MZL Pojacki
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| Founded | 1 May 1911 | ||||||
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| Commenced operations | 3 August 1914 | ||||||
| Hubs | Rugi International Airport | ||||||
| Frequent-flyer program | Poja Rewards | ||||||
| Fleet size | 151 | ||||||
| Destinations | 76 | ||||||
| Traded as | MZPO | ||||||
| ISIN | PO5986321478 | ||||||
| Headquarters | Rugi, Poja | ||||||
| Key people | |||||||
| Revenue |  Ð4.0 billion (2022) | ||||||
| Operating income |  Ð236.1 million (2022) | ||||||
| Net income | Ð154 million (2022) | ||||||
| Total assets | Ð5.45 billion (2022) | ||||||
| Employees | 34,300 (2022) | ||||||
| Website | www.mzlpojacki.po | ||||||
MZL Pojački (Pojački Medunarodne Zracne Linije) is the flag carrier of Poja, founded in 1911. Based in Rugi, it operates both international and domestic passenger flights from its main base of Rugi International Airport. MZL Pojački's main focus area is passenger travel and does not have any dedicated cargo aircraft, though its aircraft often do carry light cargo loads between destinations. MZL Pojački is the largest airline in Poja and receives considerable backing from the Pojački government. It is amongst the world leaders in "premium airline services" and is noteworthy for its exceptional customer service, even for economy or coach passengers. MZL Pojački also has a distinction for providing both the aircraft and the flight crews for Poja One, the air transport for the President of Poja up until 2003, when a bribery scandal resulted in the Pojački National Air Force taking full ownership of the aircraft and its crew.
History
The Early Years (1911 - 1930)
The origins of air travel in Poja date back to the Križetina International Exposition of Sciences and Arts in 1897. The exhibition ran from 5 April to 4 October, and focused heavily on the upcoming turn of the century. Amongst the focuses of the scientific portion of the exhibition was on the prospect of air travel via rigid airship. Combined with the growing fever of Pojački unification, the exhibition directly inspired some of the country's wealthiest industrialists. In the 14 years subsequent to this exhibition, the nation of Poja was founded and the euphoria granted to a unified nation for the first time in over 600 years spearheaded a renaissance in arts and sciences.
The dream of air travel took hold in Poja perhaps more so than many other countries throughout the world and when the first rigid airships took to the skies in the first decade of the century, it was only a matter of time before Poja, as a nation, would embrace it on a national scale. Though rigid airships were still in the experimental phase of development by 1909, when the decade neared a close, predictions were that commercial service could begin before 1912, a feat considered a "dream" in only 1897.
It was thus in 1909 that MZL Pojački moved from wishful discussion to a reality at the behest of a Dosniman and an Adjinuan, Miroslav Jagoda and Tomislav Budak, respectively. Jagoda was considered the 5th wealthiest man in Poja and the owner of roughly two-thirds of all of the iron ore in Dosnima. Budak, while not in the top 10, was owner of the largest shipbuilding company in Adjinua and the two had an already existing business relationship as a result. Both had toured the exhibition in 1897 and together began to lay the groundwork for what would become MZL Pojački.
The pair identified a need of at least Ð3 million in capital to start the company, purchase a single airship, and commence operations. They would offer limited service between the new national capital of Rugi and Križetina, the capital of Adjinua, as well as from Rugi to Gorlenje, the capital of Dosnima. By the end of the year, they had secured Ð1.1 million in capital from their own funds and an additional Ð250,000 from soliciting investments from other wealthy businessmen in Poja. However, the latter came with a drawback that the money was secured through advance ticket sales, which meant that unless the company were able to sell tickets to non-investors, it would be 6 to 8 years before they could see any profitability on tickets. Still very short on their investment, the two men sought out a third partner. Liari industrialist Viktor Isaković would ultimately be courted with an investment of Ð800,000, which put him ahead of the Ð650,000 Jagoda and Budak had put into the company's initial coffers. Still shy of their Ð3 million requirement, Isaković used his ties with the government to secure a Ð1 million government loan. Repayment conditions were favorable to the trio but only if they could begin air operations before 1915.
With the loan secured, the company was formally founded on 1 May 1911 as Air Eagle (Vazdušni Orao). An airfield was secured from property owned by Isaković outside of Rugi where he'd intended to build a factory but found the country unsuitable for the kind of construction needed. Isaković was put in charge of the company as President, owing to his larger investment, while Budak was given the title of chief of operations and Jagoda was given the title chief of finances. By the end of the year, they had 100 full-time employees and construction had begun on the airfield's structures. By the end of 1911, the company had secured a contract with a FOREIGN-based manufacturer for the construction of a rigid airship in Poja. Construction was to get underway by the summer of 1912 but setbacks, delays, and newer and more revolutionary designs, meant that construction did not begin until 1 November 1914.
The setbacks and delays caused Air Eagle to miss its initial target of starting passenger service before 1915. As a result, the first loan payments to the government had to come from the combined profits of all 3 of the founder's other companies, something which made their investors wary and many threatened to call for refunds of their investments. As a result, the founders of Air Eagle also began to open up the prospect for heavier-than-air flight and used this prospect to court additional funding from the government, citing that such aircraft "could be the future of warfare." None of the founders believed this however as they did not expect such aircraft to be able to carry significant enough loads for such an endeavor.
In 1917, the first airship was completed and named the Eagle One. The first commercial flight was conducted on 1 November 1918 from Rugi to Križetina with a crew of 13 and 20 passengers. Heralded as a major leap forward, Air Eagle quickly pushed for a second airship, knowing that they had fallen far behind their business plan. They faced fierce competition from a government that now wanted to produce military-used airships only. What resulted was the Eagle Two design, which had been billed by designers as capable of dual use. Construction of the first aircraft was done in a fraction of the time as Eagle One and had its maiden voyage on 5 June 1919. A second aircraft had its maiden voyage just 9 weeks later. The military commandeered the first of the two airships. By the end of the year, the military would offer the airship for sale back to Air Eagle owing to its limited military use as it was complete outdated and unreliable for the rigors of military use. This enabled Air Eagle to have 3 airships. Eagle Two and Eagle Three found success domestically flying not only to Križetina and Gorlenje but also to Novigrad in Chernarus_(Poja). They were also the only 2 operating airships as Eagle One caught fire while fueling on 5 January 1920 to the horror of many awaiting passengers.
The fire itself caused a brief decline in interest but Air Eagle was able to point to numerous safety violations and assure passengers that safety measures would be revamped and followed. This was a bit of subterfuge as there were very few safety requirements in place and those blamed for the accident perished in the fire. In addition, a new design was rolled out in 1920, the Sova-class (owl) of airship. The Sova-class was intended to be mass produced and 20 examples were constructed, 10 of which were coopted for military use. Unlike the Eagle Two and Eagle Three airships, the Sova-class was considerably more useful in a military setting.
In 1921, Air Eagle established its first international route flying from Rugi to the Garindinian capital of Parsa with 2 round-trip flights per week. Flights would depart the respective capitals on Monday morning, pass in the air approximately halfway between, and land in the late morning or early afternoon on Tuesday. They would then depart on Thursday and land on Friday. Weather conditions canceled many flights but the prospect of only 2 days' travel between the capitals was considerably faster than any other method at the time. It was also a major reason why Garindinian-Pojački relations formed so early.
