Royal Brunei Airlines is an impressive airline that quietly delivers reliable safe, comfortable, and affordable services. When in Brunei for the Association of Asia Pacific Airlines Assembly of the Presidents, Michael Doran discovered what is behind the airline’s success
In November, Royal Brunei Airlines hosted the Association of Asia Pacific Airlines’ (AAPA’s) 68th Assembly of Presidents, which included around 150 airline CEOs and senior executives, leaders of significant aviation OEMs, industry advisors, lessors, and international media, including Air International.
Royal Brunei Airlines (Royal Brunei) CEO Captain Sabirin Hj Abdul Hamid welcomed delegates to Bandar Sri Begawan, his country’s capital. He said the industry had much to celebrate, with Asia-Pacific passenger traffic recovery and cargo exceeding 2019 levels. Sounding a hint of what was to come, he added: “The industry’s efforts to full recovery continue to face challenges through labour shortages and supply chain constraints. We are also affected at operational and commercial levels by escalating geopolitical tensions, all the while ensuring we, first and foremost, operate safely and sustainably.”
This year marks the 50th anniversary of Royal Brunei Airlines, which was established on November 18, 1974, as an independent corporation wholly owned by the government of Brunei Darussalam. Its fleet consisted of two Boeing 737200s, and the first flight was a service to Singapore on May 14, 1975, followed by a flight to Kota Kinabalu and Hong Kong the following day.
The airline developed throughout the following decades by adding new routes in Asia, the Middle East, Europe, and Australia. Its modern era started with the arrival of new CEO Peter Foster in 2003. Foster set about restructuring the airline and returning Royal Brunei (RB) to profitability by retiring older aircraft and introducing new Airbus A319 and A320 narrowbodies. New services were added to Auckland, Ho Chi Minh City, Sydney, Seoul, and Tokyo.
The next major shift came in 2013 with the arrival of new Airbus A320s and Boeing 787 Dreamliners. The first Dreamliner flight to Singapore was in October, and flights to London Heathrow Airport via Dubai began on December 2, 2013. Seven newgeneration Airbus A320neos arrived in 2018, and these, along with the five Dreamliners, comprise the airline’s fleet today.
RB now operates around 24 destinations in 16 countries, including long-haul flights to London and Melbourne, medium-haul services to Seoul, Tokyo, Dubai, and Jeddah, and six destinations in mainland China. It also flies to neighbours Singapore, Malaysia, Vietnam, and Indonesia, as well as to Thailand, Hong Kong, and Taipei. The airline has maintained its full-service model while offering competitive fares, including complimentary meals, baggage, entertainment, and airport lounge access for eligible passengers. Its mission is to connect Brunei to the world safely, reliably, and sustainably in its unique Bruneian way as a commercial airline.
RB has appointed five chief executive officers since Foster departed to join Air Astana in 2005, with the current incumbent, Sabirin, taking over in November 2022. He had previously served as acting CEO for 13 months and, before that, had been chief operating officer since January 2021.
Sabirin joined RB in 1988 under the airline’s cadet pilot program. In 1989, he was seconded to AirUK airlines in London Stansted, where he flew the Fokker Friendship F27 as First Officer. He returned to Brunei in 1992 as First Officer on RB’s B757/B767 fleet, and in 2021, Sabirin received his Command.
In 2007, he was promoted to Vice President of Quality, Safety and Security Operations and from 2012 to Head of Quality, Safety, Security and Environment. Before becoming Acting CEO, he was appointed Chief Operations Officer in January 2021, responsible for RB’s Operations Division.
In opening the assembly, Sabirin said it was more than just a meeting; it was a golden opportunity to exchange ideas, foster collaboration, and steer the industry toward a brighter future. He added that the decisions and actions taken at the assembly will have a far-reaching impact in Asia-Pacific and globally.
“While the Asia-Pacific region faces geopolitical tensions, supply chain disruptions, higher operational costs and a shortage of skilled human resources, air traffic has largely recovered to pre-pandemic levels with most of the ASEAN countries showing over 90% traffic recovery.”
Aviation sustainability was high on the agenda, and Sabirin said it remains a top priority, along with accelerating efforts to transition to sustainable aviation fuel and improving net zero initiatives.
“We see various SAF policy developments underway in India, Thailand, Malaysia, Indonesia, South Korea, Vietnam, Singapore, Japan, and Australia. Strategies range from mandates to incentives; therefore, we must continue this dialogue with key decision makers to encourage SAF production and adopt the right policy framework to enable airlines to achieve Net Zero.”
