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\n
\n\n
\n
","post_summary":"
Key takeaways:
\n
\n
Domestic airline capacity in China is up 65% since August 2016, but growth is uneven. Capacity on routes over 800km is up 91%, while capacity on routes under 800km has fallen 7%.
\n
China's largest carriers are retreating from short routes. China Eastern has cut 815,800 seats (-31%) and China Southern 797,100 (-37%), while regional airlines such as China Express (+178%) and Chengdu Airlines (+184%) have grown.
\n
This is a shift in where airlines compete, not a shrinking market. Capacity is moving to longer routes where rail has less of a time advantage.
","html_title":"How High-Speed Rail is Reshaping China’s Domestic Aviation Market","blog_post_schedule_task_uid":null,"blog_publish_to_social_media_task":"DONE_NOT_SENT","blog_publish_instant_email_task_uid":null,"blog_publish_instant_email_campaign_id":null,"blog_publish_instant_email_retry_count":null,"rss_body":"
Key takeaways:
\n
\n
Domestic airline capacity in China is up 65% since August 2016, but growth is uneven. Capacity on routes over 800km is up 91%, while capacity on routes under 800km has fallen 7%.
\n
China's largest carriers are retreating from short routes. China Eastern has cut 815,800 seats (-31%) and China Southern 797,100 (-37%), while regional airlines such as China Express (+178%) and Chengdu Airlines (+184%) have grown.
\n
This is a shift in where airlines compete, not a shrinking market. Capacity is moving to longer routes where rail has less of a time advantage.
\n
\n
\n
In China, the high-speed rail (HSR) network grew to more than 50,000 kilometres by the end of 2025 - more than the total HSR length in the rest of the world combined. The Chinese government plans to push it toward 70,000 km over the next two decades. The scale is fundamentally reshaping which routes airlines can compete on.
\n
Previous research has identified that HSR poses the biggest threat to domestic air routes under 800km; where HSR journey times are two to three hours and tend to be more convenient and cheaper.
\n
Comparing OAG flight schedule data from August 2026 with August 2016, we explore the impact over the last decade on domestic routes by route length, how capacity has changed for the top 10 carriers and which routes have been most impacted.
\n
For the purposes of this analysis, we have compared routes under 800km.
\n
Segmented growth in China’s domestic air travel market
\n
In the last decade, domestic air capacity in China has increased by 65%, but growth has been highly uneven by route length. Capacity on routes over 800km has increased by 91%, while capacity on routes under 800km has fallen by 7%.
The changes in capacity on routes under 800km are more nuanced:
\n
\n
Capacity has increased on 190 routes
\n
426 new routes have been introduced
\n
Capacity has reduced on 163 routes
\n
293 routes are no longer served
\n
\n
\n
China domestic capacity by route length, August 2016 vs August 2026
\n
Note: two-way seats
\n
\n\n
\n
Route length category
\n
August 2016
\n
August 2026
\n
% var.
\n
\n\n\n
\n
< 800km
\n
12,935,397
\n
12,012,370
\n
-7%
\n
\n
\n
> 800km
\n
36,881,312
\n
70,324,781
\n
91%
\n
\n
\n
All domestic routes
\n
49,816,709
\n
82,337,151
\n
65%
\n
\n\n
\n
\n
Regional airlines grow short domestic routes
\n
Analysis of the top 10 airlines operating on routes under 800km shows a mixed picture.Many of the top 10 carriers have reduced capacity by around a third.
\n
\n
China Eastern have reduced capacity by 815,800 seats (-31%) and China Southern have taken out 797,100 seats (-37%) compared with the previous decade (August 2016).
\n
By contrast, regional airlines such as China Express and Chengdu Airlines have increased capacity by 178% and 184% respectively.\n
\n
Top 10 carriers on domestic routes <800km in China
\n
August 2016 vs August 2026
\n
Seats (millions)
\n\n
August 2016August 2026
\n
Source: OAG Analyser
\n
\n
\n
\n
Looking at the share that these routes account for in the 10 largest Chinese domestic carriers’ networks highlights that they are effectively being pushed out of the shorter routes and into longer domestic routes where travelling by air still brings an advantage.
\n
\n
Capacity by route length for the 10 largest carriers in China, August 2026
\n
Seats on routes under and over 800km
\n
Seats (millions)
\n\n
<800km>800km
\n
Source: OAG Analyser
\n
\n
\n
Share of network on routes <800km for the 10 largest domestic carriers
\n
August 2016 vs August 2026
\n
% of seats on routes under 800km
\n\n
August 2016August 2026
\n
Source: OAG Analyser
\n
\n
The network share of routes that are under 800km has reduced by 7-18% across the 10 largest domestic Chinese carriers in the last decade. It reduced most for China Eastern (18%) followed by China Southern and Sichuan Airlines (both by 13%).
\n
Shandong Airlines has the largest network share of the under 800km routes, with 26% despite an 11% reduction vs August 2016. These routes represent 17% of Xiamen Airlines’ network, 12 percentage points lower than in August 2016.
\n
Route dynamics
\n
Analysis of the top 5 routes where the most capacity has been added and removed shows how differently short-haul markets are evolving. China Eastern, China Southern, Sichuan Airlines, Kunming Airlines and Lucky Air withdrew or significantly reduced capacity across the five routes with the largest reduction in capacity, while other markets have attracted substantial new capacity.
\n
\n
\n
\n
\n\n
\n
Top 5 routes with most capacity added
\n
Capacity added (seats)Aug 2026 vs Aug 2016
\n
\n\n\n
\n
KMG-TFU
\n
159,618
\n
\n
\n
LJG-TFU
\n
86,513
\n
\n
\n
LHW-TFU
\n
82,827
\n
\n
\n
DLC-PKX
\n
78,832
\n
\n
\n
HAK-ZUH
\n
60,344
\n
\n\n
\n
\n
\n
\n\n
\n
Top 5 routes with most capacity removed
\n
Capacity removed (seats)Aug 2026 vs Aug 2016
\n
\n\n\n
\n
JHG-KMG
\n
-254,694
\n
\n
\n
INC-XIY
\n
-155,676
\n
\n
\n
LHW-XIY
\n
-138,620
\n
\n
\n
KMG-LJG
\n
-136,908
\n
\n
\n
CKG-KMG
\n
-114,806
\n
\n\n
\n
\n
\n
Source: OAG Analyser
\n
\n
\n
Routes with the biggest capacity changes in China
\n
Top 5 routes with most capacity added and removed, Aug 2026 vs Aug 2016
\n\n
Capacity addedCapacity removed
\n
Source: OAG Analyser
\n
\n
The five routes with the most capacity added demonstrate where flying can retain an advantage. They connect cities across provincial borders, often linking major hubs with regional capitals. The top three were introduced over the last decade and are highly competitive, with six to eight carriers operating them.
\n
Kunming to Chengdu (KMG-TFU) and Lanzhou to Chengdu (LHW-TFU) cross mountainous terrain between the provinces, while Haikou to Zhuhai (HAK-ZUH) operates from Hainan Island.In each case, flying offers a shorter journey than the rail alternative. China Southern is the sole operator on Dalian to Beijing Daxing (DLC-PKX), with 78.8k seats in August 26, while Hainan Airlines provides over half of the capacity on Haikou to Zhuhai (HAK-ZUH), with 32.6k seats.
\n
The bigger picture
\n
China’s high-speed rail expansion is clearly reshaping domestic aviation, but the impact is concentrated on short-haul routes rather than the domestic air market as a whole.
\n
Over the past decade, capacity on routes under 800km has fallen by 7%, while capacity on longer domestic routes has increased by 91%. The largest Chinese airline groups have reduced their exposure to short-haul flying even as regional carriers have expanded on selected routes, highlighting a broader shift in where airlines can compete most effectively.
\n
The decline in short-haul capacity on routes under 800km is not evidence of a shrinking domestic aviation market. Total domestic capacity has grown by 65% since 2016, with airlines increasingly concentrating aircraft on longer routes where rail has a smaller time advantage.
\n
With China continuing to expand its HSR network and further improvements in train speeds, pressure on short-haul aviation is likely to continue. The bigger question for airlines is therefore not whether HSR will replace domestic air travel, but how far its competitive advantage will extend into longer-distance markets and how effectively airlines can redeploy capacity as the balance between the two modes evolves.
\n
\n
\n
\n
\n
\n
","rss_summary":"
Key takeaways:
\n
\n
Domestic airline capacity in China is up 65% since August 2016, but growth is uneven. Capacity on routes over 800km is up 91%, while capacity on routes under 800km has fallen 7%.
\n
China's largest carriers are retreating from short routes. China Eastern has cut 815,800 seats (-31%) and China Southern 797,100 (-37%), while regional airlines such as China Express (+178%) and Chengdu Airlines (+184%) have grown.
\n
This is a shift in where airlines compete, not a shrinking market. Capacity is moving to longer routes where rail has less of a time advantage.
","keywords":[],"composition_id":0,"is_crawlable_by_bots":false,"public_access_rules":[],"public_access_rules_enabled":false,"use_featured_image":true,"header":null,"enable_layout_stylesheets":null,"tweet":null,"tweet_at":null,"campaign_name":"Q4 2026 content","campaign_utm":"55431841-Q4%202026%20content","meta_keywords":null,"meta_description":"China's high-speed rail expansion is transforming the domestic aviation landscape, shifting focus from short to long-haul routes as airlines adapt to new competitive pressures.","tweet_immediately":false,"publish_immediately":true,"security_state":"NONE","scheduled_update_date":0,"placement_guids":[],"header_template_path":null,"header_variant_name":null,"footer_template_path":null,"footer_variant_name":null,"global_block_overrides":{},"property_for_dynamic_page_title":null,"property_for_dynamic_page_slug":null,"property_for_dynamic_page_meta_description":null,"property_for_dynamic_page_featured_image":null,"property_for_dynamic_page_canonical_url":null,"preview_image_src":null,"legacy_blog_tabid":null,"legacy_post_guid":null,"performable_variation_letter":null,"style_override_id":null,"has_user_changes":true,"css":{},"css_text":"","unpublished_at":0,"published_by_id":11440745,"allowed_slug_conflict":false,"ai_features":null,"link_rel_canonical_url":"","page_redirected":false,"page_expiry_enabled":null,"page_expiry_date":null,"page_expiry_redirect_id":null,"page_expiry_redirect_url":null,"deleted_by_id":null,"deleted_by":null,"state_when_deleted":null,"password":null,"migration_status":null,"layout_sections":{},"head_html":null,"footer_html":null,"attached_stylesheets":[],"enable_domain_stylesheets":null,"include_default_custom_css":null,"past_mab_experiment_ids":[],"featured_image_alt_text":"high-speed rail china","is_staged_page":false,"cloned_from":null,"staged_from":null,"personas":[],"compose_body":null,"featured_image":"https://www.oag.com/hubfs/high-speed-rail-china.jpg","featured_image_width":1600,"featured_image_height":900,"publish_timezone_offset":null,"theme_settings_values":null,"editor_version":"1.0","migrating_user_id":null,"migration_attempt_id":null,"theme_id":null,"last_edit_session_id":null,"last_edit_update_id":null,"created_by_agent":null},"metaDescription":"China's high-speed rail expansion is transforming the domestic aviation landscape, shifting focus from short to long-haul routes as airlines adapt to new competitive pressures.","metaKeywords":null,"migratingUserId":null,"migrationAttemptId":null,"migrationStatus":null,"name":"How High-Speed Rail is Reshaping China’s Domestic Aviation Market","nextPostFeaturedImage":"https://www.oag.com/hubfs/AirAsia%20Too%20Big%20To%20Fail.jpg","nextPostFeaturedImageAltText":"","nextPostName":"After Overcoming Start-Up Airline Challenges, Is AirAsia Too Big To Fail?","nextPostSlug":"blog/airasia-too-big-to-fail","pageExpiryDate":null,"pageExpiryEnabled":null,"pageExpiryRedirectId":null,"pageExpiryRedirectUrl":null,"pageRedirected":false,"pageTitle":"How High-Speed Rail is Reshaping China’s Domestic Aviation Market","parentBlog":{"absoluteUrl":"https://www.oag.com/blog","allowComments":false,"ampBodyColor":"#404040","ampBodyFont":"'Helvetica Neue', Helvetica, Arial, sans-serif","ampBodyFontSize":"18","ampCustomCss":"","ampHeaderBackgroundColor":"#ffffff","ampHeaderColor":"#1e1e1e","ampHeaderFont":"'Helvetica Neue', Helvetica, Arial, sans-serif","ampHeaderFontSize":"36","ampLinkColor":"#416bb3","ampLogoAlt":"OAG Black 2018","ampLogoHeight":594,"ampLogoSrc":"https://www.oag.com/hubfs/OAG%20Black%202018.png","ampLogoWidth":945,"analyticsPageId":2547580647,"attachedStylesheets":[],"audienceAccess":"PUBLIC","businessUnitId":null,"captchaAfterDays":7,"captchaAlways":false,"categoryId":3,"cdnPurgeEmbargoTime":null,"closeCommentsOlder":0,"commentDateFormat":"medium","commentFormGuid":"5fddd154-8ed7-470d-bdc0-b3267efba414","commentMaxThreadDepth":4,"commentModeration":false,"commentNotificationEmails":["katy.ludwell@oag.com","hiten.patel@oag.com"],"commentShouldCreateContact":false,"commentVerificationText":"Thank you for your comment. 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Key takeaways:
\n
\n
Domestic airline capacity in China is up 65% since August 2016, but growth is uneven. Capacity on routes over 800km is up 91%, while capacity on routes under 800km has fallen 7%.
\n
China's largest carriers are retreating from short routes. China Eastern has cut 815,800 seats (-31%) and China Southern 797,100 (-37%), while regional airlines such as China Express (+178%) and Chengdu Airlines (+184%) have grown.
\n
This is a shift in where airlines compete, not a shrinking market. Capacity is moving to longer routes where rail has less of a time advantage.
\n
\n
\n
In China, the high-speed rail (HSR) network grew to more than 50,000 kilometres by the end of 2025 - more than the total HSR length in the rest of the world combined. The Chinese government plans to push it toward 70,000 km over the next two decades. The scale is fundamentally reshaping which routes airlines can compete on.
\n
Previous research has identified that HSR poses the biggest threat to domestic air routes under 800km; where HSR journey times are two to three hours and tend to be more convenient and cheaper.
\n
Comparing OAG flight schedule data from August 2026 with August 2016, we explore the impact over the last decade on domestic routes by route length, how capacity has changed for the top 10 carriers and which routes have been most impacted.
\n
For the purposes of this analysis, we have compared routes under 800km.
\n
Segmented growth in China’s domestic air travel market
\n
In the last decade, domestic air capacity in China has increased by 65%, but growth has been highly uneven by route length. Capacity on routes over 800km has increased by 91%, while capacity on routes under 800km has fallen by 7%.
The changes in capacity on routes under 800km are more nuanced:
\n
\n
Capacity has increased on 190 routes
\n
426 new routes have been introduced
\n
Capacity has reduced on 163 routes
\n
293 routes are no longer served
\n
\n
\n
China domestic capacity by route length, August 2016 vs August 2026
\n
Note: two-way seats
\n
\n\n
\n
Route length category
\n
August 2016
\n
August 2026
\n
% var.
\n
\n\n\n
\n
< 800km
\n
12,935,397
\n
12,012,370
\n
-7%
\n
\n
\n
> 800km
\n
36,881,312
\n
70,324,781
\n
91%
\n
\n
\n
All domestic routes
\n
49,816,709
\n
82,337,151
\n
65%
\n
\n\n
\n
\n
Regional airlines grow short domestic routes
\n
Analysis of the top 10 airlines operating on routes under 800km shows a mixed picture.Many of the top 10 carriers have reduced capacity by around a third.
\n
\n
China Eastern have reduced capacity by 815,800 seats (-31%) and China Southern have taken out 797,100 seats (-37%) compared with the previous decade (August 2016).
\n
By contrast, regional airlines such as China Express and Chengdu Airlines have increased capacity by 178% and 184% respectively.\n
\n
Top 10 carriers on domestic routes <800km in China
\n
August 2016 vs August 2026
\n
Seats (millions)
\n\n
August 2016August 2026
\n
Source: OAG Analyser
\n
\n
\n
\n
Looking at the share that these routes account for in the 10 largest Chinese domestic carriers’ networks highlights that they are effectively being pushed out of the shorter routes and into longer domestic routes where travelling by air still brings an advantage.
\n
\n
Capacity by route length for the 10 largest carriers in China, August 2026
\n
Seats on routes under and over 800km
\n
Seats (millions)
\n\n
<800km>800km
\n
Source: OAG Analyser
\n
\n
\n
Share of network on routes <800km for the 10 largest domestic carriers
\n
August 2016 vs August 2026
\n
% of seats on routes under 800km
\n\n
August 2016August 2026
\n
Source: OAG Analyser
\n
\n
The network share of routes that are under 800km has reduced by 7-18% across the 10 largest domestic Chinese carriers in the last decade. It reduced most for China Eastern (18%) followed by China Southern and Sichuan Airlines (both by 13%).
\n
Shandong Airlines has the largest network share of the under 800km routes, with 26% despite an 11% reduction vs August 2016. These routes represent 17% of Xiamen Airlines’ network, 12 percentage points lower than in August 2016.
\n
Route dynamics
\n
Analysis of the top 5 routes where the most capacity has been added and removed shows how differently short-haul markets are evolving. China Eastern, China Southern, Sichuan Airlines, Kunming Airlines and Lucky Air withdrew or significantly reduced capacity across the five routes with the largest reduction in capacity, while other markets have attracted substantial new capacity.
\n
\n
\n
\n
\n\n
\n
Top 5 routes with most capacity added
\n
Capacity added (seats)Aug 2026 vs Aug 2016
\n
\n\n\n
\n
KMG-TFU
\n
159,618
\n
\n
\n
LJG-TFU
\n
86,513
\n
\n
\n
LHW-TFU
\n
82,827
\n
\n
\n
DLC-PKX
\n
78,832
\n
\n
\n
HAK-ZUH
\n
60,344
\n
\n\n
\n
\n
\n
\n\n
\n
Top 5 routes with most capacity removed
\n
Capacity removed (seats)Aug 2026 vs Aug 2016
\n
\n\n\n
\n
JHG-KMG
\n
-254,694
\n
\n
\n
INC-XIY
\n
-155,676
\n
\n
\n
LHW-XIY
\n
-138,620
\n
\n
\n
KMG-LJG
\n
-136,908
\n
\n
\n
CKG-KMG
\n
-114,806
\n
\n\n
\n
\n
\n
Source: OAG Analyser
\n
\n
\n
Routes with the biggest capacity changes in China
\n
Top 5 routes with most capacity added and removed, Aug 2026 vs Aug 2016
\n\n
Capacity addedCapacity removed
\n
Source: OAG Analyser
\n
\n
The five routes with the most capacity added demonstrate where flying can retain an advantage. They connect cities across provincial borders, often linking major hubs with regional capitals. The top three were introduced over the last decade and are highly competitive, with six to eight carriers operating them.
\n
Kunming to Chengdu (KMG-TFU) and Lanzhou to Chengdu (LHW-TFU) cross mountainous terrain between the provinces, while Haikou to Zhuhai (HAK-ZUH) operates from Hainan Island.In each case, flying offers a shorter journey than the rail alternative. China Southern is the sole operator on Dalian to Beijing Daxing (DLC-PKX), with 78.8k seats in August 26, while Hainan Airlines provides over half of the capacity on Haikou to Zhuhai (HAK-ZUH), with 32.6k seats.
\n
The bigger picture
\n
China’s high-speed rail expansion is clearly reshaping domestic aviation, but the impact is concentrated on short-haul routes rather than the domestic air market as a whole.
\n
Over the past decade, capacity on routes under 800km has fallen by 7%, while capacity on longer domestic routes has increased by 91%. The largest Chinese airline groups have reduced their exposure to short-haul flying even as regional carriers have expanded on selected routes, highlighting a broader shift in where airlines can compete most effectively.
\n
The decline in short-haul capacity on routes under 800km is not evidence of a shrinking domestic aviation market. Total domestic capacity has grown by 65% since 2016, with airlines increasingly concentrating aircraft on longer routes where rail has a smaller time advantage.
\n
With China continuing to expand its HSR network and further improvements in train speeds, pressure on short-haul aviation is likely to continue. The bigger question for airlines is therefore not whether HSR will replace domestic air travel, but how far its competitive advantage will extend into longer-distance markets and how effectively airlines can redeploy capacity as the balance between the two modes evolves.
\n
\n
\n
\n
\n
\n
","postBodyRss":"
Key takeaways:
\n
\n
Domestic airline capacity in China is up 65% since August 2016, but growth is uneven. Capacity on routes over 800km is up 91%, while capacity on routes under 800km has fallen 7%.
\n
China's largest carriers are retreating from short routes. China Eastern has cut 815,800 seats (-31%) and China Southern 797,100 (-37%), while regional airlines such as China Express (+178%) and Chengdu Airlines (+184%) have grown.
