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\n
Airport-Level Winners
\n
Not surprisingly the major airport winners in the Ryanair winter stakes are in those major country markets. Brussels Charleroi, London Stansted, Alicante, Krakow and Malta all gain over 200,000 additional seats for the 20 week season - so travellers can expect some aggressive pricing to and from those destinations I suspect.
\n
\n
\n
\n
\n
France’s Capacity Loss
\n
Applying an even-handed approach to their dissatisfaction, Ryanair have dropped capacity at every French airport they operate with four airports essentially being wiped off their network map: Strasbourg, Bergerac, Paris-Vatry and Brive. While others, such as Béziers, have lost over half of their capacity season on season.
\n
Ryanair are the only scheduled airline operating at Béziers and the loss of over 100 flights in the winter season will be an issue, although on the bright side of life the airline has conveniently not scheduled any services for Friday, Saturday or Sunday allowing for long-weekends for all the airport staff! You would suspect that the towns chamber of commerce will be wondering what to do now those services have been lost.
\n
The biggest losses in capacity are at two of the largest Ryanair bases:
\n
\n
Paris Beauvais down 76,000 seats (-6.5%)
\n
Marseille down 58,000 (-7.4%)
\n
\n
While Marseille has multiple airlines operating, Paris Beauvais will feel the impact as Ryanair is their largest customer and ten times the size of their next operator.
\n
\n
The imposition of additional taxes may play well in some quarters of French politics and the various sustainability groups, but since Ryanair has one of the most efficient fleets in Europe it will be interesting to see if the lost revenue from non-collection of any taxes and the damage to the local economies is greater than the incremental revenue the authorities were hoping to see.
\n
Few Airports “Beat” Ryanair
\n
It has been said many times before and is worth saying again, few airlines beat Ryanair at their own game and the latest attempts of the French once again repeat the lessons that other authorities and airports have experienced. As the largest airline in Europe with multiple bases and the ability to flex their market power when necessary, Ryanair really are a capacity tap, it can be turned on and off at a moment’s notice and never misread a threat from Europe’s largest low-cost carrier.
\n
\n
","rss_summary":"
For many airlines, cost control is crucial. When an external supplier or agency imposes a price increase, the airline, and ultimately the passenger, suffers as those charges are passed on through higher ticket prices. Unfortunately for most airlines it’s a “grin and bear it” moment with their operations based on a single home market. But not for Ryanair, who’ve cut winter capacity to France.
\n","rss_body":"
For many airlines, cost control is crucial. When an external supplier or agency imposes a price increase, the airline, and ultimately the passenger, suffers as those charges are passed on through higher ticket prices. Unfortunately for most airlines it’s a “grin and bear it” moment with their operations based on a single home market. But not for Ryanair, who’ve cut winter capacity to France.
\n\n
KEY POINTS:
\n
\n
Ryanair is cutting 11% of its French winter capacity due to higher aviation taxes and ATC disruptions.
\n
Despite cuts in France, the airline is adding 31,000 more flights and six million extra seats overall versus last winter.
\n
Italy and Ireland see the biggest capacity gains, with major boosts also for airports: Brussels Charleroi, London Stansted, Alicante, Krakow, and Malta.
\n
Four French airports - Strasbourg, Bergerac, Paris Vatry, and Brive - are essentially being dropped entirely.
\n
Ryanair’s network flexibility lets it move aircraft easily, giving it strong leverage with airports.
\n
\n\n
The most recent increase in aviation taxes, combined with the loss of around 7.3 million passengers from French ATC disruption, has prompted the airline to cut 11% of its historic winter capacity to France. And yet, in total, the airline will operate some 31,000 more flights capacity and six million more seats than in the winter 2024/25 season. So how has that all happened?
\n
Massive Network Flexibility
\n
With 93 bases across Europe, Ryanair can easily move one or two aircraft from base to base over the winter season if the price is right at the receiving base! While some other carriers can match this network flexibility, Ryanair are the masters in such movement and it certainly provides them with a strong negotiating point in their dealings with airports and stakeholders. And, as always, where there are losers there are winners, so let’s look at who they are…
\n
Country-Level Winners
\n
At country level there is only one country – among Ryanair’s markets - that sees a year-on-year decline, and that’s France. Every other major market is benefitting from the redistribution of capacity, with average capacity growth of over 8% as new aircraft join the airline’s fleet:
\n
\n
Italy is the clear winner with an additional 1.5 million seats and 10% growth as Ryanair cements its dominance in both the domestic and intra-European market.
\n
Ireland, with 15% growth, is clearly now back in favour with Ryanair. With nearly 600,000 additional seats at Dublin alone, the airline seems to have found a way around some of the local capacity restrictions.
\n
Spain and the UK are below the average amongst the airline’s top markets, consistent growth in already very mature markets reflects the confidence of the airline in its business model.
\n
\n
\n
Airport-Level Winners
\n
Not surprisingly the major airport winners in the Ryanair winter stakes are in those major country markets. Brussels Charleroi, London Stansted, Alicante, Krakow and Malta all gain over 200,000 additional seats for the 20 week season - so travellers can expect some aggressive pricing to and from those destinations I suspect.
\n
\n
\n
\n
\n
France’s Capacity Loss
\n
Applying an even-handed approach to their dissatisfaction, Ryanair have dropped capacity at every French airport they operate with four airports essentially being wiped off their network map: Strasbourg, Bergerac, Paris-Vatry and Brive. While others, such as Béziers, have lost over half of their capacity season on season.
\n
Ryanair are the only scheduled airline operating at Béziers and the loss of over 100 flights in the winter season will be an issue, although on the bright side of life the airline has conveniently not scheduled any services for Friday, Saturday or Sunday allowing for long-weekends for all the airport staff! You would suspect that the towns chamber of commerce will be wondering what to do now those services have been lost.
\n
The biggest losses in capacity are at two of the largest Ryanair bases:
\n
\n
Paris Beauvais down 76,000 seats (-6.5%)
\n
Marseille down 58,000 (-7.4%)
\n
\n
While Marseille has multiple airlines operating, Paris Beauvais will feel the impact as Ryanair is their largest customer and ten times the size of their next operator.
\n
\n
The imposition of additional taxes may play well in some quarters of French politics and the various sustainability groups, but since Ryanair has one of the most efficient fleets in Europe it will be interesting to see if the lost revenue from non-collection of any taxes and the damage to the local economies is greater than the incremental revenue the authorities were hoping to see.
\n
Few Airports “Beat” Ryanair
\n
It has been said many times before and is worth saying again, few airlines beat Ryanair at their own game and the latest attempts of the French once again repeat the lessons that other authorities and airports have experienced. As the largest airline in Europe with multiple bases and the ability to flex their market power when necessary, Ryanair really are a capacity tap, it can be turned on and off at a moment’s notice and never misread a threat from Europe’s largest low-cost carrier.
\n
\n
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For many airlines, cost control is crucial. When an external supplier or agency imposes a price increase, the airline, and ultimately the passenger, suffers as those charges are passed on through higher ticket prices. Unfortunately for most airlines it’s a “grin and bear it” moment with their operations based on a single home market. But not for Ryanair, who’ve cut winter capacity to France.
\n\n
KEY POINTS:
\n
\n
Ryanair is cutting 11% of its French winter capacity due to higher aviation taxes and ATC disruptions.
\n
Despite cuts in France, the airline is adding 31,000 more flights and six million extra seats overall versus last winter.
\n
Italy and Ireland see the biggest capacity gains, with major boosts also for airports: Brussels Charleroi, London Stansted, Alicante, Krakow, and Malta.
\n
Four French airports - Strasbourg, Bergerac, Paris Vatry, and Brive - are essentially being dropped entirely.
\n
Ryanair’s network flexibility lets it move aircraft easily, giving it strong leverage with airports.
\n
\n\n
The most recent increase in aviation taxes, combined with the loss of around 7.3 million passengers from French ATC disruption, has prompted the airline to cut 11% of its historic winter capacity to France. And yet, in total, the airline will operate some 31,000 more flights capacity and six million more seats than in the winter 2024/25 season. So how has that all happened?
\n
Massive Network Flexibility
\n
With 93 bases across Europe, Ryanair can easily move one or two aircraft from base to base over the winter season if the price is right at the receiving base! While some other carriers can match this network flexibility, Ryanair are the masters in such movement and it certainly provides them with a strong negotiating point in their dealings with airports and stakeholders. And, as always, where there are losers there are winners, so let’s look at who they are…
\n
Country-Level Winners
\n
At country level there is only one country – among Ryanair’s markets - that sees a year-on-year decline, and that’s France. Every other major market is benefitting from the redistribution of capacity, with average capacity growth of over 8% as new aircraft join the airline’s fleet:
\n
\n
Italy is the clear winner with an additional 1.5 million seats and 10% growth as Ryanair cements its dominance in both the domestic and intra-European market.
\n
Ireland, with 15% growth, is clearly now back in favour with Ryanair. With nearly 600,000 additional seats at Dublin alone, the airline seems to have found a way around some of the local capacity restrictions.
\n
Spain and the UK are below the average amongst the airline’s top markets, consistent growth in already very mature markets reflects the confidence of the airline in its business model.
\n
\n
\n
Airport-Level Winners
\n
Not surprisingly the major airport winners in the Ryanair winter stakes are in those major country markets. Brussels Charleroi, London Stansted, Alicante, Krakow and Malta all gain over 200,000 additional seats for the 20 week season - so travellers can expect some aggressive pricing to and from those destinations I suspect.
\n
\n
\n
\n
\n
France’s Capacity Loss
\n
Applying an even-handed approach to their dissatisfaction, Ryanair have dropped capacity at every French airport they operate with four airports essentially being wiped off their network map: Strasbourg, Bergerac, Paris-Vatry and Brive. While others, such as Béziers, have lost over half of their capacity season on season.
\n
Ryanair are the only scheduled airline operating at Béziers and the loss of over 100 flights in the winter season will be an issue, although on the bright side of life the airline has conveniently not scheduled any services for Friday, Saturday or Sunday allowing for long-weekends for all the airport staff! You would suspect that the towns chamber of commerce will be wondering what to do now those services have been lost.
\n
The biggest losses in capacity are at two of the largest Ryanair bases:
\n
\n
Paris Beauvais down 76,000 seats (-6.5%)
\n
Marseille down 58,000 (-7.4%)
\n
\n
While Marseille has multiple airlines operating, Paris Beauvais will feel the impact as Ryanair is their largest customer and ten times the size of their next operator.
\n
\n
The imposition of additional taxes may play well in some quarters of French politics and the various sustainability groups, but since Ryanair has one of the most efficient fleets in Europe it will be interesting to see if the lost revenue from non-collection of any taxes and the damage to the local economies is greater than the incremental revenue the authorities were hoping to see.
\n
Few Airports “Beat” Ryanair
\n
It has been said many times before and is worth saying again, few airlines beat Ryanair at their own game and the latest attempts of the French once again repeat the lessons that other authorities and airports have experienced. As the largest airline in Europe with multiple bases and the ability to flex their market power when necessary, Ryanair really are a capacity tap, it can be turned on and off at a moment’s notice and never misread a threat from Europe’s largest low-cost carrier.
\n
\n
","postBodyRss":"
For many airlines, cost control is crucial. When an external supplier or agency imposes a price increase, the airline, and ultimately the passenger, suffers as those charges are passed on through higher ticket prices. Unfortunately for most airlines it’s a “grin and bear it” moment with their operations based on a single home market. But not for Ryanair, who’ve cut winter capacity to France.
\n\n
KEY POINTS:
\n
\n
Ryanair is cutting 11% of its French winter capacity due to higher aviation taxes and ATC disruptions.
\n
Despite cuts in France, the airline is adding 31,000 more flights and six million extra seats overall versus last winter.
\n
Italy and Ireland see the biggest capacity gains, with major boosts also for airports: Brussels Charleroi, London Stansted, Alicante, Krakow, and Malta.
\n
Four French airports - Strasbourg, Bergerac, Paris Vatry, and Brive - are essentially being dropped entirely.
\n
Ryanair’s network flexibility lets it move aircraft easily, giving it strong leverage with airports.
\n
\n\n
The most recent increase in aviation taxes, combined with the loss of around 7.3 million passengers from French ATC disruption, has prompted the airline to cut 11% of its historic winter capacity to France. And yet, in total, the airline will operate some 31,000 more flights capacity and six million more seats than in the winter 2024/25 season. So how has that all happened?
\n
Massive Network Flexibility
\n
With 93 bases across Europe, Ryanair can easily move one or two aircraft from base to base over the winter season if the price is right at the receiving base! While some other carriers can match this network flexibility, Ryanair are the masters in such movement and it certainly provides them with a strong negotiating point in their dealings with airports and stakeholders. And, as always, where there are losers there are winners, so let’s look at who they are…
\n
Country-Level Winners
\n
At country level there is only one country – among Ryanair’s markets - that sees a year-on-year decline, and that’s France. Every other major market is benefitting from the redistribution of capacity, with average capacity growth of over 8% as new aircraft join the airline’s fleet:
\n
\n
Italy is the clear winner with an additional 1.5 million seats and 10% growth as Ryanair cements its dominance in both the domestic and intra-European market.
\n
Ireland, with 15% growth, is clearly now back in favour with Ryanair. With nearly 600,000 additional seats at Dublin alone, the airline seems to have found a way around some of the local capacity restrictions.
\n
Spain and the UK are below the average amongst the airline’s top markets, consistent growth in already very mature markets reflects the confidence of the airline in its business model.
\n
\n
\n
Airport-Level Winners
\n
Not surprisingly the major airport winners in the Ryanair winter stakes are in those major country markets. Brussels Charleroi, London Stansted, Alicante, Krakow and Malta all gain over 200,000 additional seats for the 20 week season - so travellers can expect some aggressive pricing to and from those destinations I suspect.
\n
\n
\n
\n
\n
France’s Capacity Loss
\n
Applying an even-handed approach to their dissatisfaction, Ryanair have dropped capacity at every French airport they operate with four airports essentially being wiped off their network map: Strasbourg, Bergerac, Paris-Vatry and Brive. While others, such as Béziers, have lost over half of their capacity season on season.
\n
Ryanair are the only scheduled airline operating at Béziers and the loss of over 100 flights in the winter season will be an issue, although on the bright side of life the airline has conveniently not scheduled any services for Friday, Saturday or Sunday allowing for long-weekends for all the airport staff! You would suspect that the towns chamber of commerce will be wondering what to do now those services have been lost.
\n
The biggest losses in capacity are at two of the largest Ryanair bases:
\n
\n
Paris Beauvais down 76,000 seats (-6.5%)
\n
Marseille down 58,000 (-7.4%)
\n
\n
While Marseille has multiple airlines operating, Paris Beauvais will feel the impact as Ryanair is their largest customer and ten times the size of their next operator.
\n
\n
The imposition of additional taxes may play well in some quarters of French politics and the various sustainability groups, but since Ryanair has one of the most efficient fleets in Europe it will be interesting to see if the lost revenue from non-collection of any taxes and the damage to the local economies is greater than the incremental revenue the authorities were hoping to see.
\n
Few Airports “Beat” Ryanair
\n
It has been said many times before and is worth saying again, few airlines beat Ryanair at their own game and the latest attempts of the French once again repeat the lessons that other authorities and airports have experienced. As the largest airline in Europe with multiple bases and the ability to flex their market power when necessary, Ryanair really are a capacity tap, it can be turned on and off at a moment’s notice and never misread a threat from Europe’s largest low-cost carrier.
\n
\n
","postEmailContent":"
For many airlines, cost control is crucial. When an external supplier or agency imposes a price increase, the airline, and ultimately the passenger, suffers as those charges are passed on through higher ticket prices. Unfortunately for most airlines it’s a “grin and bear it” moment with their operations based on a single home market. But not for Ryanair, who’ve cut winter capacity to France.
For many airlines, cost control is crucial. When an external supplier or agency imposes a price increase, the airline, and ultimately the passenger, suffers as those charges are passed on through higher ticket prices. Unfortunately for most airlines it’s a “grin and bear it” moment with their operations based on a single home market. But not for Ryanair, who’ve cut winter capacity to France.
For many airlines, cost control is crucial. When an external supplier or agency imposes a price increase, the airline, and ultimately the passenger, suffers as those charges are passed on through higher ticket prices. Unfortunately for most airlines it’s a “grin and bear it” moment with their operations based on a single home market. But not for Ryanair, who’ve cut winter capacity to France.
For many airlines, cost control is crucial. When an external supplier or agency imposes a price increase, the airline, and ultimately the passenger, suffers as those charges are passed on through higher ticket prices. Unfortunately for most airlines it’s a “grin and bear it” moment with their operations based on a single home market. But not for Ryanair, who’ve cut winter capacity to France.
\n","postSummaryRss":"
For many airlines, cost control is crucial. When an external supplier or agency imposes a price increase, the airline, and ultimately the passenger, suffers as those charges are passed on through higher ticket prices. Unfortunately for most airlines it’s a “grin and bear it” moment with their operations based on a single home market. But not for Ryanair, who’ve cut winter capacity to France.
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For many airlines, cost control is crucial. When an external supplier or agency imposes a price increase, the airline, and ultimately the passenger, suffers as those charges are passed on through higher ticket prices. Unfortunately for most airlines it’s a “grin and bear it” moment with their operations based on a single home market. But not for Ryanair, who’ve cut winter capacity to France.
\n\n
KEY POINTS:
\n
\n
Ryanair is cutting 11% of its French winter capacity due to higher aviation taxes and ATC disruptions.
\n
Despite cuts in France, the airline is adding 31,000 more flights and six million extra seats overall versus last winter.
\n
Italy and Ireland see the biggest capacity gains, with major boosts also for airports: Brussels Charleroi, London Stansted, Alicante, Krakow, and Malta.
\n
Four French airports - Strasbourg, Bergerac, Paris Vatry, and Brive - are essentially being dropped entirely.
\n
Ryanair’s network flexibility lets it move aircraft easily, giving it strong leverage with airports.
\n
\n\n
The most recent increase in aviation taxes, combined with the loss of around 7.3 million passengers from French ATC disruption, has prompted the airline to cut 11% of its historic winter capacity to France. And yet, in total, the airline will operate some 31,000 more flights capacity and six million more seats than in the winter 2024/25 season. So how has that all happened?
\n
Massive Network Flexibility
\n
With 93 bases across Europe, Ryanair can easily move one or two aircraft from base to base over the winter season if the price is right at the receiving base! While some other carriers can match this network flexibility, Ryanair are the masters in such movement and it certainly provides them with a strong negotiating point in their dealings with airports and stakeholders. And, as always, where there are losers there are winners, so let’s look at who they are…
\n
Country-Level Winners
\n
At country level there is only one country – among Ryanair’s markets - that sees a year-on-year decline, and that’s France. Every other major market is benefitting from the redistribution of capacity, with average capacity growth of over 8% as new aircraft join the airline’s fleet:
\n
\n
Italy is the clear winner with an additional 1.5 million seats and 10% growth as Ryanair cements its dominance in both the domestic and intra-European market.
\n
Ireland, with 15% growth, is clearly now back in favour with Ryanair. With nearly 600,000 additional seats at Dublin alone, the airline seems to have found a way around some of the local capacity restrictions.
\n
Spain and the UK are below the average amongst the airline’s top markets, consistent growth in already very mature markets reflects the confidence of the airline in its business model.
\n
\n
\n
Airport-Level Winners
\n
Not surprisingly the major airport winners in the Ryanair winter stakes are in those major country markets. Brussels Charleroi, London Stansted, Alicante, Krakow and Malta all gain over 200,000 additional seats for the 20 week season - so travellers can expect some aggressive pricing to and from those destinations I suspect.
\n
\n
\n
\n
\n
France’s Capacity Loss
\n
Applying an even-handed approach to their dissatisfaction, Ryanair have dropped capacity at every French airport they operate with four airports essentially being wiped off their network map: Strasbourg, Bergerac, Paris-Vatry and Brive. While others, such as Béziers, have lost over half of their capacity season on season.
\n
Ryanair are the only scheduled airline operating at Béziers and the loss of over 100 flights in the winter season will be an issue, although on the bright side of life the airline has conveniently not scheduled any services for Friday, Saturday or Sunday allowing for long-weekends for all the airport staff! You would suspect that the towns chamber of commerce will be wondering what to do now those services have been lost.
\n
The biggest losses in capacity are at two of the largest Ryanair bases:
\n
\n
Paris Beauvais down 76,000 seats (-6.5%)
\n
Marseille down 58,000 (-7.4%)
\n
\n
While Marseille has multiple airlines operating, Paris Beauvais will feel the impact as Ryanair is their largest customer and ten times the size of their next operator.
\n
\n
The imposition of additional taxes may play well in some quarters of French politics and the various sustainability groups, but since Ryanair has one of the most efficient fleets in Europe it will be interesting to see if the lost revenue from non-collection of any taxes and the damage to the local economies is greater than the incremental revenue the authorities were hoping to see.
\n
Few Airports “Beat” Ryanair
\n
It has been said many times before and is worth saying again, few airlines beat Ryanair at their own game and the latest attempts of the French once again repeat the lessons that other authorities and airports have experienced. As the largest airline in Europe with multiple bases and the ability to flex their market power when necessary, Ryanair really are a capacity tap, it can be turned on and off at a moment’s notice and never misread a threat from Europe’s largest low-cost carrier.