Air International spoke with Sabirin informally several times over the two days and, after the conference, asked him about the future and which markets looked the most promising for RB. He believes that strong economic growth in countries like China, India, and Southeast Asia is driving increased demand for air travel.
“Our 50th Anniversary marks a proud chapter in RB’s commitment to delivering world-class service grounded in the values of warmth, sincerity and excellence,” he said. “As Brunei’s national carrier Royal Brunei has had the privilege of connecting Brunei with the world, sharing the nation’s rich heritage and the renowned warmth of Bruneian hospitality.
“For five decades, RB has remained steadfast in enhancing the travel experience for every passenger, inspired by the values of ikhlas (sincerity) and respect. RB is inspired by the Wawasan Brunei 2035 vision of a progressive and resilient Brunei committed to elevating its services and contributing to the nation’s growth and international presence.”
Before the onset of COVID-19, RB worked diligently to develop the Australian market, positioning itself as a viable alternative for Australians heading to the UK and beyond. Post-pandemic, the major Chinese carriers have flooded Australia with capacity not being used on US routes, offering one-stop connections to Europe, leaving RB to start building the market again.
Sabirin told Air International: “The market for RB’s long-haul routes is competitive, but we see our previous guests keep coming back, and we see new customers on board who see the value for money when they experience our high-quality service. Royal Brunei Airlines remains dedicated to being a true ambassador of Bruneian values and building connections that enrich lives across generations.”
RB operates to 19 international destinations from its home base at Brunei International Airport (BWN), located in Bandar Seri Begawan, Brunei’s capital and largest city.
Its long-haul destinations include London, Dubai, Melbourne, and Jeddah. At the same time, closer to home, it serves, among others, Hong Kong, Beijing, Manila, Ho Chi Minh City, Taipei, Seoul, Tokyo, and Bangkok.
The full-service carrier has an uncomplicated fleet that is well-matched to its route map. Boeing 787 Dreamliners handle the long-haul and high-demand routes, while Airbus A320neos are the right size for its mix of short-haul regional services.
RB has a relatively young fleet, with an average age of 8.3 years. Since its launch in 1975, it has relied heavily on Airbus single-aisle jets and Boeing widebodies. It has been operating the A320neos since 2018, and the first 787 Dreamliner arrived in 2013, making it an early adopter of both aircraft types.
The current fleet has 12 aircraft from just two types, including seven Airbus A320neos and five Boeing 787-8Dreamliners, with four more on order. Boeing’s chaos has thrown deliveries into disarray, and airlines have been significantly impacted by missed deliveries of 737s and 787s and the delayed introduction of the new 777X.
RB wants to keep its fleet young with new-generation aircraft that reduce carbon emissions and assist the airline in its pathway to net zero aviation by 2050. Sabirin said he “anticipates the delivery of the four 787-9s will be by 2028, and RB’s policy is to have a young average age for our fleet.”
The seven Airbus A320-200neos were delivered progressively between May 2018 and November 2018 and are powered by the CFM International LEAP 1A engines. Although these engines had some issues when they entered service, they have since performed well, avoiding the reliability issues that affect many A320-200neo operators today.
RB has configured the single-aisle A320neo with 150 premium-heavy seats, including 12in business class, 18in preferred seats, and 120 in economy. These aircraft typically fly on longer routes than most narrowbody aircraft, and while the additional premium seats reduce overall capacity, the superior passenger experience helps drive demand.
The business class cabin has a two-totwo layout and 12 seats. They are 20.9in wide, with a pitch of 43in and a 10in seat recline from the upright position. The seats are equipped with in-seat power and have an 11.6in personal screen, compared to a 10.1in screen in the economy cabin.
All economy seats are in a three-three layout, with the three rows of preferred seats directly behind business class at the front of the A320neo. These have extra legroom with a pitch of 32in, while the 120 economy seats have an average pitch of 30in.
The 787-8Dreamliners have a spacious three-class configuration of 254 seats, including 18in business, 52 preferred economy and 184 in economy. Business class passengers enjoy a fully lie-flat seat that is 21in wide, has a 79in pitch, in-seat USB-A and laptop power and a 15.4in personal screen. All economy seats are set with an average pitch of 33in and have an average width of 17.2in, with in-seat power and a 9in touch screen with USB charging capability.