In 1922, President Dragan Šaponjić traveled to Parsa onboard the Mediargic Clipper, a one-of-a-kind airship that had made its maiden flight on 1 December 1921. It was the first state visit made entirely by air travel for both Poja and Garindina. President Šaponjic traveled with 24 other officials and returned heralding a new era in Garindinian-Pojački relations now that they could communicate with one another, in person, in a fraction of the time. Operations to the Republic of Greater Galicia would also commence in 1922 thanks to the extended range of the Sova-class airships.
For Air Eagle, the press of this event was massive. Before the end of 1922, they had sold out of every airship flight for the next year and they would be able to post their first profits. Unfortunately for its founders, 1923 would be a tough year. Isaković suffered a heart attack and died the night before the company's 12th anniversary on 30 April and the Mediargic Clipper would be pressed into military service, taking a major source of profit away from the company. The company attempted to press for compensation for the tickets they needed to refund but, in the end, received only one-third of the refunds they were required to give. The Mediargic Clipper crashed in poor weather on 9 January 1924 during a training mission, a major loss of prestige to Air Eagle and Poja.
The company lumbered on, constructing more airships to make up for the Mediargic Clipper, expanding into other international routes; By 1927, Air Eagle was able to begin to show profit. Jagoda officially retired that year and the next year forced the early retirement of Budak after a stroke left him partially paralyzed. The new ownership of Air Eagle did not share the same vision as the founders and focused more heavily on profit margins. In 1929, as a result of cost cutting, Air Eagle suffered a massive disaster, which bankrupt the company.
The disaster occurred on 7 July 1929 when the airship Poja Clipper, while carrying 25 passengers and 16 crewmen caught fire midflight and crashed in southern Poja. Eyewitness reports suggested that the airship may have been struck by lightning; however, a government investigation into the airship and its maintenance records showed that many recommended maintenance repairs had been ignored due to cost or the time required to complete them, time which would have prevented commercial operations. Quoting company officials, the report was titled, "Airships Don't Make Money on the Ground." The report was more than scandalous and, as a result, 17 people at Air Eagle were put onto trial for negligence, including the company's leadership. While most of the leadership was able to place blame on lower-level personnel, the reputation to the company was tarnished beyond repair.
The company was ordered to pay death benefits to those killed as well as to fund the cost of the trial. The resulting payout bankrupt the company and threatened to permanently harm air travel in Poja. Unwilling to see this happen, the government nationalized the company and renamed it Pojački Medunarodne Zracne Linije (Pojački International Airlines) or MZL Pojački for short. The company was completely rebranded and every reference to Air Eagle was discontinued. Instead, the company would adopt a red wolf as its logo.
The "Red Wolf" (1930 - 2003)
The Pojački government would control MZL Pojački for just 2 years before selling the company to private investors. During this time however, the government-appointed managers would wholly and completely change the business model and direction of the company. First and foremost, the managers set a 10-year-plan for the company that would see a gradual shift away from airship-dominated flight and a shift into airplanes. Government managers had not seen the kind of progress in the airship industry they had hoped for, unlike what the world was seeing in the airplane industry. The goal, as laid out in 1930, called for an end of airship operations by 1945, envisioning international air travel in the timeframe of hours, not days. Secondly, they set up a plan to protect travelers in the event of weather-incurred delays. Passengers whose flights were delayed due to weather would be able to recoup some of the costs of their extra lodging, in what would become one of the world's first travel protection programs. For government managers, this program was seen as a means to an end to airship travel, which was much more weather dependent due to the longer travel times necessary.
In spring 1932, ownership of MZL Pojački came under the direction of a Liari businessman named Dragan Goncić. The choice to sell Goncić the company did not come without scandal. Goncić was a notorious figure within Poja, chiefly because he was the only person with an import license for foreign alcohol-based beverages, a license he'd managed to obtain largely through bribery and nefarious business practices against his competitor. At the age of 39, he was also considerably younger than any of MZL Pojački's managing directors and government-appointed managers. While it has never been proven, it's suspected that Goncić achieved ownership through the same bribery channels as he used in other businesses.
Regardless of the history and scandal, Goncić managed to turn MZL Pojački into a success. By the end of the decade, MZL Pojački had more airplanes than it had airships and it had more destinations than ever before. His many contacts abroad from the alcohol industry also proved lucrative customers when Goncić introduced commercial cargo operations in 1937. Somewhat diverging from the government's approved plan, Goncić continued airship operations through 1945. The same year, Goncić would sell his ownership shares of the company in a bid to turn MZL Pojački into a public company. Making a significant amount of money, he retired shortly thereafter.
The 1940s proved very successful for MZL Pojački with the purchase of the Constellation from Adaptus. The Constellation was the first airliner with a pressurized cabin. Its 8,700 km (5,400 mi) range and 550 km/h (340 mph) cruising speed would completely eclipse anything any airship could achieve. While the Constellation wasn't the first airliner, it was the most influential of the 1940s and would go on to revolutionize air travel. The last Pojački airships would cease operations in 1948, 3 years after the Constellation entered service, by which point airship travel was more a luxury experience than it was from getting from one place to another.
From 1948 onward, MZL Pojački focused on expansion. The Amanhecer gave MZL Pojački the ability to fly passengers all throughout Argis, deep into southern Aurelia, and into the northernmost reaches of Europa. With stopover airports, it could be used to fly to anywhere in the world. Thus, for MZL Pojački, it was important to negotiate with other countries and their domestic airlines for agreements to stopover in airports. All came to fruition in 1952 when the first MZL Pojački flight to Europa occurred when a Constellation began regular flights to Grand Federal Imperium of Adaptus.
As the 1950s gave way to the 1960s, MZL Pojački embraced the jet age with a massive purchase of the Boeing 707, flying the aircraft starting in 1960, expanding massively on its international and domestic routes. The 1960s saw the largest and most aggressive expansion of MZL Pojački's routes. By the end of the decade, MZL Pojački flew to every single nation that Poja had normalized diplomatic relations with and was the primary carrier for government personnel. It was also in the 1960s that MZL Pojački faced stiff competition from other airlines acquiring jet aircraft and setting up competing routes. Profits did dip throughout the course of the decade but MZL Pojački enjoyed enough success and prestige given its 50+ year history that it never once failed to deliver profit to its investors and shareholders.
Unfortunately for MZL Pojački, the 1970s would not be so kind. MZL Pojački was responsible for over 80% of international air travel originating from Poja and over 60% of international air travel flying to Poja. Its sizeable fleet of Boeing 707s would soon become obsolete in the face of larger, wide-body aircraft that could carry significantly more passengers for further distances. MZL Pojački had gone into the decade focusing its purchases on short-range, narrow-body aircraft, hoping to capitalize on the domestic market, where its share was only slightly over 50% of all flights. The company had staked that the shorter turnaround time on these short-range airliners would make up for the lack of passenger capacity and, combined with the lower price tag, would allow them to flood the domestic market. MZL Pojački aimed to hold over 75% of all domestic flights by 1975.