\n
\n
","rssSummary":"
For many airlines, cost control is crucial. When an external supplier or agency imposes a price increase, the airline, and ultimately the passenger, suffers as those charges are passed on through higher ticket prices. Unfortunately for most airlines it’s a “grin and bear it” moment with their operations based on a single home market. But not for Ryanair, who’ve cut winter capacity to France.
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Domestic Air Capacity Growth Explored in 3 Charts | Latin America Aviation","id":194334257817,"includeDefaultCustomCss":null,"isCaptchaRequired":false,"isCrawlableByBots":false,"isDraft":false,"isInstantEmailEnabled":true,"isPublished":true,"isSocialPublishingEnabled":false,"keywords":[],"label":"Brazil's Domestic Air Capacity Growth Explored in 3 Charts","language":"en-gb","lastEditSessionId":null,"lastEditUpdateId":null,"layoutSections":{},"legacyBlogTabid":null,"legacyId":null,"legacyPostGuid":null,"linkRelCanonicalUrl":"","listTemplate":"generated_layouts/66381677173.html","liveDomain":"www.oag.com","mab":false,"mabExperimentId":null,"mabMaster":false,"mabVariant":false,"meta":{"tag_ids":[66382214546,172583813798],"topic_ids":[66382214546,172583813798],"public_access_rules":[],"public_access_rules_enabled":false,"use_featured_image":true,"post_summary":"
In this blog, we explore Brazil’s domestic air capacity using just three key data points – for a quick, yet insightful delve into this fascinating market.
","post_body":"
In this blog, we explore Brazil’s domestic air capacity using just three key data points – for a quick, yet insightful delve into this fascinating market.
\n
KEY POINTS:
\n
\n
Still Below Peak Levels: Brazil is the fifth-largest domestic aviation market, yet capacity remains 9% under its 2015 peak, indicating limited growth over the past decade.
\n
Concentrated Market Power: Three airlines - LATAM Airlines Group (38%), GOL (32%) and Azul (30%) – dominate the domestic market which has led to interesting dynamics on the busiest routes.
\n
High Daily Flight Frequency: The CGH–SDU route (São Paulo to Rio de Janeiro) averages 51 daily flights - more than the busiest U.S. and Chinese domestic routes, and second only to Japan's HND–CTS route.
\n
Azul’s Chapter 11 Raises Questions: Azul’s bankruptcy filing hasn’t yet impacted operations in Brazil, but what could it mean for the future?
\n
\n
Brazil ranks as the fifth-largest domestic air capacity market in the world. However, unlike some of the other large markets, seats remain some 9% below where they were over a decade ago, back in 2015. Then, domestic air capacity reached 261.4m, the highest point in the period 2015-2024. The equivalent figure in 2024 was 238m. This lack of growth suggests a number of issues: the air service market is mature, economic growth in Brazil is sluggish, and quite possibly that the barriers to entry for new airlines to stimulate growth is significantly high.
\n
With a population of 212m, and an estimated propensity to fly of 0.5 , this suggests that there may still be scope for growth in air travel within Brazil. Compare this to the US which has a population of 330m and propensity to fly is over 2.5, although the economy in the US is considerably stronger, with typical GDP per capita of $85,000 which is around 8 times larger than Brazil’s $10,000 per capita. A closer benchmark may be Mexico, where propensity to fly amongst the 131m population is 0.8.
\n
In 2025, capacity is expected to grow year-on-year, but still may not reach above the previous high point.
\n
CHART 1: Brazil's Domestic Air Capacity Year-on-Year
\n
\n
Capacity in Brazil’s domestic market is shared evenly across three carriers:
\n
\n
LATAM Airlines Group has the largest share, with 38% of seats; this strengthens its position from last year where it held a 36% share.
\n
GOL is in second place with 32% of seats.
\n
Azul makes up the remaining 30%.
\n
\n
CHART 2: Brazil's Domestic Capacity Share by Carriers
\n
\n
Having three big players in the domestic market has created some interesting dynamics on some of Brazil’s busiest routes. The busiest route in Brazil’s domestic market is from São Paulo’s Congonhas Airport (CGH) to Rio’s Santos Dumont Airport (SDU), and this July there are 51 departing flights on average each day. This route has the second-highest daily frequency among the busiest domestic routes in the world’s largest markets. Only Japan’s Tokyo Haneda (HND) to Chitose (CTS) is higher, with an average of 55 departing flights each day this July.
\n
CHART 3: Daily Frequency on the World's Busiest Domestic Routes
\n
\n
Brazil’s busiest domestic route exceeds the daily frequencies of the busiest routes in the United States, China, and India:
\n
\n
The busiest route in the US this July operates from New York’s La Guardia Airport (LGA) to Chicago’s O’Hare Airport (ORD) with a mere 33 daily departures.
\n
In China, the busiest route operates between Shanghai (SHA) and Shenzhen (SZX), with an average of 41 daily departures.
\n
India’s key domestic trunk route is the only one that gets close to Brazil’s frequency, with 48 daily departures between Delhi (DEL) and Mumbai (BOM).
\n
\n
With Azul - one of Brazil’s leading carriers - recently filing for Chapter 11 bankruptcy protection, its domestic network could come under review. So far, however, operations have remained intact. Could this lead to a scaling back of some of the country’s high-frequency domestic routes in the near future? That seems unlikely. Brazil’s air travel market has become accustomed to near on-demand service levels, and any significant reduction in frequency would represent a major shift in passenger expectations and competitive dynamics.
\n
\n
\n
\n\n
What does 'propensity to fly' mean?
\n
Propensity to fly is the average number of trips by air taken by a population.
\n
","rss_summary":"
In this blog, we explore Brazil’s domestic air capacity using just three key data points – for a quick, yet insightful delve into this fascinating market.
","rss_body":"
In this blog, we explore Brazil’s domestic air capacity using just three key data points – for a quick, yet insightful delve into this fascinating market.
\n
KEY POINTS:
\n
\n
Still Below Peak Levels: Brazil is the fifth-largest domestic aviation market, yet capacity remains 9% under its 2015 peak, indicating limited growth over the past decade.
\n
Concentrated Market Power: Three airlines - LATAM Airlines Group (38%), GOL (32%) and Azul (30%) – dominate the domestic market which has led to interesting dynamics on the busiest routes.
\n
High Daily Flight Frequency: The CGH–SDU route (São Paulo to Rio de Janeiro) averages 51 daily flights - more than the busiest U.S. and Chinese domestic routes, and second only to Japan's HND–CTS route.
\n
Azul’s Chapter 11 Raises Questions: Azul’s bankruptcy filing hasn’t yet impacted operations in Brazil, but what could it mean for the future?
\n
\n
Brazil ranks as the fifth-largest domestic air capacity market in the world. However, unlike some of the other large markets, seats remain some 9% below where they were over a decade ago, back in 2015. Then, domestic air capacity reached 261.4m, the highest point in the period 2015-2024. The equivalent figure in 2024 was 238m. This lack of growth suggests a number of issues: the air service market is mature, economic growth in Brazil is sluggish, and quite possibly that the barriers to entry for new airlines to stimulate growth is significantly high.
\n
With a population of 212m, and an estimated propensity to fly of 0.5 , this suggests that there may still be scope for growth in air travel within Brazil. Compare this to the US which has a population of 330m and propensity to fly is over 2.5, although the economy in the US is considerably stronger, with typical GDP per capita of $85,000 which is around 8 times larger than Brazil’s $10,000 per capita. A closer benchmark may be Mexico, where propensity to fly amongst the 131m population is 0.8.
\n
In 2025, capacity is expected to grow year-on-year, but still may not reach above the previous high point.
\n
CHART 1: Brazil's Domestic Air Capacity Year-on-Year
\n
\n
Capacity in Brazil’s domestic market is shared evenly across three carriers:
\n
\n
LATAM Airlines Group has the largest share, with 38% of seats; this strengthens its position from last year where it held a 36% share.
\n
GOL is in second place with 32% of seats.
\n
Azul makes up the remaining 30%.
\n
\n
CHART 2: Brazil's Domestic Capacity Share by Carriers
\n
\n
Having three big players in the domestic market has created some interesting dynamics on some of Brazil’s busiest routes. The busiest route in Brazil’s domestic market is from São Paulo’s Congonhas Airport (CGH) to Rio’s Santos Dumont Airport (SDU), and this July there are 51 departing flights on average each day. This route has the second-highest daily frequency among the busiest domestic routes in the world’s largest markets. Only Japan’s Tokyo Haneda (HND) to Chitose (CTS) is higher, with an average of 55 departing flights each day this July.
\n
CHART 3: Daily Frequency on the World's Busiest Domestic Routes
\n
\n
Brazil’s busiest domestic route exceeds the daily frequencies of the busiest routes in the United States, China, and India:
\n
\n
The busiest route in the US this July operates from New York’s La Guardia Airport (LGA) to Chicago’s O’Hare Airport (ORD) with a mere 33 daily departures.
\n
In China, the busiest route operates between Shanghai (SHA) and Shenzhen (SZX), with an average of 41 daily departures.
\n
India’s key domestic trunk route is the only one that gets close to Brazil’s frequency, with 48 daily departures between Delhi (DEL) and Mumbai (BOM).
\n
\n
With Azul - one of Brazil’s leading carriers - recently filing for Chapter 11 bankruptcy protection, its domestic network could come under review. So far, however, operations have remained intact. Could this lead to a scaling back of some of the country’s high-frequency domestic routes in the near future? That seems unlikely. Brazil’s air travel market has become accustomed to near on-demand service levels, and any significant reduction in frequency would represent a major shift in passenger expectations and competitive dynamics.
\n
\n
\n
\n\n
What does 'propensity to fly' mean?
\n
Propensity to fly is the average number of trips by air taken by a population.
\n
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In this blog, we explore Brazil’s domestic air capacity using just three key data points – for a quick, yet insightful delve into this fascinating market.
\n
KEY POINTS:
\n
\n
Still Below Peak Levels: Brazil is the fifth-largest domestic aviation market, yet capacity remains 9% under its 2015 peak, indicating limited growth over the past decade.
\n
Concentrated Market Power: Three airlines - LATAM Airlines Group (38%), GOL (32%) and Azul (30%) – dominate the domestic market which has led to interesting dynamics on the busiest routes.
\n
High Daily Flight Frequency: The CGH–SDU route (São Paulo to Rio de Janeiro) averages 51 daily flights - more than the busiest U.S. and Chinese domestic routes, and second only to Japan's HND–CTS route.
\n
Azul’s Chapter 11 Raises Questions: Azul’s bankruptcy filing hasn’t yet impacted operations in Brazil, but what could it mean for the future?
\n
\n
Brazil ranks as the fifth-largest domestic air capacity market in the world. However, unlike some of the other large markets, seats remain some 9% below where they were over a decade ago, back in 2015. Then, domestic air capacity reached 261.4m, the highest point in the period 2015-2024. The equivalent figure in 2024 was 238m. This lack of growth suggests a number of issues: the air service market is mature, economic growth in Brazil is sluggish, and quite possibly that the barriers to entry for new airlines to stimulate growth is significantly high.
\n
With a population of 212m, and an estimated propensity to fly of 0.5 , this suggests that there may still be scope for growth in air travel within Brazil. Compare this to the US which has a population of 330m and propensity to fly is over 2.5, although the economy in the US is considerably stronger, with typical GDP per capita of $85,000 which is around 8 times larger than Brazil’s $10,000 per capita. A closer benchmark may be Mexico, where propensity to fly amongst the 131m population is 0.8.
\n
In 2025, capacity is expected to grow year-on-year, but still may not reach above the previous high point.
\n
CHART 1: Brazil's Domestic Air Capacity Year-on-Year
\n
\n
Capacity in Brazil’s domestic market is shared evenly across three carriers:
\n
\n
LATAM Airlines Group has the largest share, with 38% of seats; this strengthens its position from last year where it held a 36% share.
\n
GOL is in second place with 32% of seats.
\n
Azul makes up the remaining 30%.
\n
\n
CHART 2: Brazil's Domestic Capacity Share by Carriers
\n
\n
Having three big players in the domestic market has created some interesting dynamics on some of Brazil’s busiest routes. The busiest route in Brazil’s domestic market is from São Paulo’s Congonhas Airport (CGH) to Rio’s Santos Dumont Airport (SDU), and this July there are 51 departing flights on average each day. This route has the second-highest daily frequency among the busiest domestic routes in the world’s largest markets. Only Japan’s Tokyo Haneda (HND) to Chitose (CTS) is higher, with an average of 55 departing flights each day this July.
\n
CHART 3: Daily Frequency on the World's Busiest Domestic Routes
\n
\n
Brazil’s busiest domestic route exceeds the daily frequencies of the busiest routes in the United States, China, and India:
\n
\n
The busiest route in the US this July operates from New York’s La Guardia Airport (LGA) to Chicago’s O’Hare Airport (ORD) with a mere 33 daily departures.
\n
In China, the busiest route operates between Shanghai (SHA) and Shenzhen (SZX), with an average of 41 daily departures.
\n
India’s key domestic trunk route is the only one that gets close to Brazil’s frequency, with 48 daily departures between Delhi (DEL) and Mumbai (BOM).
\n
\n
With Azul - one of Brazil’s leading carriers - recently filing for Chapter 11 bankruptcy protection, its domestic network could come under review. So far, however, operations have remained intact. Could this lead to a scaling back of some of the country’s high-frequency domestic routes in the near future? That seems unlikely. Brazil’s air travel market has become accustomed to near on-demand service levels, and any significant reduction in frequency would represent a major shift in passenger expectations and competitive dynamics.
\n
\n
\n
\n\n
What does 'propensity to fly' mean?
\n
Propensity to fly is the average number of trips by air taken by a population.
\n
","postBodyRss":"
In this blog, we explore Brazil’s domestic air capacity using just three key data points – for a quick, yet insightful delve into this fascinating market.
\n
KEY POINTS:
\n
\n
Still Below Peak Levels: Brazil is the fifth-largest domestic aviation market, yet capacity remains 9% under its 2015 peak, indicating limited growth over the past decade.
\n
Concentrated Market Power: Three airlines - LATAM Airlines Group (38%), GOL (32%) and Azul (30%) – dominate the domestic market which has led to interesting dynamics on the busiest routes.
\n
High Daily Flight Frequency: The CGH–SDU route (São Paulo to Rio de Janeiro) averages 51 daily flights - more than the busiest U.S. and Chinese domestic routes, and second only to Japan's HND–CTS route.
\n
Azul’s Chapter 11 Raises Questions: Azul’s bankruptcy filing hasn’t yet impacted operations in Brazil, but what could it mean for the future?
\n
\n
Brazil ranks as the fifth-largest domestic air capacity market in the world. However, unlike some of the other large markets, seats remain some 9% below where they were over a decade ago, back in 2015. Then, domestic air capacity reached 261.4m, the highest point in the period 2015-2024. The equivalent figure in 2024 was 238m. This lack of growth suggests a number of issues: the air service market is mature, economic growth in Brazil is sluggish, and quite possibly that the barriers to entry for new airlines to stimulate growth is significantly high.
\n
With a population of 212m, and an estimated propensity to fly of 0.5 , this suggests that there may still be scope for growth in air travel within Brazil. Compare this to the US which has a population of 330m and propensity to fly is over 2.5, although the economy in the US is considerably stronger, with typical GDP per capita of $85,000 which is around 8 times larger than Brazil’s $10,000 per capita. A closer benchmark may be Mexico, where propensity to fly amongst the 131m population is 0.8.
\n
In 2025, capacity is expected to grow year-on-year, but still may not reach above the previous high point.
\n
CHART 1: Brazil's Domestic Air Capacity Year-on-Year
\n
\n
Capacity in Brazil’s domestic market is shared evenly across three carriers:
\n
\n
LATAM Airlines Group has the largest share, with 38% of seats; this strengthens its position from last year where it held a 36% share.
\n
GOL is in second place with 32% of seats.
\n
Azul makes up the remaining 30%.
\n
\n
CHART 2: Brazil's Domestic Capacity Share by Carriers
\n
\n
Having three big players in the domestic market has created some interesting dynamics on some of Brazil’s busiest routes. The busiest route in Brazil’s domestic market is from São Paulo’s Congonhas Airport (CGH) to Rio’s Santos Dumont Airport (SDU), and this July there are 51 departing flights on average each day. This route has the second-highest daily frequency among the busiest domestic routes in the world’s largest markets. Only Japan’s Tokyo Haneda (HND) to Chitose (CTS) is higher, with an average of 55 departing flights each day this July.
\n
CHART 3: Daily Frequency on the World's Busiest Domestic Routes
\n
\n
Brazil’s busiest domestic route exceeds the daily frequencies of the busiest routes in the United States, China, and India:
\n
\n
The busiest route in the US this July operates from New York’s La Guardia Airport (LGA) to Chicago’s O’Hare Airport (ORD) with a mere 33 daily departures.
\n
In China, the busiest route operates between Shanghai (SHA) and Shenzhen (SZX), with an average of 41 daily departures.
\n
India’s key domestic trunk route is the only one that gets close to Brazil’s frequency, with 48 daily departures between Delhi (DEL) and Mumbai (BOM).
\n
\n
With Azul - one of Brazil’s leading carriers - recently filing for Chapter 11 bankruptcy protection, its domestic network could come under review. So far, however, operations have remained intact. Could this lead to a scaling back of some of the country’s high-frequency domestic routes in the near future? That seems unlikely. Brazil’s air travel market has become accustomed to near on-demand service levels, and any significant reduction in frequency would represent a major shift in passenger expectations and competitive dynamics.
\n
\n
\n
\n\n
What does 'propensity to fly' mean?
\n
Propensity to fly is the average number of trips by air taken by a population.
\n
","postEmailContent":"
In this blog, we explore Brazil’s domestic air capacity using just three key data points – for a quick, yet insightful delve into this fascinating market.
In this blog, we explore Brazil’s domestic air capacity using just three key data points – for a quick, yet insightful delve into this fascinating market.
In this blog, we explore Brazil’s domestic air capacity using just three key data points – for a quick, yet insightful delve into this fascinating market.
In this blog, we explore Brazil’s domestic air capacity using just three key data points – for a quick, yet insightful delve into this fascinating market.
","postSummaryRss":"
In this blog, we explore Brazil’s domestic air capacity using just three key data points – for a quick, yet insightful delve into this fascinating market.
","postTemplate":"oag-theme/templates/blog-post.html","previewImageSrc":null,"previewKey":"URzkMNMV","previousPostFeaturedImage":"https://www.oag.com/hubfs/Ryanair%20blog.jpg","previousPostFeaturedImageAltText":"","previousPostName":"Ryanair’s Bold Winter Shift: French Capacity is Cut","previousPostSlug":"blog/ryanairs-bold-winter-shift-french-capacity-is-cut","processingStatus":"PUBLISHED","propertyForDynamicPageCanonicalUrl":null,"propertyForDynamicPageFeaturedImage":null,"propertyForDynamicPageMetaDescription":null,"propertyForDynamicPageSlug":null,"propertyForDynamicPageTitle":null,"publicAccessRules":[],"publicAccessRulesEnabled":false,"publishDate":1755013101000,"publishDateLocalTime":1755013101000,"publishDateLocalized":{"date":1755013101000,"format":"dd MMMM yyyy","language":"en_GB"},"publishImmediately":true,"publishTimezoneOffset":null,"publishedAt":1755013101844,"publishedByEmail":null,"publishedById":11440745,"publishedByName":null,"publishedUrl":"https://www.oag.com/blog/brazils-domestic-air-capacity-growth","resolvedDomain":"www.oag.com","resolvedLanguage":null,"rssBody":"
In this blog, we explore Brazil’s domestic air capacity using just three key data points – for a quick, yet insightful delve into this fascinating market.
\n
KEY POINTS:
\n
\n
Still Below Peak Levels: Brazil is the fifth-largest domestic aviation market, yet capacity remains 9% under its 2015 peak, indicating limited growth over the past decade.
\n
Concentrated Market Power: Three airlines - LATAM Airlines Group (38%), GOL (32%) and Azul (30%) – dominate the domestic market which has led to interesting dynamics on the busiest routes.
\n
High Daily Flight Frequency: The CGH–SDU route (São Paulo to Rio de Janeiro) averages 51 daily flights - more than the busiest U.S. and Chinese domestic routes, and second only to Japan's HND–CTS route.
\n
Azul’s Chapter 11 Raises Questions: Azul’s bankruptcy filing hasn’t yet impacted operations in Brazil, but what could it mean for the future?
\n
\n
Brazil ranks as the fifth-largest domestic air capacity market in the world. However, unlike some of the other large markets, seats remain some 9% below where they were over a decade ago, back in 2015. Then, domestic air capacity reached 261.4m, the highest point in the period 2015-2024. The equivalent figure in 2024 was 238m. This lack of growth suggests a number of issues: the air service market is mature, economic growth in Brazil is sluggish, and quite possibly that the barriers to entry for new airlines to stimulate growth is significantly high.
\n
With a population of 212m, and an estimated propensity to fly of 0.5 , this suggests that there may still be scope for growth in air travel within Brazil. Compare this to the US which has a population of 330m and propensity to fly is over 2.5, although the economy in the US is considerably stronger, with typical GDP per capita of $85,000 which is around 8 times larger than Brazil’s $10,000 per capita. A closer benchmark may be Mexico, where propensity to fly amongst the 131m population is 0.8.
