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\n\n
\n
Average distance of the top 10 longest routes, 2000–2025
\n
Great circle distance (km), top 10 per year
\n \n
Source: OAG Schedules Analyser
\n
\n\n\n
From the Boeing 747 to the Airbus A350: the aircraft that changed everything
\n
\n
In 2000, the Boeing 747-400 dominated ultra-long-haul flying: nine of the top 10 longest routes were operated on this four-engine workhorse. The only exception was Hong Kong to Toronto, where Cathay Pacific and Air Canada used the Airbus A340-300. The 747-400 had a range of 13,400–15,000 km depending on variant, which set a practical ceiling on how far airlines could go non-stop.
By 2010, the aircraft mix had shifted significantly. The Boeing 777-200LR (Long Range) and 777-300ER (Extenderd Range) had become the aircraft of choice for the longest sectors, with seven of the top 10 routes using a 777 variant. These twin-engine jets reduced operating costs compared to the four-engine 747, making ultra-long routes more economically attractive. The switch from four engines to two was not just a technical milestone: it fundamentally changed the economics of flying 13,000–15,000 km non-stop. The average top-10 distance rose by around 800 km between 2000 and 2010 as a result.
\n
By 2025, the aircraft landscape has diversified further. Five of the top 10 routes operate on an Airbus A350 variant, either the -900 or the -1000. The remainder use the Dreamliner, specifically the B787-900 with a range of around 14,500 km.
\n
Geography shifts: from Africa to Asia-Pacific
\n
\n
The regional geography of ultra-long-haul flying has changed substantially. In 2000, an African airport featured in five of the top 10 longest routes, all involving South African Airways flying from Atlanta, New York, and Cape Town to Johannesburg or onward. By 2010, that had fallen to one (ATL–JNB, operated by Delta Air Lines). In 2025, no African airport features in the top 10 at all.
The Asia-Pacific region has moved in the opposite direction. In 2000, four of the top 10 routes involved an Asia-Pacific airport. By 2025, all ten do. The shift reflects the growth of Singapore, Auckland, and Australian airports as key nodes in the global ultra-long-haul network, as well as the expansion of Gulf carriers whose Middle East hubs connect onward to Asia and Australia.
North America's presence in the top 10 has also evolved. In both 2000 and 2010, a North American airport appeared in every one of the top 10 routes. By 2025 that figure is five, partly because new Qantas routes connecting Europe and North America to Australia have introduced non-North-American city pairs to the upper end of the ranking for the first time.
\n
What comes next: the horizon at 17,000 km
\n
The next frontier is Project Sunrise. Qantas has placed an order for 12 specially configured Airbus A350-900ULR (Ultra long range) aircraft capable of flying approximately 18,000 km non-stop. The airline plans to launch direct services between Sydney and London, a distance of almost 17,000 km, in 2027. The trade-off is significant: the aircraft will carry around 238 passengers, more than 100 fewer than a standard A350-900 configuration, and the journey will take approximately 22 hours. Whether passengers and business economics can sustain that configuration at scale remains to be seen, but the fact that it is technically feasible at all is a direct consequence of the same engineering progression that took aviation from the 747 to the 787 and A350 over the past 25 years.
For airlines, the ability to fly further non-stop translates directly into network advantage. Every new ultra-long-haul route reduces the importance of hub connections and gives passengers more direct options. OAG's schedules data tracks those network shifts in real time, enabling airlines, airports, and investors to understand where capacity is growing and where new routes are commercially viable.
\n
\n
","post_summary":"
OAG data shows the average distance of the top 10 longest non-stop flights has grown by 14.5% since 2000, powered by a new generation of twin-engine widebody aircraft.
OAG data shows the average distance of the top 10 longest non-stop flights has grown by 14.5% since 2000, powered by a new generation of twin-engine widebody aircraft.
\n
People are flying further than ever before. In 2025, the average distance of the world's top 10 longest non-stop routes reached 14,504 km, up from 13,464 km in 2010 and just 12,667 km in 2000. That represents a 14.5% increase over 25 years. The shift reflects not just airline ambition, but a transformation in the aircraft that make ultra-long-haul flying commercially viable.
\n
The world's longest flights, 2000, 2010, 2025
\n
Test
\n\n
The world's longest non-stop flight in 2025 is Singapore Airlines' New York JFK to Singapore Changi service at 15,332 km, operated on an Airbus A350-900. Its near-identical sibling, the Newark to Singapore route at 15,329 km, ranks second. Both have been operated by Singapore Airlines for several years, and together they illustrate how a single airline and a single aircraft type can define what is possible.
\n
\n\n\n
\n
Average distance of the top 10 longest routes, 2000–2025
\n
Great circle distance (km), top 10 per year
\n \n
Source: OAG Schedules Analyser
\n
\n\n
\n
From the Boeing 747 to the Airbus A350: the aircraft that changed everything
\n
\n
In 2000, the Boeing 747-400 dominated ultra-long-haul flying: nine of the top 10 longest routes were operated on this four-engine workhorse. The only exception was Hong Kong to Toronto, where Cathay Pacific and Air Canada used the Airbus A340-300. The 747-400 had a range of 13,400–15,000 km depending on variant, which set a practical ceiling on how far airlines could go non-stop.
