When it comes to modes of transport, the Dutch just seem to know how to get it right.
On the ground, the Netherlands boasts the highest bicycle modal share in the world (at 27%). As well as bicycle, bus, cars and rail, it also has a network of boat transport.
So, it’s no surprise that they’re seeing success in the skies, too.
Leading the way in low-cost air travel is Transavia, who serve 16 million passengers from Netherlands and France travelling to 150 European and North African destinations per year.
Where possible, Transavia is now functioning at its pre-Covid levels, and Chief Information Officer, Jeroen Cornelissen, is positive that it is now time to invest in the future.
Low Cost, Local and Loved
Transavia, which is considered the number one low-cost airline in the Netherlands, boasts a fleet of 44 Boeing 737 aircraft.
The flight operator has been a staple within the Netherlands since 1965, and in 2007 it also established a base in France. It is renowned for being accessible and affordable for all.
“The founder established the business based on the ethos of making “flying accessible for all”, and this is at the heart of our product offering,” shared Jeroen.
And, behind every successful brand, is a strong, passionate team.
“It’s important to position your people as the most important asset to your business,” explained Jeroen, “we have a positive culture which fosters an environment of learning from failure, being proud of the product, and being results driven”.
For its people, of which there are around 2500 in Netherlands, Transavia implements a human capital strategy which focuses on investing in and enriching its people, encouraging a happy employee lifestyle.
“We have created a friendly brand which has a good position in the Dutch air travel market, and that starts with our people who develop the product and are in front of the customer,” said Jeroen.
The Feel-Good Flight Factor
Currently, the business is focussing on how to create a “good feeling” for its customers – this starts with sustainability and the environment, something which has become increasingly important to the Transavia customer.
Of course, a port of call is to ensure the basics are being covered, such as garbage recycling and switching from plastic to cardboard on board, as well as planning efficient flight programmes.
In addition, it’s currently undergoing a fleet renewal process, transitioning over to a more efficient model of Airbus.
“Work is being done across the industry to test sustainable fuel and hybrid fuel options” explained Jeroen, “electric aircraft is also something we foresee in the future”.
The commercial aviation industry is seeing a period of twin-transition, with digitisation playing a role, too: ‘greening by IT’.
“Our new fleet of aircraft will be more digital, which brings with it opportunity and challenge,” said Jeroen.
Whilst digitisation of the industry will see more data being collected, this will mean increased data protection and more agility from Transavia’s business technology team.
“Digitisation will provide a platform for us to develop more distinctive, more data-driven products which will ultimately offer a better experience for our customers,” Jeroen said.
Flying into the Future
Transavia’s strategy focuses on maintaining and optimising its existing flights, whilst enhancing its product offering to meet the requirements of its customers.
“Logistically, we need to make the best use of the flight slots we have giving our Dutch passenger a good flight,” shared Jeroen.
The business also foresees a collaborative path for the future, starting with developing an efficient travel ecosystem.
“There is an opportunity for us to integrate products on the market to enhance our offering and improve our customer experience,” explained Jeroen, “of course, we can consider collaborating with car hire companies and hotels to offer a one-stop shop for travellers which we do with Transavia Holidays. But also the option for customers to have a meal delivered in the airplane, or to have their suitcase collected and checked in from home. By becoming more data driven, the opportunities for Transavia grow in the chain of services. To fulfil this strategy we may support our staff in becoming more digital literate using the metaverse as playground”.
In addition, Jeroen is key to see collaboration across the aviation industry to share knowledge and expertise, especially in scarce domains like technology where there is a need to be distinctive or integrate third parties in a growing eco-system of technology.
“Its key to select and manage our providers of business technology on their product vision and strategy. For example, functional and non-functional. Do they really understand business continuity in combination with agility and data management. At what level is their digital mastery?” Shared Jeroen, “Suppliers who have a vision and roadmap for digital transformation have a plus, if they can also show that they master privacy, security, compliance and observability. We want to be ahead; but safe, secure, affordable and sustainable!”
“As part of the Air France KLM Group and the World Aviation Forum, we already have the opportunity to learn from our counterparts, but, as we step into Industrial 4.0 there is a lot more knowledge sharing we can be doing to optimise the industry,” he continued.
“At this stage, it’s crucial for Transavia to consider what our product will look like in two years, five years and so on, and become a visionary of the airline industry,” he said