▁at ▁Ist an bul ' s ▁under util ized ▁Sab i ha ▁G ök ç en ▁International ▁Airport . ▁The ▁air line ▁had ▁built ▁up ▁a ▁significant ▁technical ▁services ▁operation , ▁maintain ing ▁not ▁just ▁their ▁aircraft ▁but ▁those ▁of ▁third ▁parties . ▁Turkish ▁Techn ic ▁employed ▁ 2 , 7 0 0 ▁workers ▁and ▁was ▁planning ▁to ▁h ire ▁another ▁ 2 , 0 0 0 ▁by ▁ 2 0 1 0 . ▁TH Y ▁also ▁had ▁three ▁flight ▁sim ul ators ▁and ▁offered ▁flight ▁training ▁services . ▁ ▁The ▁air line ▁faced ▁the ▁entry ▁of ▁new ▁compet itors ▁into ▁the ▁liberal izing ▁Turkish ▁av iation ▁market . ▁However , ▁tour ism ▁was ▁bo oming , ▁with ▁ 2 0 ▁million ▁people ▁expected ▁to ▁visit ▁the ▁country ▁in ▁ 2 0 0 5 ▁versus ▁ 1 2   mill ion ▁in ▁ 2 0 0 3 . ▁TH Y ▁div ested ▁its ▁ 5 0 % ▁holding ▁in ▁Cy pr us ▁Turkish ▁Airlines ▁( K ı br ı s ▁Tür k ▁H ava ▁Y ollar ı ) ▁in ▁ 2 0 0 5 . ▁ ▁Although ▁the ▁company ▁was ▁public ly ▁trad ed ▁at ▁this ▁time , ▁the ▁government ▁owned ▁ 9 8 % ▁of ▁its ▁shares . ▁The ▁priv at ization ▁program ▁was ▁rev ived ▁in ▁ 2 0 0 4 ▁with ▁a ▁public ▁offering ▁of ▁ 2 0 % ▁of ▁shares ▁on ▁the ▁Ist an bul ▁Stock ▁Exchange . ▁The ▁Turkish ▁government ▁owned ▁ 7 5 % ▁of ▁shares ▁after