STSB rejects criticism of Aurigny CEO for holding a non exec role with another airline

He has come under fire from some States members after it was revealed he had also taken up a position as a non-executive director at Uzbekistan Airways earlier this year, despite facing challenging times in Guernsey.

The States’ Trading Supervisory Board also revealed that Mr Bezuidenhout had held a similar role with another central Asian airline when he joined Aurigny in 2020

‘When Nico was appointed as CEO of Aurigny, the STSB were made aware that he held a non-executive director role with another airline,’ said STSB president Peter Roffey.

‘The STSB’s advice at the time was that provided the Aurigny board was satisfied that it would not impinge his responsibilities, then it was a matter for the board to determine.' He added that this remained a matter for the Aurigny board.

‘It is common business practice for senior executives to hold such board level positions with other companies,’ he said.

‘And it is generally considered that the experience this provides will often prove to be valuable in their main role.’

An Aurigny spokeswoman reiterated that it was common leadership practice for CEOs and senior directors to hold non-executive director roles in other businesses.

‘The airline industry is no exception,’ she said.

‘Nico’s NED role with a central Asian airline not only broadens his understanding of the industry but also enriches his contributions to Aurigny.’

She added that Mr Bezuidenhout carried out his duties as a non-executive director in his own time, ensuring his full commitment to Aurigny.

‘This external experience enhances the company’s understanding of industry trends outside of the Channel Islands,’ she said, ‘And strengthens our strategic approach.’

Jonathan Hinkles, a former chief executive of Loganair, said, although he had never held such a position himself, having a non-exec role was common practice in the industry. He would have no concerns with Mr Bezuidenhout's new role.

‘It can provide a different perspective, if you spend all your time in only one operation you can sometimes only see one way of doing things,’ he said.

‘Whether that is different technology or working practices you always learn from that insight. I always found it invaluable. It can bring real benefit back to your day job and its core operation.’