\n
This is a shift in where airlines compete, not a shrinking market. Capacity is moving to longer routes where rail has less of a time advantage.
\n
\n
\n
In China, the high-speed rail (HSR) network grew to more than 50,000 kilometres by the end of 2025 - more than the total HSR length in the rest of the world combined. The Chinese government plans to push it toward 70,000 km over the next two decades. The scale is fundamentally reshaping which routes airlines can compete on.
\n
Previous research has identified that HSR poses the biggest threat to domestic air routes under 800km; where HSR journey times are two to three hours and tend to be more convenient and cheaper.
\n
Comparing OAG flight schedule data from August 2026 with August 2016, we explore the impact over the last decade on domestic routes by route length, how capacity has changed for the top 10 carriers and which routes have been most impacted.
\n
For the purposes of this analysis, we have compared routes under 800km.
\n
Segmented growth in China’s domestic air travel market
\n
In the last decade, domestic air capacity in China has increased by 65%, but growth has been highly uneven by route length. Capacity on routes over 800km has increased by 91%, while capacity on routes under 800km has fallen by 7%.
The changes in capacity on routes under 800km are more nuanced:
\n
\n
Capacity has increased on 190 routes
\n
426 new routes have been introduced
\n
Capacity has reduced on 163 routes
\n
293 routes are no longer served
\n
\n
\n
China domestic capacity by route length, August 2016 vs August 2026
\n
Note: two-way seats
\n
\n\n
\n
Route length category
\n
August 2016
\n
August 2026
\n
% var.
\n
\n\n\n
\n
< 800km
\n
12,935,397
\n
12,012,370
\n
-7%
\n
\n
\n
> 800km
\n
36,881,312
\n
70,324,781
\n
91%
\n
\n
\n
All domestic routes
\n
49,816,709
\n
82,337,151
\n
65%
\n
\n\n
\n
\n
Regional airlines grow short domestic routes
\n
Analysis of the top 10 airlines operating on routes under 800km shows a mixed picture.Many of the top 10 carriers have reduced capacity by around a third.
\n
\n
China Eastern have reduced capacity by 815,800 seats (-31%) and China Southern have taken out 797,100 seats (-37%) compared with the previous decade (August 2016).
\n
By contrast, regional airlines such as China Express and Chengdu Airlines have increased capacity by 178% and 184% respectively.\n
\n
Top 10 carriers on domestic routes <800km in China
\n
August 2016 vs August 2026
\n
Seats (millions)
\n\n
August 2016August 2026
\n
Source: OAG Analyser
\n
\n
\n
\n
Looking at the share that these routes account for in the 10 largest Chinese domestic carriers’ networks highlights that they are effectively being pushed out of the shorter routes and into longer domestic routes where travelling by air still brings an advantage.
\n
\n
Capacity by route length for the 10 largest carriers in China, August 2026
\n
Seats on routes under and over 800km
\n
Seats (millions)
\n\n
<800km>800km
\n
Source: OAG Analyser
\n
\n
\n
Share of network on routes <800km for the 10 largest domestic carriers
\n
August 2016 vs August 2026
\n
% of seats on routes under 800km
\n\n
August 2016August 2026
\n
Source: OAG Analyser
\n
\n
The network share of routes that are under 800km has reduced by 7-18% across the 10 largest domestic Chinese carriers in the last decade. It reduced most for China Eastern (18%) followed by China Southern and Sichuan Airlines (both by 13%).
\n
Shandong Airlines has the largest network share of the under 800km routes, with 26% despite an 11% reduction vs August 2016. These routes represent 17% of Xiamen Airlines’ network, 12 percentage points lower than in August 2016.
\n
Route dynamics
\n
Analysis of the top 5 routes where the most capacity has been added and removed shows how differently short-haul markets are evolving. China Eastern, China Southern, Sichuan Airlines, Kunming Airlines and Lucky Air withdrew or significantly reduced capacity across the five routes with the largest reduction in capacity, while other markets have attracted substantial new capacity.
\n
\n
\n
\n
\n\n
\n
Top 5 routes with most capacity added
\n
Capacity added (seats)Aug 2026 vs Aug 2016
\n
\n\n\n
\n
KMG-TFU
\n
159,618
\n
\n
\n
LJG-TFU
\n
86,513
\n
\n
\n
LHW-TFU
\n
82,827
\n
\n
\n
DLC-PKX
\n
78,832
\n
\n
\n
HAK-ZUH
\n
60,344
\n
\n\n
\n
\n
\n
\n\n
\n
Top 5 routes with most capacity removed
\n
Capacity removed (seats)Aug 2026 vs Aug 2016
\n
\n\n\n
\n
JHG-KMG
\n
-254,694
\n
\n
\n
INC-XIY
\n
-155,676
\n
\n
\n
LHW-XIY
\n
-138,620
\n
\n
\n
KMG-LJG
\n
-136,908
\n
\n
\n
CKG-KMG
\n
-114,806
\n
\n\n
\n
\n
\n
Source: OAG Analyser
\n
\n
\n
Routes with the biggest capacity changes in China
\n
Top 5 routes with most capacity added and removed, Aug 2026 vs Aug 2016
\n\n
Capacity addedCapacity removed
\n
Source: OAG Analyser
\n
\n
The five routes with the most capacity added demonstrate where flying can retain an advantage. They connect cities across provincial borders, often linking major hubs with regional capitals. The top three were introduced over the last decade and are highly competitive, with six to eight carriers operating them.
\n
Kunming to Chengdu (KMG-TFU) and Lanzhou to Chengdu (LHW-TFU) cross mountainous terrain between the provinces, while Haikou to Zhuhai (HAK-ZUH) operates from Hainan Island.In each case, flying offers a shorter journey than the rail alternative. China Southern is the sole operator on Dalian to Beijing Daxing (DLC-PKX), with 78.8k seats in August 26, while Hainan Airlines provides over half of the capacity on Haikou to Zhuhai (HAK-ZUH), with 32.6k seats.
\n
The bigger picture
\n
China’s high-speed rail expansion is clearly reshaping domestic aviation, but the impact is concentrated on short-haul routes rather than the domestic air market as a whole.
\n
Over the past decade, capacity on routes under 800km has fallen by 7%, while capacity on longer domestic routes has increased by 91%. The largest Chinese airline groups have reduced their exposure to short-haul flying even as regional carriers have expanded on selected routes, highlighting a broader shift in where airlines can compete most effectively.
\n
The decline in short-haul capacity on routes under 800km is not evidence of a shrinking domestic aviation market. Total domestic capacity has grown by 65% since 2016, with airlines increasingly concentrating aircraft on longer routes where rail has a smaller time advantage.
\n
With China continuing to expand its HSR network and further improvements in train speeds, pressure on short-haul aviation is likely to continue. The bigger question for airlines is therefore not whether HSR will replace domestic air travel, but how far its competitive advantage will extend into longer-distance markets and how effectively airlines can redeploy capacity as the balance between the two modes evolves.
\n
\n
\n
\n
\n
\n
","postEmailContent":"
Key takeaways:
\n
\n
Domestic airline capacity in China is up 65% since August 2016, but growth is uneven. Capacity on routes over 800km is up 91%, while capacity on routes under 800km has fallen 7%.
\n
China's largest carriers are retreating from short routes. China Eastern has cut 815,800 seats (-31%) and China Southern 797,100 (-37%), while regional airlines such as China Express (+178%) and Chengdu Airlines (+184%) have grown.
\n
This is a shift in where airlines compete, not a shrinking market. Capacity is moving to longer routes where rail has less of a time advantage.
Domestic airline capacity in China is up 65% since August 2016, but growth is uneven. Capacity on routes over 800km is up 91%, while capacity on routes under 800km has fallen 7%.
\n
China's largest carriers are retreating from short routes. China Eastern has cut 815,800 seats (-31%) and China Southern 797,100 (-37%), while regional airlines such as China Express (+178%) and Chengdu Airlines (+184%) have grown.
\n
This is a shift in where airlines compete, not a shrinking market. Capacity is moving to longer routes where rail has less of a time advantage.
Domestic airline capacity in China is up 65% since August 2016, but growth is uneven. Capacity on routes over 800km is up 91%, while capacity on routes under 800km has fallen 7%.
\n
China's largest carriers are retreating from short routes. China Eastern has cut 815,800 seats (-31%) and China Southern 797,100 (-37%), while regional airlines such as China Express (+178%) and Chengdu Airlines (+184%) have grown.
\n
This is a shift in where airlines compete, not a shrinking market. Capacity is moving to longer routes where rail has less of a time advantage.
Domestic airline capacity in China is up 65% since August 2016, but growth is uneven. Capacity on routes over 800km is up 91%, while capacity on routes under 800km has fallen 7%.
\n
China's largest carriers are retreating from short routes. China Eastern has cut 815,800 seats (-31%) and China Southern 797,100 (-37%), while regional airlines such as China Express (+178%) and Chengdu Airlines (+184%) have grown.
\n
This is a shift in where airlines compete, not a shrinking market. Capacity is moving to longer routes where rail has less of a time advantage.
","postSummaryRss":"
Key takeaways:
\n
\n
Domestic airline capacity in China is up 65% since August 2016, but growth is uneven. Capacity on routes over 800km is up 91%, while capacity on routes under 800km has fallen 7%.
\n
China's largest carriers are retreating from short routes. China Eastern has cut 815,800 seats (-31%) and China Southern 797,100 (-37%), while regional airlines such as China Express (+178%) and Chengdu Airlines (+184%) have grown.
\n
This is a shift in where airlines compete, not a shrinking market. Capacity is moving to longer routes where rail has less of a time advantage.
\n
","postTemplate":"OAG 2026/templates/blog/clean-pro-blog-post.html","previewImageSrc":null,"previewKey":"LxWEBQxa","previousPostFeaturedImage":"https://www.oag.com/hubfs/AI%20images%20start%20here.jpg","previousPostFeaturedImageAltText":"Asia Capacity Changes","previousPostName":"Asia Responds to Middle East Crisis with Mid-Season Airline Capacity Changes","previousPostSlug":"blog/asia-responds-middle-east-crisis-capacity-change","processingStatus":"PUBLISHED","propertyForDynamicPageCanonicalUrl":null,"propertyForDynamicPageFeaturedImage":null,"propertyForDynamicPageMetaDescription":null,"propertyForDynamicPageSlug":null,"propertyForDynamicPageTitle":null,"publicAccessRules":[],"publicAccessRulesEnabled":false,"publishDate":1791373827000,"publishDateLocalTime":1791373827000,"publishDateLocalized":{"date":1791373827000,"format":"dd MMMM yyyy","language":"en_GB"},"publishImmediately":true,"publishTimezoneOffset":null,"publishedAt":1791373827287,"publishedByEmail":null,"publishedById":11440745,"publishedByName":null,"publishedUrl":"https://www.oag.com/blog/high-speed-rail-china-aviation","resolvedDomain":"www.oag.com","resolvedLanguage":null,"rssBody":"
Key takeaways:
\n
\n
Domestic airline capacity in China is up 65% since August 2016, but growth is uneven. Capacity on routes over 800km is up 91%, while capacity on routes under 800km has fallen 7%.
\n
China's largest carriers are retreating from short routes. China Eastern has cut 815,800 seats (-31%) and China Southern 797,100 (-37%), while regional airlines such as China Express (+178%) and Chengdu Airlines (+184%) have grown.
\n
This is a shift in where airlines compete, not a shrinking market. Capacity is moving to longer routes where rail has less of a time advantage.
\n
\n
\n
In China, the high-speed rail (HSR) network grew to more than 50,000 kilometres by the end of 2025 - more than the total HSR length in the rest of the world combined. The Chinese government plans to push it toward 70,000 km over the next two decades. The scale is fundamentally reshaping which routes airlines can compete on.
\n
Previous research has identified that HSR poses the biggest threat to domestic air routes under 800km; where HSR journey times are two to three hours and tend to be more convenient and cheaper.
\n
Comparing OAG flight schedule data from August 2026 with August 2016, we explore the impact over the last decade on domestic routes by route length, how capacity has changed for the top 10 carriers and which routes have been most impacted.
\n
For the purposes of this analysis, we have compared routes under 800km.
\n
Segmented growth in China’s domestic air travel market
\n
In the last decade, domestic air capacity in China has increased by 65%, but growth has been highly uneven by route length. Capacity on routes over 800km has increased by 91%, while capacity on routes under 800km has fallen by 7%.
The changes in capacity on routes under 800km are more nuanced:
\n
\n
Capacity has increased on 190 routes
\n
426 new routes have been introduced
\n
Capacity has reduced on 163 routes
\n
293 routes are no longer served
\n
\n
\n
China domestic capacity by route length, August 2016 vs August 2026
\n
Note: two-way seats
\n
\n\n
\n
Route length category
\n
August 2016
\n
August 2026
\n
% var.
\n
\n\n\n
\n
< 800km
\n
12,935,397
\n
12,012,370
\n
-7%
\n
\n
\n
> 800km
\n
36,881,312
\n
70,324,781
\n
91%
\n
\n
\n
All domestic routes
\n
49,816,709
\n
82,337,151
\n
65%
\n
\n\n
\n
\n
Regional airlines grow short domestic routes
\n
Analysis of the top 10 airlines operating on routes under 800km shows a mixed picture.Many of the top 10 carriers have reduced capacity by around a third.
\n
\n
China Eastern have reduced capacity by 815,800 seats (-31%) and China Southern have taken out 797,100 seats (-37%) compared with the previous decade (August 2016).
\n
By contrast, regional airlines such as China Express and Chengdu Airlines have increased capacity by 178% and 184% respectively.\n
\n
Top 10 carriers on domestic routes <800km in China
\n
August 2016 vs August 2026
\n
Seats (millions)
\n\n
August 2016August 2026
\n
Source: OAG Analyser
\n
\n
\n
\n
Looking at the share that these routes account for in the 10 largest Chinese domestic carriers’ networks highlights that they are effectively being pushed out of the shorter routes and into longer domestic routes where travelling by air still brings an advantage.
\n
\n
Capacity by route length for the 10 largest carriers in China, August 2026
\n
Seats on routes under and over 800km
\n
Seats (millions)
\n\n
<800km>800km
\n
Source: OAG Analyser
\n
\n
\n
Share of network on routes <800km for the 10 largest domestic carriers
\n
August 2016 vs August 2026
\n
% of seats on routes under 800km
\n\n
August 2016August 2026
\n
Source: OAG Analyser
\n
\n
The network share of routes that are under 800km has reduced by 7-18% across the 10 largest domestic Chinese carriers in the last decade. It reduced most for China Eastern (18%) followed by China Southern and Sichuan Airlines (both by 13%).
\n
Shandong Airlines has the largest network share of the under 800km routes, with 26% despite an 11% reduction vs August 2016. These routes represent 17% of Xiamen Airlines’ network, 12 percentage points lower than in August 2016.
\n
Route dynamics
\n
Analysis of the top 5 routes where the most capacity has been added and removed shows how differently short-haul markets are evolving. China Eastern, China Southern, Sichuan Airlines, Kunming Airlines and Lucky Air withdrew or significantly reduced capacity across the five routes with the largest reduction in capacity, while other markets have attracted substantial new capacity.
\n
\n
\n
\n
\n\n
\n
Top 5 routes with most capacity added
\n
Capacity added (seats)Aug 2026 vs Aug 2016
\n
\n\n\n
\n
KMG-TFU
\n
159,618
\n
\n
\n
LJG-TFU
\n
86,513
\n
\n
\n
LHW-TFU
\n
82,827
\n
\n
\n
DLC-PKX
\n
78,832
\n
\n
\n
HAK-ZUH
\n
60,344
\n
\n\n
\n
\n
\n
\n\n
\n
Top 5 routes with most capacity removed
\n
Capacity removed (seats)Aug 2026 vs Aug 2016
\n
\n\n\n
\n
JHG-KMG
\n
-254,694
\n
\n
\n
INC-XIY
\n
-155,676
\n
\n
\n
LHW-XIY
\n
-138,620
\n
\n
\n
KMG-LJG
\n
-136,908
\n
\n
\n
CKG-KMG
\n
-114,806
\n
\n\n
\n
\n
\n
Source: OAG Analyser
\n
\n
\n
Routes with the biggest capacity changes in China
\n
Top 5 routes with most capacity added and removed, Aug 2026 vs Aug 2016
\n\n
Capacity addedCapacity removed
\n
Source: OAG Analyser
\n
\n
The five routes with the most capacity added demonstrate where flying can retain an advantage. They connect cities across provincial borders, often linking major hubs with regional capitals. The top three were introduced over the last decade and are highly competitive, with six to eight carriers operating them.
\n
Kunming to Chengdu (KMG-TFU) and Lanzhou to Chengdu (LHW-TFU) cross mountainous terrain between the provinces, while Haikou to Zhuhai (HAK-ZUH) operates from Hainan Island.In each case, flying offers a shorter journey than the rail alternative. China Southern is the sole operator on Dalian to Beijing Daxing (DLC-PKX), with 78.8k seats in August 26, while Hainan Airlines provides over half of the capacity on Haikou to Zhuhai (HAK-ZUH), with 32.6k seats.
\n
The bigger picture
\n
China’s high-speed rail expansion is clearly reshaping domestic aviation, but the impact is concentrated on short-haul routes rather than the domestic air market as a whole.
\n
Over the past decade, capacity on routes under 800km has fallen by 7%, while capacity on longer domestic routes has increased by 91%. The largest Chinese airline groups have reduced their exposure to short-haul flying even as regional carriers have expanded on selected routes, highlighting a broader shift in where airlines can compete most effectively.
\n
The decline in short-haul capacity on routes under 800km is not evidence of a shrinking domestic aviation market. Total domestic capacity has grown by 65% since 2016, with airlines increasingly concentrating aircraft on longer routes where rail has a smaller time advantage.
\n
With China continuing to expand its HSR network and further improvements in train speeds, pressure on short-haul aviation is likely to continue. The bigger question for airlines is therefore not whether HSR will replace domestic air travel, but how far its competitive advantage will extend into longer-distance markets and how effectively airlines can redeploy capacity as the balance between the two modes evolves.
\n
\n
\n
\n
\n
\n
","rssSummary":"
Key takeaways:
\n
\n
Domestic airline capacity in China is up 65% since August 2016, but growth is uneven. Capacity on routes over 800km is up 91%, while capacity on routes under 800km has fallen 7%.
\n
China's largest carriers are retreating from short routes. China Eastern has cut 815,800 seats (-31%) and China Southern 797,100 (-37%), while regional airlines such as China Express (+178%) and Chengdu Airlines (+184%) have grown.
\n
This is a shift in where airlines compete, not a shrinking market. Capacity is moving to longer routes where rail has less of a time advantage.
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\n
The last few years have been challenging for the airline industry as a whole, with the pandemic, manufacturing issues, and economic crisis all taking a toll before we even consider the impact of geo-political events and the rising cost of oil.
\n
What’s causing problems for AirAsia?
\n
The effect of strengthening and weaking currencies is not to be underestimated in this industry. When many of your costs are in US Dollars and most of your revenues are in weakening Asian currencies, costs can quickly spiral out of control. That is the situation AirAsia has faced through the summer as the airline attempts to rebuild its position and secure the financial stability to satisfy both markets and regulators.
\n
But while current headlines are all about resolving these issues, it’s worth reflecting on how impactful AirAsia has been in changing the aviation market in Asia. After all, the issues laid out above have all been overlaid with the challenges of being a start-up airline: disrupting the status quo whilst competing against state-owned and occasionally state-protected competitors.
\n
AirAsia’s early days
\n
In 1998 a small operation launched in Malaysia as part of a local conglomerate, DRB Hi-Com, which operated domestic services between West and East Malaysia. It's difficult to make domestic services profitable, especially with just two ageing B737s and a very large competitor in Malaysia Airlines so - not unexpectedly - the airline, with its debt of around 40 million Malaysian Ringt, was about to collapse when acquired by Tony Fernandes’ Tune Air for one Malaysian Ringt.
\n
With a bold plan, support from some of Ireland’s best low-cost airline management, and bundles of energy, AirAsia as we know it today was launched. Its growth since 2002 has been remarkable, as the chart below shows.
\n\n
Pre-pandemic, AirAsia was operating around 78 million seats a year and while that shrunk dramatically in 2021 with Asia’s second wave of Covid, AirAsia is planning to operate nearly 64 million seats this year; down on last year as marginal services are cut in response to increasing operating costs. Cumulatively, the airline has operated over 941 million seats across over five million flights, and if you assume an 85% load-factor, then since 2002 that’s around eight hundred million passengers who’ve had the chance to sample AirAsia’s signature in-flight dish, the Nasi Lemak!