\n
In 2025, capacity is expected to grow year-on-year, but still may not reach above the previous high point.
\n
CHART 1: Brazil's Domestic Air Capacity Year-on-Year
\n
\n
Capacity in Brazil’s domestic market is shared evenly across three carriers:
\n
\n
LATAM Airlines Group has the largest share, with 38% of seats; this strengthens its position from last year where it held a 36% share.
\n
GOL is in second place with 32% of seats.
\n
Azul makes up the remaining 30%.
\n
\n
CHART 2: Brazil's Domestic Capacity Share by Carriers
\n
\n
Having three big players in the domestic market has created some interesting dynamics on some of Brazil’s busiest routes. The busiest route in Brazil’s domestic market is from São Paulo’s Congonhas Airport (CGH) to Rio’s Santos Dumont Airport (SDU), and this July there are 51 departing flights on average each day. This route has the second-highest daily frequency among the busiest domestic routes in the world’s largest markets. Only Japan’s Tokyo Haneda (HND) to Chitose (CTS) is higher, with an average of 55 departing flights each day this July.
\n
CHART 3: Daily Frequency on the World's Busiest Domestic Routes
\n
\n
Brazil’s busiest domestic route exceeds the daily frequencies of the busiest routes in the United States, China, and India:
\n
\n
The busiest route in the US this July operates from New York’s La Guardia Airport (LGA) to Chicago’s O’Hare Airport (ORD) with a mere 33 daily departures.
\n
In China, the busiest route operates between Shanghai (SHA) and Shenzhen (SZX), with an average of 41 daily departures.
\n
India’s key domestic trunk route is the only one that gets close to Brazil’s frequency, with 48 daily departures between Delhi (DEL) and Mumbai (BOM).
\n
\n
With Azul - one of Brazil’s leading carriers - recently filing for Chapter 11 bankruptcy protection, its domestic network could come under review. So far, however, operations have remained intact. Could this lead to a scaling back of some of the country’s high-frequency domestic routes in the near future? That seems unlikely. Brazil’s air travel market has become accustomed to near on-demand service levels, and any significant reduction in frequency would represent a major shift in passenger expectations and competitive dynamics.
\n
\n
\n
\n\n
What does 'propensity to fly' mean?
\n
Propensity to fly is the average number of trips by air taken by a population.
\n
","rssSummary":"
In this blog, we explore Brazil’s domestic air capacity using just three key data points – for a quick, yet insightful delve into this fascinating market.
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Air Connectivity Growth in Latin America, but What's Next for LCCs? | Aviation Market Analysis | OAG","id":193642154501,"includeDefaultCustomCss":null,"isCaptchaRequired":true,"isCrawlableByBots":false,"isDraft":false,"isInstantEmailEnabled":true,"isPublished":true,"isSocialPublishingEnabled":false,"keywords":[],"label":"Rapid Air Connectivity Growth in Latin America, but What's Next for LCCs?","language":"en-gb","lastEditSessionId":null,"lastEditUpdateId":null,"layoutSections":{},"legacyBlogTabid":null,"legacyId":null,"legacyPostGuid":null,"linkRelCanonicalUrl":"","listTemplate":"generated_layouts/66381677173.html","liveDomain":"www.oag.com","mab":false,"mabExperimentId":null,"mabMaster":false,"mabVariant":false,"meta":{"tag_ids":[66382214546],"topic_ids":[66382214546],"public_access_rules":[],"public_access_rules_enabled":false,"use_featured_image":true,"post_summary":"
One of aviation’s great gifts is the connectivity it creates, facilitating trade, which in turn builds economic and personal wealth, ultimately encouraging more leisure travel. The nature of Latin America’s geography can make surface access challenging and time-consuming, so air services support both social and trade connectivity, making it an important driver of growth.
","post_body":"
One of aviation’s great gifts is the connectivity it creates, facilitating trade, which in turn builds economic and personal wealth, ultimately encouraging more leisure travel. The nature of Latin America’s geography can make surface access challenging and time-consuming, so air services support both social and trade connectivity, making it an important driver of growth.
\n
We have looked back to the turn of the century to see how Latin American connectivity has developed, and there are some interesting highlights.
\n
\n
Key Points
\n
\n
Route Growth: Latin America now has nearly 550 international air routes, up 41% from 390 in 1996.
\n
Capacity Increase: International seat capacity reached 66.5 million in 2025, an 18% increase over 2019, driven by higher average capacity per route.
\n
Colombian Expansion: Colombia's international market grew sevenfold since 2000, with Avianca holding 53% of international capacity.
\n
Brazil’s Market: Remains the largest with 17.6 million scheduled seats and 185+ airport pairs in 2025, though still below the 2019 peak of 200.
\n
LCC Share: Low-cost carriers account for less than 20% of international seats in Latin America, far behind Europe’s 45%, signalling room for growth pending regulatory change.
\n
\n
How has international connectivity developed?
\n
Focusing purely on international connections, these key statistics give an overview of Latin American air connectivity:
\n
\n
There are now just under 550 routes to and from Latin America compared to 390 in 1996, a 41% increase.
\n
2025’s total remains slightly below the 2019 high of 572 airport pairs. Network churn has always been a feature of the Latin American Market.
\n
Actual capacity of 66.5 million is some 18% above the 56.2 million of 2019 as average capacity per route has increased to 122,000 per route compared to 83,400 in 2019.
\n
\n
\n
How Does Colombia Contribute to Latin American Connectivity?
\n
The growth of international airline capacity in Colombia has been quite remarkable over the last decade, with the market doubling in the last ten years and showing a seven-fold increase since the turn of the century. The significant growth rates in the market have moved the country from fifth place to second spot among country markets in South America with only Brazil ahead of them. While fourteen international airlines operate more than 100,000 seats per annum, much of Colombia’s growth has been driven by Avianca who now have a 53% share of the international market as their capacity has increased sixfold since the turn of the century. Perhaps surprisingly, low-cost airlines only supply 8% of international capacity to/from Colombia compared to 23% of international capacity from Brazil.
\n
Which is The Largest International Market In Latin America?
\n
Despite Colombia’s leading position in terms of capacity growth, Brazil remains the largest international market in Latin America with:
\n
\n
6 million scheduled seats this year.
\n
The widest range of connectivity with over 185 airport pairs connected in 2025, compared to some 200 in 2019, highlighting that the market has not quite fully recovered.
\n
\n
In comparison, international connectivity from Colombia has improved with fifteen new destinations being added since 2019 including Bogota – Manaus and Cartagena – Lima.
\n
\n
How Has Airline Capacity Changed at a Regional Level?
\n
While total capacity to/from Lower South America has doubled since 2000 its proportional share of capacity has slipped from 36.6% to 32.2% as the share of capacity to Western Europe has increased to 17%, edging out North America as the largest regional market outside of South America. The growth in share to Western Europe, while built on a very strong Brazilian market, is heavily supported by the 1.8 million seats to/from Colombia which represents an increase of over one million seats since 2015.
\n
\n
\n
Is The Low-Cost International Market Yet To Fully Develop?
\n
Intriguingly, the international low-cost sector in Latin America remains at a less than 20% share, which is relatively low compared to markets such as Europe where 45% of international capacity is operated by LCCs, suggesting perhaps continued scope for growth from that sector in the coming years. However, achieving that growth would require a fundamental change in the ownership structures of the region’s LCCs which today follow the very common pattern of a single market domicile whilst their legacy carriers such as LAN and Avianca are based across multiple country markets. It would seem that only by adopting a pan-regional approach across South America will the LCC sector truly compete, although regulatory challenges may make that hard to achieve!
There is no doubt that international connectivity stimulates economic activity and there is equally no doubt that in Latin America the market has developed strongly since the turn of the century. But despite that period of growth and the occasional airline collapse, structurally it seems that for the region to fully realise its potential perhaps a shake-up in the LCC sector is needed. Adoption of the cross-regional market approach as seen in Europe and increasingly the Middle East and Asia may well be required. The key question is who will see the opportunity and make that happen?
\n
\n
\n
","rss_summary":"
One of aviation’s great gifts is the connectivity it creates, facilitating trade, which in turn builds economic and personal wealth, ultimately encouraging more leisure travel. The nature of Latin America’s geography can make surface access challenging and time-consuming, so air services support both social and trade connectivity, making it an important driver of growth.
","rss_body":"
One of aviation’s great gifts is the connectivity it creates, facilitating trade, which in turn builds economic and personal wealth, ultimately encouraging more leisure travel. The nature of Latin America’s geography can make surface access challenging and time-consuming, so air services support both social and trade connectivity, making it an important driver of growth.
\n
We have looked back to the turn of the century to see how Latin American connectivity has developed, and there are some interesting highlights.
\n
\n
Key Points
\n
\n
Route Growth: Latin America now has nearly 550 international air routes, up 41% from 390 in 1996.
\n
Capacity Increase: International seat capacity reached 66.5 million in 2025, an 18% increase over 2019, driven by higher average capacity per route.
\n
Colombian Expansion: Colombia's international market grew sevenfold since 2000, with Avianca holding 53% of international capacity.
\n
Brazil’s Market: Remains the largest with 17.6 million scheduled seats and 185+ airport pairs in 2025, though still below the 2019 peak of 200.
\n
LCC Share: Low-cost carriers account for less than 20% of international seats in Latin America, far behind Europe’s 45%, signalling room for growth pending regulatory change.
\n
\n
How has international connectivity developed?
\n
Focusing purely on international connections, these key statistics give an overview of Latin American air connectivity:
\n
\n
There are now just under 550 routes to and from Latin America compared to 390 in 1996, a 41% increase.
\n
2025’s total remains slightly below the 2019 high of 572 airport pairs. Network churn has always been a feature of the Latin American Market.
\n
Actual capacity of 66.5 million is some 18% above the 56.2 million of 2019 as average capacity per route has increased to 122,000 per route compared to 83,400 in 2019.
\n
\n
\n
How Does Colombia Contribute to Latin American Connectivity?
\n
The growth of international airline capacity in Colombia has been quite remarkable over the last decade, with the market doubling in the last ten years and showing a seven-fold increase since the turn of the century. The significant growth rates in the market have moved the country from fifth place to second spot among country markets in South America with only Brazil ahead of them. While fourteen international airlines operate more than 100,000 seats per annum, much of Colombia’s growth has been driven by Avianca who now have a 53% share of the international market as their capacity has increased sixfold since the turn of the century. Perhaps surprisingly, low-cost airlines only supply 8% of international capacity to/from Colombia compared to 23% of international capacity from Brazil.
\n
Which is The Largest International Market In Latin America?
\n
Despite Colombia’s leading position in terms of capacity growth, Brazil remains the largest international market in Latin America with:
\n
\n
6 million scheduled seats this year.
\n
The widest range of connectivity with over 185 airport pairs connected in 2025, compared to some 200 in 2019, highlighting that the market has not quite fully recovered.
\n
\n
In comparison, international connectivity from Colombia has improved with fifteen new destinations being added since 2019 including Bogota – Manaus and Cartagena – Lima.
\n
\n
How Has Airline Capacity Changed at a Regional Level?
\n
While total capacity to/from Lower South America has doubled since 2000 its proportional share of capacity has slipped from 36.6% to 32.2% as the share of capacity to Western Europe has increased to 17%, edging out North America as the largest regional market outside of South America. The growth in share to Western Europe, while built on a very strong Brazilian market, is heavily supported by the 1.8 million seats to/from Colombia which represents an increase of over one million seats since 2015.
\n
\n
\n
Is The Low-Cost International Market Yet To Fully Develop?
\n
Intriguingly, the international low-cost sector in Latin America remains at a less than 20% share, which is relatively low compared to markets such as Europe where 45% of international capacity is operated by LCCs, suggesting perhaps continued scope for growth from that sector in the coming years. However, achieving that growth would require a fundamental change in the ownership structures of the region’s LCCs which today follow the very common pattern of a single market domicile whilst their legacy carriers such as LAN and Avianca are based across multiple country markets. It would seem that only by adopting a pan-regional approach across South America will the LCC sector truly compete, although regulatory challenges may make that hard to achieve!
There is no doubt that international connectivity stimulates economic activity and there is equally no doubt that in Latin America the market has developed strongly since the turn of the century. But despite that period of growth and the occasional airline collapse, structurally it seems that for the region to fully realise its potential perhaps a shake-up in the LCC sector is needed. Adoption of the cross-regional market approach as seen in Europe and increasingly the Middle East and Asia may well be required. The key question is who will see the opportunity and make that happen?
\n
\n
\n
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One of aviation’s great gifts is the connectivity it creates, facilitating trade, which in turn builds economic and personal wealth, ultimately encouraging more leisure travel. The nature of Latin America’s geography can make surface access challenging and time-consuming, so air services support both social and trade connectivity, making it an important driver of growth.
\n
We have looked back to the turn of the century to see how Latin American connectivity has developed, and there are some interesting highlights.
\n
\n
Key Points
\n
\n
Route Growth: Latin America now has nearly 550 international air routes, up 41% from 390 in 1996.
\n
Capacity Increase: International seat capacity reached 66.5 million in 2025, an 18% increase over 2019, driven by higher average capacity per route.
\n
Colombian Expansion: Colombia's international market grew sevenfold since 2000, with Avianca holding 53% of international capacity.
\n
Brazil’s Market: Remains the largest with 17.6 million scheduled seats and 185+ airport pairs in 2025, though still below the 2019 peak of 200.
\n
LCC Share: Low-cost carriers account for less than 20% of international seats in Latin America, far behind Europe’s 45%, signalling room for growth pending regulatory change.
\n
\n
How has international connectivity developed?
\n
Focusing purely on international connections, these key statistics give an overview of Latin American air connectivity:
\n
\n
There are now just under 550 routes to and from Latin America compared to 390 in 1996, a 41% increase.
\n
2025’s total remains slightly below the 2019 high of 572 airport pairs. Network churn has always been a feature of the Latin American Market.
\n
Actual capacity of 66.5 million is some 18% above the 56.2 million of 2019 as average capacity per route has increased to 122,000 per route compared to 83,400 in 2019.
\n
\n
\n
How Does Colombia Contribute to Latin American Connectivity?
\n
The growth of international airline capacity in Colombia has been quite remarkable over the last decade, with the market doubling in the last ten years and showing a seven-fold increase since the turn of the century. The significant growth rates in the market have moved the country from fifth place to second spot among country markets in South America with only Brazil ahead of them. While fourteen international airlines operate more than 100,000 seats per annum, much of Colombia’s growth has been driven by Avianca who now have a 53% share of the international market as their capacity has increased sixfold since the turn of the century. Perhaps surprisingly, low-cost airlines only supply 8% of international capacity to/from Colombia compared to 23% of international capacity from Brazil.
\n
Which is The Largest International Market In Latin America?
\n
Despite Colombia’s leading position in terms of capacity growth, Brazil remains the largest international market in Latin America with:
\n
\n
6 million scheduled seats this year.
\n
The widest range of connectivity with over 185 airport pairs connected in 2025, compared to some 200 in 2019, highlighting that the market has not quite fully recovered.
\n
\n
In comparison, international connectivity from Colombia has improved with fifteen new destinations being added since 2019 including Bogota – Manaus and Cartagena – Lima.
\n
\n
How Has Airline Capacity Changed at a Regional Level?
\n
While total capacity to/from Lower South America has doubled since 2000 its proportional share of capacity has slipped from 36.6% to 32.2% as the share of capacity to Western Europe has increased to 17%, edging out North America as the largest regional market outside of South America. The growth in share to Western Europe, while built on a very strong Brazilian market, is heavily supported by the 1.8 million seats to/from Colombia which represents an increase of over one million seats since 2015.
\n
\n
\n
Is The Low-Cost International Market Yet To Fully Develop?
\n
Intriguingly, the international low-cost sector in Latin America remains at a less than 20% share, which is relatively low compared to markets such as Europe where 45% of international capacity is operated by LCCs, suggesting perhaps continued scope for growth from that sector in the coming years. However, achieving that growth would require a fundamental change in the ownership structures of the region’s LCCs which today follow the very common pattern of a single market domicile whilst their legacy carriers such as LAN and Avianca are based across multiple country markets. It would seem that only by adopting a pan-regional approach across South America will the LCC sector truly compete, although regulatory challenges may make that hard to achieve!
There is no doubt that international connectivity stimulates economic activity and there is equally no doubt that in Latin America the market has developed strongly since the turn of the century. But despite that period of growth and the occasional airline collapse, structurally it seems that for the region to fully realise its potential perhaps a shake-up in the LCC sector is needed. Adoption of the cross-regional market approach as seen in Europe and increasingly the Middle East and Asia may well be required. The key question is who will see the opportunity and make that happen?
\n
\n
\n
","postBodyRss":"
One of aviation’s great gifts is the connectivity it creates, facilitating trade, which in turn builds economic and personal wealth, ultimately encouraging more leisure travel. The nature of Latin America’s geography can make surface access challenging and time-consuming, so air services support both social and trade connectivity, making it an important driver of growth.
\n
We have looked back to the turn of the century to see how Latin American connectivity has developed, and there are some interesting highlights.
\n
\n
Key Points
\n
\n
Route Growth: Latin America now has nearly 550 international air routes, up 41% from 390 in 1996.
\n
Capacity Increase: International seat capacity reached 66.5 million in 2025, an 18% increase over 2019, driven by higher average capacity per route.
\n
Colombian Expansion: Colombia's international market grew sevenfold since 2000, with Avianca holding 53% of international capacity.
\n
Brazil’s Market: Remains the largest with 17.6 million scheduled seats and 185+ airport pairs in 2025, though still below the 2019 peak of 200.
\n
LCC Share: Low-cost carriers account for less than 20% of international seats in Latin America, far behind Europe’s 45%, signalling room for growth pending regulatory change.
\n
\n
How has international connectivity developed?
\n
Focusing purely on international connections, these key statistics give an overview of Latin American air connectivity:
\n
\n
There are now just under 550 routes to and from Latin America compared to 390 in 1996, a 41% increase.
\n
2025’s total remains slightly below the 2019 high of 572 airport pairs. Network churn has always been a feature of the Latin American Market.
\n
Actual capacity of 66.5 million is some 18% above the 56.2 million of 2019 as average capacity per route has increased to 122,000 per route compared to 83,400 in 2019.
\n
\n
\n
How Does Colombia Contribute to Latin American Connectivity?
\n
The growth of international airline capacity in Colombia has been quite remarkable over the last decade, with the market doubling in the last ten years and showing a seven-fold increase since the turn of the century. The significant growth rates in the market have moved the country from fifth place to second spot among country markets in South America with only Brazil ahead of them. While fourteen international airlines operate more than 100,000 seats per annum, much of Colombia’s growth has been driven by Avianca who now have a 53% share of the international market as their capacity has increased sixfold since the turn of the century. Perhaps surprisingly, low-cost airlines only supply 8% of international capacity to/from Colombia compared to 23% of international capacity from Brazil.
\n
Which is The Largest International Market In Latin America?
\n
Despite Colombia’s leading position in terms of capacity growth, Brazil remains the largest international market in Latin America with:
\n
\n
6 million scheduled seats this year.
\n
The widest range of connectivity with over 185 airport pairs connected in 2025, compared to some 200 in 2019, highlighting that the market has not quite fully recovered.
\n
\n
In comparison, international connectivity from Colombia has improved with fifteen new destinations being added since 2019 including Bogota – Manaus and Cartagena – Lima.
\n
\n
How Has Airline Capacity Changed at a Regional Level?
\n
While total capacity to/from Lower South America has doubled since 2000 its proportional share of capacity has slipped from 36.6% to 32.2% as the share of capacity to Western Europe has increased to 17%, edging out North America as the largest regional market outside of South America. The growth in share to Western Europe, while built on a very strong Brazilian market, is heavily supported by the 1.8 million seats to/from Colombia which represents an increase of over one million seats since 2015.
\n
\n
\n
Is The Low-Cost International Market Yet To Fully Develop?
\n
Intriguingly, the international low-cost sector in Latin America remains at a less than 20% share, which is relatively low compared to markets such as Europe where 45% of international capacity is operated by LCCs, suggesting perhaps continued scope for growth from that sector in the coming years. However, achieving that growth would require a fundamental change in the ownership structures of the region’s LCCs which today follow the very common pattern of a single market domicile whilst their legacy carriers such as LAN and Avianca are based across multiple country markets. It would seem that only by adopting a pan-regional approach across South America will the LCC sector truly compete, although regulatory challenges may make that hard to achieve!
There is no doubt that international connectivity stimulates economic activity and there is equally no doubt that in Latin America the market has developed strongly since the turn of the century. But despite that period of growth and the occasional airline collapse, structurally it seems that for the region to fully realise its potential perhaps a shake-up in the LCC sector is needed. Adoption of the cross-regional market approach as seen in Europe and increasingly the Middle East and Asia may well be required. The key question is who will see the opportunity and make that happen?
\n
\n
\n
","postEmailContent":"
One of aviation’s great gifts is the connectivity it creates, facilitating trade, which in turn builds economic and personal wealth, ultimately encouraging more leisure travel. The nature of Latin America’s geography can make surface access challenging and time-consuming, so air services support both social and trade connectivity, making it an important driver of growth.
