MASRA Unveils Crucial Details of MAS Boeing 737 Deal and Airline's Tumultuous Decades.

Aug 25, 2025



Shah Alam, Selangor Aug 24, 2025 (Issuewire.com) - The Malaysia Airlines System Retirees Association (MASRA) hosted an exclusive and crucial discussion today at Kelab Shah Alam Selangor, Section 13, Shah Alam. Titled "UNVEILING THE UNTOLD: THE MAS BOEING 737 DEAL & THE AIRLINE'S TUMULTUOUS DECADES," the event provided an unprecedented look into the elusive figures and strategic rationale behind this significant acquisition, which had long remained shrouded in mystery.

The Strategic Imperatives of the Boeing 737 Acquisition

The discussion shed light on the hard facts and figures surrounding Malaysia Airlines' (MAS) purchase of 30 Boeing 737 aircraft. This new order complements the 25 Boeing 737 800 aircraft ordered in 2017, marking the beginning of Malaysia Aviation Group's (MAG) transition to the MAX fleet/era. 

The acquisition is valued at US$9.5 billion (RM40 billion) and includes an option for 30 more aircraft. The 2025 deal, encompassing a total of 60 aircraft (30 from the new order plus the previous 30), aims to accelerate the replacement of older aircraft, enable more efficient operations with an expected 12% to 30% saving on fuel, and prepare for future regional growth. The purchase is a crucial part of the airline's modernisation strategy.

MASRA President Shulhameed Bin K Marican expressed his support for MAG's decision, viewing it as a positive step for the national carrier to move forward. He believes the deal can help the airline regain its five-star status from the 1990s. He also emphasized that the total of 60 new aircraft is still considered a small number compared to the fleets of other global airlines.

Regarding the funding, attendees gained insight into the true funding mechanisms behind this multi-billion-dollar deal. Investment, Trade, and Industry Minister Tengku Zafrul Abdul Aziz confirmed that the purchase was a corporate move funded by the company's own coffers, not public funds. Aviation expert Dato Dr. Amir Khan explained that the down payment can be negotiated to less than 10%, with the remainder paid in instalments, similar to buying a house. The purchase is not expected to financially burden MAG or the government.

Shulhameed added that there is a resale value for the old aircraft being replaced. The average age of the current Boeing 737 fleet is 12.7 years, and by the time the new aircraft arrive in 2029, the old fleet will be 16 or 16.7 years old.

The timing of the purchase is also crucial, as manufacturers are struggling to keep up with current demand due to a post-pandemic exodus of skilled workers from the industry. According to Shulhameed, if MAG does not order now, it may not get the aircraft. Dato Dr.  Amir Khan noted that buying later could force the airline to lease aircraft at a higher price.

Airworthiness and Safety of the Boeing 737s

The event also addressed concerns about the safety of the Boeing 737 aircraft, particularly in light of the two catastrophic crashes of the 737 Max 8 model in 2018 and 2019. Shulhameed Marican assured the public of the aircraft's airworthiness, stating, "This particular aircraft is the most audited aircraft since the incidents, from Boeing and then to the FAA (the US' Federal Aviation Administration)". 

He noted that since the incidents, the aircraft has not experienced any problems. Dato Dr. Amir Khan, an Aircraft Licensed Engineer with Malaysia Airlines, echoed this sentiment, confirming that the software issues (Maneuvering Characteristics Augmentation System - MCAS) have been fixed.

Shulhameed, a former airline pilot and trainer, also praised the high standards of Malaysia Airlines pilots, noting that their licences are recognised globally due to their mastery of English. He believes that with highly skilled pilots, there is no reason for concern.

MAS's Enduring Journey and the Need for Transparency

The discussion also touched upon Malaysia Airlines' journey, from its five-star status in the late 1990s to its recent challenges. The airline faced significant hurdles with the rise of Low-Cost Carriers (LCCs) and frequent leadership changes. The tragic incidents of MH370 and MH17 and the COVID-19 pandemic further exacerbated its struggles. However, in the post-pandemic era, passenger traffic demand has surged, and the airline has reported some profits after more than a decade of losses.