\n
Adopting the franchise model
\n
With a hugely successful operating model, AirAsia sought to expand into new markets in Asia where legacy carriers dominated and there was opportunity for LCCs. Seeking fast-track entry to these markets and recognising requirements for a majority local ownership, AirAsia sought partnerships in markets such as Japan, India, Vietnam and China. Ultimately, some of these either ceased operations or - in the case of China - never reached the market. But the ambition was bold and some of the franchise operations have proven to be very successful.
\n
Thai AirAsia now operates over 120,000 scheduled flights a year and is the largest airline in Thailand based on capacity; twice as large as Thai Airways International. AirAsia Cambodia is a relatively new start-up (2024) and is still finding its way, but in an emerging market such as Cambodia the scope for further growth is significant.
\n
Intriguingly, AirAsia has also franchised into long-haul markets with separate operations for their AirAsiaX long-haul networks. Operating long-haul low-cost services remains a questionable business, especially when initially operated on A340s where any movement in the price of oil can bring a sharp change in fortunes. AirAsiaX operates from Malaysia and Thailand to Australia, Japan, China, and South Korea, and provides valuable self-connecting traffic to the AirAsia operations. London Gatwick via Bahrain was scheduled for launch this year but is now delayed indefinitely, which again highlights how external factors can impact an airline. When luck is against you, it can really be against you!
\n
This year, just over 60% of the AirAsia operation will be under the Malaysian entities, with AirAsia Malaysia accounting for 57% of the group’s scheduled flights - similar levels to in the peak year of 2019.
AirAsia has attempted to stretch the brand into other travel-related businesses: Hotels, car hire, credit cards and ground arrangements are all part of the group’s attempts to build a larger one-stop travel eco-system that serves the rapidly growing market in Asia, with a focus on the younger leisure traveller.
\n
Such brand extensions have had mixed success in recent years, but if the amount of effort required to extend the brand is controlled, then as we have seen in markets such as the United States, revenues from credit card commissions can make or break the financial year for an airline. AirAsia will be hoping that is the case for them in Asia.
\n
Too big to fail?
\n
The phrase “too big to fail” is being severely tested by airlines around the world as current events conspire against them. Who would have expected an airline with over 130 aircraft to fail? But that happened to Spirit Airlines earlier this year and was largely forgotten a few months after the event. That said, with some 328,000 scheduled flights planned for 2026 and 64 million seats on sale is AirAsia too big to fail?
Perhaps the real question is could the Asian market quickly find 64 million alternate seats with a few months’ notice? Absolutely not. And for that reason alone, alongside all of the positive changes that AirAsia has brought to the market in Asia, let’s hope that the pioneer survives and continues to challenge the status quo.
\n
","post_summary":"
\n
The last few years have been challenging for the airline industry as a whole, with the pandemic, manufacturing issues, and economic crisis all taking a toll before we even consider the impact of geo-political events and the rising cost of oil.
","html_title":"After Overcoming Start-Up Airline Challenges, Is AirAsia Too Big To Fail?","blog_post_schedule_task_uid":null,"blog_publish_to_social_media_task":"DONE_NOT_SENT","blog_publish_instant_email_task_uid":null,"blog_publish_instant_email_campaign_id":null,"blog_publish_instant_email_retry_count":null,"rss_body":"
\n
The last few years have been challenging for the airline industry as a whole, with the pandemic, manufacturing issues, and economic crisis all taking a toll before we even consider the impact of geo-political events and the rising cost of oil.
\n
What’s causing problems for AirAsia?
\n
The effect of strengthening and weaking currencies is not to be underestimated in this industry. When many of your costs are in US Dollars and most of your revenues are in weakening Asian currencies, costs can quickly spiral out of control. That is the situation AirAsia has faced through the summer as the airline attempts to rebuild its position and secure the financial stability to satisfy both markets and regulators.
\n
But while current headlines are all about resolving these issues, it’s worth reflecting on how impactful AirAsia has been in changing the aviation market in Asia. After all, the issues laid out above have all been overlaid with the challenges of being a start-up airline: disrupting the status quo whilst competing against state-owned and occasionally state-protected competitors.
\n
AirAsia’s early days
\n
In 1998 a small operation launched in Malaysia as part of a local conglomerate, DRB Hi-Com, which operated domestic services between West and East Malaysia. It's difficult to make domestic services profitable, especially with just two ageing B737s and a very large competitor in Malaysia Airlines so - not unexpectedly - the airline, with its debt of around 40 million Malaysian Ringt, was about to collapse when acquired by Tony Fernandes’ Tune Air for one Malaysian Ringt.
\n
With a bold plan, support from some of Ireland’s best low-cost airline management, and bundles of energy, AirAsia as we know it today was launched. Its growth since 2002 has been remarkable, as the chart below shows.
\n\n
Pre-pandemic, AirAsia was operating around 78 million seats a year and while that shrunk dramatically in 2021 with Asia’s second wave of Covid, AirAsia is planning to operate nearly 64 million seats this year; down on last year as marginal services are cut in response to increasing operating costs. Cumulatively, the airline has operated over 941 million seats across over five million flights, and if you assume an 85% load-factor, then since 2002 that’s around eight hundred million passengers who’ve had the chance to sample AirAsia’s signature in-flight dish, the Nasi Lemak!
\n
Adopting the franchise model
\n
With a hugely successful operating model, AirAsia sought to expand into new markets in Asia where legacy carriers dominated and there was opportunity for LCCs. Seeking fast-track entry to these markets and recognising requirements for a majority local ownership, AirAsia sought partnerships in markets such as Japan, India, Vietnam and China. Ultimately, some of these either ceased operations or - in the case of China - never reached the market. But the ambition was bold and some of the franchise operations have proven to be very successful.
\n
Thai AirAsia now operates over 120,000 scheduled flights a year and is the largest airline in Thailand based on capacity; twice as large as Thai Airways International. AirAsia Cambodia is a relatively new start-up (2024) and is still finding its way, but in an emerging market such as Cambodia the scope for further growth is significant.
\n
Intriguingly, AirAsia has also franchised into long-haul markets with separate operations for their AirAsiaX long-haul networks. Operating long-haul low-cost services remains a questionable business, especially when initially operated on A340s where any movement in the price of oil can bring a sharp change in fortunes. AirAsiaX operates from Malaysia and Thailand to Australia, Japan, China, and South Korea, and provides valuable self-connecting traffic to the AirAsia operations. London Gatwick via Bahrain was scheduled for launch this year but is now delayed indefinitely, which again highlights how external factors can impact an airline. When luck is against you, it can really be against you!
\n
This year, just over 60% of the AirAsia operation will be under the Malaysian entities, with AirAsia Malaysia accounting for 57% of the group’s scheduled flights - similar levels to in the peak year of 2019.
AirAsia has attempted to stretch the brand into other travel-related businesses: Hotels, car hire, credit cards and ground arrangements are all part of the group’s attempts to build a larger one-stop travel eco-system that serves the rapidly growing market in Asia, with a focus on the younger leisure traveller.
\n
Such brand extensions have had mixed success in recent years, but if the amount of effort required to extend the brand is controlled, then as we have seen in markets such as the United States, revenues from credit card commissions can make or break the financial year for an airline. AirAsia will be hoping that is the case for them in Asia.
\n
Too big to fail?
\n
The phrase “too big to fail” is being severely tested by airlines around the world as current events conspire against them. Who would have expected an airline with over 130 aircraft to fail? But that happened to Spirit Airlines earlier this year and was largely forgotten a few months after the event. That said, with some 328,000 scheduled flights planned for 2026 and 64 million seats on sale is AirAsia too big to fail?
Perhaps the real question is could the Asian market quickly find 64 million alternate seats with a few months’ notice? Absolutely not. And for that reason alone, alongside all of the positive changes that AirAsia has brought to the market in Asia, let’s hope that the pioneer survives and continues to challenge the status quo.
\n
","rss_summary":"
\n
The last few years have been challenging for the airline industry as a whole, with the pandemic, manufacturing issues, and economic crisis all taking a toll before we even consider the impact of geo-political events and the rising cost of oil.
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\n
The last few years have been challenging for the airline industry as a whole, with the pandemic, manufacturing issues, and economic crisis all taking a toll before we even consider the impact of geo-political events and the rising cost of oil.
\n
What’s causing problems for AirAsia?
\n
The effect of strengthening and weaking currencies is not to be underestimated in this industry. When many of your costs are in US Dollars and most of your revenues are in weakening Asian currencies, costs can quickly spiral out of control. That is the situation AirAsia has faced through the summer as the airline attempts to rebuild its position and secure the financial stability to satisfy both markets and regulators.
\n
But while current headlines are all about resolving these issues, it’s worth reflecting on how impactful AirAsia has been in changing the aviation market in Asia. After all, the issues laid out above have all been overlaid with the challenges of being a start-up airline: disrupting the status quo whilst competing against state-owned and occasionally state-protected competitors.
\n
AirAsia’s early days
\n
In 1998 a small operation launched in Malaysia as part of a local conglomerate, DRB Hi-Com, which operated domestic services between West and East Malaysia. It's difficult to make domestic services profitable, especially with just two ageing B737s and a very large competitor in Malaysia Airlines so - not unexpectedly - the airline, with its debt of around 40 million Malaysian Ringt, was about to collapse when acquired by Tony Fernandes’ Tune Air for one Malaysian Ringt.
\n
With a bold plan, support from some of Ireland’s best low-cost airline management, and bundles of energy, AirAsia as we know it today was launched. Its growth since 2002 has been remarkable, as the chart below shows.
\n\n
Pre-pandemic, AirAsia was operating around 78 million seats a year and while that shrunk dramatically in 2021 with Asia’s second wave of Covid, AirAsia is planning to operate nearly 64 million seats this year; down on last year as marginal services are cut in response to increasing operating costs. Cumulatively, the airline has operated over 941 million seats across over five million flights, and if you assume an 85% load-factor, then since 2002 that’s around eight hundred million passengers who’ve had the chance to sample AirAsia’s signature in-flight dish, the Nasi Lemak!
\n
Adopting the franchise model
\n
With a hugely successful operating model, AirAsia sought to expand into new markets in Asia where legacy carriers dominated and there was opportunity for LCCs. Seeking fast-track entry to these markets and recognising requirements for a majority local ownership, AirAsia sought partnerships in markets such as Japan, India, Vietnam and China. Ultimately, some of these either ceased operations or - in the case of China - never reached the market. But the ambition was bold and some of the franchise operations have proven to be very successful.
\n
Thai AirAsia now operates over 120,000 scheduled flights a year and is the largest airline in Thailand based on capacity; twice as large as Thai Airways International. AirAsia Cambodia is a relatively new start-up (2024) and is still finding its way, but in an emerging market such as Cambodia the scope for further growth is significant.
\n
Intriguingly, AirAsia has also franchised into long-haul markets with separate operations for their AirAsiaX long-haul networks. Operating long-haul low-cost services remains a questionable business, especially when initially operated on A340s where any movement in the price of oil can bring a sharp change in fortunes. AirAsiaX operates from Malaysia and Thailand to Australia, Japan, China, and South Korea, and provides valuable self-connecting traffic to the AirAsia operations. London Gatwick via Bahrain was scheduled for launch this year but is now delayed indefinitely, which again highlights how external factors can impact an airline. When luck is against you, it can really be against you!
\n
This year, just over 60% of the AirAsia operation will be under the Malaysian entities, with AirAsia Malaysia accounting for 57% of the group’s scheduled flights - similar levels to in the peak year of 2019.
AirAsia has attempted to stretch the brand into other travel-related businesses: Hotels, car hire, credit cards and ground arrangements are all part of the group’s attempts to build a larger one-stop travel eco-system that serves the rapidly growing market in Asia, with a focus on the younger leisure traveller.
\n
Such brand extensions have had mixed success in recent years, but if the amount of effort required to extend the brand is controlled, then as we have seen in markets such as the United States, revenues from credit card commissions can make or break the financial year for an airline. AirAsia will be hoping that is the case for them in Asia.
\n
Too big to fail?
\n
The phrase “too big to fail” is being severely tested by airlines around the world as current events conspire against them. Who would have expected an airline with over 130 aircraft to fail? But that happened to Spirit Airlines earlier this year and was largely forgotten a few months after the event. That said, with some 328,000 scheduled flights planned for 2026 and 64 million seats on sale is AirAsia too big to fail?
Perhaps the real question is could the Asian market quickly find 64 million alternate seats with a few months’ notice? Absolutely not. And for that reason alone, alongside all of the positive changes that AirAsia has brought to the market in Asia, let’s hope that the pioneer survives and continues to challenge the status quo.
\n
","postBodyRss":"
\n
The last few years have been challenging for the airline industry as a whole, with the pandemic, manufacturing issues, and economic crisis all taking a toll before we even consider the impact of geo-political events and the rising cost of oil.
\n
What’s causing problems for AirAsia?
\n
The effect of strengthening and weaking currencies is not to be underestimated in this industry. When many of your costs are in US Dollars and most of your revenues are in weakening Asian currencies, costs can quickly spiral out of control. That is the situation AirAsia has faced through the summer as the airline attempts to rebuild its position and secure the financial stability to satisfy both markets and regulators.
\n
But while current headlines are all about resolving these issues, it’s worth reflecting on how impactful AirAsia has been in changing the aviation market in Asia. After all, the issues laid out above have all been overlaid with the challenges of being a start-up airline: disrupting the status quo whilst competing against state-owned and occasionally state-protected competitors.
\n
AirAsia’s early days
\n
In 1998 a small operation launched in Malaysia as part of a local conglomerate, DRB Hi-Com, which operated domestic services between West and East Malaysia. It's difficult to make domestic services profitable, especially with just two ageing B737s and a very large competitor in Malaysia Airlines so - not unexpectedly - the airline, with its debt of around 40 million Malaysian Ringt, was about to collapse when acquired by Tony Fernandes’ Tune Air for one Malaysian Ringt.
\n
With a bold plan, support from some of Ireland’s best low-cost airline management, and bundles of energy, AirAsia as we know it today was launched. Its growth since 2002 has been remarkable, as the chart below shows.
\n\n
Pre-pandemic, AirAsia was operating around 78 million seats a year and while that shrunk dramatically in 2021 with Asia’s second wave of Covid, AirAsia is planning to operate nearly 64 million seats this year; down on last year as marginal services are cut in response to increasing operating costs. Cumulatively, the airline has operated over 941 million seats across over five million flights, and if you assume an 85% load-factor, then since 2002 that’s around eight hundred million passengers who’ve had the chance to sample AirAsia’s signature in-flight dish, the Nasi Lemak!
\n
Adopting the franchise model
\n
With a hugely successful operating model, AirAsia sought to expand into new markets in Asia where legacy carriers dominated and there was opportunity for LCCs. Seeking fast-track entry to these markets and recognising requirements for a majority local ownership, AirAsia sought partnerships in markets such as Japan, India, Vietnam and China. Ultimately, some of these either ceased operations or - in the case of China - never reached the market. But the ambition was bold and some of the franchise operations have proven to be very successful.
\n
Thai AirAsia now operates over 120,000 scheduled flights a year and is the largest airline in Thailand based on capacity; twice as large as Thai Airways International. AirAsia Cambodia is a relatively new start-up (2024) and is still finding its way, but in an emerging market such as Cambodia the scope for further growth is significant.
\n
Intriguingly, AirAsia has also franchised into long-haul markets with separate operations for their AirAsiaX long-haul networks. Operating long-haul low-cost services remains a questionable business, especially when initially operated on A340s where any movement in the price of oil can bring a sharp change in fortunes. AirAsiaX operates from Malaysia and Thailand to Australia, Japan, China, and South Korea, and provides valuable self-connecting traffic to the AirAsia operations. London Gatwick via Bahrain was scheduled for launch this year but is now delayed indefinitely, which again highlights how external factors can impact an airline. When luck is against you, it can really be against you!
\n
This year, just over 60% of the AirAsia operation will be under the Malaysian entities, with AirAsia Malaysia accounting for 57% of the group’s scheduled flights - similar levels to in the peak year of 2019.
AirAsia has attempted to stretch the brand into other travel-related businesses: Hotels, car hire, credit cards and ground arrangements are all part of the group’s attempts to build a larger one-stop travel eco-system that serves the rapidly growing market in Asia, with a focus on the younger leisure traveller.
\n
Such brand extensions have had mixed success in recent years, but if the amount of effort required to extend the brand is controlled, then as we have seen in markets such as the United States, revenues from credit card commissions can make or break the financial year for an airline. AirAsia will be hoping that is the case for them in Asia.
\n
Too big to fail?
\n
The phrase “too big to fail” is being severely tested by airlines around the world as current events conspire against them. Who would have expected an airline with over 130 aircraft to fail? But that happened to Spirit Airlines earlier this year and was largely forgotten a few months after the event. That said, with some 328,000 scheduled flights planned for 2026 and 64 million seats on sale is AirAsia too big to fail?
Perhaps the real question is could the Asian market quickly find 64 million alternate seats with a few months’ notice? Absolutely not. And for that reason alone, alongside all of the positive changes that AirAsia has brought to the market in Asia, let’s hope that the pioneer survives and continues to challenge the status quo.
\n
","postEmailContent":"
\n
The last few years have been challenging for the airline industry as a whole, with the pandemic, manufacturing issues, and economic crisis all taking a toll before we even consider the impact of geo-political events and the rising cost of oil.
The last few years have been challenging for the airline industry as a whole, with the pandemic, manufacturing issues, and economic crisis all taking a toll before we even consider the impact of geo-political events and the rising cost of oil.
The last few years have been challenging for the airline industry as a whole, with the pandemic, manufacturing issues, and economic crisis all taking a toll before we even consider the impact of geo-political events and the rising cost of oil.
The last few years have been challenging for the airline industry as a whole, with the pandemic, manufacturing issues, and economic crisis all taking a toll before we even consider the impact of geo-political events and the rising cost of oil.
","postSummaryRss":"
\n
The last few years have been challenging for the airline industry as a whole, with the pandemic, manufacturing issues, and economic crisis all taking a toll before we even consider the impact of geo-political events and the rising cost of oil.
The last few years have been challenging for the airline industry as a whole, with the pandemic, manufacturing issues, and economic crisis all taking a toll before we even consider the impact of geo-political events and the rising cost of oil.
\n
What’s causing problems for AirAsia?
\n
The effect of strengthening and weaking currencies is not to be underestimated in this industry. When many of your costs are in US Dollars and most of your revenues are in weakening Asian currencies, costs can quickly spiral out of control. That is the situation AirAsia has faced through the summer as the airline attempts to rebuild its position and secure the financial stability to satisfy both markets and regulators.
\n
But while current headlines are all about resolving these issues, it’s worth reflecting on how impactful AirAsia has been in changing the aviation market in Asia. After all, the issues laid out above have all been overlaid with the challenges of being a start-up airline: disrupting the status quo whilst competing against state-owned and occasionally state-protected competitors.
\n
AirAsia’s early days
\n
In 1998 a small operation launched in Malaysia as part of a local conglomerate, DRB Hi-Com, which operated domestic services between West and East Malaysia. It's difficult to make domestic services profitable, especially with just two ageing B737s and a very large competitor in Malaysia Airlines so - not unexpectedly - the airline, with its debt of around 40 million Malaysian Ringt, was about to collapse when acquired by Tony Fernandes’ Tune Air for one Malaysian Ringt.
\n
With a bold plan, support from some of Ireland’s best low-cost airline management, and bundles of energy, AirAsia as we know it today was launched. Its growth since 2002 has been remarkable, as the chart below shows.
\n\n
Pre-pandemic, AirAsia was operating around 78 million seats a year and while that shrunk dramatically in 2021 with Asia’s second wave of Covid, AirAsia is planning to operate nearly 64 million seats this year; down on last year as marginal services are cut in response to increasing operating costs. Cumulatively, the airline has operated over 941 million seats across over five million flights, and if you assume an 85% load-factor, then since 2002 that’s around eight hundred million passengers who’ve had the chance to sample AirAsia’s signature in-flight dish, the Nasi Lemak!
\n
Adopting the franchise model
\n
With a hugely successful operating model, AirAsia sought to expand into new markets in Asia where legacy carriers dominated and there was opportunity for LCCs. Seeking fast-track entry to these markets and recognising requirements for a majority local ownership, AirAsia sought partnerships in markets such as Japan, India, Vietnam and China. Ultimately, some of these either ceased operations or - in the case of China - never reached the market. But the ambition was bold and some of the franchise operations have proven to be very successful.
\n
Thai AirAsia now operates over 120,000 scheduled flights a year and is the largest airline in Thailand based on capacity; twice as large as Thai Airways International. AirAsia Cambodia is a relatively new start-up (2024) and is still finding its way, but in an emerging market such as Cambodia the scope for further growth is significant.
\n
Intriguingly, AirAsia has also franchised into long-haul markets with separate operations for their AirAsiaX long-haul networks. Operating long-haul low-cost services remains a questionable business, especially when initially operated on A340s where any movement in the price of oil can bring a sharp change in fortunes. AirAsiaX operates from Malaysia and Thailand to Australia, Japan, China, and South Korea, and provides valuable self-connecting traffic to the AirAsia operations. London Gatwick via Bahrain was scheduled for launch this year but is now delayed indefinitely, which again highlights how external factors can impact an airline. When luck is against you, it can really be against you!
