Garuda Indonesia's Strategy to Improve Performance in 2026
President Director of Garuda Indonesia (GIAA), Glenny Kairupan, has revealed a series of strategic steps the company intends to take to improve its performance in 2026. He stated that the company will focus on maintenance to drive a gradual recovery in production capacity.
“With the support of capital injection funding at the end of 2025, Garuda Indonesia targets operating at least 68 serviceable aircraft by the end of 2026, while Citilink aims for 50 serviceable aircraft by the end of 2026,” Glenny said in a written statement, quoted on Friday, 20 March 2026. For context, Garuda received a capital injection of Rp 23.67 trillion from Danantara in 2025.
Glenny explained that the optimisation of serviceable aircraft (airworthy planes) in 2026 will be strengthened through projections to accelerate several strategic maintenance process initiatives for the fleet. These initiatives include heavy maintenance airframe checks on the Boeing 737-800NG, Boeing 777-300ER, and Airbus A330 fleets.
In addition, the company is also conducting overhauls and shop visits for major components such as engines, Auxiliary Power Unit (APU), and landing gear to ensure the fleet’s performance remains optimal.
Last year, this issuer with the stock code GIAA recorded a net loss of US$319.39 million, or approximately Rp 5.4 trillion. Garuda Indonesia’s consolidated operating revenue also declined by 5.9 percent to US$3.22 billion.
According to Glenny, the decline in the company’s performance was influenced by limited production capacity in the first semester of 2025, where the number of unserviceable aircraft, or planes that could not be operated, were still awaiting maintenance schedules.
As part of the long-term transformation, Glenny stated that the company will also implement 11 main strategic initiatives. These strategic initiatives include optimising route networks, increasing fleet capacity, transforming digital platforms, enhancing revenue management, and improving cargo monetisation.
Then there is optimisation of additional revenue, formation of strategic alliances, improvement in cost governance, operational digitalisation, organisational structure synergy, and enhancement of customer experience.
“With various transformation steps that continue to be implemented in a disciplined and measured manner, Garuda Indonesia positions 2026 as the acceleration point for the company’s performance recovery,” said Glenny Kairupan. He expressed optimism that Garuda Indonesia can accelerate steps towards a more solid turnaround phase.