Shulhameed emphasised the importance of transparency in the airline's management, stating, "For too long, the true cost and strategic intent behind such monumental decisions within our national airline have been hidden...Today, we pulled back that curtain, offering the transparency the public deserves". 

He also openly admitted that Malaysia Airlines needs a businessman with good leadership and people skills.

Distinguished Speakers Share Invaluable Insights

The event featured prominent speakers who are intimately familiar with Malaysia Airlines operations and history.

Shulhameed Bin K Marican, President of the MAS Retirees Association, is a former airline pilot who was trained by Malaysia Singapore Airlines and joined MAS in October 1972. He flew Boeing aircraft, including the B737, on international routes and retired from MAS as General Manager of Flight Operations, having managed 5,000 cabin crew.

Dato Dr. Amir Khan, an Aircraft Licensed Engineer with Malaysia Airlines and CEO of AB Consulting, uniquely combined extensive industrial experience with academic rigour, holding an MBA and PhD in Management from Cranfield University, UK. His diverse career at Malaysia Airlines spanned numerous disciplines, including Internal Audit, HR Organisational Development, Corporate Planning, and leading two airlines as CEO. He commented, "The future viability of Malaysia Airlines hinges not just on new aircraft, but on understanding the foundational decisions of its past".

The event, which concluded today, marked a significant step towards greater transparency and understanding of the pivotal decisions that have shaped Malaysia Airlines. The insights shared by these seasoned veterans offered invaluable context to the airline's journey, setting a precedent for future dialogue on its ongoing evolution and strategic direction.

About The Malaysia Airlines System Retirees Association (MASRA)

The Malaysian Airlines System Retirees Association (MASRA) stands as a venerable organisation, now 35 years old, dedicated to serving the needs of former employees of Malaysia Airlines. Beyond its core mission of fulfilling its members' requirements, MASRA actively contributes its wealth of expertise to the aviation industry, particularly to Malaysia Airlines (MAS) and Malaysia Aviation Group (MAB). This contribution leverages the deep knowledge and experience accumulated by its retirees over decades in the airline sector. To ensure its sustainability and further support its initiatives, MASRA presently operates both a company and a cooperative, strategically established to generate revenue for the association. This multi-faceted approach underscores MASRA's commitment not only to its members' welfare but also to the broader aviation community and its own long-term financial health.

For further details on the event, this press release, or information pertaining to the event, kindly contact Gunaprasath from Emjay Communications at [email protected] / send a WhatsApp message to +60179203544.

Media Contact

Emjay Communications


[email protected]

+60179203544

https://www.emjaycommunications.asia/

Source :The Malaysian Airlines System Retirees Association (MASRA)

This article was originally published by IssueWire. Read the original article here.

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What to consider if a company that made AI-related job cuts wants you back