The 787 business-class cabin is light and open. When the seat is moved to the lie-flat bed position, an ample space between the seat and the back of the seat in front becomes the bed. The Dreamliners, with an average age of 10.2 years, have a layout reminiscent of that era, with large, roomy seats that look and feel like comfy armchairs.
Since its inception in 1974, RB has stayed within the Airbus/Boeing model it has today. Its historical aircraft include Airbus A319-100s and A320-200s, Boeing 737-200s, 757-200s, 767-300ERs, 777200ERs, and Fokker F50s.
In November 2024, Air International travelled in business class on a Royal Brunei 787 Dreamliner between Melbourne (Australia) and Brunei to attend the AAPA 68th Assembly of Presidents. It was the author’s first flight with RB, and what stood out was the spacious cabin, high-quality food, and friendly and professional service.
The business class cabin has three rows and a two-two-two layout. It has lie-flat seats that, when retracted, open a very large space between them. There is also a buddy seat and walkway between each seat and the back of the one in front.
The seat is 21in wide with a 79in pitch and extends into a fully lie-flat bed, which is handy for the return overnight flight from Brunei to Melbourne. The space includes a drink holder, USB A and laptop power, a large fold-out tray table, personal and overhead lights and a 15.4in entertainment screen.
The service to Brunei is a daytime flight with a packed four-course lunch, which includes a mixed green leaf salad, cream of cauliflower soup, a seafood dish of fish, prawns, and mussels on noodles with an Asian sauce, and a chocolate brownie with cream cheese dessert.
The RB crew was extremely well-presented and highly visible throughout the flight. They delivered high-quality, friendly, and professional service. It was a seven-hour flight so some passengers slept and when they woke, the crew was there to provide snacks or beverages as soon as the call button was pressed.
By Brunei laws, RB does not serve alcohol on its flights, but passengers can bring their own and consume it onboard. However, the author did not see anyone doing that on either flight. While the lack of alcohol may disappoint some customers, the airline is very upfront about it and offers a large selection of non-alcoholic drinks and mocktails.
The quietness and lower altitude of the Dreamliner make for a very restful flight. With plenty of onboard entertainment, excellent food, and attentive service, the business-class experience is first-class.
Asia Pacific Airline leaders tell OEMs to fix supply chains
In November, Royal Brunei Airlines hosted the Association of Asia Pacific Airlines (AAPA) 68th Assembly of the Presidents, presented under the theme ‘Jetting into 2050: Future Proofing Asian Aviation.’
The annual event gathers CEOs and leaders of Asia-Pacific airlines and major aviation manufacturers, such as aircraft and engine OEMs. With the passenger market fully recovering post-pandemic, the leaders were generally optimistic until the conference presentations turned to the ongoing supply chain disruptions.
Sustainability and supply chains were recurring topics over the two days, keeping with the event’s theme. However, a lively panel session involving four of Asia-Pacific’s airline CEOs put the issue centre stage. The panel included Air Astana CEO Peter Foster, Malaysia Aviation Group CEO Captain Izham Ismail, Singapore Airlines Group CEO Goh Choon Phong, and Thai Airways CEO Chai Eamsiri.
Supply chain disruption has affected every aspect of aviation. Still, for these leaders, the significant issues are engines out of service, delays and quality problems with new aircraft deliveries, the unavailability of spare parts, and the need for maintenance facilities.
As airline CEOs, they believe that while their airlines are not responsible for these supply chain issues, they face public criticism and significant costs when schedules cannot be fulfilled. This is topical as governments discuss introducing laws to punish airlines when services are disrupted and beefing up consumer protection penalties for delayed or cancelled flights.
The panel’s general thrust was that OEMs need to take control of their processes and find solutions by collaborating with airlines, suppliers, and all parts of the aviation ecosystem – or, as one CEO said, “less talking and more doing”.
The most disturbing point is that most engine and airframe disruptions will not be solved until 2026, leaving airlines with some of their most efficient and greenest new-generation aircraft sitting on the ground when consumer demand is growing significantly.
The scarcity of sustainable aviation fuel (SAF) is a growing concern as airlines strive to achieve their commitment to net zero-emission flying by 2050. AAPA Director General Subhas Menon said that every new generation of aircraft and engine delivers 15-20% more fuel efficiency and that accelerating new technology and carbon-friendly aircraft needs to happen concurrently with building SAF availability.
“With delays in the delivery of new generation aircraft, airlines are extending the use of older aircraft,” he explains. “A strategy prioritising technology alongside SAF is a surer route to carbon neutrality than one over-reliant on SAF.”
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19th June 2025
