10/3-year-fight-for-airasia-x-refund-ends-in-disappointment
  147. https://www.nationthailand.com/news/general/40043815
  148. https://support.airasia.com/s/article/How-do-I-submit-a-Compliment-or-Complaint
  149. https://www.malaysianow.com/news/2021/11/18/the-man-who-stood-his-ground-against-airasia
  150. https://www.tripadvisor.com/ShowTopic-g1-i10702-k14596580-How_to_sue_Air_Asia_for_not_refunding_my_money_for_canceled-Air_Travel.html
  151. https://www.pillsburylaw.com/en/news-and-insights/airasia-lawsuit-dc-circuit-overrules-decisions-internet.html
  152. https://www.mlex.com/mlex/articles/1994110/mas-airasia-win-again-as-top-court-dismisses-malaysian-antitrust-regulator-s-review-bid-update
  153. https://theedgemalaysia.com/article/airasia-and-mas-manage-set-aside-rm10m-fines
  154. https://www.limweijiet.com.my/2022/06/01/competition-law-airasia-secures-landmark-win-at-court-of-appeal/
  155. https://taypartners.com.my/competition-case-update-on-the-federal-court-decision-in-mas-airasia-v-mycc/
  156. https://www.allenandgledhill.com/sg/publication/articles/21632/federal-court-dismisses-mycc-s-appeal-against-airasia-and-malaysian-airline-system
  157. https://www.aviationnews-online.com/public/index.php/article/malaysian-aviation-commission-issues-fines-to-airasia-airasia-x-and-mahb
  158. https://www.ch-aviation.com/news/95852-airasia-airasia-x-settle-fines-of-480000-each-report
  159. https://www.skrine.com/insights/alerts/march-2022/court-of-appeal-dismisses-airasia-s-appeals-agains
  160. https://www.scmp.com/week-asia/economics/article/3019214/airasia-owes-malaysian-airport-operator-millions-dollars-unpaid
  161. https://newsroom.airasia.com/news/2019/1/23/airasia-seeks-more-than-rm400-million-in-counter-claim-against-mahb
  162. https://www.rappler.com/business/airasia-move-appeal-fine-misleading-airfares/
  163. https://bilyonaryo.com/2025/06/26/glitch-excuse-ignorance-plea-trashed-cab-slaps-p6m-fine-on-airasia-move-for-deceptive-fare-practices/business/
Add your contribution
Related Hubs
User Avatar
No comments yet.