The fear of the SkywayÂ Â Aviation Handling Company Limited (SAHCOL) is now the beginning of wisdom for the Nigerian Aviation Handling Company Plc (nahcoaviance), as the latter is investing a whopping N800 million in the 2010 financial year to ward off threats from the former.
SAHCOL, which was a former subsidiary of liquidated Nigeria Airways, recently shed off its garment of uncompetitiveness following its privatisation and subsequent acquisition by the Sifax Group, which has begun investing heavily in its turn around.
Managing Director of NAHCo, Mr. Bates Sule, told newsmen at a briefing last weekend that his company was committing so much money to equipment renewal to cope with the very stiff competition SAHCOL could now offer.
According to him, the proposed spending is in addition to the N1.7 billion committed to acquisition of equipment in the previous financial year.
â€œWe sustained the momentum of the implementation of our equipment replacement plan as an aspect of the three-year (2007-2009) corporate business plan aimed at consolidating as well as leveraging on our leading position in the ground handling market.
â€œA wide range of brand new ground support equipment were purchased and deployed at various operation areas during the year.Â This has greatly enhanced service delivery and improved turn around time,â€ Sule said.
He said the company currently had an avalanche of state-of-the-art ground handling equipment at the ports waiting to be cleared, adding that all the investments in tools was to enable the company retain its leading hold on the market.
Vanguard learnt that SAHCOL is also investing heavily on equipment renewal to beat NAHCo to the second place.
But the NAHCo boss said beyond just buying modern ground handling equipment, the company was also investing in manpower development to remain competitive, besides diversification.
He said: â€œ In order to fully re-position for a more competitive business environment and in recognition of the crucial role of human resource in the attainment of optimal levels of service delivery, key managers were employed during the year to fill identified manpower gaps in strategic areas of our cargo services and accounts.
â€œThese recruitments will no doubt provide the necessary support to enhance our revenue.Â In 2009, we also continued out policy of adequately training and empowering our staff in order to build the right capacity for the company.
â€œThis was achieved through formal in-plant, off-shore job specific training and attitudinal re-orientation programme.â€
Continuing, he said â€œour employee motivation and reward systems which are geared towards achieving consistent staff loyalty and commitment to quality service delivery were further enhanced during the year to include various categories of quarterly performance awards to outstanding staff.