However, in focusing on the domestic market, MZL Pojački was incapable of shifting to the newer, longer-ranged, wide-body airliners. As a result, by the end of the decade, MZL Pojački accounted for less than 60% of international air travel out of Poja and less than 50% of international air travel into Poja. Furthermore, the economic stagnation of Poja following the Chernarussian Conflict hurt MZL Pojački's profits significantly. From 1974 to 1984, the company failed to post profits, angering shareholders and leading to not one but two shakeups in the company's management, once in 1975 and again in 1979.
It was also during the 1970s that supersonic air travel debuted. However, owing to the high cost, MZL Pojački did not venture into this market, which contributed to their losses of air travel shares into the country towards the end of the decade. For MZL Pojački, the 1980s would have to be a time of rebound for the company otherwise they would not survive.
The early 1980s saw continued losses primarily due to guarantees and loan payments the company had made in their venture to flood the market with short-range airlines. Cargo operations ceased in 1982 due to unprofitability. By 1984, most of these loans had been repaid and purchase contracts expired, allowing the company to restructure and begin to focus back on the international market. By then, its 707s were showing their age and in dire need of replacement. The company aimed to replace its aging 1960s airframes with a new breed of aircraft, specifically wide-body aircraft that could dominate the international market with lower costs thanks to improvements in engine technology.
With profits returning in 1985, MZL Pojački signed a series of contracts to wholly replace its 707 fleet with the Airbus A330 and the Airbus A340, both of which debuted in the early 1990s. In addition, the short-range airliners would also be replaced by the end of the 1990s with the Airbus A320 series of aircraft. By the end of the 1990s, the majority of MZL Pojački's fleet would be Airbus-built jets and the A340 would become an iconic symbol of the airline.
The return to profitability in the 1980s and into the 1990s allowed MZL Pojački to refocus on its brand. Beginning in the 1970s and certainly in the 1980s, air travel lost its luster as a luxury and became more or less the common mode of travel. In doing so, many airlines stop catering to upper class passengers, instead focusing on cost cutting and overfocusing on a coach-dominant model. First-class fares rose but the number of first class passengers declined considerably. Two-class airliners became the most commonplace with the coach class dominating cabins with more seats crammed in to make up for lower fares with volume. MZL Pojački, like the entire industry, gravitated towards this model and it was amongst the many ways that the company returned to and maintained profitability into the 1990s.
In light of this, with the flood of cheap airfares, coach-dominant cabins, and a shift away from luxury, MZL Pojački's management decided to embark upon a risky new marketing campaign that sought to "return to the luxury of the past" for MZL Pojački flights. The campaign was mainly focused on international air travel, which had been MZL Pojački's most profitable sector. The campaign sought to rebrand MZL Pojački as a luxury airliner. In doing so, MZL Pojački would turn away from a coach-dominant profit model and embrace three-class aircraft but also, in doing so, halt the progression of coach class into more of a budget-friendly class on its aircraft. The 1990s and the early 2000s were beginning to see the coach class become more budget-based with shrinking seat pitch and narrower seats to fit even more passengers. The rebranding would pivot MZL Pojački back to the top tier of international airlines but also position it to be amongst the foremost luxury-branded airliners in the world, especially on its newer A340 aircraft.
Poja One
MZL Pojački's most prestigious claim to fame is that it was the first and only Pojački airline to transport the President of Poja. Beginning with Dragan Šaponjić (1914 - 1926), when it was still Air Eagle, MZL Pojački provided airship transport on a charter-basis to the President. The first such trip was made in 1922 when Šaponjić visited Garindina. Though Šaponjić would make only one airship trip, his successor, President Danko Krstić (1926 - 1936) would make three, including the first ever airship trip from Poja to Baltica. President Velibor Vukašinović (1936 - 1946) would be the last President to travel via airship.
Following the 1948 retirement of its airships, MZL Pojački sought to establish a dedicated transport for the President of Poja. Pivoting the Constellation as the future of air travel, they entered into negotiations with the government to fund the purchase of 4 aircraft, 2 of which would be used exclusively by the President. MZL Pojački primarily sought government funding because they were also aiming to completely customize the interior as a VIP-centric interior. In reality, MZL Pojački hoped to procure a line of highly customized aircraft, which they would charter to wealthy businessmen for long-duration flights. They aimed for the Pojački government to fund the first, to be used as an example and leverage for the rest.
The plan never worked. Due to budget constraints, the Pojački government didn't immediately act in 1948. It would not be until 1952 that the funds would be present and even then, it would only be enough to customize the interiors of second-hand aircraft, lest it wanted to halve the acquisition from 4 to 2 aircraft. MZL Pojački aimed to purchase and customize the aircraft with government money but then to lease the aircraft back to the government to make its money back. The government agreed to this only if MZL Pojački accepted liability for the airframes. In doing so, the Pojački Air Force was also thrown into the fray. The PAF wanted full ownership of the aircraft and to operate them, not trustworthy of civilian pilots, who they regarded as undisciplined and not risk adverse enough. In the end, the government agreed to lease the aircraft from MZL Pojački, who would also operate and be liable for the aircraft but maintenance was to be carried out by the PAF.
The Constellation began operations as the Presidential transport in 1954 and it was assigned the callsign of "Poja One" whenever the President was onboard. President Radenko Ristovski (1946 - 1956) was the first president to fly on the aircraft and his successor, President Petar Jovanović (1956 - 1976), would be the last.
The Constellation was replaced in 1964 by the 707-320B and 2 aircraft were procured under the same arrangement as the Constellation. Every President until Željko Vasić (1997 - 2000) would fly on the 707-320B, which was ultimately retired in 2000 with the purchase of a highly customized version of the Airbus A340-300. One such aircraft was procured as direct replacements and they began operations in 2000. However, the costly nature of the A340-300 and the everchanging political nature of the 1990s led to the Pojački National Air Force (PNAF) wishing to take complete and total ownership of the aircraft, its maintenance, and its operation, which it could do at significantly less cost than the leasing agreement. President Vasić ultimately overruled the decision and continued the arrangement until 2003, when it was revealed that he had accepted bribes from MZL Pojački to continue the arrangement. What resulted was the infamous Poja One Bribery Scandal and the discontinuance of MZL Pojački from Poja One operations.
Poja One Bribery Scandal (2003)
The Poja One Bribery Scandal had its origins in the early 1990s. Beginning in 1992, the PNAF sought to replace the aging 707-320Bs with a newer and more economical aircraft. In addition, they sought complete and total ownership of the aircraft, its maintenance, and its operation. President Brajan Obradović (1991 - 1996) supported the replacement of the aircraft and ultimately approved its replacement by the A340-300. Obradović was partial to the PNAF obtaining complete control over the aircraft but he chose not to run for a second term after he was diagnosed with advanced liver cirrhosis a few months before the 1996 election.
His successor was President Mileta Dapcević (1996 - 1997). Dapcević's term was largely consumed by scandal and he was forced to resign in early 1997 after his popularity following the Nekovo Hostage Crisis and its poor response plummeted. It was his successor, President Vasić, who set into motion the true scandal as it came to be known.
