Airport Holdings Axes 5 Firms to Boost Efficiency; 13 Operational Entities Remain

Airport Holdings Ltd (AHL), a key yet often discreet pillar of the local airport ecosystem, is undergoing a sweeping restructuring exercise that will see several of its subsidiaries dissolved and operations critically redefined. The massive internal cleanup is intended to rationalise the AHL empire, eliminate redundancies, modernise governance, and enhance transparency.

Three Core Subsidiaries to Be Wound Up

The radical streamlining targets four formal subsidiaries directly under the AHL umbrella. Three of these are already marked for dissolution (winding up), underscoring a clear directive to focus the group on core functions:

• AHL Energies Ltd (to be wound up)
• AHL Corporate Services Ltd (to be wound up)
• AHL Properties Ltd (to be wound up)

These entities are being eliminated, with Energies and Corporate Services specifically cited as redundant.

Only AHL Treasury Management Ltd is set to retain a central role, primarily for financial management and consolidation.

The Wider AHL Ecosystem

The restructuring is affecting a much broader network, confirming that AHL’s scope is far more extensive than previously understood, encompassing commercial, tourism, and territorial operations—especially in Rodrigues.

This enlarged ecosystem includes thirteen associated companies covering diverse areas such as:

• Airport Management
• Duty-Free Operations
• Hotel Operations
• Specialised Services
• Training
• Ground Handling

Entities in the Wider Ecosystem

The coexistence of fully operational and dissolving structures signals a commitment to creating more agile and financially optimised organisations that are laser-focused on the sector’s genuine needs.

Power Concentrated: Directors Under the Spotlight

The internal document consulted also highlights a striking concentration of responsibilities among a handful of individuals who sit on the boards of almost all subsidiaries, revealing a powerful, cross-cutting management core within the AHL ecosystem. Key figures include:

• Appalsamy Thomas (G.O.S.K.) – A pervasive presence, often serving as Chairman or key Director.
• Kremchand Beegoo – Highly active in critical entities despite having left Air Mauritius (MK).
• Lormus Bundhoo – A recurring member on several strategic boards.
• Anandsing Acharuz – Active across multiple operational structures.
• Kantabye Babajee – Regular director, even in entities marked for dissolution.
• Keshav Reetoo – Involved in duty-free and tourism-related subsidiaries.
• Swaraj Kowlessur – A cross-functional figure in commercial and operational entities.
• Iswar Keemo – Present in tourism-focused companies.

This centralisation, which may be interpreted as either coherent or problematic, is under review.

Political Discussions and Future Appointments

Discussions involving the Prime Minister and his Deputy have reviewed the situation, particularly the tendency for various boards to operate in silos.

The restructuring continues pending the appointment of the Air Mauritius Chairman, a post to which the current AHL Chairman, Megh Pillay, has been speculated.

Veteran political figure Paul Bérenger publicly addressed the need to “restore and relaunch Air Mauritius” to give it a “new take-off” and “a new start,” stating this would require the reorganisation of AHL and its roughly twenty subsidiary companies.

New boards, chairmen, and members are expected to be appointed in the coming days.

When pressed by journalists about “external pressures” on Megh Pillay, Mr. Bérenger conceded, “There were. Not just external. You don’t know that particular episode. I don’t want to say his name. That fellow is still on I don’t know how many boards… We need to know the circumstances under which those subsidiary board appointments were made. But let’s not spend all our time on the past, let’s fix what needs fixing.”

Source: l’Express