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appetite” across an extensive system expected to generate 130 million passengers by 2030. Malaysia Airports’ Managing Director Dato’ Mohd Izani Ghani said: “We have benchmarked different models internationally, so the RFI will allow us to test those findings against market insights and industry capabilities, giving us a strong basis to determine what is right for our passengers and our airports over the long term.” Dato’ Mohd Izani also made clear: “The Duty Free Retail RFI is a market-sounding exercise and not a procurement process; no decision has been made on the future concession model or whether Malaysia Airports will proceed with any subsequent procurement exercise.” A key driver of this enhanced commercial strategy is last year’s takeover of the company by the Gateway Development Alliance (GDA) – a consortium comprising 70%Malaysian interests via Khazanah Nasional and EPF, plus 30% foreign holdings equally split between the Abu Dhabi Investment Authority (ADIA) and Global Infrastructure Partners (GIP), a prominent global infrastructure fund which brings considerable expertise from GIP’s holdings in London Gatwick, Sydney, and Edinburgh airports. The ownership transition and delisting of Malaysia Airports from Bursa Malaysia has coincided with a renewed focus on long-term investment, infrastructure enhancement and airport modernisation. Under the GDA ownership structure, Malaysia Airports has embarked on a significant multi-year capital investment programme aimed at enhancing airport infrastructure and the overall passenger journey across its network, with the ambition “to make Malaysia the most connected country in Asia Pacific.” Alongside these infrastructure investments, the airport operator is also reviewing opportunities to strengthen its commercial proposition and ensure that retail, dining and other passenger- facing offerings continue to evolve in line with changing traveller expectations. The Duty Free Retail RFI forms part of this broader assessment, providing Malaysia Airports with an opportunity to gather market perspectives and better understand different commercial and operating models. Company presentations explain in detail what this translates to in the case of Kuala Lumpur: • Optimised Exposure: “A right-sized retail footprint with stronger airside exposure, better sightlines, better layout and the right category mix for each journey moment.” • Dwell-Time Conversion: “The right space, in the right location, with the right category mix which converts dwell time into sales.” • Passenger Psychology: “When passengers know where they are and howmuch time they have, they relax enough to stop and shop.” Highlighting the collaborative approach to its commercial strategy, Dato’ Mohd Izani Ghani states that these commercial initiatives actively seek to “strengthen the commercial ecosystem through collaboration with concessionaires, local brands and creative partners.” By unifying this high-margin retail strategy with a coordinated push to recruit long-haul international carriers, the newmanagement aims to transformMalaysia’s gateways into hyper- competitive, world-class transit and commercial hubs. Malaysia Airports’ Managing Director Dato’ Mohd Izani Ghani: “We have benchmarked different models internationally, so the RFI will allow us to test those findings against market insights and industry capabilities, giving us a strong basis to determine what is right for our passengers and our airports over the long term.” Tuesday 29 September 2026 54 T F W A D A I L Y