During this time, the cost of the A340-300 dramatically increased in price from the original tender, largely due to the customizations required. Despite the costs themselves being approved, the long-term leasing contract by MZL Pojački was considered to be exploitative by the PNAF. PNAF studies showed that they could operate the aircraft at roughly half the cost and maintain the same level of readiness and dependability if they were the sole operators of the aircraft. The cost studies were damning but rather than push MZL Pojački to reduce their costs, Vasić instead met in secret with Nikola Supek, a corporate fixer working with MZL Pojački. It would later be determined that Supek was working on behalf of then MZL Pojački CEO, Petar Orfelin.
Through Supek, Orfelin offered Vasić a bribe amounting to Ð5 million to maintain the contract. It would later be determined that the bribe itself was openly discussed at a board meeting of MZL Pojački's senior leadership and approved of unanimously. The bribe was transferred into a numbered account and the details given via Supek to Vasić. With the bribe secured, Vasić stuck down the PNAF's costing studies and maintained the agreement with MZL Pojački. The A340-300 was delivered in 2000 and operations began almost immediately under the prior arrangement.
On 5 November 2002, Supek was arrested by Pojački authorities on wire fraud and conspiracy to commit tax evasion in a bribery scandal unrelated to either MZL Pojački or the Poja One bribe. In exchange for a lighter sentence, he revealed the details of the Poja One Bribery Scandal and turned over audio evidence that he'd secretly obtained during the negotiations to be used as leverage if he were to be arrested in the future. On 18 January 2003, after obtaining warrants, Pojački authorities arrested several board members of MZL Pojački, including its CEO. Vasić was also arrested at his home.
Over the next 6 months, details of the scandal were leaked both purposely and inadvertently by Pojački law enforcement authorities, the Pojački government, MZL Pojački, and the PNAF. The vastness of the leaks was so severe that defense attorneys argued that none of the defendants could have a fair trial due to the amount of leaked information, both of which was true and which was false. Claiming that it was impossible to separate fact from fiction, this defense worked for several board members who had their cases dismissed. Only Orfelin would stand trial and his trial would end prematurely when the presiding judge was subsequently investigated for corruption. Orfelin was not put on the stand for a second trial. Vasić himself claimed that he was operating in the "best interests of the state" by "maintaining the agreements that served our country for 50 years." Evidence against him would be declared inconclusive and his case was dismissed as well. In the end, no one was sent to jail or fined for the scandal. Most angered by this was the PNAF and Vasić's successor, President Aca Vukašinović (2001 - 2021).
As a result of the scandal, Vukašinović canceled the MZL Pojački contract and turned the aircraft over the PNAF without providing just compensation to MZL Pojački. When MZL Pojački sued to gain compensation afforded to it, the case was dismissed in light of the bribery scandal and the exploitative nature of the operating contract. They did not appeal. The entire board of MZL Pojački was also forced to resign and the damage to the company's prestige took a major hit. Once again, the Pojački government stepped in but in a different capacity than they had in 1930.
In the wake of the bribery scandal, share prices for MZL Pojački plummeted and the government bought up approximately 15% of the company's shares, intending to ensure it maintained a piece of ownership in the company. In doing so, the government was able to put two people on the board of MZL Pojački. This was done and is maintained today "to combat corruption." In addition, returns from the investment are used as restitution to repay for the costs associated with the scandal, including the years that the unfavorable contract was in effect.
The scandal came at a vulnerable time for MZL Pojački. MZL Pojački's attempt to rebrand itself as a luxury airline harkening on its historical prestige was severely hurt by the bribery scandal. News spread throughout the world and MZL Pojački faced worldwide scrutiny in its many contracts and operations agreements as nations of the world feared that they had been obtained through bribery. Ultimately, none of these contracts or agreements would be rescinded by MZL Pojački was ordered to pay approximately Ð70 million in fines throughout the world for irregularities in some of its agreements and contracts.
Rebranding (2003 - 2010)
The Poja One Bribery Scandal seriously hurt the prestige of MZL Pojački and it couldn't have come at a worse time for the company. The company, attempting to rebrand itself as a luxury airline dedicated to the customer had shelled out considerable funds and capital to refurnish, renovate, or replace almost its entire fleet. Newer aircraft were refurnished and renovated while older aircraft were put on a retirement schedule to be replaced with newer aircraft. The company itself had hoped to raise fares on flights to recoup these costs, something it estimated it could do with normal operations in as little as 5 years. Most of the return would come from first class and business class fares, which would go up considerably in proportion to coach class fares.
In an effort to distance everyday operations from the scandal, the company enlisted the government's support, something the government was eager to help with given its now involvement with the company. The scandal was blamed on the now disgraced, former leadership of the company and billed as a byproduct of the greed associated with the airline industry of the 1980s and the 1990s. The trend to low-cost fares and cramming airlines was also billed as a byproduct of this greed. For MZL Pojački, the move to rebrand as a luxury airliner was portrayed as a rejection of this greed. No mention would be made of the plan to raise fares to recoup rebranding costs. To assist with the narrative, the company retired its mascot, the red wolf, which had been iconic to the airline since 1930. The callsign RED WOLF would stay however as that was what the international airline industry used for MZL Pojački.
A new logo and an entirely new livery scheme was considered for the airline and gradually phased into the existing fleet by 2010. Ticket sales rebounded beginning in 2005 largely due to a pledge by the company to maintain existing ticket fares in line with the industry. This meant that while fuel costs and rising operating costs could raise fare prices, they would not raise dramatically. The airline essentially operated at a loss from 2003 onward until it began to raise prices in 2013 to be commensurate with the quality of service it provided.
The rebranding of the company was seen as a major success and polling by 2010 showed that few people still associated the airline with the scandal. Most respondents, who at least connected the two, had an overall positive view of the airline largely due to their experiences flying on it. Part of the rebranding was to focus on customer service. It was said that on MZL Pojački, a first class passenger would feel like he or she was royalty, a business class passenger would feel like the CEO of a company, and a coach class passenger would know what first class felt like in the 1960s and the 1970s. By 2010, the airline was showing a path to profitability again and its fleet was largely modernized and in line with its new image.
Current Operations (2010 - Present)
MZL Pojački remains the premier airline in Poja and amongst the most recognizable and known airlines in the world. Founded over 110 years ago, MZL Pojački remains the flag carrier for the Confederacy of Poja and as of 2022, it is responsible for 62.5% of all outbound, international flights from Poja. It holds a 49.7% share of all inbound, international flights to Poja, more than its next 3 competitors combined. MZL Pojački also maintains exclusive contracts with the Pojački government to fly government officials and handle diplomatic materials. In every nation with a Pojački embassy, MZL Pojački offers a minimum of 2 outbound flights per day to ensure government officials can speedily return to Rugi in the event of an emergency.
MZL Pojački's rebranding focused mainly on its image as a luxury airline. Modifications to the interior cabins resulted in lavish accommodations for first class passengers. Ticket prices have, as of 2022, aligned with the level of service and accommodations afforded. Business class accommodations far exceed first class accommodations from the 1990s and before. Even coach accommodations have fallen in line with the company's branding. Seat widths are amongst the widest in the industry and seat pitch is significantly more than other airlines. Customer service in coach is as focused and attentive as it is in other classes as MZL Pojački airliners often staff additional flight attendants to provide a lower attendant-to-passenger ratio.