One of aviation’s great gifts is the connectivity it creates, facilitating trade, which in turn builds economic and personal wealth, ultimately encouraging more leisure travel. The nature of Latin America’s geography can make surface access challenging and time-consuming, so air services support both social and trade connectivity, making it an important driver of growth.
One of aviation’s great gifts is the connectivity it creates, facilitating trade, which in turn builds economic and personal wealth, ultimately encouraging more leisure travel. The nature of Latin America’s geography can make surface access challenging and time-consuming, so air services support both social and trade connectivity, making it an important driver of growth.
One of aviation’s great gifts is the connectivity it creates, facilitating trade, which in turn builds economic and personal wealth, ultimately encouraging more leisure travel. The nature of Latin America’s geography can make surface access challenging and time-consuming, so air services support both social and trade connectivity, making it an important driver of growth.
","postSummaryRss":"
One of aviation’s great gifts is the connectivity it creates, facilitating trade, which in turn builds economic and personal wealth, ultimately encouraging more leisure travel. The nature of Latin America’s geography can make surface access challenging and time-consuming, so air services support both social and trade connectivity, making it an important driver of growth.
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One of aviation’s great gifts is the connectivity it creates, facilitating trade, which in turn builds economic and personal wealth, ultimately encouraging more leisure travel. The nature of Latin America’s geography can make surface access challenging and time-consuming, so air services support both social and trade connectivity, making it an important driver of growth.
\n
We have looked back to the turn of the century to see how Latin American connectivity has developed, and there are some interesting highlights.
\n
\n
Key Points
\n
\n
Route Growth: Latin America now has nearly 550 international air routes, up 41% from 390 in 1996.
\n
Capacity Increase: International seat capacity reached 66.5 million in 2025, an 18% increase over 2019, driven by higher average capacity per route.
\n
Colombian Expansion: Colombia's international market grew sevenfold since 2000, with Avianca holding 53% of international capacity.
\n
Brazil’s Market: Remains the largest with 17.6 million scheduled seats and 185+ airport pairs in 2025, though still below the 2019 peak of 200.
\n
LCC Share: Low-cost carriers account for less than 20% of international seats in Latin America, far behind Europe’s 45%, signalling room for growth pending regulatory change.
\n
\n
How has international connectivity developed?
\n
Focusing purely on international connections, these key statistics give an overview of Latin American air connectivity:
\n
\n
There are now just under 550 routes to and from Latin America compared to 390 in 1996, a 41% increase.
\n
2025’s total remains slightly below the 2019 high of 572 airport pairs. Network churn has always been a feature of the Latin American Market.
\n
Actual capacity of 66.5 million is some 18% above the 56.2 million of 2019 as average capacity per route has increased to 122,000 per route compared to 83,400 in 2019.
\n
\n
\n
How Does Colombia Contribute to Latin American Connectivity?
\n
The growth of international airline capacity in Colombia has been quite remarkable over the last decade, with the market doubling in the last ten years and showing a seven-fold increase since the turn of the century. The significant growth rates in the market have moved the country from fifth place to second spot among country markets in South America with only Brazil ahead of them. While fourteen international airlines operate more than 100,000 seats per annum, much of Colombia’s growth has been driven by Avianca who now have a 53% share of the international market as their capacity has increased sixfold since the turn of the century. Perhaps surprisingly, low-cost airlines only supply 8% of international capacity to/from Colombia compared to 23% of international capacity from Brazil.
\n
Which is The Largest International Market In Latin America?
\n
Despite Colombia’s leading position in terms of capacity growth, Brazil remains the largest international market in Latin America with:
\n
\n
6 million scheduled seats this year.
\n
The widest range of connectivity with over 185 airport pairs connected in 2025, compared to some 200 in 2019, highlighting that the market has not quite fully recovered.
\n
\n
In comparison, international connectivity from Colombia has improved with fifteen new destinations being added since 2019 including Bogota – Manaus and Cartagena – Lima.
\n
\n
How Has Airline Capacity Changed at a Regional Level?
\n
While total capacity to/from Lower South America has doubled since 2000 its proportional share of capacity has slipped from 36.6% to 32.2% as the share of capacity to Western Europe has increased to 17%, edging out North America as the largest regional market outside of South America. The growth in share to Western Europe, while built on a very strong Brazilian market, is heavily supported by the 1.8 million seats to/from Colombia which represents an increase of over one million seats since 2015.
\n
\n
\n
Is The Low-Cost International Market Yet To Fully Develop?
\n
Intriguingly, the international low-cost sector in Latin America remains at a less than 20% share, which is relatively low compared to markets such as Europe where 45% of international capacity is operated by LCCs, suggesting perhaps continued scope for growth from that sector in the coming years. However, achieving that growth would require a fundamental change in the ownership structures of the region’s LCCs which today follow the very common pattern of a single market domicile whilst their legacy carriers such as LAN and Avianca are based across multiple country markets. It would seem that only by adopting a pan-regional approach across South America will the LCC sector truly compete, although regulatory challenges may make that hard to achieve!
There is no doubt that international connectivity stimulates economic activity and there is equally no doubt that in Latin America the market has developed strongly since the turn of the century. But despite that period of growth and the occasional airline collapse, structurally it seems that for the region to fully realise its potential perhaps a shake-up in the LCC sector is needed. Adoption of the cross-regional market approach as seen in Europe and increasingly the Middle East and Asia may well be required. The key question is who will see the opportunity and make that happen?
\n
\n
\n
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One of aviation’s great gifts is the connectivity it creates, facilitating trade, which in turn builds economic and personal wealth, ultimately encouraging more leisure travel. The nature of Latin America’s geography can make surface access challenging and time-consuming, so air services support both social and trade connectivity, making it an important driver of growth.
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Smart Ways Airlines Are Using AI to Improve Operations in August 2025 | Future of Travel | OAG","id":193988682679,"includeDefaultCustomCss":null,"isCaptchaRequired":true,"isCrawlableByBots":false,"isDraft":false,"isInstantEmailEnabled":true,"isPublished":true,"isSocialPublishingEnabled":false,"keywords":[],"label":"Three Smart Ways Airlines Are Using AI to Improve Operations in August 2025","language":"en-gb","lastEditSessionId":null,"lastEditUpdateId":null,"layoutSections":{},"legacyBlogTabid":null,"legacyId":null,"legacyPostGuid":null,"linkRelCanonicalUrl":"","listTemplate":"generated_layouts/66381677173.html","liveDomain":"www.oag.com","mab":false,"mabExperimentId":null,"mabMaster":false,"mabVariant":false,"meta":{"tag_ids":[5656435279],"topic_ids":[5656435279],"public_access_rules":[],"public_access_rules_enabled":false,"use_featured_image":true,"post_summary":"
Last month, we spotlighted how Big Tech is quietly reshaping the front end of the travel experience, embedding itself deeper into passenger touchpoints through platforms like Apple Wallet and ChatGPT. Now, the innovation spotlight has swung back to the airlines themselves.
\n","post_body":"
Last month, we spotlighted how Big Tech is quietly reshaping the front end of the travel experience, embedding itself deeper into passenger touchpoints through platforms like Apple Wallet and ChatGPT. Now, the innovation spotlight has swung back to the airlines themselves.
\n\n
In this month's edition of our Airline-Tech Innovation Radar, it’s the carriers, not the tech giants, driving the headlines, particularly when it comes to operational AI:
\n
\n
Airlines are aggressively applying AI in more strategic, behind-the-scenes layers of their business.
Let’s highlight three brand-new standout innovations where airlines take center stage, starting to build their own operational AI edge.
\n\n
Innovation #1: AMERICAN AIRLINES Uses AI to Rebook Passengers and Hold Planes
\n
American Airlines made one of the boldest digital transformation moves this year (so far).
\n
The carrier announced a suite of AI-powered features aimed at minimizing disruption across the customer journey, including real-time app notifications, expanded biometric screening, and, most notably, a generative AI-based rebooking system.
\n
The latter is the real standout here.
\n
This system combines AI-assisted rebooking with AI-optimized aircraft hold decisions, so two layers of disruption management that work in sync to both solve and prevent one of the most frustrating traveler pain points: missed connections.
\n
Here’s how it works:
\n
\n
American Airlines now lets passengers rebook themselves instantly when flights are delayed or canceled, directly within the airline’s app or website. No need to queue for a gate agent or call a customer service line.
\n
Powered by generative AI, the tool surfaces alternate flight options tailored to each passenger’s situation, automating what used to be a stressful and resource-intensive process.
\n
\n
But the real innovation kicks in earlier, before a missed connection even happens.
\n
At its core hubs Dallas Fort Worth (DFW) and Charlotte Douglas (CLT), American has deployed a proprietary “flight hold system” that uses AI to predict which outbound flights can be briefly delayed to wait for connecting passengers from delayed inbound flights.
\n
\n
This kind of decision-making is often too complex for manual oversight or basic rules-based logic; it requires real-time analysis of network-wide schedules, aircraft rotations, crew duty limits, gate availability, and downstream delays - essentially a full-system simulation calculated in milliseconds.
\n
By combining prediction and prevention, AA is tackling disruptions on both ends: mitigating the chaos once it occurs, and reducing the chance it occurs at all.
\n
\n
Why does this innovation stand out?
\n
\n
First, it's laser-focused on what matters most to travelers: staying on schedule. Flight disruptions are among the most frustrating parts of flying, especially during the packed summer season when weather volatility meets operational bottlenecks. Tools that reduce stress and increase transparency are a direct upgrade to the passenger experience.
\n
Second, this isn’t just a slick idea on paper. According to American, the new AI-powered rebooking tool has already helped more than 200,000 travelers during severe East Coast storms. Meanwhile, its flight-hold technology has reportedly saved “thousands of missed connections” – a vague claim, but one that signals real-world impact.
\n
Third, and most importantly, AA’s approach shows how AI can go beyond chatbots and optimization dashboards to power operational decisions with hardware implications. In that sense, the flight-hold AI system might be one of the most promising applications we’ve seen yet for how AI can augment airline operations at scale.
\n
\n
\n
Innovation #2: Cloud Overhaul Lays AI Groundwork at Korean Air
\n
Not all AI-driven transformation grabs major headlines, and that’s precisely why Korean Air’s latest tech upgrade deserves attention.
\n
In July, the airline quietly completed a major behind-the-curtain overhaul of its contact center operations by migrating to a cloud-based infrastructure, replacing legacy PCs and operating systems with Google’s ChromeOS, and rolling out generative AI tools for service agents.
\n
Here’s how it works:
\n
At first glance, this might sound like a pure IT move. But it’s anything but. The airline’s shift to cloud-native tools has direct implications for customer experience, particularly when it comes to handling travel disruptions.
\n
Rather than attempting to replace human support with bots, Korean Air is taking the hybrid path: equipping agents with the speed, security, and AI assistance they need to support travelers in high-stress moments.
\n
\n
The company reports that agents now save 5–7 minutes during boot-up alone, while AI tools help them search internal knowledge bases, draft complex responses, and translate multilingual customer requests.
\n
That speed and intelligence at the first point of contact can mean the difference between a customer saving their trip or spiraling into hours of uncertainty and anxiety.
\n
\n
Why does this innovation stand out?
\n
This overhaul is about setting the stage for what’s next. With its outdated legacy hardware and security patchwork now replaced by a centralized, secure, and nimble architecture, Korean Air is laying the critical groundwork for its next wave of innovation: more advanced AI integration across the traveler journey.
\n
And while the tech stack may currently feature a prominent U.S. cloud vendor, that detail isn’t the headline. What truly matters is the strategic intent: shedding legacy dependencies to future-proof airline operations.
\n
In the context of today’s generative AI race, only those carriers who modernize their infrastructure now will be in a position to test, implement, and scale AI features tomorrow.
\n
\n
Innovation #3: LUFTHANSA and Fraport Use AI Cameras to Speed Up Turnarounds
\n
Most passengers never see what happens outside the window once they board. But behind the scenes, every second counts.
\n
Aircraft turnaround time (the interval from arrival to departure) is one of the most critical and complex operations in aviation. Last week, Lufthansa announced that they have teamed up with airport operator Fraport to tackle this challenge with a homegrown AI solution called “seer”, developed by Lufthansa’s tech subsidiary, zeroG.
\n
Here’s how it works:
\n
\n
Using AI-powered cameras at Frankfurt Airport, seer continuously monitors ground operations, like baggage handling, catering, and refueling – all in real time.
\n
It then analyzes this data to detect bottlenecks and inefficiencies, offering actionable insights to optimize the turnaround process.
\n
\n
Why does this innovation stand out?
\n
What sounds like a backstage improvement delivers front-stage benefits: better punctuality, fewer delays, and happier travelers.
There, we showed how turnarounds often exceed the scheduled 60 to 90-minute window for most narrow-body aircraft on short-haul routes.
\n
Airlines tend to underestimate how long the process really takes.
\n
The result? Delays that compound throughout the day.
\n
\n
Optimizing these turnarounds doesn’t just save time, it reduces operational costs and cuts CO₂ emissions by minimizing unnecessary aircraft idling on the ground.
\n
And there’s another layer to this innovation worth spotlighting: its collaborative model.
\n
\n
Rather than buying a plug-and-play solution, Lufthansa developed seer in-house through its digital subsidiary, zeroG.
\n
And instead of treating ground operations as the airport’s responsibility, it partnered directly with Fraport.
\n
This kind of cross-stakeholder collaboration, powered by internal tech expertise, is exactly the kind of setup needed to solve the aviation industry’s most entrenched operational pain points.
\n
\n
\n
Of course, these three examples are just the tip of the iceberg.
\n
\n
We could have also spotlighted Air New Zealand’s move to roll out ChatGPT Enterprise access to 3,500 employees as part of a broader OpenAI partnership.
\n
Or Delta Air Lines’ rollout of AI-powered dynamic pricing that tries to pinpoint each traveler’s maximum willingness to pay (a highly controversial strategy).
\n
Or Air France-KLM’s newly launched generative AI factory, created in partnership with Accenture and Google Cloud, to fast-track AI adoption across the group.
\n
\n
The point is clear: AI has jumped to the top of every airline’s innovation agenda. And unlike in previous hype cycles, this time, carriers seem ready to move from buzzword bingo to business impact.
\n
","rss_summary":"
Last month, we spotlighted how Big Tech is quietly reshaping the front end of the travel experience, embedding itself deeper into passenger touchpoints through platforms like Apple Wallet and ChatGPT. Now, the innovation spotlight has swung back to the airlines themselves.
\n","rss_body":"
Last month, we spotlighted how Big Tech is quietly reshaping the front end of the travel experience, embedding itself deeper into passenger touchpoints through platforms like Apple Wallet and ChatGPT. Now, the innovation spotlight has swung back to the airlines themselves.
\n\n
In this month's edition of our Airline-Tech Innovation Radar, it’s the carriers, not the tech giants, driving the headlines, particularly when it comes to operational AI:
\n
\n
Airlines are aggressively applying AI in more strategic, behind-the-scenes layers of their business.
Let’s highlight three brand-new standout innovations where airlines take center stage, starting to build their own operational AI edge.
\n\n
Innovation #1: AMERICAN AIRLINES Uses AI to Rebook Passengers and Hold Planes
\n
American Airlines made one of the boldest digital transformation moves this year (so far).
\n
The carrier announced a suite of AI-powered features aimed at minimizing disruption across the customer journey, including real-time app notifications, expanded biometric screening, and, most notably, a generative AI-based rebooking system.
\n
The latter is the real standout here.
\n
This system combines AI-assisted rebooking with AI-optimized aircraft hold decisions, so two layers of disruption management that work in sync to both solve and prevent one of the most frustrating traveler pain points: missed connections.
\n
Here’s how it works:
\n
\n
American Airlines now lets passengers rebook themselves instantly when flights are delayed or canceled, directly within the airline’s app or website. No need to queue for a gate agent or call a customer service line.
\n
Powered by generative AI, the tool surfaces alternate flight options tailored to each passenger’s situation, automating what used to be a stressful and resource-intensive process.
\n
\n
But the real innovation kicks in earlier, before a missed connection even happens.
\n
At its core hubs Dallas Fort Worth (DFW) and Charlotte Douglas (CLT), American has deployed a proprietary “flight hold system” that uses AI to predict which outbound flights can be briefly delayed to wait for connecting passengers from delayed inbound flights.
\n
\n
This kind of decision-making is often too complex for manual oversight or basic rules-based logic; it requires real-time analysis of network-wide schedules, aircraft rotations, crew duty limits, gate availability, and downstream delays - essentially a full-system simulation calculated in milliseconds.
\n
By combining prediction and prevention, AA is tackling disruptions on both ends: mitigating the chaos once it occurs, and reducing the chance it occurs at all.
\n
\n
Why does this innovation stand out?
\n
\n
First, it's laser-focused on what matters most to travelers: staying on schedule. Flight disruptions are among the most frustrating parts of flying, especially during the packed summer season when weather volatility meets operational bottlenecks. Tools that reduce stress and increase transparency are a direct upgrade to the passenger experience.
\n
Second, this isn’t just a slick idea on paper. According to American, the new AI-powered rebooking tool has already helped more than 200,000 travelers during severe East Coast storms. Meanwhile, its flight-hold technology has reportedly saved “thousands of missed connections” – a vague claim, but one that signals real-world impact.
\n
Third, and most importantly, AA’s approach shows how AI can go beyond chatbots and optimization dashboards to power operational decisions with hardware implications. In that sense, the flight-hold AI system might be one of the most promising applications we’ve seen yet for how AI can augment airline operations at scale.
\n
\n
\n
Innovation #2: Cloud Overhaul Lays AI Groundwork at Korean Air
\n
Not all AI-driven transformation grabs major headlines, and that’s precisely why Korean Air’s latest tech upgrade deserves attention.
\n
In July, the airline quietly completed a major behind-the-curtain overhaul of its contact center operations by migrating to a cloud-based infrastructure, replacing legacy PCs and operating systems with Google’s ChromeOS, and rolling out generative AI tools for service agents.
\n
Here’s how it works:
\n
At first glance, this might sound like a pure IT move. But it’s anything but. The airline’s shift to cloud-native tools has direct implications for customer experience, particularly when it comes to handling travel disruptions.
\n
Rather than attempting to replace human support with bots, Korean Air is taking the hybrid path: equipping agents with the speed, security, and AI assistance they need to support travelers in high-stress moments.
\n
\n
The company reports that agents now save 5–7 minutes during boot-up alone, while AI tools help them search internal knowledge bases, draft complex responses, and translate multilingual customer requests.
\n
That speed and intelligence at the first point of contact can mean the difference between a customer saving their trip or spiraling into hours of uncertainty and anxiety.
\n
\n
Why does this innovation stand out?
\n
This overhaul is about setting the stage for what’s next. With its outdated legacy hardware and security patchwork now replaced by a centralized, secure, and nimble architecture, Korean Air is laying the critical groundwork for its next wave of innovation: more advanced AI integration across the traveler journey.
\n
And while the tech stack may currently feature a prominent U.S. cloud vendor, that detail isn’t the headline. What truly matters is the strategic intent: shedding legacy dependencies to future-proof airline operations.
\n
In the context of today’s generative AI race, only those carriers who modernize their infrastructure now will be in a position to test, implement, and scale AI features tomorrow.
\n
\n
Innovation #3: LUFTHANSA and Fraport Use AI Cameras to Speed Up Turnarounds
\n
Most passengers never see what happens outside the window once they board. But behind the scenes, every second counts.
\n
Aircraft turnaround time (the interval from arrival to departure) is one of the most critical and complex operations in aviation. Last week, Lufthansa announced that they have teamed up with airport operator Fraport to tackle this challenge with a homegrown AI solution called “seer”, developed by Lufthansa’s tech subsidiary, zeroG.
\n
Here’s how it works:
\n
\n
Using AI-powered cameras at Frankfurt Airport, seer continuously monitors ground operations, like baggage handling, catering, and refueling – all in real time.
\n
It then analyzes this data to detect bottlenecks and inefficiencies, offering actionable insights to optimize the turnaround process.
\n
\n
Why does this innovation stand out?
\n
What sounds like a backstage improvement delivers front-stage benefits: better punctuality, fewer delays, and happier travelers.
There, we showed how turnarounds often exceed the scheduled 60 to 90-minute window for most narrow-body aircraft on short-haul routes.
\n
Airlines tend to underestimate how long the process really takes.
\n
The result? Delays that compound throughout the day.
\n
\n
Optimizing these turnarounds doesn’t just save time, it reduces operational costs and cuts CO₂ emissions by minimizing unnecessary aircraft idling on the ground.
\n
And there’s another layer to this innovation worth spotlighting: its collaborative model.
\n
\n
Rather than buying a plug-and-play solution, Lufthansa developed seer in-house through its digital subsidiary, zeroG.
\n
And instead of treating ground operations as the airport’s responsibility, it partnered directly with Fraport.
\n
This kind of cross-stakeholder collaboration, powered by internal tech expertise, is exactly the kind of setup needed to solve the aviation industry’s most entrenched operational pain points.
\n
\n
\n
Of course, these three examples are just the tip of the iceberg.
\n
\n
We could have also spotlighted Air New Zealand’s move to roll out ChatGPT Enterprise access to 3,500 employees as part of a broader OpenAI partnership.
\n
Or Delta Air Lines’ rollout of AI-powered dynamic pricing that tries to pinpoint each traveler’s maximum willingness to pay (a highly controversial strategy).