\n
This year, just over 60% of the AirAsia operation will be under the Malaysian entities, with AirAsia Malaysia accounting for 57% of the group’s scheduled flights - similar levels to in the peak year of 2019.
AirAsia has attempted to stretch the brand into other travel-related businesses: Hotels, car hire, credit cards and ground arrangements are all part of the group’s attempts to build a larger one-stop travel eco-system that serves the rapidly growing market in Asia, with a focus on the younger leisure traveller.
\n
Such brand extensions have had mixed success in recent years, but if the amount of effort required to extend the brand is controlled, then as we have seen in markets such as the United States, revenues from credit card commissions can make or break the financial year for an airline. AirAsia will be hoping that is the case for them in Asia.
\n
Too big to fail?
\n
The phrase “too big to fail” is being severely tested by airlines around the world as current events conspire against them. Who would have expected an airline with over 130 aircraft to fail? But that happened to Spirit Airlines earlier this year and was largely forgotten a few months after the event. That said, with some 328,000 scheduled flights planned for 2026 and 64 million seats on sale is AirAsia too big to fail?
Perhaps the real question is could the Asian market quickly find 64 million alternate seats with a few months’ notice? Absolutely not. And for that reason alone, alongside all of the positive changes that AirAsia has brought to the market in Asia, let’s hope that the pioneer survives and continues to challenge the status quo.
\n
","rssSummary":"
\n
The last few years have been challenging for the airline industry as a whole, with the pandemic, manufacturing issues, and economic crisis all taking a toll before we even consider the impact of geo-political events and the rising cost of oil.
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This is the first of three essays on how airline commercial intelligence is changing. The series follows one evolution in three waves: the competitive benchmark that pricing teams still run every day; the shift from filed fare to full offer, and from cleared price to search intent; and a platform change arriving from outside travel. The question underneath all three is the same. The market airlines price against is moving faster than the instruments built to watch it.
\n
The daily discipline has not disappeared. In a pricing meeting the first question is still comparative. Where do we sit on this city pair, this date band, this competitor set - today, not last week. Revenue management, network, and distribution start from that same picture. What has changed is the object being measured. Continuous pricing, branded products, and channel-specific offers mean the market does not sit still between filing cycles. The snapshot is already ageing when it is taken. Velocity, granularity, and cost are dissolving a benchmark that the organisation still needs.
\n
\n
Continuous pricing breaks the periodic snapshot
\n
Filed-fare intelligence assumed a market that updated on a schedule. Carriers published a ladder, intermediaries cached it, and a morning pull could stand in for the day. That assumption is no longer safe. OAG has reported that roughly 260 carriers now apply some form of dynamic pricing, an increase of about 20 per cent in two years. ATPCO set a public target that 80 per cent of airline offers would be dynamically created by 2026. The figure is better read as a statement of industry direction than as a census. Even so, the direction is not ambiguous. Prices are being constructed at shop time rather than retrieved from a file that the whole market can see.
\n\n
The economic case for that shift is documented. Work associated with MIT and IATA estimated revenue gains of up to 1 per cent for class-based continuous pricing and up to 2 per cent for classless designs. Lufthansa Group and Air Canada have since reported uplifts in the 1–3 per cent range from production deployments. Those are not rounding errors on a network carrier’s passenger revenue. They are also the reason the old ladder is being dismantled on purpose. A discrete booking-class structure leaves willingness-to-pay on the table. Once a material set of competitors prices continuously, a periodic snapshot of filed fares describes a market that the competitors have already left.
\n
Cache was the first engineering response, and it worked while the underlying price sat still. Reuse a filed fare, serve the look cheaply, refresh on a cycle. Continuous pricing breaks that bargain in two directions at once. The cached number goes stale faster. Personalisation and channel-specific construction make the cached number less reusable even when it is fresh. The instrument still answers “where do we sit.” It answers a narrower version of the question each year.
\n
The lowest headline fare is now one point on a product
\n
The second pressure on the benchmark is product, not speed. The lowest available fare was a usable comparison when the product behind it was similar across carriers: a booking class, a change rule, a bag policy that varied inside a known band. That product has fragmented. Brand families, bundles, and ancillaries now sit around the fare. Comparing “the price” across carriers without first normalising those attributes is a comparison of unlike things.
\n\n
This is already familiar inside any airline that sells a branded ladder. Basic, standard, and flex are not three prices for one seat. They are three products. Competitors name the same idea differently, attach different ancillaries, and vary the mix by channel. A rank-order of headline fares therefore compresses several commercial decisions into a single number and then treats that number as the market. The number is still useful. It is no longer sufficient.
\n
Normalisation is the unglamorous prerequisite. Before a pricing analyst can say whether a carrier is high or low on a city pair, someone has to map brand names into comparable tiers and decide which bundle elements travel with the fare. That work used to be optional commentary around the file. It is becoming the file. Wave 2 of this series takes up the full-offer problem directly. The point for today’s benchmark is narrower. Every week the industry delays that mapping, the daily ranking describes less of what the customer is actually being sold.
\n
Monitoring the moving market is becoming a cost problem
\n
The third pressure is computational, and it is no longer only a pricing-operations concern. Look-to-book - searches per ticket sold - has climbed from on the order of 20:1 in the early airline.com period to on the order of 20,000:1 in the modern OTA period, a thousand-fold increase in live compute attached to each booking. The next step, already visible in agentic shopping prototypes, is another order of magnitude: on the order of 200,000 searches per ticket if exploratory queries are allowed to hit a live, transactable pipeline.
\n\n
The cost math is uncomfortable even before that step arrives. A further ten-fold increase in look volume between 2025 and 2030 implies growth of roughly 58 per cent a year. Silicon unit cost has declined on the order of 27 per cent a year by one long-run measure of AI-chip performance. Volume therefore outruns unit-cost relief by about two to one. Cache cannot close that gap once the price being cached is itself a shop-time construction. The airline pays for a picture that is both more expensive to take and less complete when it arrives.
\n
IATA’s look-to-book work with airlines, IT providers, and sellers is explicit that no single vendor or carrier can resolve the volume problem in isolation. That finding belongs mostly to the third essay in this series, where the industry’s options for offloading exploratory demand are the subject. It matters here because it explains why fare intelligence is migrating from a departmental tool to a board-visible infrastructure cost. The commercial team still needs the answer. The finance and technology teams now have a reason to care how often the answer is rebuilt.
\n
The question is unchanged. The instrument has to be.
\n
None of this retires competitive benchmarking. It explains why the same question now requires a different instrument. Pricing still needs a current reading against a defined competitor set. Revenue management still needs to know whether a weakness is a fare problem, a product problem, or a channel problem. Network still needs a market picture that is not a week old. Distribution still needs to know whether an indirect offer is the same product the airline would have built on its own site.
\n
Those teams have historically been able to share one file. Continuous pricing, fragmenting products, and rising look-to-book costs mean that file has to be rebuilt more often, at finer grain, and with an explicit product map rather than a headline rank. The market will not slow down to wait for the older cadence.
\n
About 260 carriers are already pricing in ways the filing cycle does not describe. ATPCO’s 80 per cent target, whatever its eventual hit rate, is the industry telling itself the same thing.
\n
The next essay takes up the imminent wave: NDC and Offer and Order moving first-party grain into indirect channels, competition shifting from a single fare to the assembled offer, and search itself becoming a measurable demand signal rather than exhaust from the booking. The daily question - where do we sit - survives. What sits next to the fare is about to matter as much as the fare.
\n
\n
\n
\n
\n
","post_summary":"
This is the first of three essays on how airline commercial intelligence is changing. The series follows one evolution in three waves: the competitive benchmark that pricing teams still run every day; the shift from filed fare to full offer, and from cleared price to search intent; and a platform change arriving from outside travel. The question underneath all three is the same. The market airlines price against is moving faster than the instruments built to watch it.
","html_title":"The Benchmark Is Dissolving: Why Competitive Fare Intelligence No Longer Describes the Market","blog_post_schedule_task_uid":null,"blog_publish_to_social_media_task":"DONE_NOT_SENT","blog_publish_instant_email_task_uid":null,"blog_publish_instant_email_campaign_id":null,"blog_publish_instant_email_retry_count":null,"rss_body":"
This is the first of three essays on how airline commercial intelligence is changing. The series follows one evolution in three waves: the competitive benchmark that pricing teams still run every day; the shift from filed fare to full offer, and from cleared price to search intent; and a platform change arriving from outside travel. The question underneath all three is the same. The market airlines price against is moving faster than the instruments built to watch it.
\n
The daily discipline has not disappeared. In a pricing meeting the first question is still comparative. Where do we sit on this city pair, this date band, this competitor set - today, not last week. Revenue management, network, and distribution start from that same picture. What has changed is the object being measured. Continuous pricing, branded products, and channel-specific offers mean the market does not sit still between filing cycles. The snapshot is already ageing when it is taken. Velocity, granularity, and cost are dissolving a benchmark that the organisation still needs.
\n
\n
Continuous pricing breaks the periodic snapshot
\n
Filed-fare intelligence assumed a market that updated on a schedule. Carriers published a ladder, intermediaries cached it, and a morning pull could stand in for the day. That assumption is no longer safe. OAG has reported that roughly 260 carriers now apply some form of dynamic pricing, an increase of about 20 per cent in two years. ATPCO set a public target that 80 per cent of airline offers would be dynamically created by 2026. The figure is better read as a statement of industry direction than as a census. Even so, the direction is not ambiguous. Prices are being constructed at shop time rather than retrieved from a file that the whole market can see.
\n\n
The economic case for that shift is documented. Work associated with MIT and IATA estimated revenue gains of up to 1 per cent for class-based continuous pricing and up to 2 per cent for classless designs. Lufthansa Group and Air Canada have since reported uplifts in the 1–3 per cent range from production deployments. Those are not rounding errors on a network carrier’s passenger revenue. They are also the reason the old ladder is being dismantled on purpose. A discrete booking-class structure leaves willingness-to-pay on the table. Once a material set of competitors prices continuously, a periodic snapshot of filed fares describes a market that the competitors have already left.
\n
Cache was the first engineering response, and it worked while the underlying price sat still. Reuse a filed fare, serve the look cheaply, refresh on a cycle. Continuous pricing breaks that bargain in two directions at once. The cached number goes stale faster. Personalisation and channel-specific construction make the cached number less reusable even when it is fresh. The instrument still answers “where do we sit.” It answers a narrower version of the question each year.
\n
The lowest headline fare is now one point on a product
\n
The second pressure on the benchmark is product, not speed. The lowest available fare was a usable comparison when the product behind it was similar across carriers: a booking class, a change rule, a bag policy that varied inside a known band. That product has fragmented. Brand families, bundles, and ancillaries now sit around the fare. Comparing “the price” across carriers without first normalising those attributes is a comparison of unlike things.
\n\n
This is already familiar inside any airline that sells a branded ladder. Basic, standard, and flex are not three prices for one seat. They are three products. Competitors name the same idea differently, attach different ancillaries, and vary the mix by channel. A rank-order of headline fares therefore compresses several commercial decisions into a single number and then treats that number as the market. The number is still useful. It is no longer sufficient.
\n
Normalisation is the unglamorous prerequisite. Before a pricing analyst can say whether a carrier is high or low on a city pair, someone has to map brand names into comparable tiers and decide which bundle elements travel with the fare. That work used to be optional commentary around the file. It is becoming the file. Wave 2 of this series takes up the full-offer problem directly. The point for today’s benchmark is narrower. Every week the industry delays that mapping, the daily ranking describes less of what the customer is actually being sold.
\n
Monitoring the moving market is becoming a cost problem
\n
The third pressure is computational, and it is no longer only a pricing-operations concern. Look-to-book - searches per ticket sold - has climbed from on the order of 20:1 in the early airline.com period to on the order of 20,000:1 in the modern OTA period, a thousand-fold increase in live compute attached to each booking. The next step, already visible in agentic shopping prototypes, is another order of magnitude: on the order of 200,000 searches per ticket if exploratory queries are allowed to hit a live, transactable pipeline.
\n\n
The cost math is uncomfortable even before that step arrives. A further ten-fold increase in look volume between 2025 and 2030 implies growth of roughly 58 per cent a year. Silicon unit cost has declined on the order of 27 per cent a year by one long-run measure of AI-chip performance. Volume therefore outruns unit-cost relief by about two to one. Cache cannot close that gap once the price being cached is itself a shop-time construction. The airline pays for a picture that is both more expensive to take and less complete when it arrives.
\n
IATA’s look-to-book work with airlines, IT providers, and sellers is explicit that no single vendor or carrier can resolve the volume problem in isolation. That finding belongs mostly to the third essay in this series, where the industry’s options for offloading exploratory demand are the subject. It matters here because it explains why fare intelligence is migrating from a departmental tool to a board-visible infrastructure cost. The commercial team still needs the answer. The finance and technology teams now have a reason to care how often the answer is rebuilt.
\n
The question is unchanged. The instrument has to be.
\n
None of this retires competitive benchmarking. It explains why the same question now requires a different instrument. Pricing still needs a current reading against a defined competitor set. Revenue management still needs to know whether a weakness is a fare problem, a product problem, or a channel problem. Network still needs a market picture that is not a week old. Distribution still needs to know whether an indirect offer is the same product the airline would have built on its own site.
\n
Those teams have historically been able to share one file. Continuous pricing, fragmenting products, and rising look-to-book costs mean that file has to be rebuilt more often, at finer grain, and with an explicit product map rather than a headline rank. The market will not slow down to wait for the older cadence.
\n
About 260 carriers are already pricing in ways the filing cycle does not describe. ATPCO’s 80 per cent target, whatever its eventual hit rate, is the industry telling itself the same thing.
\n
The next essay takes up the imminent wave: NDC and Offer and Order moving first-party grain into indirect channels, competition shifting from a single fare to the assembled offer, and search itself becoming a measurable demand signal rather than exhaust from the booking. The daily question - where do we sit - survives. What sits next to the fare is about to matter as much as the fare.
\n
\n
\n
\n
\n
","rss_summary":"
This is the first of three essays on how airline commercial intelligence is changing. The series follows one evolution in three waves: the competitive benchmark that pricing teams still run every day; the shift from filed fare to full offer, and from cleared price to search intent; and a platform change arriving from outside travel. The question underneath all three is the same. The market airlines price against is moving faster than the instruments built to watch it.
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This is the first of three essays on how airline commercial intelligence is changing. The series follows one evolution in three waves: the competitive benchmark that pricing teams still run every day; the shift from filed fare to full offer, and from cleared price to search intent; and a platform change arriving from outside travel. The question underneath all three is the same. The market airlines price against is moving faster than the instruments built to watch it.
\n
The daily discipline has not disappeared. In a pricing meeting the first question is still comparative. Where do we sit on this city pair, this date band, this competitor set - today, not last week. Revenue management, network, and distribution start from that same picture. What has changed is the object being measured. Continuous pricing, branded products, and channel-specific offers mean the market does not sit still between filing cycles. The snapshot is already ageing when it is taken. Velocity, granularity, and cost are dissolving a benchmark that the organisation still needs.
\n
\n
Continuous pricing breaks the periodic snapshot
\n
Filed-fare intelligence assumed a market that updated on a schedule. Carriers published a ladder, intermediaries cached it, and a morning pull could stand in for the day. That assumption is no longer safe. OAG has reported that roughly 260 carriers now apply some form of dynamic pricing, an increase of about 20 per cent in two years. ATPCO set a public target that 80 per cent of airline offers would be dynamically created by 2026. The figure is better read as a statement of industry direction than as a census. Even so, the direction is not ambiguous. Prices are being constructed at shop time rather than retrieved from a file that the whole market can see.
\n\n
The economic case for that shift is documented. Work associated with MIT and IATA estimated revenue gains of up to 1 per cent for class-based continuous pricing and up to 2 per cent for classless designs. Lufthansa Group and Air Canada have since reported uplifts in the 1–3 per cent range from production deployments. Those are not rounding errors on a network carrier’s passenger revenue. They are also the reason the old ladder is being dismantled on purpose. A discrete booking-class structure leaves willingness-to-pay on the table. Once a material set of competitors prices continuously, a periodic snapshot of filed fares describes a market that the competitors have already left.
\n
Cache was the first engineering response, and it worked while the underlying price sat still. Reuse a filed fare, serve the look cheaply, refresh on a cycle. Continuous pricing breaks that bargain in two directions at once. The cached number goes stale faster. Personalisation and channel-specific construction make the cached number less reusable even when it is fresh. The instrument still answers “where do we sit.” It answers a narrower version of the question each year.
\n
The lowest headline fare is now one point on a product
\n
The second pressure on the benchmark is product, not speed. The lowest available fare was a usable comparison when the product behind it was similar across carriers: a booking class, a change rule, a bag policy that varied inside a known band. That product has fragmented. Brand families, bundles, and ancillaries now sit around the fare. Comparing “the price” across carriers without first normalising those attributes is a comparison of unlike things.
\n\n
This is already familiar inside any airline that sells a branded ladder. Basic, standard, and flex are not three prices for one seat. They are three products. Competitors name the same idea differently, attach different ancillaries, and vary the mix by channel. A rank-order of headline fares therefore compresses several commercial decisions into a single number and then treats that number as the market. The number is still useful. It is no longer sufficient.
\n
Normalisation is the unglamorous prerequisite. Before a pricing analyst can say whether a carrier is high or low on a city pair, someone has to map brand names into comparable tiers and decide which bundle elements travel with the fare. That work used to be optional commentary around the file. It is becoming the file. Wave 2 of this series takes up the full-offer problem directly. The point for today’s benchmark is narrower. Every week the industry delays that mapping, the daily ranking describes less of what the customer is actually being sold.
\n
Monitoring the moving market is becoming a cost problem
\n
The third pressure is computational, and it is no longer only a pricing-operations concern. Look-to-book - searches per ticket sold - has climbed from on the order of 20:1 in the early airline.com period to on the order of 20,000:1 in the modern OTA period, a thousand-fold increase in live compute attached to each booking. The next step, already visible in agentic shopping prototypes, is another order of magnitude: on the order of 200,000 searches per ticket if exploratory queries are allowed to hit a live, transactable pipeline.
\n\n
The cost math is uncomfortable even before that step arrives. A further ten-fold increase in look volume between 2025 and 2030 implies growth of roughly 58 per cent a year. Silicon unit cost has declined on the order of 27 per cent a year by one long-run measure of AI-chip performance. Volume therefore outruns unit-cost relief by about two to one. Cache cannot close that gap once the price being cached is itself a shop-time construction. The airline pays for a picture that is both more expensive to take and less complete when it arrives.
\n
IATA’s look-to-book work with airlines, IT providers, and sellers is explicit that no single vendor or carrier can resolve the volume problem in isolation. That finding belongs mostly to the third essay in this series, where the industry’s options for offloading exploratory demand are the subject. It matters here because it explains why fare intelligence is migrating from a departmental tool to a board-visible infrastructure cost. The commercial team still needs the answer. The finance and technology teams now have a reason to care how often the answer is rebuilt.
\n
The question is unchanged. The instrument has to be.
\n
None of this retires competitive benchmarking. It explains why the same question now requires a different instrument. Pricing still needs a current reading against a defined competitor set. Revenue management still needs to know whether a weakness is a fare problem, a product problem, or a channel problem. Network still needs a market picture that is not a week old. Distribution still needs to know whether an indirect offer is the same product the airline would have built on its own site.
\n
Those teams have historically been able to share one file. Continuous pricing, fragmenting products, and rising look-to-book costs mean that file has to be rebuilt more often, at finer grain, and with an explicit product map rather than a headline rank. The market will not slow down to wait for the older cadence.
\n
About 260 carriers are already pricing in ways the filing cycle does not describe. ATPCO’s 80 per cent target, whatever its eventual hit rate, is the industry telling itself the same thing.
\n
The next essay takes up the imminent wave: NDC and Offer and Order moving first-party grain into indirect channels, competition shifting from a single fare to the assembled offer, and search itself becoming a measurable demand signal rather than exhaust from the booking. The daily question - where do we sit - survives. What sits next to the fare is about to matter as much as the fare.
\n
\n
\n
\n
\n
","postBodyRss":"
This is the first of three essays on how airline commercial intelligence is changing. The series follows one evolution in three waves: the competitive benchmark that pricing teams still run every day; the shift from filed fare to full offer, and from cleared price to search intent; and a platform change arriving from outside travel. The question underneath all three is the same. The market airlines price against is moving faster than the instruments built to watch it.
\n
The daily discipline has not disappeared. In a pricing meeting the first question is still comparative. Where do we sit on this city pair, this date band, this competitor set - today, not last week. Revenue management, network, and distribution start from that same picture. What has changed is the object being measured. Continuous pricing, branded products, and channel-specific offers mean the market does not sit still between filing cycles. The snapshot is already ageing when it is taken. Velocity, granularity, and cost are dissolving a benchmark that the organisation still needs.
