By Hilka Birns
Air Mauritius (MK, Mauritius) is considering adding smaller narrowbodies such as the A321-200NX(LR) or B737 MAX as part of a turnaround plan it dubs “Game Changer” to modernise operations, improve efficiency, and reposition the airline for long-term growth, according to CEO André Viljoen.
He says these aircraft would be better suited than the carrier’s current A330-200 and A330-900N widebodies for routes such as to Johannesburg O.R. Tambo, Cape Town International, Kuala Lumpur International, and Mumbai International, allowing the airline to increase frequencies while lowering operating costs. The smaller aircraft would provide greater flexibility than widebodies with more than 300 seats, although they would carry less cargo.
Viljoen has been using his social media platforms to update the market on the latest developments at Air Mauritius since he rejoined in October 2025, having previously led the airline for eight years until September 2015.
He said the board-backed transformation strategy follows a comprehensive review of every department to identify operational weaknesses and systems no longer fit for purpose.
Fleet and network review
The airline currently operates 11 aircraft, comprising four A350-900s, two A330-900neo, one A330-200, and four ATR72-600 turboprops. It has ordered three additional A350-900s, Viljoen confirmed, with deliveries scheduled for December 2026, the first quarter of 2028, and the final quarter of 2028.
The fleet review follows a “clean sheet” network study being conducted with aviation consultancy Seabury APG after a competitive request-for-proposals process. According to Viljoen, the consultancy is developing a 10-year network and fleet strategy designed to help the carrier regain market share and significantly improve revenues.
Under the review, Seabury is first modelling an unconstrained network assessing all potential nonstop routes to and from Mauritius, including opportunities to position the island as a hub linking Africa, Europe, Asia, and Australia. The study will then refine those options using passenger traffic flows, demand stimulation opportunities, and financial modelling before producing a final plan covering revenues, costs, profitability, cash flows, and capital requirements.
“This important ‘Game Changer’ review is nearing completion, and we are very excited with what we have seen so far,” he remarked.
Corporate turnaround
Air Mauritius is also embarking on a comprehensive corporate cultural renewal to rectify years of political instability and low employee morale. Viljoen acknowledged that past leadership shifts and the pandemic’s impact fostered a climate of mistrust and poor accountability within the organisation.
To combat these issues, the airline is revamping the human resources division, introducing a voluntary retirement scheme, implementing merit-based recruitment and promotion policies, and upgrading performance management systems. The restructuring plan also includes a new corporate organisational structure, alongside a leadership development scheme. And a company-wide “mindset improvement” initiative is reinforcing the values of accountability, honesty, care and respect, and courage, supported by behavioural guidelines for employees.