MZL Pojački has joined with the industry as a whole and adopted a model of additional charges for extra amenities; however, unlike the rest of the industry, it has not taken away from the basic accommodations. Many airlines have reduced basic accommodations and offered them back as extra charges, a business model wholly rejected by MZL Pojački. Coach class cabins have not seen reductions in seat width and pitch but some rows have been removed to make way for "Coach Extra," which affords slightly wider seats with more pitch room. These seats are sold for a higher fare than regular coach seats. Other ventures into extra amenities include more gourmet meals, essentially offering business class or first class meals to coach and business class passengers, respectively, but at an upcharge. Once again, the standard meals offered have not seen a reduction in quantity or quality. Priority boarding and guaranteed overhead space has also been sold as an upcharge and entertainment packages, especially on long-haul flights, have upgrades as well. Against industry norms, Wi-Fi on all MZL Pojački aircraft is free of charge for all flights and all passengers though there is access to high-speed Wi-Fi as an upcharge.
The business model adopted by MZL Pojački has shown to be successful. The company returned to profitability in 2013 and posted a record year in 2018. Its fleet size exceeded 150 aircraft in 2019 and it currently stands at 151 as of August 2023. MZL Pojački services over 75 destinations around the world.
Corporate Affairs
Head Office
MZL Pojački is headquartered at Rugi's Unity Center, a 9-building complex that takes up 8.5 ha (21 acres) of land in downtime Rugi. The Unity Center is home to Poja's tallest building, the 100-storey Unity Tower that stands at a height of 375 m (1,230 ft). Of the remaining 8 buildings at the complex, 3 stand at over 25 stories and 5 at over 50 stories. MZL Pojački occupies 16 floors across two buildings in the complex, including the Unity Tower, where it has 12 of those floors. On a typical working day, there are approximately 75,000 people in the Unity Center. MZL Pojački is the 3rd largest tenant of the Unity Center and approximately 1,600 employees work in the corporate headquarters.
Ownership
As a publicly traded company, MZL Pojački is listed on the Yorkerdam Stock Exchange, where it is traded under MZPO. It has a market capitalization of about Ð1 billion.
Structure
MZL Pojački is governed by a board of directors chaired by Boris Rahcević though this position is considered a non-executive chairperson. The current president and CEO of the company is Prvoslav Juric, who was elected to the position in 2015. Nataša Mihić, as chief operating officer or COO, is the second-highest ranking person within the company. She was elected to the position in 2019. Overall, the board of directors has 13 members, including 2 representatives of the Pojački government.
At the end of the fiscal year on 31 March 2023, the company employed a total of 34,300 staff of which 12,557 were cabin crew, 2,485 were flight deck crew, 1,911 were in engineering, 3,100 were at overseas stations, 7,276 were listed as other, and the remaining 6,971 were assigned various roles throughout the company's various subsidiaries. MZL Pojački provides its employees with benefits such as discounted stock prices, comprehensive health benefits, paid maternity and unlimited sick leave, and a minimum of 3 weeks paid vacation leave. Employees are able to gain an extra week of paid vacation leave for every 5 years of employment. The company also has profit sharing programs that all employees are eligible for after completing 1 year of continued, full-time employment. The company also offers pension plans and 401k programs.
Subsidiaries & Alliances
MZL Pojački has 3 subsidiaries.
MZL Pojački Hotels & Resorts
MZL Pojački Hotels & Resorts is the newest subsidiary and venture of MZL Pojački. It was launched on 16 November 2018 with the establishment of the Mediargic Clipper Hotel & Resort, an MZL Pojački-owned and operated hotel and resort in the Chernarussian town of Kamenka. Named after the infamous airship the Mediargic Clipper, the resort has a total of 570 rooms across 2 buildings. Should the resort prove financially viable, there is space and planes to build a third hotel with 285 rooms.
MZL Pojački Operations
MZL Pojački Operations is the oldest and the largest of the company's subsidiaries. It was founded in the 1960s to provide administrative support, data management, and coordination of third-party suppliers. It has since grown and expanded to providing support for conferences and their delegates while providing leisure and recreational activities for visiting delegates to these conferences. It also manages a number of serviced apartments and business conference facilities around the world that support the company's global footprint. MZL Pojački Operations' hosts the biannual (once every two years) Airline Industry Conference on Progress and Development or AirCon as it is affectionately called. Held in Rugi, MZL Pojački Operations is responsible for overseeing the conference and ensuring its smooth operating. Typically there are over 900 delegates invited to the conference every two years.
MZL Pojački Tours
MZL Pojački Tours is the main tour operating arm of MZL Pojački. It is responsible for providing holiday packages and special vacation offers to passengers traveling on MZL Pojački while also organizing tours and activities within Poja and other countries and areas served by MZL Pojački. It operates with many international tourist companies and agencies to provide a wide range of options to passengers. MZL Pojački Tours is also directly linked with several cruise lines operating throughout the world and coordinates arrival and departures from cruise ports with the arrivals and departures of cruise ships.
Corporate Identity
Aircraft Livery
From the first propeller planes until the mid-2000s, MZL Pojački aircraft featured only one livery on both its international and its domestic airlines. It became an iconic livery for the airline and one that is still held in high regard today by airplane enthusiasts. The majority of the aircraft was left in its natural metal finish giving the aircraft a predominantly silver finish. Along the windows from the cockpit windows back is a bright, red stripe that extends all the way to the Directly underneath this stripe is a dark red stripe following from the entire nose of the aircraft up through the vertical stabilizer so that the entire nose underneath the cockpit windshield is dark red. The stripes are on both sides of the aircraft and outlined in white above and below but not in between. On the forward fuselage of the aircraft, above the stripes, was the red wolf logo and the name of the airline in block letters, "MZL POJAČKI." The red colors of the stripes are the same colors used in the current livery.
In the wake of the 2003 bribery scandal, MZL Pojački sought to rebrand and repaint all of its aircraft. In doing so, they adopted two different liveries, intending for one to be primarily domestic aircraft and the other to be primarily international aircraft. However, due to the especially long range of modern-day airliners, even those earmarked for domestic flights routinely travel internationally to Poja's neighbors.
The current domestic livery features and almost all white aircraft. A red stripe is featured just above the top of the wing and it runs from the forward cabin door all the way to the rear of the fuselage. The company's new logo and its name "MZL Pojački" is prominent displayed on the forward portion of the fuselage. The tail of the aircraft remains distinctly red and it features and incomplete rendering of the company's logo in white. Engine nacelles are typically white in this domestic design.
The current international livery is a modification of its domestic one. Like the domestic design, the company's logo and name is prominently featured on the forward fuselage. The aircraft is largely painted in all white with the red stripe wrapping around the nose of the aircraft. Engine nacelles are typically painted in two shades of red. The rear fuselage and the tail of the aircraft however is more significantly painted in this livery, however. The rearmost portion of the fuselage with the tail included is painted in a dark red. This coloring pattern generally covers the last 2 windows of the aircraft and back. It Is followed by a red stripe and then an orange stripe, each of which wrap around the entire fuselage from top to bottom. Each stripe is diagonally painted and spans roughly 2.5 windows. On 2-engine aircraft, the nacelles are painted in the dark red while on 4-engine aircraft, the nacelles are painted in both reds with the red being inboard and the darker red being outboard. As with domestic flights, the tail is dominated by a white, incomplete rendering of the company's logo.