What to consider if a company that made AI-related job cuts wants you back

Oct 30, 2026

NEW YORK — Companies around the world are increasingly citing artificial intelligence when slashing jobs, fueling anxiety that a lot more workers may lose their livelihoods to machines. Microsoft, Barclays Bank and supermarket chain Kroger are among the latest entries on a growing list of companies that have announced AI-related workforce reductions this year, including the elimination of jobs deemed redundant or shed to free up money for investing in the technology. But the job cuts of the AI era, which are affecting tens of thousands of people, occasionally have an epilogue. Some companies, after discovering that AI models, applications and agents don't perform as well as expected, end up rehiring laid-off workers to fill eliminated positions. It's unclear how common such reversals are, but they are happening often enough to acquire a nickname: the "AI boomerang." "Two years ago, we said, 'Would this happen?' and now we're saying, 'Yes, it is happening in real time,'" said Lucy Beaumont, a global senior vice president at SHL, a U.K.-based technology company that develops employment-related tests and tools. Hiring managers in fields including finance, marketing, law and health reported earlier this year that their companies had eliminated positions primarily because of AI or automation, only to hire again for the same or similar roles, according to recruitment and staffing firm Robert Half. The most frequently cited reasons for restoring dropped jobs included the technology needing more human oversight than anticipated and its inability to replicate institutional knowledge, the firm said. "When you need critical thinking, collaboration, creativity, institutional knowledge, those are things that AI just can't replicate," Bill Driscoll, a senior district president at Robert Half, said. "And I think that's where companies are starting to realize, 'Wow, we really do need people to do these jobs.'" Klarna, the Swedish provider of buy now, pay later services, began recruiting human customer service representatives again last year. CEO Sebastian Siemiatkowski acknowledged in an interview with Bloomberg News that the company's reliance on an AI chatbot to cut costs had gone too far. In June, Ford said it had hired or promoted 350 veteran engineers after AI tools the automaker deployed to do quality control work did not perform at the expected level. "AI utilization has been an important part of our quality gains and that — along with deep technical expertise of our teams — is a powerful combination," a Ford spokesperson told The Associated Press. However, companies don't always broadcast their U-turns on shifting resources or responsibilities from employees to AI systems, Beaumont said. "Maybe their shareholders love that they did this right-sizing motion... and then they have to turn around and quietly, with their tail between their legs, admit that they weren't ready for that or they shouldn't have done that," she said. Management experts offered employment advice for workers as companies make greater use of AI tools and consider — or reconsider — their staffing needs while assessing the technology's capabilities. Rehiring suggests the invisible work of humans is not easily replaced When companies use AI to perform tasks previously done by people, they often miss the invisible work employees do beyond their formal job descriptions, said Betsy Summers, a principal analyst on the Future of Work team at market research and advisory firm Forrester. That might include sensing emotions and moods, holding impromptu meetings and putting in extra effort when feeling inspired or otherwise motivated, Summers said. "We don't know all the work that's required to do things well within the organization," she said. "The citizenship behaviors of team cohesion and team building and making sure that you have trust within your team, none of that is accounted for. So when you rip out humans who are doing that work and then expect agents to be able to then deliver exactly what humans have delivered, they are frequently mistaken." Another factor that complicates assigning more work to AI-powered tools is that company procedures for tasks such as data processing and bookkeeping are not always well documented, experts said. "Organizations are not spending enough time doing the up-front work to really truly understand workflows and where humans add value in the process," said Brooks Holtom, a professor of management at Georgetown University's McDonough School of Business. In roles such as customer service, AI agents and chatbots frequently need to refer questions and complaints to a worker who can recognize emotions, assess the severity or complexity of a problem and respond creatively within established policies, Holtom said. "It's that combination of creativity but staying in the guardrail that's really hard for a machine to figure out," he said. Figure out what gives you a competitive edge as a human As companies redirect resources toward AI, current employees and those asked to come back might want to emphasize skills that complement the technology, such as emotional intelligence and sound judgment, Holtom said. "Really try to be able to articulate, what's your value proposition as a human?" Holtom said. "Don't be afraid to lean into the technology as well, and understand how to differentiate yourself from what machines do well. Embrace that, understand that, and you can become uniquely qualified to help with implementation." Empathy is a human quality that technology has not fully mastered, Beaumont said. "Think about an angry customer. They want to be listened to, they want to be heard, they really want a human on the other end of the line," Beaumont said. "Can an AI replace that right now in a way that feels meaningful to individuals? Perhaps not." Know your leverage and use caution if you're asked back Many people are understandably reluctant to return to a company that laid them off as part of a reorganization around artificial intelligence, according to Beaumont. "To come back to a business where you've been let go, replaced by AI, to be asked back to that business, your trust is gone, your psychological safety there, your relationship with the employer, and that's very, very difficult to build back," she said. Workers offered their old jobs back are asking for more money and to know how AI might impact future staffing, Beaumont said. Requesting additional training and a clear explanation of your opportunities for advancement could be part of the discussion, she said. Communicate ways you would contribute value as a returning employee, outlining a new job description "that leverages the technology but also your expertise," Holtom said. You could end up in a higher-ranking position that pays more than the one you left, he said. Before accepting an offer, seek a commitment such as a one-year renewable contract that includes a buyout clause if the job is terminated in less than a year, Holtom suggested. Don't discount the distinctly human values of motivation and curiosity, which make people efficient and effective, Summers said. "Within our societies, work serves a broader purpose than just creating value for shareholders or customers or constituents," she added. "Work serves a human purpose as well. It's the manifestation of our search for meaning and purpose. We want to contribute to our communities as human beings."

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