\n
Or Air France-KLM’s newly launched generative AI factory, created in partnership with Accenture and Google Cloud, to fast-track AI adoption across the group.
\n
\n
The point is clear: AI has jumped to the top of every airline’s innovation agenda. And unlike in previous hype cycles, this time, carriers seem ready to move from buzzword bingo to business impact.
\n
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Last month, we spotlighted how Big Tech is quietly reshaping the front end of the travel experience, embedding itself deeper into passenger touchpoints through platforms like Apple Wallet and ChatGPT. Now, the innovation spotlight has swung back to the airlines themselves.
\n\n
In this month's edition of our Airline-Tech Innovation Radar, it’s the carriers, not the tech giants, driving the headlines, particularly when it comes to operational AI:
\n
\n
Airlines are aggressively applying AI in more strategic, behind-the-scenes layers of their business.
Let’s highlight three brand-new standout innovations where airlines take center stage, starting to build their own operational AI edge.
\n\n
Innovation #1: AMERICAN AIRLINES Uses AI to Rebook Passengers and Hold Planes
\n
American Airlines made one of the boldest digital transformation moves this year (so far).
\n
The carrier announced a suite of AI-powered features aimed at minimizing disruption across the customer journey, including real-time app notifications, expanded biometric screening, and, most notably, a generative AI-based rebooking system.
\n
The latter is the real standout here.
\n
This system combines AI-assisted rebooking with AI-optimized aircraft hold decisions, so two layers of disruption management that work in sync to both solve and prevent one of the most frustrating traveler pain points: missed connections.
\n
Here’s how it works:
\n
\n
American Airlines now lets passengers rebook themselves instantly when flights are delayed or canceled, directly within the airline’s app or website. No need to queue for a gate agent or call a customer service line.
\n
Powered by generative AI, the tool surfaces alternate flight options tailored to each passenger’s situation, automating what used to be a stressful and resource-intensive process.
\n
\n
But the real innovation kicks in earlier, before a missed connection even happens.
\n
At its core hubs Dallas Fort Worth (DFW) and Charlotte Douglas (CLT), American has deployed a proprietary “flight hold system” that uses AI to predict which outbound flights can be briefly delayed to wait for connecting passengers from delayed inbound flights.
\n
\n
This kind of decision-making is often too complex for manual oversight or basic rules-based logic; it requires real-time analysis of network-wide schedules, aircraft rotations, crew duty limits, gate availability, and downstream delays - essentially a full-system simulation calculated in milliseconds.
\n
By combining prediction and prevention, AA is tackling disruptions on both ends: mitigating the chaos once it occurs, and reducing the chance it occurs at all.
\n
\n
Why does this innovation stand out?
\n
\n
First, it's laser-focused on what matters most to travelers: staying on schedule. Flight disruptions are among the most frustrating parts of flying, especially during the packed summer season when weather volatility meets operational bottlenecks. Tools that reduce stress and increase transparency are a direct upgrade to the passenger experience.
\n
Second, this isn’t just a slick idea on paper. According to American, the new AI-powered rebooking tool has already helped more than 200,000 travelers during severe East Coast storms. Meanwhile, its flight-hold technology has reportedly saved “thousands of missed connections” – a vague claim, but one that signals real-world impact.
\n
Third, and most importantly, AA’s approach shows how AI can go beyond chatbots and optimization dashboards to power operational decisions with hardware implications. In that sense, the flight-hold AI system might be one of the most promising applications we’ve seen yet for how AI can augment airline operations at scale.
\n
\n
\n
Innovation #2: Cloud Overhaul Lays AI Groundwork at Korean Air
\n
Not all AI-driven transformation grabs major headlines, and that’s precisely why Korean Air’s latest tech upgrade deserves attention.
\n
In July, the airline quietly completed a major behind-the-curtain overhaul of its contact center operations by migrating to a cloud-based infrastructure, replacing legacy PCs and operating systems with Google’s ChromeOS, and rolling out generative AI tools for service agents.
\n
Here’s how it works:
\n
At first glance, this might sound like a pure IT move. But it’s anything but. The airline’s shift to cloud-native tools has direct implications for customer experience, particularly when it comes to handling travel disruptions.
\n
Rather than attempting to replace human support with bots, Korean Air is taking the hybrid path: equipping agents with the speed, security, and AI assistance they need to support travelers in high-stress moments.
\n
\n
The company reports that agents now save 5–7 minutes during boot-up alone, while AI tools help them search internal knowledge bases, draft complex responses, and translate multilingual customer requests.
\n
That speed and intelligence at the first point of contact can mean the difference between a customer saving their trip or spiraling into hours of uncertainty and anxiety.
\n
\n
Why does this innovation stand out?
\n
This overhaul is about setting the stage for what’s next. With its outdated legacy hardware and security patchwork now replaced by a centralized, secure, and nimble architecture, Korean Air is laying the critical groundwork for its next wave of innovation: more advanced AI integration across the traveler journey.
\n
And while the tech stack may currently feature a prominent U.S. cloud vendor, that detail isn’t the headline. What truly matters is the strategic intent: shedding legacy dependencies to future-proof airline operations.
\n
In the context of today’s generative AI race, only those carriers who modernize their infrastructure now will be in a position to test, implement, and scale AI features tomorrow.
\n
\n
Innovation #3: LUFTHANSA and Fraport Use AI Cameras to Speed Up Turnarounds
\n
Most passengers never see what happens outside the window once they board. But behind the scenes, every second counts.
\n
Aircraft turnaround time (the interval from arrival to departure) is one of the most critical and complex operations in aviation. Last week, Lufthansa announced that they have teamed up with airport operator Fraport to tackle this challenge with a homegrown AI solution called “seer”, developed by Lufthansa’s tech subsidiary, zeroG.
\n
Here’s how it works:
\n
\n
Using AI-powered cameras at Frankfurt Airport, seer continuously monitors ground operations, like baggage handling, catering, and refueling – all in real time.
\n
It then analyzes this data to detect bottlenecks and inefficiencies, offering actionable insights to optimize the turnaround process.
\n
\n
Why does this innovation stand out?
\n
What sounds like a backstage improvement delivers front-stage benefits: better punctuality, fewer delays, and happier travelers.
There, we showed how turnarounds often exceed the scheduled 60 to 90-minute window for most narrow-body aircraft on short-haul routes.
\n
Airlines tend to underestimate how long the process really takes.
\n
The result? Delays that compound throughout the day.
\n
\n
Optimizing these turnarounds doesn’t just save time, it reduces operational costs and cuts CO₂ emissions by minimizing unnecessary aircraft idling on the ground.
\n
And there’s another layer to this innovation worth spotlighting: its collaborative model.
\n
\n
Rather than buying a plug-and-play solution, Lufthansa developed seer in-house through its digital subsidiary, zeroG.
\n
And instead of treating ground operations as the airport’s responsibility, it partnered directly with Fraport.
\n
This kind of cross-stakeholder collaboration, powered by internal tech expertise, is exactly the kind of setup needed to solve the aviation industry’s most entrenched operational pain points.
\n
\n
\n
Of course, these three examples are just the tip of the iceberg.
\n
\n
We could have also spotlighted Air New Zealand’s move to roll out ChatGPT Enterprise access to 3,500 employees as part of a broader OpenAI partnership.
\n
Or Delta Air Lines’ rollout of AI-powered dynamic pricing that tries to pinpoint each traveler’s maximum willingness to pay (a highly controversial strategy).
\n
Or Air France-KLM’s newly launched generative AI factory, created in partnership with Accenture and Google Cloud, to fast-track AI adoption across the group.
\n
\n
The point is clear: AI has jumped to the top of every airline’s innovation agenda. And unlike in previous hype cycles, this time, carriers seem ready to move from buzzword bingo to business impact.
\n
","postBodyRss":"
Last month, we spotlighted how Big Tech is quietly reshaping the front end of the travel experience, embedding itself deeper into passenger touchpoints through platforms like Apple Wallet and ChatGPT. Now, the innovation spotlight has swung back to the airlines themselves.
\n\n
In this month's edition of our Airline-Tech Innovation Radar, it’s the carriers, not the tech giants, driving the headlines, particularly when it comes to operational AI:
\n
\n
Airlines are aggressively applying AI in more strategic, behind-the-scenes layers of their business.
Let’s highlight three brand-new standout innovations where airlines take center stage, starting to build their own operational AI edge.
\n\n
Innovation #1: AMERICAN AIRLINES Uses AI to Rebook Passengers and Hold Planes
\n
American Airlines made one of the boldest digital transformation moves this year (so far).
\n
The carrier announced a suite of AI-powered features aimed at minimizing disruption across the customer journey, including real-time app notifications, expanded biometric screening, and, most notably, a generative AI-based rebooking system.
\n
The latter is the real standout here.
\n
This system combines AI-assisted rebooking with AI-optimized aircraft hold decisions, so two layers of disruption management that work in sync to both solve and prevent one of the most frustrating traveler pain points: missed connections.
\n
Here’s how it works:
\n
\n
American Airlines now lets passengers rebook themselves instantly when flights are delayed or canceled, directly within the airline’s app or website. No need to queue for a gate agent or call a customer service line.
\n
Powered by generative AI, the tool surfaces alternate flight options tailored to each passenger’s situation, automating what used to be a stressful and resource-intensive process.
\n
\n
But the real innovation kicks in earlier, before a missed connection even happens.
\n
At its core hubs Dallas Fort Worth (DFW) and Charlotte Douglas (CLT), American has deployed a proprietary “flight hold system” that uses AI to predict which outbound flights can be briefly delayed to wait for connecting passengers from delayed inbound flights.
\n
\n
This kind of decision-making is often too complex for manual oversight or basic rules-based logic; it requires real-time analysis of network-wide schedules, aircraft rotations, crew duty limits, gate availability, and downstream delays - essentially a full-system simulation calculated in milliseconds.
\n
By combining prediction and prevention, AA is tackling disruptions on both ends: mitigating the chaos once it occurs, and reducing the chance it occurs at all.
\n
\n
Why does this innovation stand out?
\n
\n
First, it's laser-focused on what matters most to travelers: staying on schedule. Flight disruptions are among the most frustrating parts of flying, especially during the packed summer season when weather volatility meets operational bottlenecks. Tools that reduce stress and increase transparency are a direct upgrade to the passenger experience.
\n
Second, this isn’t just a slick idea on paper. According to American, the new AI-powered rebooking tool has already helped more than 200,000 travelers during severe East Coast storms. Meanwhile, its flight-hold technology has reportedly saved “thousands of missed connections” – a vague claim, but one that signals real-world impact.
\n
Third, and most importantly, AA’s approach shows how AI can go beyond chatbots and optimization dashboards to power operational decisions with hardware implications. In that sense, the flight-hold AI system might be one of the most promising applications we’ve seen yet for how AI can augment airline operations at scale.
\n
\n
\n
Innovation #2: Cloud Overhaul Lays AI Groundwork at Korean Air
\n
Not all AI-driven transformation grabs major headlines, and that’s precisely why Korean Air’s latest tech upgrade deserves attention.
\n
In July, the airline quietly completed a major behind-the-curtain overhaul of its contact center operations by migrating to a cloud-based infrastructure, replacing legacy PCs and operating systems with Google’s ChromeOS, and rolling out generative AI tools for service agents.
\n
Here’s how it works:
\n
At first glance, this might sound like a pure IT move. But it’s anything but. The airline’s shift to cloud-native tools has direct implications for customer experience, particularly when it comes to handling travel disruptions.
\n
Rather than attempting to replace human support with bots, Korean Air is taking the hybrid path: equipping agents with the speed, security, and AI assistance they need to support travelers in high-stress moments.
\n
\n
The company reports that agents now save 5–7 minutes during boot-up alone, while AI tools help them search internal knowledge bases, draft complex responses, and translate multilingual customer requests.
\n
That speed and intelligence at the first point of contact can mean the difference between a customer saving their trip or spiraling into hours of uncertainty and anxiety.
\n
\n
Why does this innovation stand out?
\n
This overhaul is about setting the stage for what’s next. With its outdated legacy hardware and security patchwork now replaced by a centralized, secure, and nimble architecture, Korean Air is laying the critical groundwork for its next wave of innovation: more advanced AI integration across the traveler journey.
\n
And while the tech stack may currently feature a prominent U.S. cloud vendor, that detail isn’t the headline. What truly matters is the strategic intent: shedding legacy dependencies to future-proof airline operations.
\n
In the context of today’s generative AI race, only those carriers who modernize their infrastructure now will be in a position to test, implement, and scale AI features tomorrow.
\n
\n
Innovation #3: LUFTHANSA and Fraport Use AI Cameras to Speed Up Turnarounds
\n
Most passengers never see what happens outside the window once they board. But behind the scenes, every second counts.
\n
Aircraft turnaround time (the interval from arrival to departure) is one of the most critical and complex operations in aviation. Last week, Lufthansa announced that they have teamed up with airport operator Fraport to tackle this challenge with a homegrown AI solution called “seer”, developed by Lufthansa’s tech subsidiary, zeroG.
\n
Here’s how it works:
\n
\n
Using AI-powered cameras at Frankfurt Airport, seer continuously monitors ground operations, like baggage handling, catering, and refueling – all in real time.
\n
It then analyzes this data to detect bottlenecks and inefficiencies, offering actionable insights to optimize the turnaround process.
\n
\n
Why does this innovation stand out?
\n
What sounds like a backstage improvement delivers front-stage benefits: better punctuality, fewer delays, and happier travelers.
There, we showed how turnarounds often exceed the scheduled 60 to 90-minute window for most narrow-body aircraft on short-haul routes.
\n
Airlines tend to underestimate how long the process really takes.
\n
The result? Delays that compound throughout the day.
\n
\n
Optimizing these turnarounds doesn’t just save time, it reduces operational costs and cuts CO₂ emissions by minimizing unnecessary aircraft idling on the ground.
\n
And there’s another layer to this innovation worth spotlighting: its collaborative model.
\n
\n
Rather than buying a plug-and-play solution, Lufthansa developed seer in-house through its digital subsidiary, zeroG.
\n
And instead of treating ground operations as the airport’s responsibility, it partnered directly with Fraport.
\n
This kind of cross-stakeholder collaboration, powered by internal tech expertise, is exactly the kind of setup needed to solve the aviation industry’s most entrenched operational pain points.
\n
\n
\n
Of course, these three examples are just the tip of the iceberg.
\n
\n
We could have also spotlighted Air New Zealand’s move to roll out ChatGPT Enterprise access to 3,500 employees as part of a broader OpenAI partnership.
\n
Or Delta Air Lines’ rollout of AI-powered dynamic pricing that tries to pinpoint each traveler’s maximum willingness to pay (a highly controversial strategy).
\n
Or Air France-KLM’s newly launched generative AI factory, created in partnership with Accenture and Google Cloud, to fast-track AI adoption across the group.
\n
\n
The point is clear: AI has jumped to the top of every airline’s innovation agenda. And unlike in previous hype cycles, this time, carriers seem ready to move from buzzword bingo to business impact.
\n
","postEmailContent":"
Last month, we spotlighted how Big Tech is quietly reshaping the front end of the travel experience, embedding itself deeper into passenger touchpoints through platforms like Apple Wallet and ChatGPT. Now, the innovation spotlight has swung back to the airlines themselves.
Last month, we spotlighted how Big Tech is quietly reshaping the front end of the travel experience, embedding itself deeper into passenger touchpoints through platforms like Apple Wallet and ChatGPT. Now, the innovation spotlight has swung back to the airlines themselves.
Last month, we spotlighted how Big Tech is quietly reshaping the front end of the travel experience, embedding itself deeper into passenger touchpoints through platforms like Apple Wallet and ChatGPT. Now, the innovation spotlight has swung back to the airlines themselves.
Last month, we spotlighted how Big Tech is quietly reshaping the front end of the travel experience, embedding itself deeper into passenger touchpoints through platforms like Apple Wallet and ChatGPT. Now, the innovation spotlight has swung back to the airlines themselves.
\n","postSummaryRss":"
Last month, we spotlighted how Big Tech is quietly reshaping the front end of the travel experience, embedding itself deeper into passenger touchpoints through platforms like Apple Wallet and ChatGPT. Now, the innovation spotlight has swung back to the airlines themselves.
","postTemplate":"oag-theme/templates/blog-post.html","previewImageSrc":null,"previewKey":"lINzMDoi","previousPostFeaturedImage":"https://www.oag.com/hubfs/Cartagena.jpg","previousPostFeaturedImageAltText":"Catargena","previousPostName":"Rapid Air Connectivity Growth in Latin America, but What's Next for LCCs?","previousPostSlug":"blog/air-connectivity-growth-latin-america","processingStatus":"PUBLISHED","propertyForDynamicPageCanonicalUrl":null,"propertyForDynamicPageFeaturedImage":null,"propertyForDynamicPageMetaDescription":null,"propertyForDynamicPageSlug":null,"propertyForDynamicPageTitle":null,"publicAccessRules":[],"publicAccessRulesEnabled":false,"publishDate":1754481600000,"publishDateLocalTime":1754481600000,"publishDateLocalized":{"date":1754481600000,"format":"dd MMMM yyyy","language":"en_GB"},"publishImmediately":false,"publishTimezoneOffset":null,"publishedAt":1754481603514,"publishedByEmail":null,"publishedById":100,"publishedByName":null,"publishedUrl":"https://www.oag.com/blog/three-smart-ways-airlines-are-using-ai-to-improve-operations-in-august-2025","resolvedDomain":"www.oag.com","resolvedLanguage":null,"rssBody":"
Last month, we spotlighted how Big Tech is quietly reshaping the front end of the travel experience, embedding itself deeper into passenger touchpoints through platforms like Apple Wallet and ChatGPT. Now, the innovation spotlight has swung back to the airlines themselves.
\n\n
In this month's edition of our Airline-Tech Innovation Radar, it’s the carriers, not the tech giants, driving the headlines, particularly when it comes to operational AI:
\n
\n
Airlines are aggressively applying AI in more strategic, behind-the-scenes layers of their business.
Let’s highlight three brand-new standout innovations where airlines take center stage, starting to build their own operational AI edge.
\n\n
Innovation #1: AMERICAN AIRLINES Uses AI to Rebook Passengers and Hold Planes
\n
American Airlines made one of the boldest digital transformation moves this year (so far).
\n
The carrier announced a suite of AI-powered features aimed at minimizing disruption across the customer journey, including real-time app notifications, expanded biometric screening, and, most notably, a generative AI-based rebooking system.
\n
The latter is the real standout here.
\n
This system combines AI-assisted rebooking with AI-optimized aircraft hold decisions, so two layers of disruption management that work in sync to both solve and prevent one of the most frustrating traveler pain points: missed connections.
\n
Here’s how it works:
\n
\n
American Airlines now lets passengers rebook themselves instantly when flights are delayed or canceled, directly within the airline’s app or website. No need to queue for a gate agent or call a customer service line.
\n
Powered by generative AI, the tool surfaces alternate flight options tailored to each passenger’s situation, automating what used to be a stressful and resource-intensive process.
\n
\n
But the real innovation kicks in earlier, before a missed connection even happens.
\n
At its core hubs Dallas Fort Worth (DFW) and Charlotte Douglas (CLT), American has deployed a proprietary “flight hold system” that uses AI to predict which outbound flights can be briefly delayed to wait for connecting passengers from delayed inbound flights.
\n
\n
This kind of decision-making is often too complex for manual oversight or basic rules-based logic; it requires real-time analysis of network-wide schedules, aircraft rotations, crew duty limits, gate availability, and downstream delays - essentially a full-system simulation calculated in milliseconds.
\n
By combining prediction and prevention, AA is tackling disruptions on both ends: mitigating the chaos once it occurs, and reducing the chance it occurs at all.
\n
\n
Why does this innovation stand out?
\n
\n
First, it's laser-focused on what matters most to travelers: staying on schedule. Flight disruptions are among the most frustrating parts of flying, especially during the packed summer season when weather volatility meets operational bottlenecks. Tools that reduce stress and increase transparency are a direct upgrade to the passenger experience.
\n
Second, this isn’t just a slick idea on paper. According to American, the new AI-powered rebooking tool has already helped more than 200,000 travelers during severe East Coast storms. Meanwhile, its flight-hold technology has reportedly saved “thousands of missed connections” – a vague claim, but one that signals real-world impact.
\n
Third, and most importantly, AA’s approach shows how AI can go beyond chatbots and optimization dashboards to power operational decisions with hardware implications. In that sense, the flight-hold AI system might be one of the most promising applications we’ve seen yet for how AI can augment airline operations at scale.
\n
\n
\n
Innovation #2: Cloud Overhaul Lays AI Groundwork at Korean Air
\n
Not all AI-driven transformation grabs major headlines, and that’s precisely why Korean Air’s latest tech upgrade deserves attention.
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In July, the airline quietly completed a major behind-the-curtain overhaul of its contact center operations by migrating to a cloud-based infrastructure, replacing legacy PCs and operating systems with Google’s ChromeOS, and rolling out generative AI tools for service agents.
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Here’s how it works:
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At first glance, this might sound like a pure IT move. But it’s anything but. The airline’s shift to cloud-native tools has direct implications for customer experience, particularly when it comes to handling travel disruptions.
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Rather than attempting to replace human support with bots, Korean Air is taking the hybrid path: equipping agents with the speed, security, and AI assistance they need to support travelers in high-stress moments.