Branding
MZL Pojački is branded as a luxury airline and as such, it features no shortage of amenities. Of course, branding does affect pricing. MZL Pojački is considering on the more expensive side of air travel and not considered "budget-friendly." Despite this, MZL Pojački has little trouble filling up its aircraft largely due to the kind of service it offers. MZL Pojački is world-renowned for its customer service and treatment of passengers aboard aircraft. This branding by MZL Pojački was originally envisioned in the 1990s and put into place during the 2003 bribery scandal. It has since helped distinguish MZL Pojački from other airlines in the world.
The company's current slogan, adopted in 2008 is Open your heart and fly (Otvori svoje srce i letjeti). It was adopted in a contest that saw over 10,000 entries from Poja and 2,000 from around the world. The winning slogan, penned by a 22-year-old college student was announced in a special ceremony. As a prize, the winner was given a vast array of branded clothing but also a voucher for up to 100 free flights on MZL Pojački aircraft in business class and 10 flights in first class anywhere in the world.
Logo
From 1930 until the mid-2000s, the corporate logo for MZL Pojački was a howling red wolf, a symbol considered dear to both the heart of Poja but also to the company's management. The logo, which was distinct and iconic, gave rise to the callsign RED WOLF. Despite its longevity, the logo itself was retired following the 2003 bribery scandal as a way to relaunch the airline as unconnected to the actions that led to the scandal. What resulted was an inadvertent return to the roots of MZL Pojački as Air Eagle. The new logo is reminiscent of a bird with its wings outstretched but drawn with dark red, red, and orange lines - the same colors that dominate the tail of international livery aircraft.
Sponsorship
Football
MZL Pojački is a major sponsor of football within Poja. Most notably, the company has been a shirt sponsor of Green Star Rugi (Fudbalski klub Zelena zvezda), a major football club in the Pojački First League (Prva liga Pojački), Poja's professional football league, since the start of the 1986 - 1987 season. In addition, MZL Pojački has been a major sponsor in the quadrennial World Cup since the 1990s.
MZL Pojački is also the primary sponsor of the Novigrad Football Club (Fudbalski klub Novigrad), a second-tier football team based in Novigrad. MZL Pojački sponsorship began in 2005, saving the team from bankruptcy.
Hockey
MZL Pojački has been an on and off sponsor of ice hockey within Poja since 1962. From 1962 to 1971, MZL Pojački sponsored the Rugi Lightning (Rugi Munja), a club in the semi-professional Pojački Independent Hockey League. However, the league folded in 1971 due to a dwindling fanbase and impending bankruptcy. MZL Pojački sponsored several high school and college teams throughout the 1970s and the 1980s but never for more than 1 or 2 seasons, largely due to its own financial troubles during this time.
In 1992, MZL Pojački signed a partial sponsorship deal with the professional hockey team, the Gradilovci Arrows (Strelice Gradilovci), a new expansion team to the National Pojački Hockey League (Nacionalna hokejska liga Pojački). MZL Pojački remained the sponsor until 2000 when a major cheating scandal involving the team erupted after the 1999 - 2000 season. MZL Pojački, along with other major sponsors, withdrew their support of the team after it was made public that the coaching staff was using banned techniques to spy on opposing team practices. The Arrows had their championship title, which they'd won in the 1998 - 1999 season, revoked as a result of the scandal.
Since the scandal with the Arrows, MZL Pojački has not endeavored to sponsor any other hockey team; however, it does provide sponsorship to the playoffs each year, usually contributing a significant amount of funding for the championship in exchange for heavy advertising.
Spokesperson
Since 2016, MZL Pojački's primary spokesperson is the famed actress Božica Mihaljević, who played a number of leading roles in Pojački cinema over the years. She has appeared in multiple commercials and advertisements in print magazines and also billboards. For her 65th birthday in 2017, MZL Pojački funded a documentary about her acting career.
Destinations & Hubs
MZL Pojački flies to over 75 destinations across 48 countries as well as 14 airports throughout Poja. In May 2018, MZL Pojački operated almost 1,400 flights every week across its network both internationally and domestically. The highest total in company history was 1,410 flights on the third week of the month.
Fleet
Current Fleet
Services
Cabin
First class
First class, known as Eagle First (Orao prva), is typically found on international flights only though there are some limited domestic routes with first class seating. There are two types of first class seating on MZL Pojački airliners. The most common is what is known as the "Eagle First Suite," a semi-private seat that can be fully enclosed. The other seat is what is typically found on domestic routes, which is simply a wider and more comfortable seat, known as the "Eagle First Seat." A319 and A321neo aircraft are typically equipped with 12 Eagle First seats each.
The Eagle First Suite features walls up to 1.5 m (59 in) high, sliding doors, and an extendable, cloth ceiling made of room darkening fabric. With the ceiling extended and sliding doors closed, a passenger can enjoy complete privacy in his or her seat. The lie-flat seat is 66 cm (26 in) in width and, when completely horizontal, 203 cm (80 in) in length. The passenger has access to a 62 cm (24 in)-wide television monitor, a personal wardrobe closet, and a dining table. The table can be fully stowed so that it is out of the way when the passenger reclines his or her seat. A bench seat is available for a guest and the dining table is large enough for two persons. All of the suite's controls are easily accessible on a wall display adjacent to the seat though there are some functions available on the armrests themselves. Additional amenities include the ability to project a night sky pattern onto the ceiling, a remote control for the entertainment system, and a full console for recharging and powering electronic devices. There is even a two-way intercom that can allow the passenger to communicate directly to a flight attendant in the first class galley, either over speaker or privately over a handset. They are typically arranged in a 1-2-1 pattern. Suites along the hull have complete privacy available whereas seats arrange in the centerline as two-abreast can be kept private or converted into a "mini-apartment" by lowering the dividing wall. This allows travel companions privacy together.
The Eagle First Seat, found on A319 series aircraft, is a modified business class seat. It has a width of 66 cm (26 in) and an overall pitch of 150 cm (59 in). The seat can be reclined to take full advantage of the pitch. A divider is available to provide privacy to each occupant and each seat has its own 31 cm (12 in)-wide personal entertainment system. The seats are also equipped with a 4-way adjustable footrest to assist with circulation during reclined sitting. The seats are fully controlled from the armrests and they are also equipped with consoles for recharging and powering electronic devices. These seats are typically arranged in a 2-2 pattern.
Business class
Business class, known as Club Class (Klupska klasa), is found on all domestic and international MZL Pojački flights. Business class is amongst MZL Pojački's most profitable seats and there are typically more of these seats than there are premium coach class seats. Club Class seats come in two varieties, one of narrow-body aircraft and one for wide-body aircraft. Typically, narrow-body aircraft fly domestic routes but some do fly internationally to Poja's immediate neighbors. Wide-body aircraft fly almost exclusively international routes.
On narrow-body jets, Club Class seats are typically 46 cm (18 in) in width with a pitch of 90 cm (35 in). They are standard seats with extra spacing between themselves and the seats next to them. On a typical 3-3 layout, the Club Class area will only feature 2-2 with the middle seat removed for extra space. They feature their own 31 cm (12 in)-wide personal entertainment system. The seats are fully controlled from the armrests and they are also equipped with consoles for recharging and powering electronic devices.