\n
\n
Continuous pricing breaks the periodic snapshot
\n
Filed-fare intelligence assumed a market that updated on a schedule. Carriers published a ladder, intermediaries cached it, and a morning pull could stand in for the day. That assumption is no longer safe. OAG has reported that roughly 260 carriers now apply some form of dynamic pricing, an increase of about 20 per cent in two years. ATPCO set a public target that 80 per cent of airline offers would be dynamically created by 2026. The figure is better read as a statement of industry direction than as a census. Even so, the direction is not ambiguous. Prices are being constructed at shop time rather than retrieved from a file that the whole market can see.
\n\n
The economic case for that shift is documented. Work associated with MIT and IATA estimated revenue gains of up to 1 per cent for class-based continuous pricing and up to 2 per cent for classless designs. Lufthansa Group and Air Canada have since reported uplifts in the 1–3 per cent range from production deployments. Those are not rounding errors on a network carrier’s passenger revenue. They are also the reason the old ladder is being dismantled on purpose. A discrete booking-class structure leaves willingness-to-pay on the table. Once a material set of competitors prices continuously, a periodic snapshot of filed fares describes a market that the competitors have already left.
\n
Cache was the first engineering response, and it worked while the underlying price sat still. Reuse a filed fare, serve the look cheaply, refresh on a cycle. Continuous pricing breaks that bargain in two directions at once. The cached number goes stale faster. Personalisation and channel-specific construction make the cached number less reusable even when it is fresh. The instrument still answers “where do we sit.” It answers a narrower version of the question each year.
\n
The lowest headline fare is now one point on a product
\n
The second pressure on the benchmark is product, not speed. The lowest available fare was a usable comparison when the product behind it was similar across carriers: a booking class, a change rule, a bag policy that varied inside a known band. That product has fragmented. Brand families, bundles, and ancillaries now sit around the fare. Comparing “the price” across carriers without first normalising those attributes is a comparison of unlike things.
\n\n
This is already familiar inside any airline that sells a branded ladder. Basic, standard, and flex are not three prices for one seat. They are three products. Competitors name the same idea differently, attach different ancillaries, and vary the mix by channel. A rank-order of headline fares therefore compresses several commercial decisions into a single number and then treats that number as the market. The number is still useful. It is no longer sufficient.
\n
Normalisation is the unglamorous prerequisite. Before a pricing analyst can say whether a carrier is high or low on a city pair, someone has to map brand names into comparable tiers and decide which bundle elements travel with the fare. That work used to be optional commentary around the file. It is becoming the file. Wave 2 of this series takes up the full-offer problem directly. The point for today’s benchmark is narrower. Every week the industry delays that mapping, the daily ranking describes less of what the customer is actually being sold.
\n
Monitoring the moving market is becoming a cost problem
\n
The third pressure is computational, and it is no longer only a pricing-operations concern. Look-to-book - searches per ticket sold - has climbed from on the order of 20:1 in the early airline.com period to on the order of 20,000:1 in the modern OTA period, a thousand-fold increase in live compute attached to each booking. The next step, already visible in agentic shopping prototypes, is another order of magnitude: on the order of 200,000 searches per ticket if exploratory queries are allowed to hit a live, transactable pipeline.
\n\n
The cost math is uncomfortable even before that step arrives. A further ten-fold increase in look volume between 2025 and 2030 implies growth of roughly 58 per cent a year. Silicon unit cost has declined on the order of 27 per cent a year by one long-run measure of AI-chip performance. Volume therefore outruns unit-cost relief by about two to one. Cache cannot close that gap once the price being cached is itself a shop-time construction. The airline pays for a picture that is both more expensive to take and less complete when it arrives.
\n
IATA’s look-to-book work with airlines, IT providers, and sellers is explicit that no single vendor or carrier can resolve the volume problem in isolation. That finding belongs mostly to the third essay in this series, where the industry’s options for offloading exploratory demand are the subject. It matters here because it explains why fare intelligence is migrating from a departmental tool to a board-visible infrastructure cost. The commercial team still needs the answer. The finance and technology teams now have a reason to care how often the answer is rebuilt.
\n
The question is unchanged. The instrument has to be.
\n
None of this retires competitive benchmarking. It explains why the same question now requires a different instrument. Pricing still needs a current reading against a defined competitor set. Revenue management still needs to know whether a weakness is a fare problem, a product problem, or a channel problem. Network still needs a market picture that is not a week old. Distribution still needs to know whether an indirect offer is the same product the airline would have built on its own site.
\n
Those teams have historically been able to share one file. Continuous pricing, fragmenting products, and rising look-to-book costs mean that file has to be rebuilt more often, at finer grain, and with an explicit product map rather than a headline rank. The market will not slow down to wait for the older cadence.
\n
About 260 carriers are already pricing in ways the filing cycle does not describe. ATPCO’s 80 per cent target, whatever its eventual hit rate, is the industry telling itself the same thing.
\n
The next essay takes up the imminent wave: NDC and Offer and Order moving first-party grain into indirect channels, competition shifting from a single fare to the assembled offer, and search itself becoming a measurable demand signal rather than exhaust from the booking. The daily question - where do we sit - survives. What sits next to the fare is about to matter as much as the fare.
\n
\n
\n
\n
\n
","postEmailContent":"
This is the first of three essays on how airline commercial intelligence is changing. The series follows one evolution in three waves: the competitive benchmark that pricing teams still run every day; the shift from filed fare to full offer, and from cleared price to search intent; and a platform change arriving from outside travel. The question underneath all three is the same. The market airlines price against is moving faster than the instruments built to watch it.
This is the first of three essays on how airline commercial intelligence is changing. The series follows one evolution in three waves: the competitive benchmark that pricing teams still run every day; the shift from filed fare to full offer, and from cleared price to search intent; and a platform change arriving from outside travel. The question underneath all three is the same. The market airlines price against is moving faster than the instruments built to watch it.
This is the first of three essays on how airline commercial intelligence is changing. The series follows one evolution in three waves: the competitive benchmark that pricing teams still run every day; the shift from filed fare to full offer, and from cleared price to search intent; and a platform change arriving from outside travel. The question underneath all three is the same. The market airlines price against is moving faster than the instruments built to watch it.
This is the first of three essays on how airline commercial intelligence is changing. The series follows one evolution in three waves: the competitive benchmark that pricing teams still run every day; the shift from filed fare to full offer, and from cleared price to search intent; and a platform change arriving from outside travel. The question underneath all three is the same. The market airlines price against is moving faster than the instruments built to watch it.
","postSummaryRss":"
This is the first of three essays on how airline commercial intelligence is changing. The series follows one evolution in three waves: the competitive benchmark that pricing teams still run every day; the shift from filed fare to full offer, and from cleared price to search intent; and a platform change arriving from outside travel. The question underneath all three is the same. The market airlines price against is moving faster than the instruments built to watch it.
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This is the first of three essays on how airline commercial intelligence is changing. The series follows one evolution in three waves: the competitive benchmark that pricing teams still run every day; the shift from filed fare to full offer, and from cleared price to search intent; and a platform change arriving from outside travel. The question underneath all three is the same. The market airlines price against is moving faster than the instruments built to watch it.
\n
The daily discipline has not disappeared. In a pricing meeting the first question is still comparative. Where do we sit on this city pair, this date band, this competitor set - today, not last week. Revenue management, network, and distribution start from that same picture. What has changed is the object being measured. Continuous pricing, branded products, and channel-specific offers mean the market does not sit still between filing cycles. The snapshot is already ageing when it is taken. Velocity, granularity, and cost are dissolving a benchmark that the organisation still needs.
\n
\n
Continuous pricing breaks the periodic snapshot
\n
Filed-fare intelligence assumed a market that updated on a schedule. Carriers published a ladder, intermediaries cached it, and a morning pull could stand in for the day. That assumption is no longer safe. OAG has reported that roughly 260 carriers now apply some form of dynamic pricing, an increase of about 20 per cent in two years. ATPCO set a public target that 80 per cent of airline offers would be dynamically created by 2026. The figure is better read as a statement of industry direction than as a census. Even so, the direction is not ambiguous. Prices are being constructed at shop time rather than retrieved from a file that the whole market can see.
\n\n
The economic case for that shift is documented. Work associated with MIT and IATA estimated revenue gains of up to 1 per cent for class-based continuous pricing and up to 2 per cent for classless designs. Lufthansa Group and Air Canada have since reported uplifts in the 1–3 per cent range from production deployments. Those are not rounding errors on a network carrier’s passenger revenue. They are also the reason the old ladder is being dismantled on purpose. A discrete booking-class structure leaves willingness-to-pay on the table. Once a material set of competitors prices continuously, a periodic snapshot of filed fares describes a market that the competitors have already left.
\n
Cache was the first engineering response, and it worked while the underlying price sat still. Reuse a filed fare, serve the look cheaply, refresh on a cycle. Continuous pricing breaks that bargain in two directions at once. The cached number goes stale faster. Personalisation and channel-specific construction make the cached number less reusable even when it is fresh. The instrument still answers “where do we sit.” It answers a narrower version of the question each year.
\n
The lowest headline fare is now one point on a product
\n
The second pressure on the benchmark is product, not speed. The lowest available fare was a usable comparison when the product behind it was similar across carriers: a booking class, a change rule, a bag policy that varied inside a known band. That product has fragmented. Brand families, bundles, and ancillaries now sit around the fare. Comparing “the price” across carriers without first normalising those attributes is a comparison of unlike things.
\n\n
This is already familiar inside any airline that sells a branded ladder. Basic, standard, and flex are not three prices for one seat. They are three products. Competitors name the same idea differently, attach different ancillaries, and vary the mix by channel. A rank-order of headline fares therefore compresses several commercial decisions into a single number and then treats that number as the market. The number is still useful. It is no longer sufficient.
\n
Normalisation is the unglamorous prerequisite. Before a pricing analyst can say whether a carrier is high or low on a city pair, someone has to map brand names into comparable tiers and decide which bundle elements travel with the fare. That work used to be optional commentary around the file. It is becoming the file. Wave 2 of this series takes up the full-offer problem directly. The point for today’s benchmark is narrower. Every week the industry delays that mapping, the daily ranking describes less of what the customer is actually being sold.
\n
Monitoring the moving market is becoming a cost problem
\n
The third pressure is computational, and it is no longer only a pricing-operations concern. Look-to-book - searches per ticket sold - has climbed from on the order of 20:1 in the early airline.com period to on the order of 20,000:1 in the modern OTA period, a thousand-fold increase in live compute attached to each booking. The next step, already visible in agentic shopping prototypes, is another order of magnitude: on the order of 200,000 searches per ticket if exploratory queries are allowed to hit a live, transactable pipeline.
\n\n
The cost math is uncomfortable even before that step arrives. A further ten-fold increase in look volume between 2025 and 2030 implies growth of roughly 58 per cent a year. Silicon unit cost has declined on the order of 27 per cent a year by one long-run measure of AI-chip performance. Volume therefore outruns unit-cost relief by about two to one. Cache cannot close that gap once the price being cached is itself a shop-time construction. The airline pays for a picture that is both more expensive to take and less complete when it arrives.
\n
IATA’s look-to-book work with airlines, IT providers, and sellers is explicit that no single vendor or carrier can resolve the volume problem in isolation. That finding belongs mostly to the third essay in this series, where the industry’s options for offloading exploratory demand are the subject. It matters here because it explains why fare intelligence is migrating from a departmental tool to a board-visible infrastructure cost. The commercial team still needs the answer. The finance and technology teams now have a reason to care how often the answer is rebuilt.
\n
The question is unchanged. The instrument has to be.
\n
None of this retires competitive benchmarking. It explains why the same question now requires a different instrument. Pricing still needs a current reading against a defined competitor set. Revenue management still needs to know whether a weakness is a fare problem, a product problem, or a channel problem. Network still needs a market picture that is not a week old. Distribution still needs to know whether an indirect offer is the same product the airline would have built on its own site.
\n
Those teams have historically been able to share one file. Continuous pricing, fragmenting products, and rising look-to-book costs mean that file has to be rebuilt more often, at finer grain, and with an explicit product map rather than a headline rank. The market will not slow down to wait for the older cadence.
\n
About 260 carriers are already pricing in ways the filing cycle does not describe. ATPCO’s 80 per cent target, whatever its eventual hit rate, is the industry telling itself the same thing.
\n
The next essay takes up the imminent wave: NDC and Offer and Order moving first-party grain into indirect channels, competition shifting from a single fare to the assembled offer, and search itself becoming a measurable demand signal rather than exhaust from the booking. The daily question - where do we sit - survives. What sits next to the fare is about to matter as much as the fare.
\n
\n
\n
\n
\n
","rssSummary":"
This is the first of three essays on how airline commercial intelligence is changing. The series follows one evolution in three waves: the competitive benchmark that pricing teams still run every day; the shift from filed fare to full offer, and from cleared price to search intent; and a platform change arriving from outside travel. The question underneath all three is the same. The market airlines price against is moving faster than the instruments built to watch it.
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Grant and Deirdre Fulton were joined by Angie Kocerka (Deputy Commissioner, Chicago Department of Aviation) to discuss which airports lead the world in connectivity and what is driving the shifts, following the live reveal of OAG's 2026 Megahubs rankings. \n\n
Key takeaways from the discussion:
\n
\n
Megahubs Rankings: Istanbul has risen to first place as the most connected global Megahub in 2026, serving 337 destinations in the 12 months to August 2026. With 80% of capacity in the hands of Turkish Airlines and the ability to operate three simultaneous runways, it leads on both airline coordination and infrastructure. Heathrow sits second but has no room to grow, and Amsterdam is constrained by an annual movements cap of 480,000.
\n
Capacity Trends:Global capacity has been fairly flat compared to last year. In the Middle East, most European carriers have virtually closed all their operations, impacting capacity across the region. In the US, the loss of Spirit Airlines removed 3% of domestic market capacity. With industry fuel spend forecast to be $100 billion more than originally projected at the start of the year, the outlook for airlines and airports heading into winter remains cautious.
\n
US Domestic Megahubs: Chicago O'Hare tops the US domestic Megahubs ranking, which uses a three-hour maximum connecting window. Having been first equal with Atlanta last year, Chicago has edged ahead in 2026. The airport serves 227 domestic destinations with nearly 84,000 potential connections on its busiest day. United Airlines holds the dominant position with 49% of total capacity, with a significant American Airlines presence alongside.
\n
\n
\n
\n
\n
Middle East Dynamics: Riyadh and Jeddah are beginning to plateau in terms of growth, while Dubai and Doha continue to come back. Cairo's potential to position itself as a regional hub remains an open question, with the challenge of competing against established hubs and whether it can compete with the Ethiopian and Addis Ababa combination for African connectivity.
\n
\n
\n
Low-Cost Carrier Megahubs: Kuala Lumpur tops the low-cost carrier Megahubs ranking, making it both the most connected Megahub in Asia and the number one low-cost carrier Megahub globally. Asia-Pacific airports dominate this category, with 16 of the top 25 located in Asia and 18 in Europe and the Middle East. Low-cost carrier penetration across the Asia-Pacific region now sits at around 60%.
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
\n
\n
","post_summary":"In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Angie Kocerka (Deputy Commissioner, Chicago Department of Aviation) to discuss which airports lead the world in connectivity and what is driving the shifts, following the live reveal of OAG's 2026 Megahubs rankings. \n","html_title":"Megahubs: OAG's take on the world's most connected airports | Webinars | OAG","blog_post_schedule_task_uid":null,"blog_publish_to_social_media_task":"DONE_NOT_SENT","blog_publish_instant_email_task_uid":"DONE","blog_publish_instant_email_campaign_id":null,"blog_publish_instant_email_retry_count":0,"rss_body":"In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Angie Kocerka (Deputy Commissioner, Chicago Department of Aviation) to discuss which airports lead the world in connectivity and what is driving the shifts, following the live reveal of OAG's 2026 Megahubs rankings. \n\n
Key takeaways from the discussion:
\n
\n
Megahubs Rankings: Istanbul has risen to first place as the most connected global Megahub in 2026, serving 337 destinations in the 12 months to August 2026. With 80% of capacity in the hands of Turkish Airlines and the ability to operate three simultaneous runways, it leads on both airline coordination and infrastructure. Heathrow sits second but has no room to grow, and Amsterdam is constrained by an annual movements cap of 480,000.
\n
Capacity Trends:Global capacity has been fairly flat compared to last year. In the Middle East, most European carriers have virtually closed all their operations, impacting capacity across the region. In the US, the loss of Spirit Airlines removed 3% of domestic market capacity. With industry fuel spend forecast to be $100 billion more than originally projected at the start of the year, the outlook for airlines and airports heading into winter remains cautious.
\n
US Domestic Megahubs: Chicago O'Hare tops the US domestic Megahubs ranking, which uses a three-hour maximum connecting window. Having been first equal with Atlanta last year, Chicago has edged ahead in 2026. The airport serves 227 domestic destinations with nearly 84,000 potential connections on its busiest day. United Airlines holds the dominant position with 49% of total capacity, with a significant American Airlines presence alongside.
\n
\n
\n
\n
\n
Middle East Dynamics: Riyadh and Jeddah are beginning to plateau in terms of growth, while Dubai and Doha continue to come back. Cairo's potential to position itself as a regional hub remains an open question, with the challenge of competing against established hubs and whether it can compete with the Ethiopian and Addis Ababa combination for African connectivity.
\n
\n
\n
Low-Cost Carrier Megahubs: Kuala Lumpur tops the low-cost carrier Megahubs ranking, making it both the most connected Megahub in Asia and the number one low-cost carrier Megahub globally. Asia-Pacific airports dominate this category, with 16 of the top 25 located in Asia and 18 in Europe and the Middle East. Low-cost carrier penetration across the Asia-Pacific region now sits at around 60%.
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
\n
\n
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this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Angie Kocerka (Deputy Commissioner, Chicago Department of Aviation) to discuss which airports lead the world in connectivity and what is driving the shifts, following the live reveal of OAG's 2026 Megahubs rankings. \n\n
Key takeaways from the discussion:
\n
\n
Megahubs Rankings: Istanbul has risen to first place as the most connected global Megahub in 2026, serving 337 destinations in the 12 months to August 2026. With 80% of capacity in the hands of Turkish Airlines and the ability to operate three simultaneous runways, it leads on both airline coordination and infrastructure. Heathrow sits second but has no room to grow, and Amsterdam is constrained by an annual movements cap of 480,000.
\n
Capacity Trends:Global capacity has been fairly flat compared to last year. In the Middle East, most European carriers have virtually closed all their operations, impacting capacity across the region. In the US, the loss of Spirit Airlines removed 3% of domestic market capacity. With industry fuel spend forecast to be $100 billion more than originally projected at the start of the year, the outlook for airlines and airports heading into winter remains cautious.
\n
US Domestic Megahubs: Chicago O'Hare tops the US domestic Megahubs ranking, which uses a three-hour maximum connecting window. Having been first equal with Atlanta last year, Chicago has edged ahead in 2026. The airport serves 227 domestic destinations with nearly 84,000 potential connections on its busiest day. United Airlines holds the dominant position with 49% of total capacity, with a significant American Airlines presence alongside.
\n
\n
\n
\n
\n
Middle East Dynamics: Riyadh and Jeddah are beginning to plateau in terms of growth, while Dubai and Doha continue to come back. Cairo's potential to position itself as a regional hub remains an open question, with the challenge of competing against established hubs and whether it can compete with the Ethiopian and Addis Ababa combination for African connectivity.
\n
\n
\n
Low-Cost Carrier Megahubs: Kuala Lumpur tops the low-cost carrier Megahubs ranking, making it both the most connected Megahub in Asia and the number one low-cost carrier Megahub globally. Asia-Pacific airports dominate this category, with 16 of the top 25 located in Asia and 18 in Europe and the Middle East. Low-cost carrier penetration across the Asia-Pacific region now sits at around 60%.
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
\n
\n
","postBodyRss":"In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Angie Kocerka (Deputy Commissioner, Chicago Department of Aviation) to discuss which airports lead the world in connectivity and what is driving the shifts, following the live reveal of OAG's 2026 Megahubs rankings. \n\n
Key takeaways from the discussion:
\n
\n
Megahubs Rankings: Istanbul has risen to first place as the most connected global Megahub in 2026, serving 337 destinations in the 12 months to August 2026. With 80% of capacity in the hands of Turkish Airlines and the ability to operate three simultaneous runways, it leads on both airline coordination and infrastructure. Heathrow sits second but has no room to grow, and Amsterdam is constrained by an annual movements cap of 480,000.
\n
Capacity Trends:Global capacity has been fairly flat compared to last year. In the Middle East, most European carriers have virtually closed all their operations, impacting capacity across the region. In the US, the loss of Spirit Airlines removed 3% of domestic market capacity. With industry fuel spend forecast to be $100 billion more than originally projected at the start of the year, the outlook for airlines and airports heading into winter remains cautious.
