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AE Arabic Design Contest 2022

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Boing the Ostrich

Boing the Ostrich

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Welcome to the AE Arabic Design Contest 2022! The year so far has been such a rollercoaster, but I hope everyone is heading into the Summer with plenty of hope and energy and the possibility for new adventures. I am so happy to bring back this year's contest and give everyone a fun challenge before we head off to the Summer.
I still cannot believe I have been hosting this competition for the five years now. I have seen great strides in Arabic design on the galleries and I have learned so much myself about Arabic language, typography, and overall Arab history, culture, and identity through your creative works. I look forward to seeing what everyone has in store for this year.
I encourage everyone to visit the previous contests (2018, 2019, 2020, 2021) and draw from the design and commentaries of these editions. I also encourage everyone to read the rules and guidelines carefully and take note of the different submission Groups.


Submit a brand portfolio for an original airline based in the Arab World* by

July 1st 2022.**

[Updated 22 June]











This post's graphics/materials are still being the edited. Slights changes may occur.

*See Map.

**Deadline may be pushed back.

All rules & guidelines are subject to change.




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Group A | Oman Airways | Muscat (MCT)



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Group A | Maroc Airways | Mohammed V International Airport (CMN)


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Group C | Sharjah Aviation Charters | Sharjah International Airport (SHJ)



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Group B | Marhaba | Dubai International (DXB) 

Marhaba is a low-cost Emirati airline with its main hub and headquarters at Dubai International Airport (DXB). Marhaba was founded in 2009 by the Government of Dubai with the aim of entering the booming low-cost airline market and to further boost tourism to Dubai. Marhaba started out with 5, fairly old Boeing 737-800s. Marhaba officially launched services on February 22 2010 with the Boeing 737-8K4 A6-MAA flying the inaugural service from Dubai to Amman. Services to Cairo, Mumbai, Chennai, Lahore, Addis Ababa and Istanbul-Sabiha Gokcen quickly followed suit. The airline proved very popular, and by 2013 the fleet had expanded to 15. Routes remained completely within Asia and Africa until 2013 when Marhaba inaugurated flights to Bucharest, Athens, Kiev and Belgrade. In 2015 the airline agreed a large order of over 125 737 MAX aircraft, with options for a further 75, worth up to $24.919 billion US dollars at list prices, however a substantial discount was negotiated as typical in the industry. This order consisted of 90 737 MAX 8s with options for 65 more, and 35 737 MAX 9s with options for a further 10. Marhaba recieved its 50th aircraft, a Boeing 737-800 registered A6-MJK, in July of 2016. The first of the 737 MAX aircraft soon arrived, with Marhaba officially launching the MAX 8 on May 22, 2017. On September 10, 2016, the airline agreed a landmark order for 30 787 Dreamliner aircraft, with options for 20 more. This order consisted of 15 787-8s and 15 -9s. This would allow the airline to launch routes to destinations further afield, such as Manchester, London Gatwick, Kuala Lumpur, Paris-Orly, Jakarta and Surabaya, as well as to add capacity on highly popular short and medium-haul routes including Mumbai, Cairo, Delhi and Jeddah (during Ramadan). With the arrival of new 737 MAX and 787 Dreamliner aircraft, Marhaba launched a new premium hard product, which included a lie-flat bed, similar to the Thompson Vantage. Due to the groundings of the 737 MAX beginning in early 2019, the airline was forced to lease 30 A320 family aircraft from American airline Amnat. The COVID-19 pandemic was a large burden on Marhaba, and it severely limited services. The airline's 787 Dreamliner fleet were temporarily used as "phreighters" delivering medical supplies and later vaccines around the world. As the world gradually reopened, and the MAX jets returned to service, Marhaba began to recover. On February 24, 2022, a Marhaba 737-800, A6-MPS, was destroyed in a Russian helicopter attack while parked at Kyiv's Boryspil airport, however fortunately no casualties were reported. This is the airline's only hull-loss. Today, Marhaba continues to take delivery of its 737 MAX and 787 aircraft, and as tourism recovers, the future looks bright for the airline.