On wide-body jets, Club Class seats are typical of what one might find throughout the airline industry. They are affectionately known as "studios" and feature lie-flat seats, dividers, and their own entertainment systems. They are not considered private. Typically, they are arranged in a 2-2 format on narrow-body and 2-4-2 on wide-body aircraft and feature removable dividers to allow couples or colleagues to sit "together" while solo flyers can sit alone. The seats themselves are 56 cm (22 in) in width and, when completely horizontal, 203 cm (80 in) in length. The passenger has access to a personalized 46 cm (18 in)-wide personal entertainment system. Controls for the seat are accessible via the armrests and all seats have direct aisle access. Seats along the hull are angled towards the windows while seats in the center are angled inwards. Additional amenities include remote controls for the entertainment system, fold out dining tables, and access to dedicated overhead and wardrobe closet storage.
Premium Coach class
Premium economy or coach plus in MZL Pojački parlance, goes by several names. International flights refer to this class as Transoceanic Class Extra (Prekookeanska klasa ekstra) while domestic flights refer to it as Traveler Plus (Putnik ekstra). These standard airline seats are typically featured in exit rows or on long haul flights with additional seat pitch for additional reclining. Seats are typically 48 cm (19 in) in width and have a pitch of 94 cm (37 in) on wide-body aircraft and 84 cm (33 in) on narrow-body aircraft. Seats not featured in exit rows are able to recline slightly further than regular economy seats and they feature adjustable headrests. Those in the exit rows have limited recline in accordance with federal evacuation guidelines and often feature the tray table in the armrest, making them immobile. This has the effect of reducing the seat width by as much as 2.5 cm (0.98 in). However, exit row seating has significantly more legroom than other seats due to the presence of the aisle. The seats themselves feature armrest controls like all seats and they feature their own personal 30 cm (12 in)-wide personal entertainment displays. Seat material is made of a softer, premium fabric to aide in comfort on all flights. They are typically found in 2-4-2 arrangements on wide-body and 3-3 arrangements on narrow-body aircraft.
Coach class
Economy or coach in MZL Pojački parlance, goes by several names. International flights refer to this class as Transoceanic Class (Prekookeanska klasa) while domestic flights refer to it as Traveler (Putnik). The seats are typically 46 cm (18 in) with a seat pitch of 80 cm (31 in) on narrow-body and 82.5 cm (32.5 in) on wide-body aircraft. The seats themselves are identical to those in coach plus with only differences in width and pitch. These seats are typically found in 2-4-2 arrangements on wide-body and 3-3 arrangements on narrow-body aircraft.
Catering
MZL Pojački prides itself on its meal quality and meal options offered on both domestic and international flights. In addition to the standard menu, MZL Pojački offers specialized meal in all classes based on age, dietary restrictions or preference, and religious observances. Special meals must be ordered in advance, at least 24 hours prior to departure time, and are fully certified to adhere to all specialized requirements. MZL Pojački sources all its meal options from high-quality ingredients and meals are specially crafted by top-ranked chefs who work in the research & development division of MZL Pojački. Depending on the flight length, meal options can range from something as simple as light snacks and beverages to multicourse meals.
First class meal options typically resemble menu options in top-rated restaurants and business class passengers are offered the option to upgrade to first class meals for an extra fee. All first class meals are prepared fresh prior to departure to ensure taste and consistency requirements. Business class meals are typically prepared fresh as well. Premium coach and coach class passengers have the option to upgrade their meals as well to the business class standard for an extra fee.
Beverage options on MZL Pojački include a wide variety of fresh juices, coffee and tea varieties, soft drinks, still beverages, and alcoholic drinks. On wide-body aircraft, first class and business class typically includes a fully stocked bar with a staffed bartender.
Customer Service
MZL Pojački is amongst the highest ranked airlines for its customer service. It is airline policy that all passengers be treated as guests, regardless of their ticket location. While first class and business class passengers typically receive personalized and immediate attention, the typical treatment of premium coach and coach class passengers on MZL Pojački is equivalent to that of business class on most other airlines. On both domestic and international flights, MZL Pojački "overstaffs" its flight attendants by provided several extra crewmen to ensure that passengers do not experience long wait times for assistance. This also helps limit workload on individual flight attendants, thus improving worker morale, something that translates down into passenger service.
The high quality of customer service is not limited only to inflight. MZL Pojački gate and ticket agents, as well as terminal guides and helpers, are also held to high standards of customer service.
MZL Pojački offers complimentary shuttle bus service from all serviced airports both to and from local hotels, car rentals, and within airport grounds themselves. First class and business class passengers are also able to request personalized chauffeur service in an automobile between their hotel and airport. Chauffeur services do not have range limits, whereas shuttle busses are often confined to areas within a few kilometers of the airports; however, reservations can be made ahead of time for private shuttle service for large parties or faraway hotels. The cost for this service is typically in line with or slightly better than local rates for the same type of service but it comes with the added guarantee of low wait times with personalized service from baggage claim to "doorstep."
In-flight Entertainment
MZL Pojački's in-flight entertainment system is standard across all flights both domestic and international. It is a plug-and-play system that features audio and video on demand (VOD) services, satellite radio and television, and games. USB technology allows passengers to sync their own devices to play their own audio or video onto the screen. While screen sizes do vary based on aircraft and seat, all are of the same high-definition quality in 1080p, with the exception of first class seats on the newest (2019+) aircraft, which feature 4K quality. VOD typically features several complimentary options regardless of flight route or seat location. Depending on the ticket level however, there may be additional complimentary options. Business and first class typically have fully complimentary VOD options with expanded choices. In addition to this system, all MZL Pojački flights offer free Wi-Fi. High-speed Wi-Fi may be available to first and business class passengers complimentary or to premium coach and coach ticketed passengers as an additional charge. The normal-speed Wi-Fi is typically fast enough for 720p video streaming without stuttering or glitching.
Lounges
First and business class passengers as well as Eagle Diamond and Eagle Gold passengers have access to MZL Pojački lounges. Lounges offer more comfortable seating, meeting rooms, telephones, Wi-Fi, and other business services meant to enhance passenger comfort. Many lounges also feature free food, drinks, magazines, and private bathrooms with showers. Passengers waiting for their flight in the lounge have the option to board the aircraft with their boarding group or last, the latter of which allows passengers to maximize their time in a more comfortable surrounding and avoid passengers queuing around them in the aisles during the boarding process. MZL Pojački features a lounge in every major airport it operates out of and operates these lounges 24 hours per day, 7 days per week.
Loyalty Program
Poja Diamond
Poja Gold
Poja Silver
Poja Bronze
Concerns & Conflicts
Discrimination Complaints
MZL Pojački has faced a number of complaints and even lawsuits alleging various forms of discrimination over the years. These complaints include religious and sexual discrimination, unfair hiring practices, and strict behavioral guidelines for employees both on and off duty. Despite these complaints and a number of lawsuits, no civil or criminal court in Poja has found judgement against MZL Pojački. Detractors often accuse the airline of bribery or corruption relating to these cases but no one levying these accusations has presented credible evidence in support of their claim. As a result, many have been countersued for slander and libel. MZL Pojački has won many of these cases as a result though often ask the courts to reduce or eliminate court-levied penalties to non-professional accusers who have not caused the airline material or financial harm.