By 2010, the aircraft mix had shifted significantly. The Boeing 777-200LR (Long Range) and 777-300ER (Extenderd Range) had become the aircraft of choice for the longest sectors, with seven of the top 10 routes using a 777 variant. These twin-engine jets reduced operating costs compared to the four-engine 747, making ultra-long routes more economically attractive. The switch from four engines to two was not just a technical milestone: it fundamentally changed the economics of flying 13,000–15,000 km non-stop. The average top-10 distance rose by around 800 km between 2000 and 2010 as a result.
\n
By 2025, the aircraft landscape has diversified further. Five of the top 10 routes operate on an Airbus A350 variant, either the -900 or the -1000. The remainder use the Dreamliner, specifically the B787-900 with a range of around 14,500 km.
\n
Geography shifts: from Africa to Asia-Pacific
\n
\n
The regional geography of ultra-long-haul flying has changed substantially. In 2000, an African airport featured in five of the top 10 longest routes, all involving South African Airways flying from Atlanta, New York, and Cape Town to Johannesburg or onward. By 2010, that had fallen to one (ATL–JNB, operated by Delta Air Lines). In 2025, no African airport features in the top 10 at all.
The Asia-Pacific region has moved in the opposite direction. In 2000, four of the top 10 routes involved an Asia-Pacific airport. By 2025, all ten do. The shift reflects the growth of Singapore, Auckland, and Australian airports as key nodes in the global ultra-long-haul network, as well as the expansion of Gulf carriers whose Middle East hubs connect onward to Asia and Australia.
North America's presence in the top 10 has also evolved. In both 2000 and 2010, a North American airport appeared in every one of the top 10 routes. By 2025 that figure is five, partly because new Qantas routes connecting Europe and North America to Australia have introduced non-North-American city pairs to the upper end of the ranking for the first time.
\n
What comes next: the horizon at 17,000 km
\n
The next frontier is Project Sunrise. Qantas has placed an order for 12 specially configured Airbus A350-900ULR (Ultra long range) aircraft capable of flying approximately 18,000 km non-stop. The airline plans to launch direct services between Sydney and London, a distance of almost 17,000 km, in 2027. The trade-off is significant: the aircraft will carry around 238 passengers, more than 100 fewer than a standard A350-900 configuration, and the journey will take approximately 22 hours. Whether passengers and business economics can sustain that configuration at scale remains to be seen, but the fact that it is technically feasible at all is a direct consequence of the same engineering progression that took aviation from the 747 to the 787 and A350 over the past 25 years.
For airlines, the ability to fly further non-stop translates directly into network advantage. Every new ultra-long-haul route reduces the importance of hub connections and gives passengers more direct options. OAG's schedules data tracks those network shifts in real time, enabling airlines, airports, and investors to understand where capacity is growing and where new routes are commercially viable.
\n
\n
","rss_summary":"
OAG data shows the average distance of the top 10 longest non-stop flights has grown by 14.5% since 2000, powered by a new generation of twin-engine widebody aircraft.
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OAG data shows the average distance of the top 10 longest non-stop flights has grown by 14.5% since 2000, powered by a new generation of twin-engine widebody aircraft.
\n
People are flying further than ever before. In 2025, the average distance of the world's top 10 longest non-stop routes reached 14,504 km, up from 13,464 km in 2010 and just 12,667 km in 2000. That represents a 14.5% increase over 25 years. The shift reflects not just airline ambition, but a transformation in the aircraft that make ultra-long-haul flying commercially viable.
\n
The world's longest flights, 2000, 2010, 2025
\n
Test
\n\n
The world's longest non-stop flight in 2025 is Singapore Airlines' New York JFK to Singapore Changi service at 15,332 km, operated on an Airbus A350-900. Its near-identical sibling, the Newark to Singapore route at 15,329 km, ranks second. Both have been operated by Singapore Airlines for several years, and together they illustrate how a single airline and a single aircraft type can define what is possible.
\n
\n\n\n
\n
Average distance of the top 10 longest routes, 2000–2025
\n
Great circle distance (km), top 10 per year
\n \n
Source: OAG Schedules Analyser
\n
\n\n
\n
From the Boeing 747 to the Airbus A350: the aircraft that changed everything
\n
\n
In 2000, the Boeing 747-400 dominated ultra-long-haul flying: nine of the top 10 longest routes were operated on this four-engine workhorse. The only exception was Hong Kong to Toronto, where Cathay Pacific and Air Canada used the Airbus A340-300. The 747-400 had a range of 13,400–15,000 km depending on variant, which set a practical ceiling on how far airlines could go non-stop.
By 2010, the aircraft mix had shifted significantly. The Boeing 777-200LR (Long Range) and 777-300ER (Extenderd Range) had become the aircraft of choice for the longest sectors, with seven of the top 10 routes using a 777 variant. These twin-engine jets reduced operating costs compared to the four-engine 747, making ultra-long routes more economically attractive. The switch from four engines to two was not just a technical milestone: it fundamentally changed the economics of flying 13,000–15,000 km non-stop. The average top-10 distance rose by around 800 km between 2000 and 2010 as a result.