Group C | Name TBD | Dubai - Al Maktoum (DWC)



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Group A | Air Comoros | Moroni - Prince Said Ibrahim International Airport (HAH)






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Group A | Tunisian Airways | Tunis — TunisCarthage International Airport (TUN)



    I'm not the Chosen One

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Group A | Aljazayir Airways | Algiers - Houari Boumediene Airport (ALG)




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Group B / AirAfar / Djibouti-Ambouli (JIB)



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- 2 McDonnell-Douglas MD-82 (165Y)

- 1 McDonnell-Douglas MD-83 (165Y)




AirAfar was founded in 1958 in the territory of French Somaliland. During its first decade it operated DC-3 aircraft and served as an unofficial flag carrier before the founding of Air Djibouti. After the independence of Djibouti from France, AirAfar suffered financially and was forced to transition to a low-cost model to survive, swapping out older DC-8 and DC-9 models for brand new MD-80 aircraft. After a brief period of international success in the 1980s and 1990s, the airline has declined through the 21st century and now operates a small network around the Horn of Africa.



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GROUP A | Royal Omani | Muscat (MCT)

history of the entire Royal Omani, i guess
Royal Omani is the flag carrier of Oman. It was created by the Sultan in 1964 with the ostensible goal of allowing Omanis to make connections to the wider world. Early operations featured a selection of DC-3s up to DC-6s. In 1967, the airline acquired twin DC-8s from Simmons which could easily make nonstop flights from Muscat to European capitals or even further afield. This relegated the DC-3s to hopper services between Muscat and numerous smaller airports across Oman, Yemen, Saudi Arabia, and the Trucial States. This spending spree previewed a pattern which would pervade Royal Omani for much of its history. Long periods of stagnation punctuated by infrequent cash injections.

The next cash injection occurred when Oman’s new Sultan, looking to improve his image, wished to inaugurate nonstop flights from Muscat to exotic, prestigious locales like New York City. This necessitated the purchase of used long-haul widebody aircraft. In 1982, Royal Omani acquired a used 747SP from African. The next year, an advanced Lockheed L1011 Tristar joined the fleet courtesy of Dragonair.

In 1987, the Sultan embarked on a series of trips to countries with which Oman had few or no previous international relations. One such nation was Brazil. The Sultan enjoyed the weather as well as the culture of Brazil during his visit. Brazil’s president, hoping to offload some foreign debt, gave the Sultan the hard sell on his nation’s mechanical crown jewel. The EMB-120 Brasilia was a turboprop built to handle rough, extreme conditions. Thus, it made for a perfect replacement to Royal Omani’s fleet of frankly decrepit DC-3s, which, due to their advanced age, now spent more time as expensive paperweights than modes of transportation. The Sultan bit on the offer and by 1989 Royal Omani added a pair of the new type to their fleet. They would be the first aircraft acquired by the carrier brand new. These would also be the first aircraft to feature what the Sultan would describe as “a new livery for a new era in Omani transportation.” The livery featured modern design trends including a geometrically stylized iteration of the airline’s traditional crown logo and brightened colour palette. The aircraft were registered A4O-BA and A4O-BB respectively and were named after some of the smaller Omani cities they served.