MZL Pojački has faced two lawsuits in 2008 and 2016 related to religious discrimination. In 2008, three Muslim men sued the airline after being told they could not be hired without shaving their beards. The men entered into a lawsuit citing religious discrimination specific to them and the requirement that all men be clean shaven. Lawyers for MZL Pojački presented documentation that all prospective candidates sign upon entering into the extensive hiring process, which these three men had signed. The document lays out the basic physical appearance guidelines for all prospective employees, which included the clean-shaven requirement. In addition, because the men were not employees of MZL Pojački, they were not bound by any rules until they were hired and their voluntary termination of their candidacy on these grounds, per the court, did not constitute discrimination. The court also cited that because the men had not raised the issue until several months into the process that they were not discriminated against during the hiring process. In 2016, two employees who converted to Islam sued on the grounds that they were asked to shave and then dismissed when they would not comply. Citing religious discrimination, their case was subsequently dismissed due to a document that all employees sign signifying that they have read the company's handbook, which outlines shaving requirements for men, and accept them. Because the men had signed the document and agreed to the conditions, their dismissal was seen as justified due to insubordination.
In regards to sexual discrimination, MZL Pojački has faced a number of lawsuits by both men and women alleging that the company "only hires beautiful people." Accusers point to a very common theme in that MZL Pojački flight attendants, gate agents, and all customer-facing staff are very attractive as proof. However, MZL Pojački has defended itself in court by providing detailed records of all prospective candidates to the company and why they were not hired. In each case, the company has pointed to instances during the process, informal comments, or answers given to interview questions as grounds for dismissal from the candidacy selection process. Many accusers cite this as a convenient system but the detailed records MZL Pojački keeps of all candidates has stood up in court. As these documents are considered confidential to the company, they are also not available to candidates until revealed in court due to subpoenas as a result of said lawsuits.
In addition, MZL Pojački has been accused of sexual discrimination relating to its uniform requirements. For men, MZL Pojački requires a suit with waistcoat, shined, black shoes, and a pocket square at all times. Men are not given the option on any other uniforms or materials for their uniforms. For women, there are two options available. Both require black, high-heeled shoes and a uniform dress or a skirt, blouse, and jacket combination. Hats are also required for women. In either uniform, women are required to wear pantyhose and may opt for scarves and choose from three different shoe varieties that offer different heel heights and widths ranging from low, medium, or high height and either a thick or stiletto heel. All heels are secured at the ankle. Women who wear jackets are also required to wear a pocket square.
The prevalence of options for women was specifically cited when these cases were dismissed. In addition, as the uniforms provide full coverage from just above the knee upwards and do not reveal any cleavage, complaints about sexualization were dismissed on the basis that the uniforms did not overtly sexualize the female body by "revealing any person's private areas." Women who have sued to have pants added to the uniform have had their cases dismissed as well based on other rulings for other industries that allow companies the freedom to select their uniforms as a representation of their company to the public. In addition, many lawsuits filed by active employees who were dismissed for non-compliance have been summarily dismissed due to the same handbook rules as cited in racial discrimination lawsuits previously mentioned.
With relation to "unfair hiring practices," several individuals who were not hired have sued on the grounds of the aforementioned "beauty standard" but also on the basis of "unfair and discriminatory practices within the candidate selection process." All prospective employees to MZL Pojački are required to go through several rounds of interviews and an extensive training course. For all candidates, regardless of position, there are at least 3 rounds of interviews conducted several days apart. The training course lasts as little as 2 weeks for general employees to 16 weeks for a flight attendant. During these courses, candidates are given lodging and meal accommodations at the company's training facility. The syllabus includes a mix of both classroom and practical learning. Flight attendants receive courses on human psychology, operating the various machines on an aircraft, how to manage emergency situations, first aid including CPR for adults, children, and infants, and they are taught how to read instruments in the cockpit and communicate over the radio to serve as a second set of hands in case either the pilot or first officer is incapacitated and assistance required. There is also a physical fitness requirement and candidates spend 6 days in training with 1 day for rest. It is intensive and has a high drop out and failure rate. Lawsuits and complaints against this process have alleged that informal comments made on off days or outside of training grounds were used as reason for dismissal. MZL Pojački has countered that such comments, reflective of an individual's opinions, may not be in line with the customer service requirements of the company. For these reasons, most lawsuits are dismissed. Some, which are not dismissed for these reasons, tend to involve individuals who believe they were unfairly dismissed due to other reasons. However, extensive record keeping, as previously mentioned, often grants an MZL Pojački court victory.
Lastly, with regards to complaints for termination related to off duty actions, in 2012, a 19-year veteran employee was dismissed due to comments she posted on social media. Those comments, which were seen by company employees were reported and grounds for termination. The lawsuit alleged that the dismissal was an infringement upon the freedom of expression, as guaranteed by Pojački law. However, because the comments were made publicly on a profile that prominently featured photographs of the employee in uniform and the profile featured significant correlation to the company, the court affirmed that the employee was a visible representative of the company and therefore potentially risking affiliation with her comments and company policy.
In 2009, an employee was dismissed after failing a physical fitness test. MZL Pojački requires physical examinations of all employees yearly for both health and fitness requirements and provides no less than 6 months' notice to employees. The employee failed his physical fitness test and sued alleging that "because he had gained weight in contravention to the beauty standard" the physical fitness test was designed to ensure his failure. However, when reviewing the conditions of the fitness test, the court ruled in MZL Pojački's favor when it found that the employee was given due notice and a test identical to the same test that had been given to all employees. While the test did differ from the prior year, none of the requirements were kept secret from the employee.
For MZL Pojački, lawsuits are a seemingly common occurrence, largely due to the impact of termination. Candidates who receive employment with MZL Pojački, especially flight attendants, are considered amongst the elite of flight attendants in both Poja and the world. The benefits and pay exceed that of any other airline in Poja and termination forfeits these benefits. In addition, Pojački airlines rarely hire any MZL Pojački employee who was terminated by the company, which has led many employees to claim that there is a "secret Pojački blacklist" for airline employees. As these claims cannot be verified, this is merely an unfounded conspiracy theory.
Tax Avoidance
MZL Pojački has, from time to time, utilized loopholes in tax laws to claim higher-than-realized losses and reduce the taxable portion of its income. In order to take advantage of these loopholes, MZL Pojački will purchase an airplane and overpay for a customized interior layout. The overpayment is made up front whereas the cost of the airplane itself is paid off over a set period. As a result, the overpayment is netted against the income as a loss. Because MZL Pojački is prepaying for something "custom," it pays on that estimate. In almost all cases, the final price has been lower than the estimate, granting MZL Pojački a refund. Because the refund is in relation to a payment, it is not taxable. Despite the practice being considered a form of tax evasion, it is legally allowed due to how the tax code is written. MZL Pojački has been called upon by many politicians to cease the practice but does not have any official comments.
Accidents & Incidents
As of July 2021, MZL Pojački has suffered a total of 28 incidents, including hijackings and shoot-downs since 1935. A combined total of 1,492 passengers, crewmen, and individuals on the ground have been killed and a further 311 injured in all of these incidents combined. These incidents and accidents include the following: