Air Asia sells 29 planes only to lease them back

Air Asia is selling 29 planes – Airbus’ A320-200ceo and A320neo to Castlelake. Castlelake will lease the same aircraft back to the Malaysia based budget airline AirAsia.

For AirAsia, the deal marks another move to monetize its assets as Asia’s biggest budget airline seeks to transform itself into an asset-light, digitally focused firm.

In a filing with Bursa Malaysia yesterday, AirAsia said its indirect wholly-owned subsidiary, Asia Aviation Capital Limited (AACL), had entered into a share purchase agreement with Castlelake’s indirect entities for the disposal of its entire equity interest in Merah Aviation Asset Holding Ltd – which owns the aircraft.

It said proceeds from the disposal would mainly be for the repayment of existing debt and to defray estimated expenses for the proposed transaction.

“The board believes that the proposed transaction is in line with AirAsia group’s strategy to focus on its core airline operations, while allocating resources within AirAsia group in a more efficient manner.”

“With the proposed transaction, AirAsia will be able to preserve its existing funds for its future business and provide a stable platform for AirAsia to expand its route network, without the financial commitment of owning aircraft which are capital intensive in nature and/or undertake new and appropriate investment opportunities to maximise shareholders’ returns.”

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Juergen Thomas Steinmetz has continuously worked in the travel and tourism industry since he was a teenager in Germany (1979), beginning as a travel agent up through today as a publisher of eTurboNews (eTN), one of the world’s most influential and most-read travel and tourism publications. He is also Chairman of ICTP. His experiences include working and collaborating with various national tourism offices and non-governmental organizations, as well as private and non-profit organizations, and in planning, implementing, and quality control of a range of travel and tourism-related activities and programs, including tourism policies and legislation. His major strengths include a vast knowledge of travel and tourism from the point of view of a successful private enterprise owner, superb networking skills, strong leadership, excellent communication skills, strong team player, attention to detail, dutiful respect for compliance in all regulated environments, and advisory skills in both political and non-political arenas with respect to tourism programs, policies, and legislation. He has a thorough knowledge of current industry practices and trends and is a computer and Internet junkie.