Revamped smaller regional services commenced with an emphasis on using the Brasilias to build more frequent service to airstrips across Oman. However, the Sultan was not done spending quite yet. The DC-8s used on Royal Omani’s mid-length hops like the route to Dubai were rather long in the tooth and subject to ridicule, particularly given the increasingly glamorous images of national carriers hailing from other Arab kingdoms. The Sultan was not persuaded by supporters of an all new narrowbody jet fleet. Instead, Royal Omani sought to acquire used aircraft that would appear more modern. In 1993, airline management struck gold. The A320-200 was the modern flagship of many airline’s operations. New A320-200s were expensive and the used market for the type featured high demand and low supply. However, the A320-100 – the less successful original variant of the type – was not nearly as much of a hot commodity. Airlines operating the A320-100 were interested in replacing these craft with A320-200s which were better in every way. But Royal Omani didn’t need the extra range or fuel efficiency. A320-100s were still relatively modern. The carrier struck a deal to acquire two early A320-100s operated by British Atlantic in late 1993. One of the DC-8s remained in service after this date to cover certain charter and peak flights like those to Mecca, but the other was unceremoniously dumped onto the used market.

Shortly after this time, the Sultan lost interest in the nation’s airline. With lost interest came an end to abundant financial support from the government. Royal Omani had always been an entity more concerned with satisfying government fancies than generating profit. Thus, the airline struggled mightily with its finances. Its maintenance budget was slashed. No services were terminated but frequencies were cut, and aircraft condition suffered critically. International watchdogs rang the alarm as Royal Omani’s fleet appeared increasingly derelict. History would prove that they were not crying wolf.

In 1998, on a sweltering June day, Royal Omani’s second Embraer Brasilia, registered A4O-BB, departed Khasab Airport on a return hop from Muscat as SULTAN 341. This was the airframe’s fourth flight of the day. At 1123, the aircraft, which had been idling on the black asphalt for nearly half an hour waiting for a late passenger, began its take-off roll. For the proceeding week, crews had complained that the flight controls on A4O-BB were stiff and sometimes unresponsive. SULTAN 341 lifted off without incident, but problems arose when Pilot Gawas attempted to lessen the aircraft’s angle of ascent. Gawas’ input yielded no response. Gawas asked the first officer to assist in attempting to decrease the aircraft’s angle of attack. However, the controls remained unresponsive. Gawas began rocking the control column forwards and backwards trying to “unstick” it. His inputs became increasingly severe until he was successful in unsticking the elevator … into a steep dive. The Brasilia hurtled towards the ground and neither pilot nor co-pilot could unstick the elevators before it was too late. All 27 people on board perished in the impact and ensuing fire. Less than 120 seconds after take-off, disaster had struck.

The investigation into the SULTAN 341’s crash revealed that both flight crew and maintenance were to blame in the incident. The investigation quickly revealed that maintenance standards and practices at Royal Omani were woefully inadequate. The cause of the control surface stickiness which would most directly cause the crash was old hydraulic fluid. Hydraulic fluid pumps in the tail section of the Brasilia were clogged with detritus. Maintenance records do not document any attempt between 1989 and 1998 to change the hydraulic fluid or fluid filters in the aircraft. With this level of neglect, investigators noted it was only a matter of time before something went wrong. The extreme heat and aircraft’s delay on the ground had contributed to the accident by softening deposits of detritus in the hydraulic system which further contributed to the clogging. The investigators also acknowledged that the flight crew’s conduct contributed to the accident. Flight manuals did not explicitly cover a situation in which hydraulics were intermittently functional but under pressure the flight crew reacted in a rather manic, unorganised manner. Had they reacted more calmly perhaps the incident could have been avoided.

The report was released in 2000 and ushered in serious scrutiny by international regulators. Royal Omani was quickly banned from flying to many of its European destinations. The Sultan was displeased. The airline endured a management shakeup. However, no management shakeup could belay the fact that Royal Omani had a relatively old fleet of aircraft that were in appalling mechanical condition. The solution was another spending spree. In what would become the largest order in airline history, the carrier signed a deal to acquire an Airbus A340-500 and an A320-200 brand new.