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The company reports that agents now save 5–7 minutes during boot-up alone, while AI tools help them search internal knowledge bases, draft complex responses, and translate multilingual customer requests.
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That speed and intelligence at the first point of contact can mean the difference between a customer saving their trip or spiraling into hours of uncertainty and anxiety.
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Why does this innovation stand out?
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This overhaul is about setting the stage for what’s next. With its outdated legacy hardware and security patchwork now replaced by a centralized, secure, and nimble architecture, Korean Air is laying the critical groundwork for its next wave of innovation: more advanced AI integration across the traveler journey.
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And while the tech stack may currently feature a prominent U.S. cloud vendor, that detail isn’t the headline. What truly matters is the strategic intent: shedding legacy dependencies to future-proof airline operations.
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In the context of today’s generative AI race, only those carriers who modernize their infrastructure now will be in a position to test, implement, and scale AI features tomorrow.
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Innovation #3: LUFTHANSA and Fraport Use AI Cameras to Speed Up Turnarounds
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Most passengers never see what happens outside the window once they board. But behind the scenes, every second counts.
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Aircraft turnaround time (the interval from arrival to departure) is one of the most critical and complex operations in aviation. Last week, Lufthansa announced that they have teamed up with airport operator Fraport to tackle this challenge with a homegrown AI solution called “seer”, developed by Lufthansa’s tech subsidiary, zeroG.
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Here’s how it works:
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\n
Using AI-powered cameras at Frankfurt Airport, seer continuously monitors ground operations, like baggage handling, catering, and refueling – all in real time.
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It then analyzes this data to detect bottlenecks and inefficiencies, offering actionable insights to optimize the turnaround process.
\n
\n
Why does this innovation stand out?
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What sounds like a backstage improvement delivers front-stage benefits: better punctuality, fewer delays, and happier travelers.
There, we showed how turnarounds often exceed the scheduled 60 to 90-minute window for most narrow-body aircraft on short-haul routes.
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Airlines tend to underestimate how long the process really takes.
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The result? Delays that compound throughout the day.
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Optimizing these turnarounds doesn’t just save time, it reduces operational costs and cuts CO₂ emissions by minimizing unnecessary aircraft idling on the ground.
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And there’s another layer to this innovation worth spotlighting: its collaborative model.
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Rather than buying a plug-and-play solution, Lufthansa developed seer in-house through its digital subsidiary, zeroG.
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And instead of treating ground operations as the airport’s responsibility, it partnered directly with Fraport.
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This kind of cross-stakeholder collaboration, powered by internal tech expertise, is exactly the kind of setup needed to solve the aviation industry’s most entrenched operational pain points.
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Of course, these three examples are just the tip of the iceberg.
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We could have also spotlighted Air New Zealand’s move to roll out ChatGPT Enterprise access to 3,500 employees as part of a broader OpenAI partnership.
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Or Delta Air Lines’ rollout of AI-powered dynamic pricing that tries to pinpoint each traveler’s maximum willingness to pay (a highly controversial strategy).
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Or Air France-KLM’s newly launched generative AI factory, created in partnership with Accenture and Google Cloud, to fast-track AI adoption across the group.
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The point is clear: AI has jumped to the top of every airline’s innovation agenda. And unlike in previous hype cycles, this time, carriers seem ready to move from buzzword bingo to business impact.
\n
","rssSummary":"
Last month, we spotlighted how Big Tech is quietly reshaping the front end of the travel experience, embedding itself deeper into passenger touchpoints through platforms like Apple Wallet and ChatGPT. Now, the innovation spotlight has swung back to the airlines themselves.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
\n","post_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
\n\n
The live panel discussed global growth trends and also took a deep dive into some of the world's biggest markets:
\n
\n
In Asia, is Japan reaching peak volumes? Why has Thailand’s capacity dropped dramatically this year? Is Vietnam’s aviation market a rising star?
\n
In the US, one of the world’s biggest domestic markets, is more consolidation imminent? And is international travel demand finally softening?
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.1% ahead of 2024, a little slower than we expected last month. For the year to date so far (January-July 2025), capacity is 3.1% ahead of the same months in 2024.
\n
If growth had continued at the underlying rate from 2019 to 2025, capacity would now be at 625m seats in July 2025, rather than 557m.
\n
The equivalent ‘lost’ daily flights in the month of July are almost 19,000.
\n
\n
\n
Part one: asia
\n
Next, the panel began their in-depth analysis with a focus on Asia’s aviation market:
\n
\n
Several of Southeast Asia’s major markets are showing notable capacity gains: Vietnam is up by 16%, Malaysia by 10%, and Cambodia by an impressive 22%.
\n
However, this increase in capacity is not reflected in the latest H1 2025 arrivals data, which indicates that most markets have experienced a decline in visitor arrivals—Vietnam being the key exception.
\n
\n
In this clip, Gary gave his insights into these capacity trends we've seen developing:
\n
\n
vietnam growth takes off
\n
Growth in Vietnam has been on a steady upward trajectory since around 2011, with significant international growth taking place between 2010 and 2019. In the 15 years from 2010-2025, growth has averaged 9%, despite the impact of the pandemic. Is this Vietnam’s moment?
\n
\n
Part two: usa
\n
In the second half of the webinar, the panel discussed the US - is the domestic market softening?
\n
\n
Domestic capacity in the US is pretty flat – although not contracting – this summer, with capacity growth of just 0.8%, compared to an increase of 2.3% in international capacity.
\n
Looking at the Top 10 carriers (domestic and international capacity) shows mixed performance: United leads with a 6.3% year-on-year increase, Delta has grown by 2.9%, and American by a steadier 1.2%.
\n
In contrast, most low-cost and ultra-low-cost carriers are seeing limited growth, with the notable exception of Allegiant, which is up 13.6%.
\n
\n
Courtney gave his insights into the trends we're seeing:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
\n","rss_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
\n\n
The live panel discussed global growth trends and also took a deep dive into some of the world's biggest markets:
\n
\n
In Asia, is Japan reaching peak volumes? Why has Thailand’s capacity dropped dramatically this year? Is Vietnam’s aviation market a rising star?
\n
In the US, one of the world’s biggest domestic markets, is more consolidation imminent? And is international travel demand finally softening?
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.1% ahead of 2024, a little slower than we expected last month. For the year to date so far (January-July 2025), capacity is 3.1% ahead of the same months in 2024.
\n
If growth had continued at the underlying rate from 2019 to 2025, capacity would now be at 625m seats in July 2025, rather than 557m.
\n
The equivalent ‘lost’ daily flights in the month of July are almost 19,000.
\n
\n
\n
Part one: asia
\n
Next, the panel began their in-depth analysis with a focus on Asia’s aviation market:
\n
\n
Several of Southeast Asia’s major markets are showing notable capacity gains: Vietnam is up by 16%, Malaysia by 10%, and Cambodia by an impressive 22%.
\n
However, this increase in capacity is not reflected in the latest H1 2025 arrivals data, which indicates that most markets have experienced a decline in visitor arrivals—Vietnam being the key exception.
\n
\n
In this clip, Gary gave his insights into these capacity trends we've seen developing:
\n
\n
vietnam growth takes off
\n
Growth in Vietnam has been on a steady upward trajectory since around 2011, with significant international growth taking place between 2010 and 2019. In the 15 years from 2010-2025, growth has averaged 9%, despite the impact of the pandemic. Is this Vietnam’s moment?
\n
\n
Part two: usa
\n
In the second half of the webinar, the panel discussed the US - is the domestic market softening?
\n
\n
Domestic capacity in the US is pretty flat – although not contracting – this summer, with capacity growth of just 0.8%, compared to an increase of 2.3% in international capacity.
\n
Looking at the Top 10 carriers (domestic and international capacity) shows mixed performance: United leads with a 6.3% year-on-year increase, Delta has grown by 2.9%, and American by a steadier 1.2%.
\n
In contrast, most low-cost and ultra-low-cost carriers are seeing limited growth, with the notable exception of Allegiant, which is up 13.6%.
\n
\n
Courtney gave his insights into the trends we're seeing:
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
\n\n
The live panel discussed global growth trends and also took a deep dive into some of the world's biggest markets:
\n
\n
In Asia, is Japan reaching peak volumes? Why has Thailand’s capacity dropped dramatically this year? Is Vietnam’s aviation market a rising star?
\n
In the US, one of the world’s biggest domestic markets, is more consolidation imminent? And is international travel demand finally softening?
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.1% ahead of 2024, a little slower than we expected last month. For the year to date so far (January-July 2025), capacity is 3.1% ahead of the same months in 2024.
\n
If growth had continued at the underlying rate from 2019 to 2025, capacity would now be at 625m seats in July 2025, rather than 557m.
\n
The equivalent ‘lost’ daily flights in the month of July are almost 19,000.
\n
\n
\n
Part one: asia
\n
Next, the panel began their in-depth analysis with a focus on Asia’s aviation market:
\n
\n
Several of Southeast Asia’s major markets are showing notable capacity gains: Vietnam is up by 16%, Malaysia by 10%, and Cambodia by an impressive 22%.
\n
However, this increase in capacity is not reflected in the latest H1 2025 arrivals data, which indicates that most markets have experienced a decline in visitor arrivals—Vietnam being the key exception.
\n
\n
In this clip, Gary gave his insights into these capacity trends we've seen developing:
\n
\n
vietnam growth takes off
\n
Growth in Vietnam has been on a steady upward trajectory since around 2011, with significant international growth taking place between 2010 and 2019. In the 15 years from 2010-2025, growth has averaged 9%, despite the impact of the pandemic. Is this Vietnam’s moment?
\n
\n
Part two: usa
\n
In the second half of the webinar, the panel discussed the US - is the domestic market softening?
\n
\n
Domestic capacity in the US is pretty flat – although not contracting – this summer, with capacity growth of just 0.8%, compared to an increase of 2.3% in international capacity.
\n
Looking at the Top 10 carriers (domestic and international capacity) shows mixed performance: United leads with a 6.3% year-on-year increase, Delta has grown by 2.9%, and American by a steadier 1.2%.
\n
In contrast, most low-cost and ultra-low-cost carriers are seeing limited growth, with the notable exception of Allegiant, which is up 13.6%.
\n
\n
Courtney gave his insights into the trends we're seeing:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
\n\n
The live panel discussed global growth trends and also took a deep dive into some of the world's biggest markets:
\n
\n
In Asia, is Japan reaching peak volumes? Why has Thailand’s capacity dropped dramatically this year? Is Vietnam’s aviation market a rising star?
\n
In the US, one of the world’s biggest domestic markets, is more consolidation imminent? And is international travel demand finally softening?
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.1% ahead of 2024, a little slower than we expected last month. For the year to date so far (January-July 2025), capacity is 3.1% ahead of the same months in 2024.
\n
If growth had continued at the underlying rate from 2019 to 2025, capacity would now be at 625m seats in July 2025, rather than 557m.
\n
The equivalent ‘lost’ daily flights in the month of July are almost 19,000.
\n
\n
\n
Part one: asia
\n
Next, the panel began their in-depth analysis with a focus on Asia’s aviation market:
\n
\n
Several of Southeast Asia’s major markets are showing notable capacity gains: Vietnam is up by 16%, Malaysia by 10%, and Cambodia by an impressive 22%.
\n
However, this increase in capacity is not reflected in the latest H1 2025 arrivals data, which indicates that most markets have experienced a decline in visitor arrivals—Vietnam being the key exception.
\n
\n
In this clip, Gary gave his insights into these capacity trends we've seen developing:
\n
\n
vietnam growth takes off
\n
Growth in Vietnam has been on a steady upward trajectory since around 2011, with significant international growth taking place between 2010 and 2019. In the 15 years from 2010-2025, growth has averaged 9%, despite the impact of the pandemic. Is this Vietnam’s moment?
\n
\n
Part two: usa
\n
In the second half of the webinar, the panel discussed the US - is the domestic market softening?
\n
\n
Domestic capacity in the US is pretty flat – although not contracting – this summer, with capacity growth of just 0.8%, compared to an increase of 2.3% in international capacity.
\n
Looking at the Top 10 carriers (domestic and international capacity) shows mixed performance: United leads with a 6.3% year-on-year increase, Delta has grown by 2.9%, and American by a steadier 1.2%.
\n
In contrast, most low-cost and ultra-low-cost carriers are seeing limited growth, with the notable exception of Allegiant, which is up 13.6%.
\n
\n
Courtney gave his insights into the trends we're seeing:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
\n\n
The live panel discussed global growth trends and also took a deep dive into some of the world's biggest markets:
\n
\n
In Asia, is Japan reaching peak volumes? Why has Thailand’s capacity dropped dramatically this year? Is Vietnam’s aviation market a rising star?
\n
In the US, one of the world’s biggest domestic markets, is more consolidation imminent? And is international travel demand finally softening?
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.1% ahead of 2024, a little slower than we expected last month. For the year to date so far (January-July 2025), capacity is 3.1% ahead of the same months in 2024.
\n
If growth had continued at the underlying rate from 2019 to 2025, capacity would now be at 625m seats in July 2025, rather than 557m.
\n
The equivalent ‘lost’ daily flights in the month of July are almost 19,000.
\n
\n
\n
Part one: asia
\n
Next, the panel began their in-depth analysis with a focus on Asia’s aviation market:
\n
\n
Several of Southeast Asia’s major markets are showing notable capacity gains: Vietnam is up by 16%, Malaysia by 10%, and Cambodia by an impressive 22%.
\n
However, this increase in capacity is not reflected in the latest H1 2025 arrivals data, which indicates that most markets have experienced a decline in visitor arrivals—Vietnam being the key exception.
\n
\n
In this clip, Gary gave his insights into these capacity trends we've seen developing:
\n
\n
vietnam growth takes off
\n
Growth in Vietnam has been on a steady upward trajectory since around 2011, with significant international growth taking place between 2010 and 2019. In the 15 years from 2010-2025, growth has averaged 9%, despite the impact of the pandemic. Is this Vietnam’s moment?
\n
\n
Part two: usa
\n
In the second half of the webinar, the panel discussed the US - is the domestic market softening?
\n
\n
Domestic capacity in the US is pretty flat – although not contracting – this summer, with capacity growth of just 0.8%, compared to an increase of 2.3% in international capacity.
\n
Looking at the Top 10 carriers (domestic and international capacity) shows mixed performance: United leads with a 6.3% year-on-year increase, Delta has grown by 2.9%, and American by a steadier 1.2%.
\n
In contrast, most low-cost and ultra-low-cost carriers are seeing limited growth, with the notable exception of Allegiant, which is up 13.6%.
\n
\n
Courtney gave his insights into the trends we're seeing:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
\n\n
The live panel discussed global growth trends and also took a deep dive into some of the world's biggest markets:
\n
\n
In Asia, is Japan reaching peak volumes? Why has Thailand’s capacity dropped dramatically this year? Is Vietnam’s aviation market a rising star?
\n
In the US, one of the world’s biggest domestic markets, is more consolidation imminent? And is international travel demand finally softening?
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.1% ahead of 2024, a little slower than we expected last month. For the year to date so far (January-July 2025), capacity is 3.1% ahead of the same months in 2024.
\n
If growth had continued at the underlying rate from 2019 to 2025, capacity would now be at 625m seats in July 2025, rather than 557m.
\n
The equivalent ‘lost’ daily flights in the month of July are almost 19,000.
\n
\n
\n
Part one: asia
\n
Next, the panel began their in-depth analysis with a focus on Asia’s aviation market:
\n
\n
Several of Southeast Asia’s major markets are showing notable capacity gains: Vietnam is up by 16%, Malaysia by 10%, and Cambodia by an impressive 22%.
\n
However, this increase in capacity is not reflected in the latest H1 2025 arrivals data, which indicates that most markets have experienced a decline in visitor arrivals—Vietnam being the key exception.
\n
\n
In this clip, Gary gave his insights into these capacity trends we've seen developing:
\n
\n
vietnam growth takes off
\n
Growth in Vietnam has been on a steady upward trajectory since around 2011, with significant international growth taking place between 2010 and 2019. In the 15 years from 2010-2025, growth has averaged 9%, despite the impact of the pandemic. Is this Vietnam’s moment?
\n
\n
Part two: usa
\n
In the second half of the webinar, the panel discussed the US - is the domestic market softening?
\n
\n
Domestic capacity in the US is pretty flat – although not contracting – this summer, with capacity growth of just 0.8%, compared to an increase of 2.3% in international capacity.
\n
Looking at the Top 10 carriers (domestic and international capacity) shows mixed performance: United leads with a 6.3% year-on-year increase, Delta has grown by 2.9%, and American by a steadier 1.2%.
\n
In contrast, most low-cost and ultra-low-cost carriers are seeing limited growth, with the notable exception of Allegiant, which is up 13.6%.
\n
\n
Courtney gave his insights into the trends we're seeing:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
\n\n
The live panel discussed global growth trends and also took a deep dive into some of the world's biggest markets:
\n
\n
In Asia, is Japan reaching peak volumes? Why has Thailand’s capacity dropped dramatically this year? Is Vietnam’s aviation market a rising star?
\n
In the US, one of the world’s biggest domestic markets, is more consolidation imminent? And is international travel demand finally softening?
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.1% ahead of 2024, a little slower than we expected last month. For the year to date so far (January-July 2025), capacity is 3.1% ahead of the same months in 2024.
\n
If growth had continued at the underlying rate from 2019 to 2025, capacity would now be at 625m seats in July 2025, rather than 557m.
\n
The equivalent ‘lost’ daily flights in the month of July are almost 19,000.
\n
\n
\n
Part one: asia
\n
Next, the panel began their in-depth analysis with a focus on Asia’s aviation market:
\n
\n
Several of Southeast Asia’s major markets are showing notable capacity gains: Vietnam is up by 16%, Malaysia by 10%, and Cambodia by an impressive 22%.
\n
However, this increase in capacity is not reflected in the latest H1 2025 arrivals data, which indicates that most markets have experienced a decline in visitor arrivals—Vietnam being the key exception.
\n
\n
In this clip, Gary gave his insights into these capacity trends we've seen developing:
\n
\n
vietnam growth takes off
\n
Growth in Vietnam has been on a steady upward trajectory since around 2011, with significant international growth taking place between 2010 and 2019. In the 15 years from 2010-2025, growth has averaged 9%, despite the impact of the pandemic. Is this Vietnam’s moment?
\n
\n
Part two: usa
\n
In the second half of the webinar, the panel discussed the US - is the domestic market softening?
\n
\n
Domestic capacity in the US is pretty flat – although not contracting – this summer, with capacity growth of just 0.8%, compared to an increase of 2.3% in international capacity.
\n
Looking at the Top 10 carriers (domestic and international capacity) shows mixed performance: United leads with a 6.3% year-on-year increase, Delta has grown by 2.9%, and American by a steadier 1.2%.
\n
In contrast, most low-cost and ultra-low-cost carriers are seeing limited growth, with the notable exception of Allegiant, which is up 13.6%.
\n
\n
Courtney gave his insights into the trends we're seeing:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Oliver Martin (Senior Director, Skift Inc) and Jacob Pewitt Yancey (Head of Analytics, Arrivalist) to dive into the latest global tourism trends.
\n","post_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Oliver Martin (Senior Director, Skift Inc) and Jacob Pewitt Yancey (Head of Analytics, Arrivalist) to dive into the latest global tourism trends.
\n\n
The live panel discussed:
\n
\n
Are tourism patterns changing? Where is everyone going this year?
\n
What impact, if any, might tariffs be having on tourism?
\n
With a flurry of new 2030 tourism targets being announced this year, where will we all be going in the next 5 years?
\n
\n\n
A look at growth trends
\n
The panel began by starting at the top and looking at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.2% ahead of 2024.
\n
For the year to date so far (Jan - June 25), capacity is 3.2% ahead of the same months in 2024.
\n
Spain-UK is the top country pair in terms of summer capacity.
\n
\n
\n
Tariff impacts
\n
Next, the panel discussed one of the key topics of this month's webinar - tariffs - and began by examining the latest US visitor statistics, which had been published at the end of the previous week. (Preliminary, so subject to change).
\n
\n
The results show a fall in arrivals from the Top 20 countries, with big reductions from Germany, France, the Netherlands, South Korea, and Ecuador.
\n
This time last year (May 2024), year-on-year growth for the top 20 visitor markets was +12.4%, with strong growth from all of the above countries.
\n
Year-to-date position shows that 11 of the Top 20 markets are flat or contracting.
\n
\n
\n
\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n
\n
Geopolitics and aviation
\n
In the last two months alone the industry has been impacted by a number of geopolitical events, including the escalating tensions between Israel and Iran which resulted in the closure of airspace in a number of neighbouring countries.
\n
Whilst the industry navigates unpredictable events such as short-notice airspace closures, and makes decisions about whether to fly to areas where conflict may escalate, what is the lasting impact on consumer sentiment and decisions to fly?
\n
\n
TOURISM TARGETS
\n
With 5 years to go until the end of the decade, a flurry of new 2030 tourism targets have been announced this year. The panel gave their thoughts:
\n
\n
What next?
\n
Having just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Oliver Martin (Senior Director, Skift Inc) and Jacob Pewitt Yancey (Head of Analytics, Arrivalist) to dive into the latest global tourism trends.
