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The encyclopedia · Finance & Accounting · Strategic decision · 2018–2023

Air Belgium tried to be a long-haul airline for five years — then kept only the freighters

Brussels to Johannesburg, Cape Town, Mauritius — a nine-aircraft fleet on a €11M-a-year loss. In October 2023 the passengers went; the cargo stayed.

Air Belgium · 2023-10-03

What happened

Air Belgium first flew in 2018, built around an ambition Belgium had not managed to keep since Sabena: a long-haul carrier out of Brussels. The network reached the Caribbean, Africa and Asia, then shrank, year by year, to three routes — Johannesburg, Cape Town and Mauritius — flown by a nine-aircraft fleet.

The airline's own accounting of why: an €11 million loss in 2021, the war in Ukraine, fuel prices, inflation, and a pandemic that broke both profitability and cash flow. A profitable passenger operation would have needed substantial new investment; none came. On 18 September 2023 the airline announced it would cancel all scheduled passenger flights from 3 October and seek a court-supervised restructuring.

What survived was the part with paying customers who were not passengers: freighter operations for CMA CGM Air Cargo and China's Hongyuan Group, including three 747-8Fs, plus wet-lease flying. The airline later confirmed bankruptcy, with about $9 million in passenger refunds left unpaid. Five years of trying to sell Belgium a long-haul airline ended as a cargo contractor — the business that had customers, minus the one that had the brand.

Why it happened

  • A long-haul network needs feed, frequency and deep pockets; a single-country carrier without a hub airline's connecting traffic sells every seat at a discount to fill it.
  • The shocks — fuel, Ukraine, pandemic — hit every airline; the difference is that the majors had balance sheets and state backing to cross them, and Air Belgium had neither.
  • Cargo and wet-lease revenue existed all along; the passenger brand was the expensive wrapper around the only part of the business that cleared its costs.
What it costpassengers gone, $9M refunds unpaidcatastrophic

The lesson

If one part of the business subsidises another, know which is which — when the funding stops, the market keeps the part that pays for itself and discards the story, so build the plan around the payer.

Sources

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