The A320 arrived in 2001 and allowed for the retirement of the carrier’s DC-8 which was replaced in charter and supplementary operations by one of the carrier’s older A320-100s. In 2002, to much pomp and circumstance, Royal Omani’s new flagship touched down in Muscat. The A340-500 was chosen not for its statistical ability but rather because it was the newest aircraft in Airbus’s portfolio. Despite the fact that the 345 was designed to cover extremely long-distance routes, it actually debuted on the London route and also operated to Paris on occasion. The This was because the carrier’s L1011 was still allowed to fly to New York and the airline’s every changing host of Asian destinations but was banned by EU regulators concerned with the airline’s maintenance procedures. The 747SP was laid up in Muscat and remains parked on the edge of the airport to this day. In 2001, the airline also acquired a used Lansing Air System Brasilia to restore full regional services. It would eventually be registered as A4O-BC.

In 2011, the Tristar was becoming a maintenance nuisance. The airline successfully petitioned the Sultan for funds to procure an aircraft which could replace the aging Lockheed. To streamline the maintenance and thus decrease costs without, the carrier opted to search for another A340. Transnacional responded to the call with an A340-300 which had been retired a few years earlier. The aircraft, eventually registered A4O-KK, would feature a new livery. The livery updated and streamlined the stylized crown from the previous brand identity in addition to new titles. The new livery also featured a pattern on the tail which, while expensive to paint, was justified as substantially increasing the premium appearance of the brand. The Tristar remained in the fleet to be infrequently used as a supplement when the A340s required maintenance. The airline claimed that the fleet would be quickly repainted in the new livery. This did not occur.

In 2016, the A320neo finally hit the market and led to an influx and serious devaluation of A320ceos on the used market. Royal Omani pounced on the opportunity to acquire a recently retired Himmelbahn A320-200. This aircraft, while far from new, would supposedly decrease maintenance costs by allowing for the retirement of one of the A320-100s. The retired A320 would be retained for spare parts, which would eventually prove to be useful investment as the new newly acquired plane, registered as A4O-FB, would require a new emergency exit door in 2017 when it was hit by stray gunfire which pierced the an emergency exit window. It was in 2018 that the airline’s other A320-200, registered A4O-FC, received the new livery. Mechanics, supposedly of their own volition, chose to paint a mask reminiscent to those found on new A320neos on the aircraft while repainting it. Political opposition alleges that the paint feature was not an accident but rather a cheap attempt to make the airline appear more modern perpetrated by management hucksters.

The pandemic hit Royal Omani just as hard as many other carriers, but the Sultan pushed the airline to continue operations. The death of Oman’s Sultan was a national tragedy that struck the nation in the midst of Covid. It also left Royal Omani with an unsure future. Whilst the airline was nominally profitable before covid, without passengers, it lost money hand over fist. Thankfully, the new Sultan remained committed to the carrier. To show his commitment to continued interest in Royal Omani and celebrate relaxing pandemic border restrictions, he greenlit the acquisition of a used A340-300 from Australian carrier Nullarbor. The new aircraft would allow for the increasingly long maintenance stints the aging A340-500 required and a slight expansion of the airline’s long-distance network. This leaves the airline with current long-haul routes to New York JFK, London Heathrow, Hong Kong, Mumbai, and Bangkok Suvarnabhumi. The Sultan’s appetite for supporting the airline abated as economic conditions in Oman refused to improve. The agreement to purchase the A340 could not be voided, but further costs like repainting the aircraft could be curbed. Thus, the repainting process which would remove the aircraft’s previous Australian identity was cancelled partway through leaving A4O-KG in a half-finished state which was quickly, and rather sloppily, completed in key sections of the aircraft. It was only with the purchase of the 343 that the L1011 was officially retired.

Today, Royal Omani continues its steady march into the future. The fleet, particularly the A4O-CK which has been subjected to a few too many harsh sandstorms, shows signs of neglect. The airline’s financial situation is difficult to determine, but hardly seems steady. Notwithstanding, given the airline’s rocky past, it seems more likely than not that Royal Omani will continue to ply the skies for many years to come. The poster above depicts all aircraft actively registered in the Royal Omani fleet as they appeared in May 2022.