\n","rss_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Oliver Martin (Senior Director, Skift Inc) and Jacob Pewitt Yancey (Head of Analytics, Arrivalist) to dive into the latest global tourism trends.
\n\n
The live panel discussed:
\n
\n
Are tourism patterns changing? Where is everyone going this year?
\n
What impact, if any, might tariffs be having on tourism?
\n
With a flurry of new 2030 tourism targets being announced this year, where will we all be going in the next 5 years?
\n
\n\n
A look at growth trends
\n
The panel began by starting at the top and looking at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.2% ahead of 2024.
\n
For the year to date so far (Jan - June 25), capacity is 3.2% ahead of the same months in 2024.
\n
Spain-UK is the top country pair in terms of summer capacity.
\n
\n
\n
Tariff impacts
\n
Next, the panel discussed one of the key topics of this month's webinar - tariffs - and began by examining the latest US visitor statistics, which had been published at the end of the previous week. (Preliminary, so subject to change).
\n
\n
The results show a fall in arrivals from the Top 20 countries, with big reductions from Germany, France, the Netherlands, South Korea, and Ecuador.
\n
This time last year (May 2024), year-on-year growth for the top 20 visitor markets was +12.4%, with strong growth from all of the above countries.
\n
Year-to-date position shows that 11 of the Top 20 markets are flat or contracting.
\n
\n
\n
\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n
\n
Geopolitics and aviation
\n
In the last two months alone the industry has been impacted by a number of geopolitical events, including the escalating tensions between Israel and Iran which resulted in the closure of airspace in a number of neighbouring countries.
\n
Whilst the industry navigates unpredictable events such as short-notice airspace closures, and makes decisions about whether to fly to areas where conflict may escalate, what is the lasting impact on consumer sentiment and decisions to fly?
\n
\n
TOURISM TARGETS
\n
With 5 years to go until the end of the decade, a flurry of new 2030 tourism targets have been announced this year. The panel gave their thoughts:
\n
\n
What next?
\n
Having just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Oliver Martin (Senior Director, Skift Inc) and Jacob Pewitt Yancey (Head of Analytics, Arrivalist) to dive into the latest global tourism trends.
\n\n
The live panel discussed:
\n
\n
Are tourism patterns changing? Where is everyone going this year?
\n
What impact, if any, might tariffs be having on tourism?
\n
With a flurry of new 2030 tourism targets being announced this year, where will we all be going in the next 5 years?
\n
\n\n
A look at growth trends
\n
The panel began by starting at the top and looking at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.2% ahead of 2024.
\n
For the year to date so far (Jan - June 25), capacity is 3.2% ahead of the same months in 2024.
\n
Spain-UK is the top country pair in terms of summer capacity.
\n
\n
\n
Tariff impacts
\n
Next, the panel discussed one of the key topics of this month's webinar - tariffs - and began by examining the latest US visitor statistics, which had been published at the end of the previous week. (Preliminary, so subject to change).
\n
\n
The results show a fall in arrivals from the Top 20 countries, with big reductions from Germany, France, the Netherlands, South Korea, and Ecuador.
\n
This time last year (May 2024), year-on-year growth for the top 20 visitor markets was +12.4%, with strong growth from all of the above countries.
\n
Year-to-date position shows that 11 of the Top 20 markets are flat or contracting.
\n
\n
\n
\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n
\n
Geopolitics and aviation
\n
In the last two months alone the industry has been impacted by a number of geopolitical events, including the escalating tensions between Israel and Iran which resulted in the closure of airspace in a number of neighbouring countries.
\n
Whilst the industry navigates unpredictable events such as short-notice airspace closures, and makes decisions about whether to fly to areas where conflict may escalate, what is the lasting impact on consumer sentiment and decisions to fly?
\n
\n
TOURISM TARGETS
\n
With 5 years to go until the end of the decade, a flurry of new 2030 tourism targets have been announced this year. The panel gave their thoughts:
\n
\n
What next?
\n
Having just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Oliver Martin (Senior Director, Skift Inc) and Jacob Pewitt Yancey (Head of Analytics, Arrivalist) to dive into the latest global tourism trends.
\n\n
The live panel discussed:
\n
\n
Are tourism patterns changing? Where is everyone going this year?
\n
What impact, if any, might tariffs be having on tourism?
\n
With a flurry of new 2030 tourism targets being announced this year, where will we all be going in the next 5 years?
\n
\n\n
A look at growth trends
\n
The panel began by starting at the top and looking at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.2% ahead of 2024.
\n
For the year to date so far (Jan - June 25), capacity is 3.2% ahead of the same months in 2024.
\n
Spain-UK is the top country pair in terms of summer capacity.
\n
\n
\n
Tariff impacts
\n
Next, the panel discussed one of the key topics of this month's webinar - tariffs - and began by examining the latest US visitor statistics, which had been published at the end of the previous week. (Preliminary, so subject to change).
\n
\n
The results show a fall in arrivals from the Top 20 countries, with big reductions from Germany, France, the Netherlands, South Korea, and Ecuador.
\n
This time last year (May 2024), year-on-year growth for the top 20 visitor markets was +12.4%, with strong growth from all of the above countries.
\n
Year-to-date position shows that 11 of the Top 20 markets are flat or contracting.
\n
\n
\n
\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n
\n
Geopolitics and aviation
\n
In the last two months alone the industry has been impacted by a number of geopolitical events, including the escalating tensions between Israel and Iran which resulted in the closure of airspace in a number of neighbouring countries.
\n
Whilst the industry navigates unpredictable events such as short-notice airspace closures, and makes decisions about whether to fly to areas where conflict may escalate, what is the lasting impact on consumer sentiment and decisions to fly?
\n
\n
TOURISM TARGETS
\n
With 5 years to go until the end of the decade, a flurry of new 2030 tourism targets have been announced this year. The panel gave their thoughts:
\n
\n
What next?
\n
Having just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Oliver Martin (Senior Director, Skift Inc) and Jacob Pewitt Yancey (Head of Analytics, Arrivalist) to dive into the latest global tourism trends.
\n\n
The live panel discussed:
\n
\n
Are tourism patterns changing? Where is everyone going this year?
\n
What impact, if any, might tariffs be having on tourism?
\n
With a flurry of new 2030 tourism targets being announced this year, where will we all be going in the next 5 years?
\n
\n\n
A look at growth trends
\n
The panel began by starting at the top and looking at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.2% ahead of 2024.
\n
For the year to date so far (Jan - June 25), capacity is 3.2% ahead of the same months in 2024.
\n
Spain-UK is the top country pair in terms of summer capacity.
\n
\n
\n
Tariff impacts
\n
Next, the panel discussed one of the key topics of this month's webinar - tariffs - and began by examining the latest US visitor statistics, which had been published at the end of the previous week. (Preliminary, so subject to change).
\n
\n
The results show a fall in arrivals from the Top 20 countries, with big reductions from Germany, France, the Netherlands, South Korea, and Ecuador.
\n
This time last year (May 2024), year-on-year growth for the top 20 visitor markets was +12.4%, with strong growth from all of the above countries.
\n
Year-to-date position shows that 11 of the Top 20 markets are flat or contracting.
\n
\n
\n
\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n
\n
Geopolitics and aviation
\n
In the last two months alone the industry has been impacted by a number of geopolitical events, including the escalating tensions between Israel and Iran which resulted in the closure of airspace in a number of neighbouring countries.
\n
Whilst the industry navigates unpredictable events such as short-notice airspace closures, and makes decisions about whether to fly to areas where conflict may escalate, what is the lasting impact on consumer sentiment and decisions to fly?
\n
\n
TOURISM TARGETS
\n
With 5 years to go until the end of the decade, a flurry of new 2030 tourism targets have been announced this year. The panel gave their thoughts:
\n
\n
What next?
\n
Having just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Oliver Martin (Senior Director, Skift Inc) and Jacob Pewitt Yancey (Head of Analytics, Arrivalist) to dive into the latest global tourism trends.
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Oliver Martin (Senior Director, Skift Inc) and Jacob Pewitt Yancey (Head of Analytics, Arrivalist) to dive into the latest global tourism trends.
\n\n
The live panel discussed:
\n
\n
Are tourism patterns changing? Where is everyone going this year?
\n
What impact, if any, might tariffs be having on tourism?
\n
With a flurry of new 2030 tourism targets being announced this year, where will we all be going in the next 5 years?
\n
\n\n
A look at growth trends
\n
The panel began by starting at the top and looking at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.2% ahead of 2024.
\n
For the year to date so far (Jan - June 25), capacity is 3.2% ahead of the same months in 2024.
\n
Spain-UK is the top country pair in terms of summer capacity.
\n
\n
\n
Tariff impacts
\n
Next, the panel discussed one of the key topics of this month's webinar - tariffs - and began by examining the latest US visitor statistics, which had been published at the end of the previous week. (Preliminary, so subject to change).
\n
\n
The results show a fall in arrivals from the Top 20 countries, with big reductions from Germany, France, the Netherlands, South Korea, and Ecuador.
\n
This time last year (May 2024), year-on-year growth for the top 20 visitor markets was +12.4%, with strong growth from all of the above countries.
\n
Year-to-date position shows that 11 of the Top 20 markets are flat or contracting.
\n
\n
\n
\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n
\n
Geopolitics and aviation
\n
In the last two months alone the industry has been impacted by a number of geopolitical events, including the escalating tensions between Israel and Iran which resulted in the closure of airspace in a number of neighbouring countries.
\n
Whilst the industry navigates unpredictable events such as short-notice airspace closures, and makes decisions about whether to fly to areas where conflict may escalate, what is the lasting impact on consumer sentiment and decisions to fly?
\n
\n
TOURISM TARGETS
\n
With 5 years to go until the end of the decade, a flurry of new 2030 tourism targets have been announced this year. The panel gave their thoughts:
\n
\n
What next?
\n
Having just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Oliver Martin (Senior Director, Skift Inc) and Jacob Pewitt Yancey (Head of Analytics, Arrivalist) to dive into the latest global tourism trends.
\n","postSummaryRss":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Oliver Martin (Senior Director, Skift Inc) and Jacob Pewitt Yancey (Head of Analytics, Arrivalist) to dive into the latest global tourism trends.
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Oliver Martin (Senior Director, Skift Inc) and Jacob Pewitt Yancey (Head of Analytics, Arrivalist) to dive into the latest global tourism trends.
\n\n
The live panel discussed:
\n
\n
Are tourism patterns changing? Where is everyone going this year?
\n
What impact, if any, might tariffs be having on tourism?
\n
With a flurry of new 2030 tourism targets being announced this year, where will we all be going in the next 5 years?
\n
\n\n
A look at growth trends
\n
The panel began by starting at the top and looking at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.2% ahead of 2024.
\n
For the year to date so far (Jan - June 25), capacity is 3.2% ahead of the same months in 2024.
\n
Spain-UK is the top country pair in terms of summer capacity.
\n
\n
\n
Tariff impacts
\n
Next, the panel discussed one of the key topics of this month's webinar - tariffs - and began by examining the latest US visitor statistics, which had been published at the end of the previous week. (Preliminary, so subject to change).
\n
\n
The results show a fall in arrivals from the Top 20 countries, with big reductions from Germany, France, the Netherlands, South Korea, and Ecuador.
\n
This time last year (May 2024), year-on-year growth for the top 20 visitor markets was +12.4%, with strong growth from all of the above countries.
\n
Year-to-date position shows that 11 of the Top 20 markets are flat or contracting.
\n
\n
\n
\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n
\n
Geopolitics and aviation
\n
In the last two months alone the industry has been impacted by a number of geopolitical events, including the escalating tensions between Israel and Iran which resulted in the closure of airspace in a number of neighbouring countries.
\n
Whilst the industry navigates unpredictable events such as short-notice airspace closures, and makes decisions about whether to fly to areas where conflict may escalate, what is the lasting impact on consumer sentiment and decisions to fly?
\n
\n
TOURISM TARGETS
\n
With 5 years to go until the end of the decade, a flurry of new 2030 tourism targets have been announced this year. The panel gave their thoughts:
\n
\n
What next?
\n
Having just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Oliver Martin (Senior Director, Skift Inc) and Jacob Pewitt Yancey (Head of Analytics, Arrivalist) to dive into the latest global tourism trends.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Siddharth Narkhede, Head of Airline Analysis at Ishka, to investigate the current operating environment for airlines.
\n","post_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Siddharth Narkhede, Head of Airline Analysis at Ishka, to investigate the current operating environment for airlines.
\n\n
The live panel discussed:
\n
\n
With some recent big orders, how are airline fleets evolving? Who is leading in terms of growth, and where?
\n
How will future orders shape global fleets going forward?
\n
Can airlines accurately forecast demand in the current era of tariffs and geopolitical turmoil?
\n
Is lack of investment in infrastructure holding airlines back?
\n
\n\n
A look at growth trends
\n
As usual, the panel began by starting at the top and looking at global growth trends before moving on to this month's subject matter:
\n
\n
The data shows capacity for this summer is expected to be 3.1% ahead of 2024.
\n
For the year to date so far (January - May 2025), capacity is 3.3% ahead of the same months in 2024.
\n
\n
\n
It's a narrowbody world
\n
Next, the panel examined the current composition of capacity from an aircraft group type perspective, grouping current operations into five categories.
\n
\n
Looking at a snapshot of how it breaks down in percentage terms, narrowbodies were almost 70% in 2015, they're now 76% of the market. So while some of the big orders recently have been for widebodies, it's a narrowbody world in terms of how people are travelling.
\n
\n
\n
How will today's orders shape tomorrow's fleets?
\n
Next, the panel looked forward to analyse what is on order as of now, across the same fleet categories:
\n
\n
Asia has the largest fleet currently, accounting for a third of all aircraft. It also has the youngest fleet, with an average aircraft age of 12 years, meaning that more of the aircraft on order will facilitate growth rather than fleet replacement.
\n
For North America and Oceania, many more of the aircraft on order will be for replacement.
\n
\n
\n
Infrastructure bottlenecks
\n
Next, the panel discussed some of the key infrastructure investment challenges emerging, citing ATC as a key example:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Siddharth Narkhede, Head of Airline Analysis at Ishka, to investigate the current operating environment for airlines.
\n","rss_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Siddharth Narkhede, Head of Airline Analysis at Ishka, to investigate the current operating environment for airlines.
\n\n
The live panel discussed:
\n
\n
With some recent big orders, how are airline fleets evolving? Who is leading in terms of growth, and where?
\n
How will future orders shape global fleets going forward?
\n
Can airlines accurately forecast demand in the current era of tariffs and geopolitical turmoil?
\n
Is lack of investment in infrastructure holding airlines back?
\n
\n\n
A look at growth trends
\n
As usual, the panel began by starting at the top and looking at global growth trends before moving on to this month's subject matter:
\n
\n
The data shows capacity for this summer is expected to be 3.1% ahead of 2024.
\n
For the year to date so far (January - May 2025), capacity is 3.3% ahead of the same months in 2024.
\n
\n
\n
It's a narrowbody world
\n
Next, the panel examined the current composition of capacity from an aircraft group type perspective, grouping current operations into five categories.
\n
\n
Looking at a snapshot of how it breaks down in percentage terms, narrowbodies were almost 70% in 2015, they're now 76% of the market. So while some of the big orders recently have been for widebodies, it's a narrowbody world in terms of how people are travelling.
\n
\n
\n
How will today's orders shape tomorrow's fleets?
\n
Next, the panel looked forward to analyse what is on order as of now, across the same fleet categories:
\n
\n
Asia has the largest fleet currently, accounting for a third of all aircraft. It also has the youngest fleet, with an average aircraft age of 12 years, meaning that more of the aircraft on order will facilitate growth rather than fleet replacement.
\n
For North America and Oceania, many more of the aircraft on order will be for replacement.
\n
\n
\n
Infrastructure bottlenecks
\n
Next, the panel discussed some of the key infrastructure investment challenges emerging, citing ATC as a key example:
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Siddharth Narkhede, Head of Airline Analysis at Ishka, to investigate the current operating environment for airlines.
\n\n
The live panel discussed:
\n
\n
With some recent big orders, how are airline fleets evolving? Who is leading in terms of growth, and where?
\n
How will future orders shape global fleets going forward?
\n
Can airlines accurately forecast demand in the current era of tariffs and geopolitical turmoil?
\n
Is lack of investment in infrastructure holding airlines back?
\n
\n\n
A look at growth trends
\n
As usual, the panel began by starting at the top and looking at global growth trends before moving on to this month's subject matter:
\n
\n
The data shows capacity for this summer is expected to be 3.1% ahead of 2024.
\n
For the year to date so far (January - May 2025), capacity is 3.3% ahead of the same months in 2024.
\n
\n
\n
It's a narrowbody world
\n
Next, the panel examined the current composition of capacity from an aircraft group type perspective, grouping current operations into five categories.
\n
\n
Looking at a snapshot of how it breaks down in percentage terms, narrowbodies were almost 70% in 2015, they're now 76% of the market. So while some of the big orders recently have been for widebodies, it's a narrowbody world in terms of how people are travelling.
\n
\n
\n
How will today's orders shape tomorrow's fleets?
\n
Next, the panel looked forward to analyse what is on order as of now, across the same fleet categories:
\n
\n
Asia has the largest fleet currently, accounting for a third of all aircraft. It also has the youngest fleet, with an average aircraft age of 12 years, meaning that more of the aircraft on order will facilitate growth rather than fleet replacement.
\n
For North America and Oceania, many more of the aircraft on order will be for replacement.
\n
\n
\n
Infrastructure bottlenecks
\n
Next, the panel discussed some of the key infrastructure investment challenges emerging, citing ATC as a key example:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Siddharth Narkhede, Head of Airline Analysis at Ishka, to investigate the current operating environment for airlines.
\n\n
The live panel discussed:
\n
\n
With some recent big orders, how are airline fleets evolving? Who is leading in terms of growth, and where?
\n
How will future orders shape global fleets going forward?
\n
Can airlines accurately forecast demand in the current era of tariffs and geopolitical turmoil?
\n
Is lack of investment in infrastructure holding airlines back?
\n
\n\n
A look at growth trends
\n
As usual, the panel began by starting at the top and looking at global growth trends before moving on to this month's subject matter:
\n
\n
The data shows capacity for this summer is expected to be 3.1% ahead of 2024.
\n
For the year to date so far (January - May 2025), capacity is 3.3% ahead of the same months in 2024.
\n
\n
\n
It's a narrowbody world
\n
Next, the panel examined the current composition of capacity from an aircraft group type perspective, grouping current operations into five categories.
\n
\n
Looking at a snapshot of how it breaks down in percentage terms, narrowbodies were almost 70% in 2015, they're now 76% of the market. So while some of the big orders recently have been for widebodies, it's a narrowbody world in terms of how people are travelling.
\n
\n
\n
How will today's orders shape tomorrow's fleets?
\n
Next, the panel looked forward to analyse what is on order as of now, across the same fleet categories:
\n
\n
Asia has the largest fleet currently, accounting for a third of all aircraft. It also has the youngest fleet, with an average aircraft age of 12 years, meaning that more of the aircraft on order will facilitate growth rather than fleet replacement.
\n
For North America and Oceania, many more of the aircraft on order will be for replacement.
\n
\n
\n
Infrastructure bottlenecks
\n
Next, the panel discussed some of the key infrastructure investment challenges emerging, citing ATC as a key example:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Siddharth Narkhede, Head of Airline Analysis at Ishka, to investigate the current operating environment for airlines.
\n\n
The live panel discussed:
\n
\n
With some recent big orders, how are airline fleets evolving? Who is leading in terms of growth, and where?
\n
How will future orders shape global fleets going forward?
\n
Can airlines accurately forecast demand in the current era of tariffs and geopolitical turmoil?
\n
Is lack of investment in infrastructure holding airlines back?
\n
\n\n
A look at growth trends
\n
As usual, the panel began by starting at the top and looking at global growth trends before moving on to this month's subject matter:
\n
\n
The data shows capacity for this summer is expected to be 3.1% ahead of 2024.
\n
For the year to date so far (January - May 2025), capacity is 3.3% ahead of the same months in 2024.
\n
\n
\n
It's a narrowbody world
\n
Next, the panel examined the current composition of capacity from an aircraft group type perspective, grouping current operations into five categories.
\n
\n
Looking at a snapshot of how it breaks down in percentage terms, narrowbodies were almost 70% in 2015, they're now 76% of the market. So while some of the big orders recently have been for widebodies, it's a narrowbody world in terms of how people are travelling.
\n
\n
\n
How will today's orders shape tomorrow's fleets?
\n
Next, the panel looked forward to analyse what is on order as of now, across the same fleet categories:
\n
\n
Asia has the largest fleet currently, accounting for a third of all aircraft. It also has the youngest fleet, with an average aircraft age of 12 years, meaning that more of the aircraft on order will facilitate growth rather than fleet replacement.
\n
For North America and Oceania, many more of the aircraft on order will be for replacement.
\n
\n
\n
Infrastructure bottlenecks
\n
Next, the panel discussed some of the key infrastructure investment challenges emerging, citing ATC as a key example:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Siddharth Narkhede, Head of Airline Analysis at Ishka, to investigate the current operating environment for airlines.
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Siddharth Narkhede, Head of Airline Analysis at Ishka, to investigate the current operating environment for airlines.
\n\n
The live panel discussed:
\n
\n
With some recent big orders, how are airline fleets evolving? Who is leading in terms of growth, and where?