\n
US Domestic Megahubs: Chicago O'Hare tops the US domestic Megahubs ranking, which uses a three-hour maximum connecting window. Having been first equal with Atlanta last year, Chicago has edged ahead in 2026. The airport serves 227 domestic destinations with nearly 84,000 potential connections on its busiest day. United Airlines holds the dominant position with 49% of total capacity, with a significant American Airlines presence alongside.
\n
\n
\n
\n
\n
Middle East Dynamics: Riyadh and Jeddah are beginning to plateau in terms of growth, while Dubai and Doha continue to come back. Cairo's potential to position itself as a regional hub remains an open question, with the challenge of competing against established hubs and whether it can compete with the Ethiopian and Addis Ababa combination for African connectivity.
\n
\n
\n
Low-Cost Carrier Megahubs: Kuala Lumpur tops the low-cost carrier Megahubs ranking, making it both the most connected Megahub in Asia and the number one low-cost carrier Megahub globally. Asia-Pacific airports dominate this category, with 16 of the top 25 located in Asia and 18 in Europe and the Middle East. Low-cost carrier penetration across the Asia-Pacific region now sits at around 60%.
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
\n
\n
","postEmailContent":"In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Angie Kocerka (Deputy Commissioner, Chicago Department of Aviation) to discuss which airports lead the world in connectivity and what is driving the shifts, following the live reveal of OAG's 2026 Megahubs rankings. \n\n
Key takeaways from the discussion:
\n
\n
Megahubs Rankings: Istanbul has risen to first place as the most connected global Megahub in 2026, serving 337 destinations in the 12 months to August 2026. With 80% of capacity in the hands of Turkish Airlines and the ability to operate three simultaneous runways, it leads on both airline coordination and infrastructure. Heathrow sits second but has no room to grow, and Amsterdam is constrained by an annual movements cap of 480,000.
\n
Capacity Trends:Global capacity has been fairly flat compared to last year. In the Middle East, most European carriers have virtually closed all their operations, impacting capacity across the region. In the US, the loss of Spirit Airlines removed 3% of domestic market capacity. With industry fuel spend forecast to be $100 billion more than originally projected at the start of the year, the outlook for airlines and airports heading into winter remains cautious.
\n
US Domestic Megahubs: Chicago O'Hare tops the US domestic Megahubs ranking, which uses a three-hour maximum connecting window. Having been first equal with Atlanta last year, Chicago has edged ahead in 2026. The airport serves 227 domestic destinations with nearly 84,000 potential connections on its busiest day. United Airlines holds the dominant position with 49% of total capacity, with a significant American Airlines presence alongside.
\n
\n
\n
\n
\n
Middle East Dynamics: Riyadh and Jeddah are beginning to plateau in terms of growth, while Dubai and Doha continue to come back. Cairo's potential to position itself as a regional hub remains an open question, with the challenge of competing against established hubs and whether it can compete with the Ethiopian and Addis Ababa combination for African connectivity.
\n
\n
\n
Low-Cost Carrier Megahubs: Kuala Lumpur tops the low-cost carrier Megahubs ranking, making it both the most connected Megahub in Asia and the number one low-cost carrier Megahub globally. Asia-Pacific airports dominate this category, with 16 of the top 25 located in Asia and 18 in Europe and the Middle East. Low-cost carrier penetration across the Asia-Pacific region now sits at around 60%.
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
\n
\n
","postFeaturedImageIfEnabled":"https://490937.fs1.hubspotusercontent-na1.net/hubfs/490937/Using%20this%20image%20create%20a%20featured%20image%20for%20a%20blog%20entitled%20_Megahubs_%20OAGs%20ta.png","postListContent":"In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Angie Kocerka (Deputy Commissioner, Chicago Department of Aviation) to discuss which airports lead the world in connectivity and what is driving the shifts, following the live reveal of OAG's 2026 Megahubs rankings. \n ","postListSummaryFeaturedImage":"https://490937.fs1.hubspotusercontent-na1.net/hubfs/490937/Using%20this%20image%20create%20a%20featured%20image%20for%20a%20blog%20entitled%20_Megahubs_%20OAGs%20ta.png","postRssContent":"In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Angie Kocerka (Deputy Commissioner, Chicago Department of Aviation) to discuss which airports lead the world in connectivity and what is driving the shifts, following the live reveal of OAG's 2026 Megahubs rankings. \n\n
Key takeaways from the discussion:
\n
\n
Megahubs Rankings: Istanbul has risen to first place as the most connected global Megahub in 2026, serving 337 destinations in the 12 months to August 2026. With 80% of capacity in the hands of Turkish Airlines and the ability to operate three simultaneous runways, it leads on both airline coordination and infrastructure. Heathrow sits second but has no room to grow, and Amsterdam is constrained by an annual movements cap of 480,000.
\n
Capacity Trends:Global capacity has been fairly flat compared to last year. In the Middle East, most European carriers have virtually closed all their operations, impacting capacity across the region. In the US, the loss of Spirit Airlines removed 3% of domestic market capacity. With industry fuel spend forecast to be $100 billion more than originally projected at the start of the year, the outlook for airlines and airports heading into winter remains cautious.
\n
US Domestic Megahubs: Chicago O'Hare tops the US domestic Megahubs ranking, which uses a three-hour maximum connecting window. Having been first equal with Atlanta last year, Chicago has edged ahead in 2026. The airport serves 227 domestic destinations with nearly 84,000 potential connections on its busiest day. United Airlines holds the dominant position with 49% of total capacity, with a significant American Airlines presence alongside.
\n
\n
\n
\n
\n
Middle East Dynamics: Riyadh and Jeddah are beginning to plateau in terms of growth, while Dubai and Doha continue to come back. Cairo's potential to position itself as a regional hub remains an open question, with the challenge of competing against established hubs and whether it can compete with the Ethiopian and Addis Ababa combination for African connectivity.
\n
\n
\n
Low-Cost Carrier Megahubs: Kuala Lumpur tops the low-cost carrier Megahubs ranking, making it both the most connected Megahub in Asia and the number one low-cost carrier Megahub globally. Asia-Pacific airports dominate this category, with 16 of the top 25 located in Asia and 18 in Europe and the Middle East. Low-cost carrier penetration across the Asia-Pacific region now sits at around 60%.
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
\n
\n
","postRssSummaryFeaturedImage":"","postSummary":"In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Angie Kocerka (Deputy Commissioner, Chicago Department of Aviation) to discuss which airports lead the world in connectivity and what is driving the shifts, following the live reveal of OAG's 2026 Megahubs rankings. \n","postSummaryRss":"In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Angie Kocerka (Deputy Commissioner, Chicago Department of Aviation) to discuss which airports lead the world in connectivity and what is driving the shifts, following the live reveal of OAG's 2026 Megahubs rankings. \n ","postTemplate":"OAG 2026/templates/blog/clean-pro-blog-post.html","previewImageSrc":null,"previewKey":"rSAsKPUL","previousPostFeaturedImage":"https://490937.fs1.hubspotusercontent-na1.net/hubfs/490937/blog%20image.png","previousPostFeaturedImageAltText":"","previousPostName":"Africa's aviation growth story: Connectivity, capital and capacity","previousPostSlug":"webinars/africas-aviation-growth-story-webinar","processingStatus":"PUBLISHED","propertyForDynamicPageCanonicalUrl":null,"propertyForDynamicPageFeaturedImage":null,"propertyForDynamicPageMetaDescription":null,"propertyForDynamicPageSlug":null,"propertyForDynamicPageTitle":null,"publicAccessRules":[],"publicAccessRulesEnabled":false,"publishDate":1789638802000,"publishDateLocalTime":1789638802000,"publishDateLocalized":{"date":1789638802000,"format":"dd MMMM yyyy","language":null},"publishImmediately":true,"publishTimezoneOffset":null,"publishedAt":1789640220594,"publishedByEmail":null,"publishedById":72222748,"publishedByName":null,"publishedUrl":"https://www.oag.com/webinars/sept26-megahubs","resolvedDomain":"www.oag.com","resolvedLanguage":null,"rssBody":"In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Angie Kocerka (Deputy Commissioner, Chicago Department of Aviation) to discuss which airports lead the world in connectivity and what is driving the shifts, following the live reveal of OAG's 2026 Megahubs rankings. \n\n
Key takeaways from the discussion:
\n
\n
Megahubs Rankings: Istanbul has risen to first place as the most connected global Megahub in 2026, serving 337 destinations in the 12 months to August 2026. With 80% of capacity in the hands of Turkish Airlines and the ability to operate three simultaneous runways, it leads on both airline coordination and infrastructure. Heathrow sits second but has no room to grow, and Amsterdam is constrained by an annual movements cap of 480,000.
\n
Capacity Trends:Global capacity has been fairly flat compared to last year. In the Middle East, most European carriers have virtually closed all their operations, impacting capacity across the region. In the US, the loss of Spirit Airlines removed 3% of domestic market capacity. With industry fuel spend forecast to be $100 billion more than originally projected at the start of the year, the outlook for airlines and airports heading into winter remains cautious.
\n
US Domestic Megahubs: Chicago O'Hare tops the US domestic Megahubs ranking, which uses a three-hour maximum connecting window. Having been first equal with Atlanta last year, Chicago has edged ahead in 2026. The airport serves 227 domestic destinations with nearly 84,000 potential connections on its busiest day. United Airlines holds the dominant position with 49% of total capacity, with a significant American Airlines presence alongside.
\n
\n
\n
\n
\n
Middle East Dynamics: Riyadh and Jeddah are beginning to plateau in terms of growth, while Dubai and Doha continue to come back. Cairo's potential to position itself as a regional hub remains an open question, with the challenge of competing against established hubs and whether it can compete with the Ethiopian and Addis Ababa combination for African connectivity.
\n
\n
\n
Low-Cost Carrier Megahubs: Kuala Lumpur tops the low-cost carrier Megahubs ranking, making it both the most connected Megahub in Asia and the number one low-cost carrier Megahub globally. Asia-Pacific airports dominate this category, with 16 of the top 25 located in Asia and 18 in Europe and the Middle East. Low-cost carrier penetration across the Asia-Pacific region now sits at around 60%.
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
\n
\n
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The aviation industry is increasingly being impacted by various geopolitical events around the globe as airlines adjust their networks in response to airspace closures, market demand, and consumer confidence in connecting through some parts of the world. This year’s OAG Megahubs report reflects the market disruption that we have seen in the last year across many markets with, as always, some winners and losers in the results.
\n
Istanbul Airport (IST) is certainly a winner, taking pole position in the global ranking and rising above London Heathrow (LHR) for the first time. The range of connectivity depth at Istanbul improves year-on-year with Turkish Airlines continually expanding their network – increasing both destinations and frequencies served from the airport.
\n
Underpinning the growth at Istanbul is the airport’s available capacity. Istanbul is the only facility in Europe capable of handling simultaneous operations across three runways. The available capacity at Istanbul highlights London Heathrow's issue of operating an airport at very close to maximum capacity. And while there is a very long list of airlines and destinations that could be added to the Heathrow network, the absence of a third runway really is impacting the airport's global position.
\n
Slipping down the Megahub rankings are the major Middle East hubs where airline capacity remains around 20% below last year’s levels and subsequently impacts potential connectivity. As locally based airlines continue to rebuild their capacity and overseas carriers slowly return to the market, this year’s slip in rankings is likely to be recovered in the next year as normal service in the region is resumed.
\n
The rebuild of the AirAsia network is a major factor in Kuala Lumpur (KUL) securing 4th spot in the global rankings. With a balance of domestic and short-haul international network growth, the impact on connectivity is significant, consolidating the airports position in the global top five.
\n\n\n
\n
China continues to see its airports improving their rankings with Baiyun International (CAN) the largest absolute mover in the top fifty airports - with a move of seventeen places up to 19th place this year - as the range of international services and connectivity grows. Shanghai Pudong (PVG) remains the most connected airport in China, gaining five places on last year to secure 14th position.
\n
While most airports ranking in the Megahubs are built around a combination of both domestic and international destinations this is not quite the case in North America and specifically in the United States where domestic connectivity through various hubs is the dominant feature. Chicago O’Hare has continued to improve its position and now ranks 5th in the global ranking (moving up from 7th last year) while Atlanta has slipped slightly backwards to 10th place (dropping from 8th last year).
\n
Above all else the OAG Megahubs results this year highlight the levels of competition in the global market and that those airports with capacity to grow are in many cases catching up with their established peers. Next year’s results will inevitably be different and hopefully reflect a less geopolitically nuanced set of results. If that is the case, then only time will tell.
\n\n
","post_summary":"
The aviation industry is increasingly being impacted by various geopolitical events around the globe as airlines adjust their networks in response to airspace closures, market demand, and consumer confidence in connecting through some parts of the world. This year’s OAG Megahubs report reflects the market disruption that we have seen in the last year across many markets with, as always, some winners and losers in the results.
","html_title":"Geopolitics, Capacity, and Connectivity: The Story Behind Megahubs 2026","blog_post_schedule_task_uid":null,"blog_publish_to_social_media_task":"DONE_NOT_SENT","blog_publish_instant_email_task_uid":null,"blog_publish_instant_email_campaign_id":null,"blog_publish_instant_email_retry_count":null,"rss_body":"
The aviation industry is increasingly being impacted by various geopolitical events around the globe as airlines adjust their networks in response to airspace closures, market demand, and consumer confidence in connecting through some parts of the world. This year’s OAG Megahubs report reflects the market disruption that we have seen in the last year across many markets with, as always, some winners and losers in the results.
\n
Istanbul Airport (IST) is certainly a winner, taking pole position in the global ranking and rising above London Heathrow (LHR) for the first time. The range of connectivity depth at Istanbul improves year-on-year with Turkish Airlines continually expanding their network – increasing both destinations and frequencies served from the airport.
\n
Underpinning the growth at Istanbul is the airport’s available capacity. Istanbul is the only facility in Europe capable of handling simultaneous operations across three runways. The available capacity at Istanbul highlights London Heathrow's issue of operating an airport at very close to maximum capacity. And while there is a very long list of airlines and destinations that could be added to the Heathrow network, the absence of a third runway really is impacting the airport's global position.
\n
Slipping down the Megahub rankings are the major Middle East hubs where airline capacity remains around 20% below last year’s levels and subsequently impacts potential connectivity. As locally based airlines continue to rebuild their capacity and overseas carriers slowly return to the market, this year’s slip in rankings is likely to be recovered in the next year as normal service in the region is resumed.
\n
The rebuild of the AirAsia network is a major factor in Kuala Lumpur (KUL) securing 4th spot in the global rankings. With a balance of domestic and short-haul international network growth, the impact on connectivity is significant, consolidating the airports position in the global top five.
\n\n\n
\n
China continues to see its airports improving their rankings with Baiyun International (CAN) the largest absolute mover in the top fifty airports - with a move of seventeen places up to 19th place this year - as the range of international services and connectivity grows. Shanghai Pudong (PVG) remains the most connected airport in China, gaining five places on last year to secure 14th position.
\n
While most airports ranking in the Megahubs are built around a combination of both domestic and international destinations this is not quite the case in North America and specifically in the United States where domestic connectivity through various hubs is the dominant feature. Chicago O’Hare has continued to improve its position and now ranks 5th in the global ranking (moving up from 7th last year) while Atlanta has slipped slightly backwards to 10th place (dropping from 8th last year).
\n
Above all else the OAG Megahubs results this year highlight the levels of competition in the global market and that those airports with capacity to grow are in many cases catching up with their established peers. Next year’s results will inevitably be different and hopefully reflect a less geopolitically nuanced set of results. If that is the case, then only time will tell.
\n\n
","rss_summary":"
The aviation industry is increasingly being impacted by various geopolitical events around the globe as airlines adjust their networks in response to airspace closures, market demand, and consumer confidence in connecting through some parts of the world. This year’s OAG Megahubs report reflects the market disruption that we have seen in the last year across many markets with, as always, some winners and losers in the results.
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The aviation industry is increasingly being impacted by various geopolitical events around the globe as airlines adjust their networks in response to airspace closures, market demand, and consumer confidence in connecting through some parts of the world. This year’s OAG Megahubs report reflects the market disruption that we have seen in the last year across many markets with, as always, some winners and losers in the results.
\n
Istanbul Airport (IST) is certainly a winner, taking pole position in the global ranking and rising above London Heathrow (LHR) for the first time. The range of connectivity depth at Istanbul improves year-on-year with Turkish Airlines continually expanding their network – increasing both destinations and frequencies served from the airport.
\n
Underpinning the growth at Istanbul is the airport’s available capacity. Istanbul is the only facility in Europe capable of handling simultaneous operations across three runways. The available capacity at Istanbul highlights London Heathrow's issue of operating an airport at very close to maximum capacity. And while there is a very long list of airlines and destinations that could be added to the Heathrow network, the absence of a third runway really is impacting the airport's global position.
\n
Slipping down the Megahub rankings are the major Middle East hubs where airline capacity remains around 20% below last year’s levels and subsequently impacts potential connectivity. As locally based airlines continue to rebuild their capacity and overseas carriers slowly return to the market, this year’s slip in rankings is likely to be recovered in the next year as normal service in the region is resumed.
\n
The rebuild of the AirAsia network is a major factor in Kuala Lumpur (KUL) securing 4th spot in the global rankings. With a balance of domestic and short-haul international network growth, the impact on connectivity is significant, consolidating the airports position in the global top five.
\n\n\n
\n
China continues to see its airports improving their rankings with Baiyun International (CAN) the largest absolute mover in the top fifty airports - with a move of seventeen places up to 19th place this year - as the range of international services and connectivity grows. Shanghai Pudong (PVG) remains the most connected airport in China, gaining five places on last year to secure 14th position.
\n
While most airports ranking in the Megahubs are built around a combination of both domestic and international destinations this is not quite the case in North America and specifically in the United States where domestic connectivity through various hubs is the dominant feature. Chicago O’Hare has continued to improve its position and now ranks 5th in the global ranking (moving up from 7th last year) while Atlanta has slipped slightly backwards to 10th place (dropping from 8th last year).
\n
Above all else the OAG Megahubs results this year highlight the levels of competition in the global market and that those airports with capacity to grow are in many cases catching up with their established peers. Next year’s results will inevitably be different and hopefully reflect a less geopolitically nuanced set of results. If that is the case, then only time will tell.
\n\n
","postBodyRss":"
The aviation industry is increasingly being impacted by various geopolitical events around the globe as airlines adjust their networks in response to airspace closures, market demand, and consumer confidence in connecting through some parts of the world. This year’s OAG Megahubs report reflects the market disruption that we have seen in the last year across many markets with, as always, some winners and losers in the results.
\n
Istanbul Airport (IST) is certainly a winner, taking pole position in the global ranking and rising above London Heathrow (LHR) for the first time. The range of connectivity depth at Istanbul improves year-on-year with Turkish Airlines continually expanding their network – increasing both destinations and frequencies served from the airport.
\n
Underpinning the growth at Istanbul is the airport’s available capacity. Istanbul is the only facility in Europe capable of handling simultaneous operations across three runways. The available capacity at Istanbul highlights London Heathrow's issue of operating an airport at very close to maximum capacity. And while there is a very long list of airlines and destinations that could be added to the Heathrow network, the absence of a third runway really is impacting the airport's global position.
\n
Slipping down the Megahub rankings are the major Middle East hubs where airline capacity remains around 20% below last year’s levels and subsequently impacts potential connectivity. As locally based airlines continue to rebuild their capacity and overseas carriers slowly return to the market, this year’s slip in rankings is likely to be recovered in the next year as normal service in the region is resumed.
\n
The rebuild of the AirAsia network is a major factor in Kuala Lumpur (KUL) securing 4th spot in the global rankings. With a balance of domestic and short-haul international network growth, the impact on connectivity is significant, consolidating the airports position in the global top five.
\n\n\n
\n
China continues to see its airports improving their rankings with Baiyun International (CAN) the largest absolute mover in the top fifty airports - with a move of seventeen places up to 19th place this year - as the range of international services and connectivity grows. Shanghai Pudong (PVG) remains the most connected airport in China, gaining five places on last year to secure 14th position.
\n
While most airports ranking in the Megahubs are built around a combination of both domestic and international destinations this is not quite the case in North America and specifically in the United States where domestic connectivity through various hubs is the dominant feature. Chicago O’Hare has continued to improve its position and now ranks 5th in the global ranking (moving up from 7th last year) while Atlanta has slipped slightly backwards to 10th place (dropping from 8th last year).
\n
Above all else the OAG Megahubs results this year highlight the levels of competition in the global market and that those airports with capacity to grow are in many cases catching up with their established peers. Next year’s results will inevitably be different and hopefully reflect a less geopolitically nuanced set of results. If that is the case, then only time will tell.
\n\n
","postEmailContent":"
The aviation industry is increasingly being impacted by various geopolitical events around the globe as airlines adjust their networks in response to airspace closures, market demand, and consumer confidence in connecting through some parts of the world. This year’s OAG Megahubs report reflects the market disruption that we have seen in the last year across many markets with, as always, some winners and losers in the results.