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Group A | Almaha | Bahrain (BAH/OBBI)


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Group B | Jazira | Dubai (DXB/OMDB)


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Group A | Air Levant | Damascus (DAM / OSDI)


Air Levant (Arabic: طيران الشام) is the flag carrier of Syria. Founded in late 1945 as Air Levant, the airline began operations in mid-1946 as Syrian Aviation, or Syravia, before being renamed back to Air Levant as part of a rebranding to celebrate the easing of Syrian relations with the West in 1994. 


The airline's logo is an abstract form of the wing of the Hawk of Quraish, a common symbol around the Arabic area, and featured on the Coat of Arms of Syria.


Today, the airline operates an all-Airbus mainline fleet of 4 A320-200s, 3 A321-200s, 2 A340-300, as well as a single A340-500 ultra-long-range airliner. Originally starting life in 2004, operating for Nullarbor Australian Air Lines as VH-LED, the aircraft flew with the Australian airline for 12 years before being retired at the end of 2016. From there, the aircraft was bought by an Iranian bank, which allowed for the aircraft to be leased to Air Levant. The aircraft, now registered YK-CUY, currently operates as the airline's flagship, operating mainly to long-range destinations, for example Caracas, Venezuela. 

In addition to the mainline fleet, Air Levant's regional services operate a small fleet of 2 Fokker 100 regional jets, as well as a further 2 de Havilland Canada DHC-8-300 turboprops, for use on regional services around Syria.


Group C | Name TBD | Baghdad ( BGW / ORBI )



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Group C | Name TBD | Djibouti-Ambouli (JIB)


Group B | Name TBD | Hargeisa-Egal (HGA)



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Group A | Egyptian Airlines | Cairo (CAI)


Group B | Air Phoenix | Hurghada (HRG)


Group C | Air Sinai Cargo | Cairo (CAI)



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Group A | Nahyan Airways | Abu Dhabi (AUH)



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Group B | Name TBD | Khartoum International Airport (KRT)

Group C | White Sand Cargo | Port Sudan New International Airport (PZU)



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Group B | Blue. | Bahrain International Airport (BAH)



Founded in 1998 as Blue Air Bahrain, Blue. operated as a no frills low cost carrier for the first decade and a half of its existence, mainly focusing on routes around the Middle East and a few routes in Europe. Since 2015, the airline has been rebranded as a premium low cost carrier, bringing The Heart of Bahrain all around the globe, with a fleet of modern Airbus jets that operate to Middle East, Europe, Africa, and Asia. The airline's striking dark grey livery makes it stand out from the traditional white liveries from Middle Eastern airlines. Working with Airbus, the airline developed a special light-weight paint that is more resistant to heat and does not absorb as much heat as traditional dark colored paints do. This allows the airline to maintain a fleet of dark grey Airbus jets in the extreme heat conditions of the Bahrain.


When the airline was founded, Blue. operated 2 used McDonnell-Douglas MD-82 jets, which were joined by 3 used Boeing 737-400 jets in the early 2000s. The airline announced an order for 10 Airbus A320 jets and 5 Airbus A321 jets in 2007, with those being delivered between 2009 and 2013, replacing the aging MD-82s and Boeing 737-400s. The Airbus A220 joined the fleet in 2017 as the airline's new short and medium haul backbone, currently operating a fleet of 10. In 2015, as part of the rebranding, Blue. started operating long haul flights to Europe and Asia. The airline acquired 2 used Airbus A330-300s, both once operated by China's Yangtze Airlines. While one aircraft, A9C-PW, was repainted into the airline's new colors before operating any flights, A9C-PJ operated in a weird hybrid livery for months before finally being repainted into the "Further, Faster, Better." special livery, marketing the airline's new Airbus A330 fleet.


