http://www.aviationbusinessme.com October 2018 · AV I A T I O N B U S I N E S S 25
ONE-ON-ONE
We have made signifi cant inroads into
the development of the staff and the
change of the infrastructure, as well as
the rebranding of the company, bu t now
it’s a case of developing.”
“A320neo is next. The A320neo is
a huge aircraft market as a lot of
the carriers in this region are now
moving towards the Neo ... Boeing
777 — we will probably achieve ap-
proval around January of next year,”
comments Wilkinson
“To get the certifi cation, it is a long
process ... you have to fi rst acquire the
specifi c tooling for the aircraft, but then
comes the training of the staff. The team
has to be trained on the new technology,
which is typically a 12 to 16-week course.”
The CEO shares that in the case of
the Boeing 787, Joramco worked closely
with Etihad Technical Training to bring
its teams up to speed on the aircraft’s
maintenance requirements.Suc h pa r tnersh ips have been i nstr u-
mental for Joramco in addressing both
the professional development of their
existing staff , as well as the acquisition
of fresh talent. In the case of the latter,
the company maintains a long-standing
collaboration with Air Service Training
(AST), an aviation training organisation
based in Perth, Scotland.
The two parties work closely together
to operate the Joramco Academy, an
independent school for aircraft mainte-
nance engineering training. Launched
back in 2007, the EASA Part 147 accred-
ited institution delivers technical and
practical education to the standards
of IR Part 66.
With an annual graduating batch of
20 students, which primarily consists of
local Jordanian talent who are typically
absorbed into Joramco, the academy
has at any given time, 80 trainees at
various stages of the programme. Not
all students are from Jordan however.
A sizeable portion of the student
body includes candidates from coun-
tries, such as Iraq, Libya, Egypt and
Yemen, who upon completion of the
programme, return to their respective
countries for employment.
When pressed on what the market
can expect from Joramco as we head
into 2019, the CEO shares that the trans-
formative journey for the company is
still not yet complete. In addition to
its goal to achieve Boeing 777 mainte-
nance approval in the fi rst quarter of
next year, the MRO company will con-
tinue to develop its infrastructure with
new capabilities.
The fi rst of such expansions are al-
ready underway with the construction
of a dedicated paint hanger but the team
at Joramco are already searching for new
opportunities to better their core service.
“We have made significant inroads
into the development of the staff and
the change of the infrastructure, as
well as the rebranding of the company,
but now it’s a case of developing —
pushing more down into the shop floor.
This means improving turnaround
times and the efficiency of workforce
... transformation is never complete,”
concludes Wilkinson.