anniversary
of the process, which also requires other resources to be collected together including government, design and aviation authorities.” While these longer-term strategies have contributed to
the group’s success, Gliznoutsa admitted that the business model “certainly” had to be altered in response to the unprecedented global economic downturn experienced in the last year or so. “The day-to-day running of the business is one thing;
future developments are another. Ideally, you don’t want day-to-day issues to affect your long-term plans, but this is not always possible.” The group has held back
on the financing of its IL-76 project, pushing delivery of the fourth and fifth aircraft into next year and the year after, Gliznoutsa admitted, but on the whole: “We have not suffered as much as other airlines. “This is partly because our
services are to some extent unique. We are quite project- driven, especially on the AN-124 jobs. Some of the projects we were involved in had begun well before the
crisis – the wheels were turning,” and with budgets already committed, they went ahead.
SPREADING THE RISK Another advantage is that the group offers both charters and scheduled services, spreading risk across “completely different” markets. With regard to Volga-Dnepr’s home market, Gliznoutsa
explained: “It’s quite patchy. In some areas there are no signs of resurrection. “But oil and gas are developing, while the industrial and
36 AIR LOGISTICSCHINA
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