Airbus A220-300 (A9C-YC)


Airbus A321 (A9C-AB)



Airbus A330-300 (A9C-PJ, "Further, Faster, Better" Special Livery)

Boeing 707

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Group C | TBD | Al Ain International Airport (AAN/OMAL)




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Group A | Jazira Airways | Bahrain International Airport (BAH/OBBI)







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Group A | Air Kuwait | Kuwait City (KWI)



Group C | Beirut Global Cargo | BEI
BGC.pngBGC is a logistics and transport group based in Beirut, Lebanon. They began operations in late 2010, acquiring older airplanes for very very cheap. Their current fleet consists of 20 A310 F, 10 A300F, 40 MD11F, and 37 727F aircraft. Ever since the airline's foundation they have been under fire for seedy business practices. Most recently the airline is undergoing a lawsuit for stealing ULDs from Himmelbahn Cargo in Frankfurt. The support crew stationed there allegedly took 25 AAD units from the airline and when the aircraft reached Beirut, attempted to remove the Himmelbahn stickers and branding. The reason the airline would even need to steal these containers in the first place, is because the airline used almost its entire budget on buying airplanes and repainting them with this livery displayed. Almost all cargo taken on BGC is on pallets and in nets. The evidence supporting the notion that this theft took place is a large gouge along the inside of the MD-11 that performed the flight that lines up perfectly with the top edge of the AAD units, created by both inexperience from the crew in handling any ULDs, and the haste in which the aircraft was loaded in order to evade detection.


The airline has a laundry list of other issues. Pilots were found to be working 16 hour workdays with a single meal break allotted; Loading crews were found to be using a series of ladders stacked on top of each other to access aircraft doors; airline supervising staff were skimming high value items from shipments; Ground crews were caught by airport staffs globally to be using their cellular devices to play games on the ramp; One incident where a 727 showed up in Addis Ababa with the cargo door covered in blood, and a severed torso discovered 130 miles south of the Beirut airport (the body was later identified to be a ramp agent and the top half was never found. All leads to how this may have occurred have since gone cold); Several A300 and A310 aircraft had undergone between 6 to 9 tail strikes before being put into a maintenance hangar; Shipping manifests were not adequately translated from arabic in order to hide illicit items not allowed in the destination country; At least two instances where a pilot of an A300 was unable to use the lavatory in flight due to cargo blocking it, and thus landed at an active military base, one Egyptian one British, and then proceeded to exit the airplane using the emergency rope to urinate while still on the runway; A flight plan found that begins at King Hussein Airport near the Israeli-Jordanian border and several U.S. cities with large Jewish populations and was found after a series of synagogue bombings by Hamas operatives; 7 of the 727s purchased were from an unknown seller in Colombia, suspected to be a part of the network ANC used to smuggle cocaine into the US (The airline is being uncooperative with investigators about the origin of those aircrafts); Being uncooperative with authorities about a series of flights to Nigeria in 2012 that coincided with an increase in activity of Boko Haram smuggling activities; an incident in 2015 that involved an MD11 going missing and reported as "crashed," only for the aircraft to turn up 10 months later in Bangladesh after the insurance money was collected and spent; the airline was allegedly using an orphanage donation and booster program as a front for taking children from those orphanages to an undisclosed location in the U.S. Virgin Islands; and in 2020 during the start of the pandemic, the airline received 20,000 masks and PPE for 8000 hospital employees, but would only fly the materials back to Lebanon if the government sent the airline's executives $600,000 USD each. 

This particular aircraft was involved in a maintenance scandal. BGC operated MD-11s with both the CF6 and the PW4000. One MD11 equipped with PW engines needed to have the numbers 1 and 3 engines serviced. In order to put the airplane back into the rotation, the maintainers decided to swap engines with a nearby MD11. Only problem was the nearby MD11 was equipped with the CF6s. The maintainers tried and failed to replace just the engines. They then went to figure out a solution. The maintainers then proceeded to take the engine off by the wing pylon and were somehow able to complete the engine replacement. The aircraft was then grounded in Barcelona after EASA authorities noticed the mismatched engines. four months later, the aircraft was re-fitted with the correct wing engines.