The aviation industry is increasingly being impacted by various geopolitical events around the globe as airlines adjust their networks in response to airspace closures, market demand, and consumer confidence in connecting through some parts of the world. This year’s OAG Megahubs report reflects the market disruption that we have seen in the last year across many markets with, as always, some winners and losers in the results.
The aviation industry is increasingly being impacted by various geopolitical events around the globe as airlines adjust their networks in response to airspace closures, market demand, and consumer confidence in connecting through some parts of the world. This year’s OAG Megahubs report reflects the market disruption that we have seen in the last year across many markets with, as always, some winners and losers in the results.
The aviation industry is increasingly being impacted by various geopolitical events around the globe as airlines adjust their networks in response to airspace closures, market demand, and consumer confidence in connecting through some parts of the world. This year’s OAG Megahubs report reflects the market disruption that we have seen in the last year across many markets with, as always, some winners and losers in the results.
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The aviation industry is increasingly being impacted by various geopolitical events around the globe as airlines adjust their networks in response to airspace closures, market demand, and consumer confidence in connecting through some parts of the world. This year’s OAG Megahubs report reflects the market disruption that we have seen in the last year across many markets with, as always, some winners and losers in the results.
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The aviation industry is increasingly being impacted by various geopolitical events around the globe as airlines adjust their networks in response to airspace closures, market demand, and consumer confidence in connecting through some parts of the world. This year’s OAG Megahubs report reflects the market disruption that we have seen in the last year across many markets with, as always, some winners and losers in the results.
\n
Istanbul Airport (IST) is certainly a winner, taking pole position in the global ranking and rising above London Heathrow (LHR) for the first time. The range of connectivity depth at Istanbul improves year-on-year with Turkish Airlines continually expanding their network – increasing both destinations and frequencies served from the airport.
\n
Underpinning the growth at Istanbul is the airport’s available capacity. Istanbul is the only facility in Europe capable of handling simultaneous operations across three runways. The available capacity at Istanbul highlights London Heathrow's issue of operating an airport at very close to maximum capacity. And while there is a very long list of airlines and destinations that could be added to the Heathrow network, the absence of a third runway really is impacting the airport's global position.
\n
Slipping down the Megahub rankings are the major Middle East hubs where airline capacity remains around 20% below last year’s levels and subsequently impacts potential connectivity. As locally based airlines continue to rebuild their capacity and overseas carriers slowly return to the market, this year’s slip in rankings is likely to be recovered in the next year as normal service in the region is resumed.
\n
The rebuild of the AirAsia network is a major factor in Kuala Lumpur (KUL) securing 4th spot in the global rankings. With a balance of domestic and short-haul international network growth, the impact on connectivity is significant, consolidating the airports position in the global top five.
\n\n\n
\n
China continues to see its airports improving their rankings with Baiyun International (CAN) the largest absolute mover in the top fifty airports - with a move of seventeen places up to 19th place this year - as the range of international services and connectivity grows. Shanghai Pudong (PVG) remains the most connected airport in China, gaining five places on last year to secure 14th position.
\n
While most airports ranking in the Megahubs are built around a combination of both domestic and international destinations this is not quite the case in North America and specifically in the United States where domestic connectivity through various hubs is the dominant feature. Chicago O’Hare has continued to improve its position and now ranks 5th in the global ranking (moving up from 7th last year) while Atlanta has slipped slightly backwards to 10th place (dropping from 8th last year).
\n
Above all else the OAG Megahubs results this year highlight the levels of competition in the global market and that those airports with capacity to grow are in many cases catching up with their established peers. Next year’s results will inevitably be different and hopefully reflect a less geopolitically nuanced set of results. If that is the case, then only time will tell.
\n\n
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The aviation industry is increasingly being impacted by various geopolitical events around the globe as airlines adjust their networks in response to airspace closures, market demand, and consumer confidence in connecting through some parts of the world. This year’s OAG Megahubs report reflects the market disruption that we have seen in the last year across many markets with, as always, some winners and losers in the results.
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Sean Mendis (Director, SeanMendis.com) to explore the intersection of network growth, fleet planning, financing and policy reforms in Africa today.
\n\n
Key takeaways from the discussion:
\n
\n
African aviation growth: Africa is growing at almost double digits year-on-year, while much of the rest of the world has flatlined. Nigeria is a standout, up 36%, thanks to currency reforms, a new aircraft leasing agreement, and growing confidence from airlines looking to fly there. You can track Africa's aviation growth using our monthly data briefing for Africa)
\n
Challenges holding back African aviation: Many of Africa's barriers are self-inflicted: high taxes, red tape, and over 50 different customs borders add around 30% to the cost of running an airline compared to Europe or North America. Moving an aircraft part between Nigeria and Ghana, a 40-minute flight, can cross four different borders. Africa makes up just 2-3% of global air travel but with the right policies in place, there's a huge opportunity to change that.
\n
\n
\n
\n
\n
\n
The role of regional hubs: Ethiopian Airlines dominates African aviation, with its Addis Ababa hub larger than the next three combined. Its hub-and-spoke model is the blueprint others are looking to copy. However, 70% of intercontinental capacity is still operated by non-African carriers, and physical constraints at Bole Airport are already limiting Ethiopian's ability to grow. It's a bottleneck that needs to be resolved if Africa is to compete on the global stage.
\n
\n
\n
Low-cost carriers: a missing piece:The Middle East grew LCC capacity from 10% to 25% in a decade. Africa has the same potential, but its LCC market is held back by three barriers: punishing taxation, lack of infrastructure, and financing challenges. Taxes alone on a two-hour Accra to Freetown flight exceed $400 before a single dollar reaches the airline, far more than the equivalent cost in Europe or Southeast Asia.
\n
\n
Airlines to watch: Airlink is emerging as one of the most interesting carriers on the continent. Since separating from South African Airways during COVID, they've secured a 25% Qatar Airways stake, ordered 10 Embraer E2s, and expanded routes as far as Zanzibar, Mauritius and Lagos. Nigerian carriers are also ones to watch as market conditions continue to improve.
\n
\n
\n
\n
\n
Fleet strategy and the state ownership problem: Ethiopian stands apart through 25 years of disciplined execution. The planned Bishoftu Airport, 2,000 feet lower than Bole, could enable nonstop A350-1000 services to North America, transforming their network the way Dubai did for Emirates. In contrast, many state-backed carriers continue ordering wide bodies as vanity projects despite 90% of their populations not flying, prioritising the national flag over commercial reality. That gap in commercial discipline will likely define which African airlines thrive over the next decade.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
","post_summary":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Sean Mendis (Director, SeanMendis.com) to explore the intersection of network growth, fleet planning, financing and policy reforms in Africa today.
\n","html_title":"Africa's aviation growth story: Connectivity, capital and capacity | Webinars | OAG","blog_post_schedule_task_uid":null,"blog_publish_to_social_media_task":"DONE_NOT_SENT","blog_publish_instant_email_task_uid":"DONE","blog_publish_instant_email_campaign_id":null,"blog_publish_instant_email_retry_count":0,"rss_body":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Sean Mendis (Director, SeanMendis.com) to explore the intersection of network growth, fleet planning, financing and policy reforms in Africa today.
\n\n
Key takeaways from the discussion:
\n
\n
African aviation growth: Africa is growing at almost double digits year-on-year, while much of the rest of the world has flatlined. Nigeria is a standout, up 36%, thanks to currency reforms, a new aircraft leasing agreement, and growing confidence from airlines looking to fly there. You can track Africa's aviation growth using our monthly data briefing for Africa)
\n
Challenges holding back African aviation: Many of Africa's barriers are self-inflicted: high taxes, red tape, and over 50 different customs borders add around 30% to the cost of running an airline compared to Europe or North America. Moving an aircraft part between Nigeria and Ghana, a 40-minute flight, can cross four different borders. Africa makes up just 2-3% of global air travel but with the right policies in place, there's a huge opportunity to change that.
\n
\n
\n
\n
\n
\n
The role of regional hubs: Ethiopian Airlines dominates African aviation, with its Addis Ababa hub larger than the next three combined. Its hub-and-spoke model is the blueprint others are looking to copy. However, 70% of intercontinental capacity is still operated by non-African carriers, and physical constraints at Bole Airport are already limiting Ethiopian's ability to grow. It's a bottleneck that needs to be resolved if Africa is to compete on the global stage.
\n
\n
\n
Low-cost carriers: a missing piece:The Middle East grew LCC capacity from 10% to 25% in a decade. Africa has the same potential, but its LCC market is held back by three barriers: punishing taxation, lack of infrastructure, and financing challenges. Taxes alone on a two-hour Accra to Freetown flight exceed $400 before a single dollar reaches the airline, far more than the equivalent cost in Europe or Southeast Asia.
\n
\n
Airlines to watch: Airlink is emerging as one of the most interesting carriers on the continent. Since separating from South African Airways during COVID, they've secured a 25% Qatar Airways stake, ordered 10 Embraer E2s, and expanded routes as far as Zanzibar, Mauritius and Lagos. Nigerian carriers are also ones to watch as market conditions continue to improve.
\n
\n
\n
\n
\n
Fleet strategy and the state ownership problem: Ethiopian stands apart through 25 years of disciplined execution. The planned Bishoftu Airport, 2,000 feet lower than Bole, could enable nonstop A350-1000 services to North America, transforming their network the way Dubai did for Emirates. In contrast, many state-backed carriers continue ordering wide bodies as vanity projects despite 90% of their populations not flying, prioritising the national flag over commercial reality. That gap in commercial discipline will likely define which African airlines thrive over the next decade.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
","rss_summary":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Sean Mendis (Director, SeanMendis.com) to explore the intersection of network growth, fleet planning, financing and policy reforms in Africa today.
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Sean Mendis (Director, SeanMendis.com) to explore the intersection of network growth, fleet planning, financing and policy reforms in Africa today.
\n\n
Key takeaways from the discussion:
\n
\n
African aviation growth: Africa is growing at almost double digits year-on-year, while much of the rest of the world has flatlined. Nigeria is a standout, up 36%, thanks to currency reforms, a new aircraft leasing agreement, and growing confidence from airlines looking to fly there. You can track Africa's aviation growth using our monthly data briefing for Africa)
\n
Challenges holding back African aviation: Many of Africa's barriers are self-inflicted: high taxes, red tape, and over 50 different customs borders add around 30% to the cost of running an airline compared to Europe or North America. Moving an aircraft part between Nigeria and Ghana, a 40-minute flight, can cross four different borders. Africa makes up just 2-3% of global air travel but with the right policies in place, there's a huge opportunity to change that.
\n
\n
\n
\n
\n
\n
The role of regional hubs: Ethiopian Airlines dominates African aviation, with its Addis Ababa hub larger than the next three combined. Its hub-and-spoke model is the blueprint others are looking to copy. However, 70% of intercontinental capacity is still operated by non-African carriers, and physical constraints at Bole Airport are already limiting Ethiopian's ability to grow. It's a bottleneck that needs to be resolved if Africa is to compete on the global stage.
\n
\n
\n
Low-cost carriers: a missing piece:The Middle East grew LCC capacity from 10% to 25% in a decade. Africa has the same potential, but its LCC market is held back by three barriers: punishing taxation, lack of infrastructure, and financing challenges. Taxes alone on a two-hour Accra to Freetown flight exceed $400 before a single dollar reaches the airline, far more than the equivalent cost in Europe or Southeast Asia.
\n
\n
Airlines to watch: Airlink is emerging as one of the most interesting carriers on the continent. Since separating from South African Airways during COVID, they've secured a 25% Qatar Airways stake, ordered 10 Embraer E2s, and expanded routes as far as Zanzibar, Mauritius and Lagos. Nigerian carriers are also ones to watch as market conditions continue to improve.
\n
\n
\n
\n
\n
Fleet strategy and the state ownership problem: Ethiopian stands apart through 25 years of disciplined execution. The planned Bishoftu Airport, 2,000 feet lower than Bole, could enable nonstop A350-1000 services to North America, transforming their network the way Dubai did for Emirates. In contrast, many state-backed carriers continue ordering wide bodies as vanity projects despite 90% of their populations not flying, prioritising the national flag over commercial reality. That gap in commercial discipline will likely define which African airlines thrive over the next decade.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
","postBodyRss":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Sean Mendis (Director, SeanMendis.com) to explore the intersection of network growth, fleet planning, financing and policy reforms in Africa today.
\n\n
Key takeaways from the discussion:
\n
\n
African aviation growth: Africa is growing at almost double digits year-on-year, while much of the rest of the world has flatlined. Nigeria is a standout, up 36%, thanks to currency reforms, a new aircraft leasing agreement, and growing confidence from airlines looking to fly there. You can track Africa's aviation growth using our monthly data briefing for Africa)
\n
Challenges holding back African aviation: Many of Africa's barriers are self-inflicted: high taxes, red tape, and over 50 different customs borders add around 30% to the cost of running an airline compared to Europe or North America. Moving an aircraft part between Nigeria and Ghana, a 40-minute flight, can cross four different borders. Africa makes up just 2-3% of global air travel but with the right policies in place, there's a huge opportunity to change that.
\n
\n
\n
\n
\n
\n
The role of regional hubs: Ethiopian Airlines dominates African aviation, with its Addis Ababa hub larger than the next three combined. Its hub-and-spoke model is the blueprint others are looking to copy. However, 70% of intercontinental capacity is still operated by non-African carriers, and physical constraints at Bole Airport are already limiting Ethiopian's ability to grow. It's a bottleneck that needs to be resolved if Africa is to compete on the global stage.
\n
\n
\n
Low-cost carriers: a missing piece:The Middle East grew LCC capacity from 10% to 25% in a decade. Africa has the same potential, but its LCC market is held back by three barriers: punishing taxation, lack of infrastructure, and financing challenges. Taxes alone on a two-hour Accra to Freetown flight exceed $400 before a single dollar reaches the airline, far more than the equivalent cost in Europe or Southeast Asia.
\n
\n
Airlines to watch: Airlink is emerging as one of the most interesting carriers on the continent. Since separating from South African Airways during COVID, they've secured a 25% Qatar Airways stake, ordered 10 Embraer E2s, and expanded routes as far as Zanzibar, Mauritius and Lagos. Nigerian carriers are also ones to watch as market conditions continue to improve.
\n
\n
\n
\n
\n
Fleet strategy and the state ownership problem: Ethiopian stands apart through 25 years of disciplined execution. The planned Bishoftu Airport, 2,000 feet lower than Bole, could enable nonstop A350-1000 services to North America, transforming their network the way Dubai did for Emirates. In contrast, many state-backed carriers continue ordering wide bodies as vanity projects despite 90% of their populations not flying, prioritising the national flag over commercial reality. That gap in commercial discipline will likely define which African airlines thrive over the next decade.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
","postEmailContent":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Sean Mendis (Director, SeanMendis.com) to explore the intersection of network growth, fleet planning, financing and policy reforms in Africa today.
\n\n
Key takeaways from the discussion:
\n
\n
African aviation growth: Africa is growing at almost double digits year-on-year, while much of the rest of the world has flatlined. Nigeria is a standout, up 36%, thanks to currency reforms, a new aircraft leasing agreement, and growing confidence from airlines looking to fly there. You can track Africa's aviation growth using our monthly data briefing for Africa)
\n
Challenges holding back African aviation: Many of Africa's barriers are self-inflicted: high taxes, red tape, and over 50 different customs borders add around 30% to the cost of running an airline compared to Europe or North America. Moving an aircraft part between Nigeria and Ghana, a 40-minute flight, can cross four different borders. Africa makes up just 2-3% of global air travel but with the right policies in place, there's a huge opportunity to change that.
\n
\n
\n
\n
\n
\n
The role of regional hubs: Ethiopian Airlines dominates African aviation, with its Addis Ababa hub larger than the next three combined. Its hub-and-spoke model is the blueprint others are looking to copy. However, 70% of intercontinental capacity is still operated by non-African carriers, and physical constraints at Bole Airport are already limiting Ethiopian's ability to grow. It's a bottleneck that needs to be resolved if Africa is to compete on the global stage.
\n
\n
\n
Low-cost carriers: a missing piece:The Middle East grew LCC capacity from 10% to 25% in a decade. Africa has the same potential, but its LCC market is held back by three barriers: punishing taxation, lack of infrastructure, and financing challenges. Taxes alone on a two-hour Accra to Freetown flight exceed $400 before a single dollar reaches the airline, far more than the equivalent cost in Europe or Southeast Asia.
\n
\n
Airlines to watch: Airlink is emerging as one of the most interesting carriers on the continent. Since separating from South African Airways during COVID, they've secured a 25% Qatar Airways stake, ordered 10 Embraer E2s, and expanded routes as far as Zanzibar, Mauritius and Lagos. Nigerian carriers are also ones to watch as market conditions continue to improve.
\n
\n
\n
\n
\n
Fleet strategy and the state ownership problem: Ethiopian stands apart through 25 years of disciplined execution. The planned Bishoftu Airport, 2,000 feet lower than Bole, could enable nonstop A350-1000 services to North America, transforming their network the way Dubai did for Emirates. In contrast, many state-backed carriers continue ordering wide bodies as vanity projects despite 90% of their populations not flying, prioritising the national flag over commercial reality. That gap in commercial discipline will likely define which African airlines thrive over the next decade.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Sean Mendis (Director, SeanMendis.com) to explore the intersection of network growth, fleet planning, financing and policy reforms in Africa today.
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Sean Mendis (Director, SeanMendis.com) to explore the intersection of network growth, fleet planning, financing and policy reforms in Africa today.
\n\n
Key takeaways from the discussion:
\n
\n
African aviation growth: Africa is growing at almost double digits year-on-year, while much of the rest of the world has flatlined. Nigeria is a standout, up 36%, thanks to currency reforms, a new aircraft leasing agreement, and growing confidence from airlines looking to fly there. You can track Africa's aviation growth using our monthly data briefing for Africa)
\n
Challenges holding back African aviation: Many of Africa's barriers are self-inflicted: high taxes, red tape, and over 50 different customs borders add around 30% to the cost of running an airline compared to Europe or North America. Moving an aircraft part between Nigeria and Ghana, a 40-minute flight, can cross four different borders. Africa makes up just 2-3% of global air travel but with the right policies in place, there's a huge opportunity to change that.
\n
\n
\n
\n
\n
\n
The role of regional hubs: Ethiopian Airlines dominates African aviation, with its Addis Ababa hub larger than the next three combined. Its hub-and-spoke model is the blueprint others are looking to copy. However, 70% of intercontinental capacity is still operated by non-African carriers, and physical constraints at Bole Airport are already limiting Ethiopian's ability to grow. It's a bottleneck that needs to be resolved if Africa is to compete on the global stage.
\n
\n
\n
Low-cost carriers: a missing piece:The Middle East grew LCC capacity from 10% to 25% in a decade. Africa has the same potential, but its LCC market is held back by three barriers: punishing taxation, lack of infrastructure, and financing challenges. Taxes alone on a two-hour Accra to Freetown flight exceed $400 before a single dollar reaches the airline, far more than the equivalent cost in Europe or Southeast Asia.
\n
\n
Airlines to watch: Airlink is emerging as one of the most interesting carriers on the continent. Since separating from South African Airways during COVID, they've secured a 25% Qatar Airways stake, ordered 10 Embraer E2s, and expanded routes as far as Zanzibar, Mauritius and Lagos. Nigerian carriers are also ones to watch as market conditions continue to improve.
\n
\n
\n
\n
\n
Fleet strategy and the state ownership problem: Ethiopian stands apart through 25 years of disciplined execution. The planned Bishoftu Airport, 2,000 feet lower than Bole, could enable nonstop A350-1000 services to North America, transforming their network the way Dubai did for Emirates. In contrast, many state-backed carriers continue ordering wide bodies as vanity projects despite 90% of their populations not flying, prioritising the national flag over commercial reality. That gap in commercial discipline will likely define which African airlines thrive over the next decade.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Sean Mendis (Director, SeanMendis.com) to explore the intersection of network growth, fleet planning, financing and policy reforms in Africa today.
\n","postSummaryRss":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Sean Mendis (Director, SeanMendis.com) to explore the intersection of network growth, fleet planning, financing and policy reforms in Africa today.
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Sean Mendis (Director, SeanMendis.com) to explore the intersection of network growth, fleet planning, financing and policy reforms in Africa today.
\n\n
Key takeaways from the discussion:
\n
\n
African aviation growth: Africa is growing at almost double digits year-on-year, while much of the rest of the world has flatlined. Nigeria is a standout, up 36%, thanks to currency reforms, a new aircraft leasing agreement, and growing confidence from airlines looking to fly there. You can track Africa's aviation growth using our monthly data briefing for Africa)
\n
Challenges holding back African aviation: Many of Africa's barriers are self-inflicted: high taxes, red tape, and over 50 different customs borders add around 30% to the cost of running an airline compared to Europe or North America. Moving an aircraft part between Nigeria and Ghana, a 40-minute flight, can cross four different borders. Africa makes up just 2-3% of global air travel but with the right policies in place, there's a huge opportunity to change that.
