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It was set up last summer for around US$1.5 million but not as a business enterprise. It's purely a strategic requirement and we invested quite a lot. The objective is not to make money - this will come by default in the coming years - it's to provide people.

What training do students receive?

Any student has to go through an IQ test and proper screening selection, which involves English language and basic science. It's a four year course, so we don't want to get the wrong people for our and their sakes. We don't want to waste time on somebody who isn't up to it.

On the first course, we received 100 plus applicants and selected 28 people. Our programme involves taking in 28 people every six months, so 56 each year. They receive the basic training required for the EASA 66 certificate, which has 13 EASA modules towards B1 or B2.

In addition, we provide two more modules for JorAMCo, one being English and the other an induction to the company. It's a sandwich course and they usually require three years, but students will study for six weeks and then receive three or four weeks training.

They will then do practical work for about six months every year and this helps us integrate them gradually into the system. It also provides students with both a practical and theoretical education. The advantage is we have the MRO facility, academy and training at the same organisation. We have flexibility, which other schools might not possess.

Which countries do you receive applicants from?

We have students from outside Jordan, but since our main aim is to get people to work for JorAMCo we encourage locals to apply. We cannot close the door on anybody - we take them by merit and look at the bigger picture to get the best on these courses. By virtue of being in Jordan most of the students are Jordanian. Among them, we have two women involved in the training.

Do you expect more women to join your course, and subsequently the aviation industry, in the future?

This job won't be appealing to women because of the working hours and conditions. Aircraft maintenance specialists need to work around the clock in different departmental conditions and get their hands dirty, which is probably unappealing to women. In six years, we have had a few women join and, one way or another, they elected to move into office work.

How does the Middle East's MRO market compare with other regions?

The MRO industry has always been developed in the Middle East but it was mainly the result of flight carriers and legacy airlines having their own maintenance facilities.

They have all been developed during the past 40-60 years so there is a good base of MRO business from a technical point of view. Many of these companies are looking to separate from the mother company like GAMCO (now ADAT) or JorAMCo. They want to separate from the airline and work independently.

The interesting thing happening relates to DAE in Dubai and ADAT in Abu Dhabi. We have seen in Dubai the scale is always huge, and companies there always set high targets that they achieve. With regard to DAE, it will be a significant operation on a global scale. This presents competition but also more opportunities.

Aviation in the region was on the weaker side, in terms of size and development, but now it's established in the global market. This presents great opportunities, especially with the high price levels that we see in some other areas and regions.

Few airlines are profitable because of high overheads. Is this the same for MRO operators?

The overheads for MROs are high because it's a labour intensive business. It relies on people and their development, with training needed for many years before we see results. The infrastructure is expensive and with development of aircraft systems and equipment ongoing, upgraded tools are always required.

Again, it's the same position as airlines regarding overheads. If competition forces companies to compete and drag each other into a no-profit zone, the margins will become so slim that any small shake will see them losing out.

So far, this hasn't happened but there should be collaboration between MROs, especially regional ones. Competition will always be there but we should work together to help reduce costs and stay in the profit zone.

What impact will increased aircraft orders have on your operation?

It is how we look at the future - we look at the number of aeroplanes being ordered. As long as aeroplanes fly, there will be a need for maintenance. The element of labour and work will continue to be there as aircraft develop.

In the coming years, there will be significant MRO facilities cropping up across the Gulf region, India and China. European MRO companies will concentrate on component support and high-tech work, and maybe pool the logistics of the material requirements.

When did you join JorAMCo and what were you doing before?

I joined JorAMCo at the end of 2000 and before that I was in the team charged with restructuring and privatising Royal Jordanian Airlines. One of the jobs I did before I came to JorAMCo was help separate it from the airline and create an autonomous MRO company, so coming here was an easy move for me.

It's important in any business for the manager to move around. It helps because you see things from different angles and appreciate other people's position.

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