Needless to say, it is a wonder how this airline is not only in business, but how the CEO is not in jail. 

ginervra the 737 MAX 8

ginervra the 737 MAX 8

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Group A | Flycomoros | HAH (Moroni)
Flycomoros (F8/FCM) is the flag carrier of Comoros, and flies scheduled passenger, cargo, and charter operations. It was founded in 2001 with the goal of increasing travel to and from Comoros. It launched with 1 leased Cessna 208B Caravan (D6-ENF) and 1 leased 737-200(Adv) (D6-ZEE), flying from Moroni to Nairobi, Kenya (via Dar es Salaam, Tanzania, per legal requirements that all flights do so), and Ouani, also in the Comoros. Over the last 2 decades, its fleet has grown from 2 to 25, and its network now spans across 3 continents, flying as far as Paris and Mumbai, with the first intercontinental Flycomoros flight taking place in 2009, on a Boeing 767-200ER, D6-FCA, which flew to Paris' Charles De Gaulle airport. The airline created a cargo subsidiary in 2015, which flew milk run cargo flights between the islands, using Cessna 208B Super Cargomaster aircraft. In 2020, an Airbus A330-200 (D6-FCP) was converted to a preighter used for the airline's first ever long haul cargo flights, which seldom flies to Moroni anymore, as it has been contracted to transport cargo by GALANT due to delays involving their Boeing 767-300F fleet, due to conversion delays and difficulties securing aircraft. Flycomoros will be reconverting DC-FCP to a normal passenger aircraft in Q1 of 2023, when, later that year, the EU's laws banning preighters are due to take effect. The current Flycomoros fleet consists of the following:
-2 Airbus A330-200
-1 Boeing 737-300(QC)
-1 Boeing 737-700
-1 Boeing 737-800
-0 Boeing 737 MAX 7 (3 on order)
-2 Boeing 737 MAX 8 (1 on order)
-1 Boeing 737 MAX 9 (1 on order)

-0 Boeing 737 MAX 10 (1 on order)
-1 Boeing 767-200ER (decommissioned, on display at Moroni)

-3 Cessna C208B Grand Caravan

-2 Cessna C208B Super Cargo master

-3 DeHavilland DHC-6-300

-2 Viking Aircraft DHC-6-400

-6 Tecnam P2012 Traveller (4 on order)

Flycomoros is also eyeing eVTOL aircraft for sightseeing tours, but they have yet to place an order. 

Group B | Rihla (Airlines) | MED (Medina)
Rihla (officially registered as Rihla Aviation Company) is a Saudi LCC which was founded to bring low cost air service on domestic routes, with a focus on underserved ones. It was founded in 2019, by a group of people, which consisted of a mix of entrepreneurs, investors, and airline executives, some of whom had retried from previous jobs with various world-renowned airlines. In February of 2021, in the middle of the COVID-19 pandemic, Rihla recieved their AOC. By March 6, Rihla flew their inaugural passenger service, connecting Medina and Wadi ad Dawasir on one of three 737-800s that they had acquired secondhand at the time, HZ-JOA (shown). After a little over a year since the commencement of operations, in 2022, Rihla has a fleet of ten, and is expanding. CEO Ajman Al Badhe has announced intent to expand into foreign markets "before 2030.", as stated at a press conference. Such markets could include India, Sudan, Egypt, Tanzania, Kenya, Pakistan, Turkey, and "potentially even Europe, although that will come after some of the more culturally and geographically direct markets that we see demand for." He went on saying that, "...of course, before we do that we'll need some more aeroplanes. It is to be determined where and how we will get these aeroplanes, and what type they will be." It should be noted that Rihla is in search of second hand Boeing 737NG family aircraft, specifically 737-800s and -700s. Al Badhe confided that Rihla is also eyeing the Boeing 737 MAX with interest, and it is unknown what types Rihla would order. 
Group C | TBD | TBD

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