\n
\n
\n
\n
\n
\n
The role of regional hubs: Ethiopian Airlines dominates African aviation, with its Addis Ababa hub larger than the next three combined. Its hub-and-spoke model is the blueprint others are looking to copy. However, 70% of intercontinental capacity is still operated by non-African carriers, and physical constraints at Bole Airport are already limiting Ethiopian's ability to grow. It's a bottleneck that needs to be resolved if Africa is to compete on the global stage.
\n
\n
\n
Low-cost carriers: a missing piece:The Middle East grew LCC capacity from 10% to 25% in a decade. Africa has the same potential, but its LCC market is held back by three barriers: punishing taxation, lack of infrastructure, and financing challenges. Taxes alone on a two-hour Accra to Freetown flight exceed $400 before a single dollar reaches the airline, far more than the equivalent cost in Europe or Southeast Asia.
\n
\n
Airlines to watch: Airlink is emerging as one of the most interesting carriers on the continent. Since separating from South African Airways during COVID, they've secured a 25% Qatar Airways stake, ordered 10 Embraer E2s, and expanded routes as far as Zanzibar, Mauritius and Lagos. Nigerian carriers are also ones to watch as market conditions continue to improve.
\n
\n
\n
\n
\n
Fleet strategy and the state ownership problem: Ethiopian stands apart through 25 years of disciplined execution. The planned Bishoftu Airport, 2,000 feet lower than Bole, could enable nonstop A350-1000 services to North America, transforming their network the way Dubai did for Emirates. In contrast, many state-backed carriers continue ordering wide bodies as vanity projects despite 90% of their populations not flying, prioritising the national flag over commercial reality. That gap in commercial discipline will likely define which African airlines thrive over the next decade.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Rebecca Francosky (Director, Air Service Development, Hartsfield-Jackson Atlanta International Airport) to explore the upcoming summer season in capacity and frequency terms.
\n\n
Key takeaways from the discussion:
\n
\n
Geopolitical Impact: Geopolitical disruptions can cause airlines to rapidly restructure their networks. During the latest Middle East conflict, European carriers — including British Airways — shifted capacity away from the region, redirecting flights to India, South Africa, and transatlantic routes. What's notable is just how quickly airlines can make these pivots and then reverse them when conditions improve.
\n
Regional Capacity Trends: Summer capacity comparisons show a mixed global picture. North and West Africa are seeing strong growth, while Central America, Mexico, and Canada are declining. Europe is broadly flat, partly due to airlines reconfiguring aircraft toward premium seating, with nearly 50% of seats on some aircraft now in premium or premium economy.
\n
World Cup Influence: While the World Cup has drawn large crowds locally, many attendees appear to be driving rather than flying, limiting the expected boost to air capacity and demand.
\n
Spirit Airways Impact: Spirit's collapse has reshaped competitive dynamics, particularly in Fort Lauderdale, where JetBlue was competing directly with Spirit. Almost all of Spirit's routes have been picked up by other carriers, with only the most obscure and marginal routes remaining uncovered. However, markets like Atlanta are still around 500,000 passengers down.
\n
New Route Development: Delta is set to launch Atlanta to Riyadh in October, with a partnership with Riyadh Air already in place. There is some uncertainty about long-term US to Riyadh passenger demand, but optimism that the route will proceed as planned.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
","post_summary":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Rebecca Francosky (Director, Air Service Development, Hartsfield-Jackson Atlanta International Airport) to explore the upcoming summer season in capacity and frequency terms.
\n","html_title":"Summer in the US: Challenging Headwinds | Webinars | OAG","blog_post_schedule_task_uid":null,"blog_publish_to_social_media_task":"DONE_NOT_SENT","blog_publish_instant_email_task_uid":"DONE","blog_publish_instant_email_campaign_id":null,"blog_publish_instant_email_retry_count":0,"rss_body":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Rebecca Francosky (Director, Air Service Development, Hartsfield-Jackson Atlanta International Airport) to explore the upcoming summer season in capacity and frequency terms.
\n\n
Key takeaways from the discussion:
\n
\n
Geopolitical Impact: Geopolitical disruptions can cause airlines to rapidly restructure their networks. During the latest Middle East conflict, European carriers — including British Airways — shifted capacity away from the region, redirecting flights to India, South Africa, and transatlantic routes. What's notable is just how quickly airlines can make these pivots and then reverse them when conditions improve.
\n
Regional Capacity Trends: Summer capacity comparisons show a mixed global picture. North and West Africa are seeing strong growth, while Central America, Mexico, and Canada are declining. Europe is broadly flat, partly due to airlines reconfiguring aircraft toward premium seating, with nearly 50% of seats on some aircraft now in premium or premium economy.
\n
World Cup Influence: While the World Cup has drawn large crowds locally, many attendees appear to be driving rather than flying, limiting the expected boost to air capacity and demand.
\n
Spirit Airways Impact: Spirit's collapse has reshaped competitive dynamics, particularly in Fort Lauderdale, where JetBlue was competing directly with Spirit. Almost all of Spirit's routes have been picked up by other carriers, with only the most obscure and marginal routes remaining uncovered. However, markets like Atlanta are still around 500,000 passengers down.
\n
New Route Development: Delta is set to launch Atlanta to Riyadh in October, with a partnership with Riyadh Air already in place. There is some uncertainty about long-term US to Riyadh passenger demand, but optimism that the route will proceed as planned.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
","rss_summary":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Rebecca Francosky (Director, Air Service Development, Hartsfield-Jackson Atlanta International Airport) to explore the upcoming summer season in capacity and frequency terms.
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Rebecca Francosky (Director, Air Service Development, Hartsfield-Jackson Atlanta International Airport) to explore the upcoming summer season in capacity and frequency terms.
\n\n
Key takeaways from the discussion:
\n
\n
Geopolitical Impact: Geopolitical disruptions can cause airlines to rapidly restructure their networks. During the latest Middle East conflict, European carriers — including British Airways — shifted capacity away from the region, redirecting flights to India, South Africa, and transatlantic routes. What's notable is just how quickly airlines can make these pivots and then reverse them when conditions improve.
\n
Regional Capacity Trends: Summer capacity comparisons show a mixed global picture. North and West Africa are seeing strong growth, while Central America, Mexico, and Canada are declining. Europe is broadly flat, partly due to airlines reconfiguring aircraft toward premium seating, with nearly 50% of seats on some aircraft now in premium or premium economy.
\n
World Cup Influence: While the World Cup has drawn large crowds locally, many attendees appear to be driving rather than flying, limiting the expected boost to air capacity and demand.
\n
Spirit Airways Impact: Spirit's collapse has reshaped competitive dynamics, particularly in Fort Lauderdale, where JetBlue was competing directly with Spirit. Almost all of Spirit's routes have been picked up by other carriers, with only the most obscure and marginal routes remaining uncovered. However, markets like Atlanta are still around 500,000 passengers down.
\n
New Route Development: Delta is set to launch Atlanta to Riyadh in October, with a partnership with Riyadh Air already in place. There is some uncertainty about long-term US to Riyadh passenger demand, but optimism that the route will proceed as planned.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
","postBodyRss":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Rebecca Francosky (Director, Air Service Development, Hartsfield-Jackson Atlanta International Airport) to explore the upcoming summer season in capacity and frequency terms.
\n\n
Key takeaways from the discussion:
\n
\n
Geopolitical Impact: Geopolitical disruptions can cause airlines to rapidly restructure their networks. During the latest Middle East conflict, European carriers — including British Airways — shifted capacity away from the region, redirecting flights to India, South Africa, and transatlantic routes. What's notable is just how quickly airlines can make these pivots and then reverse them when conditions improve.
\n
Regional Capacity Trends: Summer capacity comparisons show a mixed global picture. North and West Africa are seeing strong growth, while Central America, Mexico, and Canada are declining. Europe is broadly flat, partly due to airlines reconfiguring aircraft toward premium seating, with nearly 50% of seats on some aircraft now in premium or premium economy.
\n
World Cup Influence: While the World Cup has drawn large crowds locally, many attendees appear to be driving rather than flying, limiting the expected boost to air capacity and demand.
\n
Spirit Airways Impact: Spirit's collapse has reshaped competitive dynamics, particularly in Fort Lauderdale, where JetBlue was competing directly with Spirit. Almost all of Spirit's routes have been picked up by other carriers, with only the most obscure and marginal routes remaining uncovered. However, markets like Atlanta are still around 500,000 passengers down.
\n
New Route Development: Delta is set to launch Atlanta to Riyadh in October, with a partnership with Riyadh Air already in place. There is some uncertainty about long-term US to Riyadh passenger demand, but optimism that the route will proceed as planned.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
","postEmailContent":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Rebecca Francosky (Director, Air Service Development, Hartsfield-Jackson Atlanta International Airport) to explore the upcoming summer season in capacity and frequency terms.
\n\n
Key takeaways from the discussion:
\n
\n
Geopolitical Impact: Geopolitical disruptions can cause airlines to rapidly restructure their networks. During the latest Middle East conflict, European carriers — including British Airways — shifted capacity away from the region, redirecting flights to India, South Africa, and transatlantic routes. What's notable is just how quickly airlines can make these pivots and then reverse them when conditions improve.
\n
Regional Capacity Trends: Summer capacity comparisons show a mixed global picture. North and West Africa are seeing strong growth, while Central America, Mexico, and Canada are declining. Europe is broadly flat, partly due to airlines reconfiguring aircraft toward premium seating, with nearly 50% of seats on some aircraft now in premium or premium economy.
\n
World Cup Influence: While the World Cup has drawn large crowds locally, many attendees appear to be driving rather than flying, limiting the expected boost to air capacity and demand.
\n
Spirit Airways Impact: Spirit's collapse has reshaped competitive dynamics, particularly in Fort Lauderdale, where JetBlue was competing directly with Spirit. Almost all of Spirit's routes have been picked up by other carriers, with only the most obscure and marginal routes remaining uncovered. However, markets like Atlanta are still around 500,000 passengers down.
\n
New Route Development: Delta is set to launch Atlanta to Riyadh in October, with a partnership with Riyadh Air already in place. There is some uncertainty about long-term US to Riyadh passenger demand, but optimism that the route will proceed as planned.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Rebecca Francosky (Director, Air Service Development, Hartsfield-Jackson Atlanta International Airport) to explore the upcoming summer season in capacity and frequency terms.
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Rebecca Francosky (Director, Air Service Development, Hartsfield-Jackson Atlanta International Airport) to explore the upcoming summer season in capacity and frequency terms.
\n\n
Key takeaways from the discussion:
\n
\n
Geopolitical Impact: Geopolitical disruptions can cause airlines to rapidly restructure their networks. During the latest Middle East conflict, European carriers — including British Airways — shifted capacity away from the region, redirecting flights to India, South Africa, and transatlantic routes. What's notable is just how quickly airlines can make these pivots and then reverse them when conditions improve.
\n
Regional Capacity Trends: Summer capacity comparisons show a mixed global picture. North and West Africa are seeing strong growth, while Central America, Mexico, and Canada are declining. Europe is broadly flat, partly due to airlines reconfiguring aircraft toward premium seating, with nearly 50% of seats on some aircraft now in premium or premium economy.
\n
World Cup Influence: While the World Cup has drawn large crowds locally, many attendees appear to be driving rather than flying, limiting the expected boost to air capacity and demand.
\n
Spirit Airways Impact: Spirit's collapse has reshaped competitive dynamics, particularly in Fort Lauderdale, where JetBlue was competing directly with Spirit. Almost all of Spirit's routes have been picked up by other carriers, with only the most obscure and marginal routes remaining uncovered. However, markets like Atlanta are still around 500,000 passengers down.
\n
New Route Development: Delta is set to launch Atlanta to Riyadh in October, with a partnership with Riyadh Air already in place. There is some uncertainty about long-term US to Riyadh passenger demand, but optimism that the route will proceed as planned.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Rebecca Francosky (Director, Air Service Development, Hartsfield-Jackson Atlanta International Airport) to explore the upcoming summer season in capacity and frequency terms.
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Rebecca Francosky (Director, Air Service Development, Hartsfield-Jackson Atlanta International Airport) to explore the upcoming summer season in capacity and frequency terms.
\n\n
Key takeaways from the discussion:
\n
\n
Geopolitical Impact: Geopolitical disruptions can cause airlines to rapidly restructure their networks. During the latest Middle East conflict, European carriers — including British Airways — shifted capacity away from the region, redirecting flights to India, South Africa, and transatlantic routes. What's notable is just how quickly airlines can make these pivots and then reverse them when conditions improve.
\n
Regional Capacity Trends: Summer capacity comparisons show a mixed global picture. North and West Africa are seeing strong growth, while Central America, Mexico, and Canada are declining. Europe is broadly flat, partly due to airlines reconfiguring aircraft toward premium seating, with nearly 50% of seats on some aircraft now in premium or premium economy.
\n
World Cup Influence: While the World Cup has drawn large crowds locally, many attendees appear to be driving rather than flying, limiting the expected boost to air capacity and demand.
\n
Spirit Airways Impact: Spirit's collapse has reshaped competitive dynamics, particularly in Fort Lauderdale, where JetBlue was competing directly with Spirit. Almost all of Spirit's routes have been picked up by other carriers, with only the most obscure and marginal routes remaining uncovered. However, markets like Atlanta are still around 500,000 passengers down.
\n
New Route Development: Delta is set to launch Atlanta to Riyadh in October, with a partnership with Riyadh Air already in place. There is some uncertainty about long-term US to Riyadh passenger demand, but optimism that the route will proceed as planned.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
\n\n
Key takeaways from the discussion:
\n
\n
Central Asia's aviation growth:Central Asia, despite being the smallest region in aviation terms, is the fastest-growing. The region is witnessing rapid market growth, driven primarily by Kazakhstan and Uzbekistan.
\n
Emerging market dynamics: Central Asia is experiencing a shift with a rapidly growing population and increasing GDP, which are positively influencing the aviation market. However, there is a need for structural changes and market liberalisation to sustain growth.
\n
Market dependency: The region has a significant dependency on the Russian market, which poses a risk due to geopolitical instability. Diversification of markets is crucial for sustainable growth.
\n
Infrastructure and investment: There is substantial investment in aviation infrastructure, including new airports and fleet expansions, indicating a strong commitment to future growth.
\n
Future opportunities and challenges:Despite the challenges, there is optimism about the future due to strong fundamentals such as economic growth and tourism expansion. However, achieving this potential will require addressing regulatory issues and enhancing cross-sector collaboration.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
","post_summary":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
\n\n
Key takeaways from the discussion:
\n
\n
Central Asia's aviation growth:Central Asia, despite being the smallest region in aviation terms, is the fastest-growing. The region is witnessing rapid market growth, driven primarily by Kazakhstan and Uzbekistan.
\n
Emerging market dynamics: Central Asia is experiencing a shift with a rapidly growing population and increasing GDP, which are positively influencing the aviation market. However, there is a need for structural changes and market liberalisation to sustain growth.
\n
Market dependency: The region has a significant dependency on the Russian market, which poses a risk due to geopolitical instability. Diversification of markets is crucial for sustainable growth.
\n
Infrastructure and investment: There is substantial investment in aviation infrastructure, including new airports and fleet expansions, indicating a strong commitment to future growth.
\n
Future opportunities and challenges:Despite the challenges, there is optimism about the future due to strong fundamentals such as economic growth and tourism expansion. However, achieving this potential will require addressing regulatory issues and enhancing cross-sector collaboration.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
","rss_summary":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
\n\n
Key takeaways from the discussion:
\n
\n
Central Asia's aviation growth:Central Asia, despite being the smallest region in aviation terms, is the fastest-growing. The region is witnessing rapid market growth, driven primarily by Kazakhstan and Uzbekistan.
\n
Emerging market dynamics: Central Asia is experiencing a shift with a rapidly growing population and increasing GDP, which are positively influencing the aviation market. However, there is a need for structural changes and market liberalisation to sustain growth.
\n
Market dependency: The region has a significant dependency on the Russian market, which poses a risk due to geopolitical instability. Diversification of markets is crucial for sustainable growth.
\n
Infrastructure and investment: There is substantial investment in aviation infrastructure, including new airports and fleet expansions, indicating a strong commitment to future growth.
\n
Future opportunities and challenges:Despite the challenges, there is optimism about the future due to strong fundamentals such as economic growth and tourism expansion. However, achieving this potential will require addressing regulatory issues and enhancing cross-sector collaboration.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
","postBodyRss":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
\n\n
Key takeaways from the discussion:
\n
\n
Central Asia's aviation growth:Central Asia, despite being the smallest region in aviation terms, is the fastest-growing. The region is witnessing rapid market growth, driven primarily by Kazakhstan and Uzbekistan.
\n
Emerging market dynamics: Central Asia is experiencing a shift with a rapidly growing population and increasing GDP, which are positively influencing the aviation market. However, there is a need for structural changes and market liberalisation to sustain growth.
\n
Market dependency: The region has a significant dependency on the Russian market, which poses a risk due to geopolitical instability. Diversification of markets is crucial for sustainable growth.
\n
Infrastructure and investment: There is substantial investment in aviation infrastructure, including new airports and fleet expansions, indicating a strong commitment to future growth.
\n
Future opportunities and challenges:Despite the challenges, there is optimism about the future due to strong fundamentals such as economic growth and tourism expansion. However, achieving this potential will require addressing regulatory issues and enhancing cross-sector collaboration.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
","postEmailContent":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
\n\n
Key takeaways from the discussion:
\n
\n
Central Asia's aviation growth:Central Asia, despite being the smallest region in aviation terms, is the fastest-growing. The region is witnessing rapid market growth, driven primarily by Kazakhstan and Uzbekistan.
\n
Emerging market dynamics: Central Asia is experiencing a shift with a rapidly growing population and increasing GDP, which are positively influencing the aviation market. However, there is a need for structural changes and market liberalisation to sustain growth.
\n
Market dependency: The region has a significant dependency on the Russian market, which poses a risk due to geopolitical instability. Diversification of markets is crucial for sustainable growth.
\n
Infrastructure and investment: There is substantial investment in aviation infrastructure, including new airports and fleet expansions, indicating a strong commitment to future growth.
\n
Future opportunities and challenges:Despite the challenges, there is optimism about the future due to strong fundamentals such as economic growth and tourism expansion. However, achieving this potential will require addressing regulatory issues and enhancing cross-sector collaboration.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
\n\n
Key takeaways from the discussion:
\n
\n
Central Asia's aviation growth:Central Asia, despite being the smallest region in aviation terms, is the fastest-growing. The region is witnessing rapid market growth, driven primarily by Kazakhstan and Uzbekistan.
\n
Emerging market dynamics: Central Asia is experiencing a shift with a rapidly growing population and increasing GDP, which are positively influencing the aviation market. However, there is a need for structural changes and market liberalisation to sustain growth.
\n
Market dependency: The region has a significant dependency on the Russian market, which poses a risk due to geopolitical instability. Diversification of markets is crucial for sustainable growth.
\n
Infrastructure and investment: There is substantial investment in aviation infrastructure, including new airports and fleet expansions, indicating a strong commitment to future growth.
\n
Future opportunities and challenges:Despite the challenges, there is optimism about the future due to strong fundamentals such as economic growth and tourism expansion. However, achieving this potential will require addressing regulatory issues and enhancing cross-sector collaboration.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
\n\n
Key takeaways from the discussion:
\n
\n
Central Asia's aviation growth:Central Asia, despite being the smallest region in aviation terms, is the fastest-growing. The region is witnessing rapid market growth, driven primarily by Kazakhstan and Uzbekistan.
\n
Emerging market dynamics: Central Asia is experiencing a shift with a rapidly growing population and increasing GDP, which are positively influencing the aviation market. However, there is a need for structural changes and market liberalisation to sustain growth.
\n
Market dependency: The region has a significant dependency on the Russian market, which poses a risk due to geopolitical instability. Diversification of markets is crucial for sustainable growth.
\n
Infrastructure and investment: There is substantial investment in aviation infrastructure, including new airports and fleet expansions, indicating a strong commitment to future growth.
\n
Future opportunities and challenges:Despite the challenges, there is optimism about the future due to strong fundamentals such as economic growth and tourism expansion. However, achieving this potential will require addressing regulatory issues and enhancing cross-sector collaboration.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
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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.
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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.
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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.
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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
","postBodyRss":"
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.
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.
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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! 🎧
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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.
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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\".
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Fasten your seat belt, sit back and tune in!
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You can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
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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\".
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Fasten your seat belt, sit back and tune in!
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You can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
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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
","postBodyRss":"
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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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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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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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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","post_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! 🎧
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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! 🎧
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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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","rssSummary":"
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.
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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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.
\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.
","post_summary":"
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.
","rss_summary":"
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.
","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.
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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.
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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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