\n
How will future orders shape global fleets going forward?
\n
Can airlines accurately forecast demand in the current era of tariffs and geopolitical turmoil?
\n
Is lack of investment in infrastructure holding airlines back?
\n
\n\n
A look at growth trends
\n
As usual, the panel began by starting at the top and looking at global growth trends before moving on to this month's subject matter:
\n
\n
The data shows capacity for this summer is expected to be 3.1% ahead of 2024.
\n
For the year to date so far (January - May 2025), capacity is 3.3% ahead of the same months in 2024.
\n
\n
\n
It's a narrowbody world
\n
Next, the panel examined the current composition of capacity from an aircraft group type perspective, grouping current operations into five categories.
\n
\n
Looking at a snapshot of how it breaks down in percentage terms, narrowbodies were almost 70% in 2015, they're now 76% of the market. So while some of the big orders recently have been for widebodies, it's a narrowbody world in terms of how people are travelling.
\n
\n
\n
How will today's orders shape tomorrow's fleets?
\n
Next, the panel looked forward to analyse what is on order as of now, across the same fleet categories:
\n
\n
Asia has the largest fleet currently, accounting for a third of all aircraft. It also has the youngest fleet, with an average aircraft age of 12 years, meaning that more of the aircraft on order will facilitate growth rather than fleet replacement.
\n
For North America and Oceania, many more of the aircraft on order will be for replacement.
\n
\n
\n
Infrastructure bottlenecks
\n
Next, the panel discussed some of the key infrastructure investment challenges emerging, citing ATC as a key example:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Siddharth Narkhede, Head of Airline Analysis at Ishka, to investigate the current operating environment for airlines.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Siddharth Narkhede, Head of Airline Analysis at Ishka, to investigate the current operating environment for airlines.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Siddharth Narkhede, Head of Airline Analysis at Ishka, to investigate the current operating environment for airlines.
\n\n
The live panel discussed:
\n
\n
With some recent big orders, how are airline fleets evolving? Who is leading in terms of growth, and where?
\n
How will future orders shape global fleets going forward?
\n
Can airlines accurately forecast demand in the current era of tariffs and geopolitical turmoil?
\n
Is lack of investment in infrastructure holding airlines back?
\n
\n\n
A look at growth trends
\n
As usual, the panel began by starting at the top and looking at global growth trends before moving on to this month's subject matter:
\n
\n
The data shows capacity for this summer is expected to be 3.1% ahead of 2024.
\n
For the year to date so far (January - May 2025), capacity is 3.3% ahead of the same months in 2024.
\n
\n
\n
It's a narrowbody world
\n
Next, the panel examined the current composition of capacity from an aircraft group type perspective, grouping current operations into five categories.
\n
\n
Looking at a snapshot of how it breaks down in percentage terms, narrowbodies were almost 70% in 2015, they're now 76% of the market. So while some of the big orders recently have been for widebodies, it's a narrowbody world in terms of how people are travelling.
\n
\n
\n
How will today's orders shape tomorrow's fleets?
\n
Next, the panel looked forward to analyse what is on order as of now, across the same fleet categories:
\n
\n
Asia has the largest fleet currently, accounting for a third of all aircraft. It also has the youngest fleet, with an average aircraft age of 12 years, meaning that more of the aircraft on order will facilitate growth rather than fleet replacement.
\n
For North America and Oceania, many more of the aircraft on order will be for replacement.
\n
\n
\n
Infrastructure bottlenecks
\n
Next, the panel discussed some of the key infrastructure investment challenges emerging, citing ATC as a key example:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Siddharth Narkhede, Head of Airline Analysis at Ishka, to investigate the current operating environment for airlines.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
\n","post_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
\n\n
The live panel discussed:
\n
\n
Growth trends - what are the fastest growing markets on the continent?
\n
Airline business models - do those that work elsewhere work for Africa?
\n
What opportunities and challenges lie ahead?
\n
\n
A Look at Growth Trends
\n
First, the panel discussed global growth trends and Africa's capacity and frequency changes:
\n
\n
Capacity for this summer is expected to be 3.3% ahead of 2024
\n
In Africa domestic growth has contracted but international capacity is up by 3.5%
\n
Looking at total capacity growth in Africa by subregion highlights that growth is happening across the continent with the exception of Central/Western Africa. Southern Africa sees the highest growth rate, with an increase in capacity this summer of 9.6% on last summer
\n
Frequency growth follows a similar trend
\n
\n
Ogaga gave his insights on the global outlook:
\n
\n
exploring the Carrier Landscape
\n
Next, the panel discussed the African carrier landscape. There were some interesting points to explore:
\n
\n
In the last 10 years, Ethiopian has moved up to become Africa’s largest carrier, with 17% of African capacity
\n
SAA, once the largest carrier, is now 11th largest in the continent
\n
8 of the Top 20 largest carriers operating in Africa are domiciled outside of the continent
\n
In April 2015 there were 88 African domiciled carriers and today there are 109, but there are 37 carriers in April 2015 which don’t exist today
\n
\n
\n
Which business model dominates in the continent?
\n
Next, the panel discussed business models:
\n
\n
Africa lags behind the global norm for legacy/LCC capacity shares, where 35% of seats operate on low cost carriers (LCCs). Some regions are considerably higher than that, notably Europe, where 44% of seats operate on LCCs, and Latin America where the comparable share is 40%
\n
The region seeing the fastest degree of LCC penetration is the Middle East where in the last 10 years, LCC shares have grown from 15% to 29%. Africa’s LCC share remains stuck at 16% of all operations, an increase from 9% in 2015. This is largely driven by the growth of European –North Africa services into Morocco
\n
\n
Will LCCs ever take off in Africa? Or is a different model needed for success?
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
\n","rss_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
\n\n
The live panel discussed:
\n
\n
Growth trends - what are the fastest growing markets on the continent?
\n
Airline business models - do those that work elsewhere work for Africa?
\n
What opportunities and challenges lie ahead?
\n
\n
A Look at Growth Trends
\n
First, the panel discussed global growth trends and Africa's capacity and frequency changes:
\n
\n
Capacity for this summer is expected to be 3.3% ahead of 2024
\n
In Africa domestic growth has contracted but international capacity is up by 3.5%
\n
Looking at total capacity growth in Africa by subregion highlights that growth is happening across the continent with the exception of Central/Western Africa. Southern Africa sees the highest growth rate, with an increase in capacity this summer of 9.6% on last summer
\n
Frequency growth follows a similar trend
\n
\n
Ogaga gave his insights on the global outlook:
\n
\n
exploring the Carrier Landscape
\n
Next, the panel discussed the African carrier landscape. There were some interesting points to explore:
\n
\n
In the last 10 years, Ethiopian has moved up to become Africa’s largest carrier, with 17% of African capacity
\n
SAA, once the largest carrier, is now 11th largest in the continent
\n
8 of the Top 20 largest carriers operating in Africa are domiciled outside of the continent
\n
In April 2015 there were 88 African domiciled carriers and today there are 109, but there are 37 carriers in April 2015 which don’t exist today
\n
\n
\n
Which business model dominates in the continent?
\n
Next, the panel discussed business models:
\n
\n
Africa lags behind the global norm for legacy/LCC capacity shares, where 35% of seats operate on low cost carriers (LCCs). Some regions are considerably higher than that, notably Europe, where 44% of seats operate on LCCs, and Latin America where the comparable share is 40%
\n
The region seeing the fastest degree of LCC penetration is the Middle East where in the last 10 years, LCC shares have grown from 15% to 29%. Africa’s LCC share remains stuck at 16% of all operations, an increase from 9% in 2015. This is largely driven by the growth of European –North Africa services into Morocco
\n
\n
Will LCCs ever take off in Africa? Or is a different model needed for success?
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
\n\n
The live panel discussed:
\n
\n
Growth trends - what are the fastest growing markets on the continent?
\n
Airline business models - do those that work elsewhere work for Africa?
\n
What opportunities and challenges lie ahead?
\n
\n
A Look at Growth Trends
\n
First, the panel discussed global growth trends and Africa's capacity and frequency changes:
\n
\n
Capacity for this summer is expected to be 3.3% ahead of 2024
\n
In Africa domestic growth has contracted but international capacity is up by 3.5%
\n
Looking at total capacity growth in Africa by subregion highlights that growth is happening across the continent with the exception of Central/Western Africa. Southern Africa sees the highest growth rate, with an increase in capacity this summer of 9.6% on last summer
\n
Frequency growth follows a similar trend
\n
\n
Ogaga gave his insights on the global outlook:
\n
\n
exploring the Carrier Landscape
\n
Next, the panel discussed the African carrier landscape. There were some interesting points to explore:
\n
\n
In the last 10 years, Ethiopian has moved up to become Africa’s largest carrier, with 17% of African capacity
\n
SAA, once the largest carrier, is now 11th largest in the continent
\n
8 of the Top 20 largest carriers operating in Africa are domiciled outside of the continent
\n
In April 2015 there were 88 African domiciled carriers and today there are 109, but there are 37 carriers in April 2015 which don’t exist today
\n
\n
\n
Which business model dominates in the continent?
\n
Next, the panel discussed business models:
\n
\n
Africa lags behind the global norm for legacy/LCC capacity shares, where 35% of seats operate on low cost carriers (LCCs). Some regions are considerably higher than that, notably Europe, where 44% of seats operate on LCCs, and Latin America where the comparable share is 40%
\n
The region seeing the fastest degree of LCC penetration is the Middle East where in the last 10 years, LCC shares have grown from 15% to 29%. Africa’s LCC share remains stuck at 16% of all operations, an increase from 9% in 2015. This is largely driven by the growth of European –North Africa services into Morocco
\n
\n
Will LCCs ever take off in Africa? Or is a different model needed for success?
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
\n\n
The live panel discussed:
\n
\n
Growth trends - what are the fastest growing markets on the continent?
\n
Airline business models - do those that work elsewhere work for Africa?
\n
What opportunities and challenges lie ahead?
\n
\n
A Look at Growth Trends
\n
First, the panel discussed global growth trends and Africa's capacity and frequency changes:
\n
\n
Capacity for this summer is expected to be 3.3% ahead of 2024
\n
In Africa domestic growth has contracted but international capacity is up by 3.5%
\n
Looking at total capacity growth in Africa by subregion highlights that growth is happening across the continent with the exception of Central/Western Africa. Southern Africa sees the highest growth rate, with an increase in capacity this summer of 9.6% on last summer
\n
Frequency growth follows a similar trend
\n
\n
Ogaga gave his insights on the global outlook:
\n
\n
exploring the Carrier Landscape
\n
Next, the panel discussed the African carrier landscape. There were some interesting points to explore:
\n
\n
In the last 10 years, Ethiopian has moved up to become Africa’s largest carrier, with 17% of African capacity
\n
SAA, once the largest carrier, is now 11th largest in the continent
\n
8 of the Top 20 largest carriers operating in Africa are domiciled outside of the continent
\n
In April 2015 there were 88 African domiciled carriers and today there are 109, but there are 37 carriers in April 2015 which don’t exist today
\n
\n
\n
Which business model dominates in the continent?
\n
Next, the panel discussed business models:
\n
\n
Africa lags behind the global norm for legacy/LCC capacity shares, where 35% of seats operate on low cost carriers (LCCs). Some regions are considerably higher than that, notably Europe, where 44% of seats operate on LCCs, and Latin America where the comparable share is 40%
\n
The region seeing the fastest degree of LCC penetration is the Middle East where in the last 10 years, LCC shares have grown from 15% to 29%. Africa’s LCC share remains stuck at 16% of all operations, an increase from 9% in 2015. This is largely driven by the growth of European –North Africa services into Morocco
\n
\n
Will LCCs ever take off in Africa? Or is a different model needed for success?
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
\n\n
The live panel discussed:
\n
\n
Growth trends - what are the fastest growing markets on the continent?
\n
Airline business models - do those that work elsewhere work for Africa?
\n
What opportunities and challenges lie ahead?
\n
\n
A Look at Growth Trends
\n
First, the panel discussed global growth trends and Africa's capacity and frequency changes:
\n
\n
Capacity for this summer is expected to be 3.3% ahead of 2024
\n
In Africa domestic growth has contracted but international capacity is up by 3.5%
\n
Looking at total capacity growth in Africa by subregion highlights that growth is happening across the continent with the exception of Central/Western Africa. Southern Africa sees the highest growth rate, with an increase in capacity this summer of 9.6% on last summer
\n
Frequency growth follows a similar trend
\n
\n
Ogaga gave his insights on the global outlook:
\n
\n
exploring the Carrier Landscape
\n
Next, the panel discussed the African carrier landscape. There were some interesting points to explore:
\n
\n
In the last 10 years, Ethiopian has moved up to become Africa’s largest carrier, with 17% of African capacity
\n
SAA, once the largest carrier, is now 11th largest in the continent
\n
8 of the Top 20 largest carriers operating in Africa are domiciled outside of the continent
\n
In April 2015 there were 88 African domiciled carriers and today there are 109, but there are 37 carriers in April 2015 which don’t exist today
\n
\n
\n
Which business model dominates in the continent?
\n
Next, the panel discussed business models:
\n
\n
Africa lags behind the global norm for legacy/LCC capacity shares, where 35% of seats operate on low cost carriers (LCCs). Some regions are considerably higher than that, notably Europe, where 44% of seats operate on LCCs, and Latin America where the comparable share is 40%
\n
The region seeing the fastest degree of LCC penetration is the Middle East where in the last 10 years, LCC shares have grown from 15% to 29%. Africa’s LCC share remains stuck at 16% of all operations, an increase from 9% in 2015. This is largely driven by the growth of European –North Africa services into Morocco
\n
\n
Will LCCs ever take off in Africa? Or is a different model needed for success?
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
\n\n
The live panel discussed:
\n
\n
Growth trends - what are the fastest growing markets on the continent?
\n
Airline business models - do those that work elsewhere work for Africa?
\n
What opportunities and challenges lie ahead?
\n
\n
A Look at Growth Trends
\n
First, the panel discussed global growth trends and Africa's capacity and frequency changes:
\n
\n
Capacity for this summer is expected to be 3.3% ahead of 2024
\n
In Africa domestic growth has contracted but international capacity is up by 3.5%
\n
Looking at total capacity growth in Africa by subregion highlights that growth is happening across the continent with the exception of Central/Western Africa. Southern Africa sees the highest growth rate, with an increase in capacity this summer of 9.6% on last summer
\n
Frequency growth follows a similar trend
\n
\n
Ogaga gave his insights on the global outlook:
\n
\n
exploring the Carrier Landscape
\n
Next, the panel discussed the African carrier landscape. There were some interesting points to explore:
\n
\n
In the last 10 years, Ethiopian has moved up to become Africa’s largest carrier, with 17% of African capacity
\n
SAA, once the largest carrier, is now 11th largest in the continent
\n
8 of the Top 20 largest carriers operating in Africa are domiciled outside of the continent
\n
In April 2015 there were 88 African domiciled carriers and today there are 109, but there are 37 carriers in April 2015 which don’t exist today
\n
\n
\n
Which business model dominates in the continent?
\n
Next, the panel discussed business models:
\n
\n
Africa lags behind the global norm for legacy/LCC capacity shares, where 35% of seats operate on low cost carriers (LCCs). Some regions are considerably higher than that, notably Europe, where 44% of seats operate on LCCs, and Latin America where the comparable share is 40%
\n
The region seeing the fastest degree of LCC penetration is the Middle East where in the last 10 years, LCC shares have grown from 15% to 29%. Africa’s LCC share remains stuck at 16% of all operations, an increase from 9% in 2015. This is largely driven by the growth of European –North Africa services into Morocco
\n
\n
Will LCCs ever take off in Africa? Or is a different model needed for success?
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
\n\n
The live panel discussed:
\n
\n
Growth trends - what are the fastest growing markets on the continent?
\n
Airline business models - do those that work elsewhere work for Africa?
\n
What opportunities and challenges lie ahead?
\n
\n
A Look at Growth Trends
\n
First, the panel discussed global growth trends and Africa's capacity and frequency changes:
\n
\n
Capacity for this summer is expected to be 3.3% ahead of 2024
\n
In Africa domestic growth has contracted but international capacity is up by 3.5%
\n
Looking at total capacity growth in Africa by subregion highlights that growth is happening across the continent with the exception of Central/Western Africa. Southern Africa sees the highest growth rate, with an increase in capacity this summer of 9.6% on last summer
\n
Frequency growth follows a similar trend
\n
\n
Ogaga gave his insights on the global outlook:
\n
\n
exploring the Carrier Landscape
\n
Next, the panel discussed the African carrier landscape. There were some interesting points to explore:
\n
\n
In the last 10 years, Ethiopian has moved up to become Africa’s largest carrier, with 17% of African capacity
\n
SAA, once the largest carrier, is now 11th largest in the continent
\n
8 of the Top 20 largest carriers operating in Africa are domiciled outside of the continent
\n
In April 2015 there were 88 African domiciled carriers and today there are 109, but there are 37 carriers in April 2015 which don’t exist today
\n
\n
\n
Which business model dominates in the continent?
\n
Next, the panel discussed business models:
\n
\n
Africa lags behind the global norm for legacy/LCC capacity shares, where 35% of seats operate on low cost carriers (LCCs). Some regions are considerably higher than that, notably Europe, where 44% of seats operate on LCCs, and Latin America where the comparable share is 40%
\n
The region seeing the fastest degree of LCC penetration is the Middle East where in the last 10 years, LCC shares have grown from 15% to 29%. Africa’s LCC share remains stuck at 16% of all operations, an increase from 9% in 2015. This is largely driven by the growth of European –North Africa services into Morocco
\n
\n
Will LCCs ever take off in Africa? Or is a different model needed for success?
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
","post_body":"
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\n
John Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
\n
","rss_summary":"
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\n
John Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\n
John Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
\n
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\n
John Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\n
John Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
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In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
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In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
\n\n
The real heart of aviation is the small regional carriers, like Pascan Aviation, that provide connectivity to small cities and make sure that commercial business can continue in those communities.
\n
Pascan Aviation have worked their way through the pandemic and are now seizing new opportunities as they expand out from Quebec. Listen to this podcast where Julian Roberts explains the difficulties and challenges faced by regional airlines and the importance of being the \"people's regional airline\".
\n
Fasten your seat belt, sit back and tune in!
\n
You can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
\n
\n
\n
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In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
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In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
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The real heart of aviation is the small regional carriers, like Pascan Aviation, that provide connectivity to small cities and make sure that commercial business can continue in those communities.
\n
Pascan Aviation have worked their way through the pandemic and are now seizing new opportunities as they expand out from Quebec. Listen to this podcast where Julian Roberts explains the difficulties and challenges faced by regional airlines and the importance of being the \"people's regional airline\".
\n
Fasten your seat belt, sit back and tune in!
\n
You can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
\n
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In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
\n\n
The real heart of aviation is the small regional carriers, like Pascan Aviation, that provide connectivity to small cities and make sure that commercial business can continue in those communities.
\n
Pascan Aviation have worked their way through the pandemic and are now seizing new opportunities as they expand out from Quebec. Listen to this podcast where Julian Roberts explains the difficulties and challenges faced by regional airlines and the importance of being the \"people's regional airline\".
\n
Fasten your seat belt, sit back and tune in!
\n
You can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
\n
\n
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In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
\n\n
The real heart of aviation is the small regional carriers, like Pascan Aviation, that provide connectivity to small cities and make sure that commercial business can continue in those communities.
\n
Pascan Aviation have worked their way through the pandemic and are now seizing new opportunities as they expand out from Quebec. Listen to this podcast where Julian Roberts explains the difficulties and challenges faced by regional airlines and the importance of being the \"people's regional airline\".
\n
Fasten your seat belt, sit back and tune in!
\n
You can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
\n
\n
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In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
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In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
\n\n
The real heart of aviation is the small regional carriers, like Pascan Aviation, that provide connectivity to small cities and make sure that commercial business can continue in those communities.
\n
Pascan Aviation have worked their way through the pandemic and are now seizing new opportunities as they expand out from Quebec. Listen to this podcast where Julian Roberts explains the difficulties and challenges faced by regional airlines and the importance of being the \"people's regional airline\".
\n
Fasten your seat belt, sit back and tune in!
\n
You can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
\n
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With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
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With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
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","rss_summary":"
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
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With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
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With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
Or search for OAG On Air on your preferred podcast provider! 🎧
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","postBodyRss":"
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
Or search for OAG On Air on your preferred podcast provider! 🎧
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","postEmailContent":"
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
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With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
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With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
Or search for OAG On Air on your preferred podcast provider! 🎧
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With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
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On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
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On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
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On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
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On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
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On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
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On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
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On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
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Fasten your seat belt, sit back and tune in!
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Fasten your seat belt, sit back and tune in!
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Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
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Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\n
Dethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\n
In fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\n
We also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
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With so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
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Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
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Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\n
Dethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\n
In fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\n
We also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\n
With so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
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Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\n
Dethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\n
In fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\n
We also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\n
With so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
","postBodyRss":"
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\n
Dethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\n
In fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\n
We also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\n
With so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
","postEmailContent":"
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\n","postSummaryRss":"
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\n
Dethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\n
In fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\n
We also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\n
With so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
","rssSummary":"
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
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Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\n
Dethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\n
In fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\n
We also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\n
With so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
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