Qatar Airways is one of only a few global airlines with few consumer complaints and sky-high service ratings. And it also operates in the Middle East, a region known for seemingly never-ending conflict. I asked Thierry Antinori, chief commercial officer at Qatar Airways, how the airline plans to balance safety with a commitment to customer service and sustainability, as well as its internal goal of creating Qatar Airways 2.0.

How are you addressing your passengers’ concerns about safety, given the increasingly volatile situation in the Middle East?

Safety is our top priority, and our brand is built on it. We have a proven track record, including our operational resilience during past crises. From here, we have access to critical information and assessments, which allow us to adjust flight routes or even suspend operations if needed, ensuring we only operate when it’s completely safe.

When I told my readers I was traveling to Doha, some of them asked, “Is it safe?” But I’m not sure if they understand the geography.

When I was living in Dubai, I had an American friend who called me to ask if I was safe after the conflict in Lebanon. I said, ‘Yes, it’s a three-hour flight.’ We’re far away from that.

During the recent conflicts, we adjusted flight routes to avoid areas of concern, operating only during daylight hours and modifying routes as needed. We are constantly adapting to ensure maximum safety.

Our base here is discreet and low-profile, not attracting the same attention as other cities. We also maintain strong ties with the U.S. government, which has a presence here, further enhancing our safety measures.

I was on one of your flights from Istanbul to Doha this week, and the captain ended his pre-flight announcement by saying, “Thank you for flying the world’s best airline.” And he wasn’t being ironic. So I wanted to ask: What does it mean to be the world’s best airline?

We’ve been recognized as the world’s best airline by Skytrax, which is based purely on customer feedback, and not influenced by marketing or partnerships. It’s a serious, independent ranking.

The Skytrax ranking reinforces a key principle for us: the triangle of customer, employee, and shareholder. Our employees’ dedication leads to happy customers, which drives the company’s success. This recognition is an honest source of pride for us, and we take it seriously. But if we don’t continue to deliver, next year’s ranking might not be the same.

Compared to other airlines, how is the customer experience different when you’re flying on Qatar Airways?

It’s all about consistency and the attitude of our staff. Whether it’s the cabin crew’s responsiveness, anticipating needs, or customer service, we focus on availability and quick action. This extends beyond the cabin to areas like call centers and complaint resolution, where we invest heavily in training. Overall, it’s our staff’s attitude and the continuous investment in customer-facing products that set us apart.

As a passenger, I’ve noticed an emphasis on cabin comfort. I flew from Doha to Cape Town recently in economy class, and I was surprised by how comfortable it was, even though I was in the back of the plane.

Yes, we focus on offering top-tier comfort, even in economy class. We have good seats and a generous amount of seat pitch. In first class, you have the privacy of having your own cabin. There’s always been an emphasis on product design.

One of the things I also noticed was the speed of the service. They’re right on top of things.

It’s all about the attitude and responsiveness of our staff, whether in the cabin, call centers, or customer service.

We also take pride in not treating food as a commodity. Despite the challenges of serving on a plane, we invest in high-quality meals, with strict standards.

The design of our lounges and business-class seating is equally important, offering comfort, privacy, and space. The Qsuite revolutionized business class and was so impressive that even competitors took notice.

Qatar Airways is expanding. Can you talk about what you’re doing and how it will affect your passengers?

The Middle East’s strategic location is a major advantage — one-third of the world’s population is within a 4-hour flight, and 70 percent is within 8 hours. This allows us to connect regions like Africa, Asia, and India, positioning us well for growth. While markets like Europe, Japan, and the U.S. are more saturated, the emerging markets around us offer significant opportunities for expansion.

How are you growing?

Our network includes a 25.1 percent stake in IAG, and shares in airlines like LATAM and Airlink, the largest airline in South Africa. The state of Qatar is set to finalize a 49 percent stake in Rwanda Airlines. We’ve also announced plans, subject to approval, to acquire 25 percent of Virgin Australia.

I’ve been hearing a lot about something you call Qatar Airways 2.0. Can you share what that means and what people outside the airline might not know about it?

Qatar Airways 2.0 marks a shift in leadership. Our vision for 2.0 focuses on growth, customer experience, and resilience, but with a renewed emphasis on people — both employees and customers. We’re striving to make the employee experience as exceptional as the customer experience, which was something we hadn’t focused on as much before.

What’s your approach to sustainability?

We truly believe in sustainability. We’ve been given some ambitious targets, but at the moment we don’t have enough alternative fuel at scale. So for now, we’re focusing on what we can control — efficient taxiing, managing diversion airports, and precision in operations. Our goal is to maintain a competitive fleet, fly efficiently, and outperform our competitors.

Other than the fact that Qatar is far away from the current Middle East conflict, what do you wish Americans knew about your airline?

The U.S. market is key for us, with 12 daily nonstop flights. We’re the only five-star airline and airport in the Middle East. And we offer a unique, world-class experience no other airline provides.