\n
By 2025, the aircraft landscape has diversified further. Five of the top 10 routes operate on an Airbus A350 variant, either the -900 or the -1000. The remainder use the Dreamliner, specifically the B787-900 with a range of around 14,500 km.
\n
Geography shifts: from Africa to Asia-Pacific
\n
\n
The regional geography of ultra-long-haul flying has changed substantially. In 2000, an African airport featured in five of the top 10 longest routes, all involving South African Airways flying from Atlanta, New York, and Cape Town to Johannesburg or onward. By 2010, that had fallen to one (ATL–JNB, operated by Delta Air Lines). In 2025, no African airport features in the top 10 at all.
The Asia-Pacific region has moved in the opposite direction. In 2000, four of the top 10 routes involved an Asia-Pacific airport. By 2025, all ten do. The shift reflects the growth of Singapore, Auckland, and Australian airports as key nodes in the global ultra-long-haul network, as well as the expansion of Gulf carriers whose Middle East hubs connect onward to Asia and Australia.
North America's presence in the top 10 has also evolved. In both 2000 and 2010, a North American airport appeared in every one of the top 10 routes. By 2025 that figure is five, partly because new Qantas routes connecting Europe and North America to Australia have introduced non-North-American city pairs to the upper end of the ranking for the first time.
\n
What comes next: the horizon at 17,000 km
\n
The next frontier is Project Sunrise. Qantas has placed an order for 12 specially configured Airbus A350-900ULR (Ultra long range) aircraft capable of flying approximately 18,000 km non-stop. The airline plans to launch direct services between Sydney and London, a distance of almost 17,000 km, in 2027. The trade-off is significant: the aircraft will carry around 238 passengers, more than 100 fewer than a standard A350-900 configuration, and the journey will take approximately 22 hours. Whether passengers and business economics can sustain that configuration at scale remains to be seen, but the fact that it is technically feasible at all is a direct consequence of the same engineering progression that took aviation from the 747 to the 787 and A350 over the past 25 years.
For airlines, the ability to fly further non-stop translates directly into network advantage. Every new ultra-long-haul route reduces the importance of hub connections and gives passengers more direct options. OAG's schedules data tracks those network shifts in real time, enabling airlines, airports, and investors to understand where capacity is growing and where new routes are commercially viable.
\n
\n
","postBodyRss":"
OAG data shows the average distance of the top 10 longest non-stop flights has grown by 14.5% since 2000, powered by a new generation of twin-engine widebody aircraft.
\n
People are flying further than ever before. In 2025, the average distance of the world's top 10 longest non-stop routes reached 14,504 km, up from 13,464 km in 2010 and just 12,667 km in 2000. That represents a 14.5% increase over 25 years. The shift reflects not just airline ambition, but a transformation in the aircraft that make ultra-long-haul flying commercially viable.
\n
The world's longest flights, 2000, 2010, 2025
\n
Test
\n\n
The world's longest non-stop flight in 2025 is Singapore Airlines' New York JFK to Singapore Changi service at 15,332 km, operated on an Airbus A350-900. Its near-identical sibling, the Newark to Singapore route at 15,329 km, ranks second. Both have been operated by Singapore Airlines for several years, and together they illustrate how a single airline and a single aircraft type can define what is possible.
\n
\n\n\n
\n
Average distance of the top 10 longest routes, 2000–2025
\n
Great circle distance (km), top 10 per year
\n \n
Source: OAG Schedules Analyser
\n
\n\n
\n
From the Boeing 747 to the Airbus A350: the aircraft that changed everything
\n
\n
In 2000, the Boeing 747-400 dominated ultra-long-haul flying: nine of the top 10 longest routes were operated on this four-engine workhorse. The only exception was Hong Kong to Toronto, where Cathay Pacific and Air Canada used the Airbus A340-300. The 747-400 had a range of 13,400–15,000 km depending on variant, which set a practical ceiling on how far airlines could go non-stop.
By 2010, the aircraft mix had shifted significantly. The Boeing 777-200LR (Long Range) and 777-300ER (Extenderd Range) had become the aircraft of choice for the longest sectors, with seven of the top 10 routes using a 777 variant. These twin-engine jets reduced operating costs compared to the four-engine 747, making ultra-long routes more economically attractive. The switch from four engines to two was not just a technical milestone: it fundamentally changed the economics of flying 13,000–15,000 km non-stop. The average top-10 distance rose by around 800 km between 2000 and 2010 as a result.
\n
By 2025, the aircraft landscape has diversified further. Five of the top 10 routes operate on an Airbus A350 variant, either the -900 or the -1000. The remainder use the Dreamliner, specifically the B787-900 with a range of around 14,500 km.
\n
Geography shifts: from Africa to Asia-Pacific
\n
\n
The regional geography of ultra-long-haul flying has changed substantially. In 2000, an African airport featured in five of the top 10 longest routes, all involving South African Airways flying from Atlanta, New York, and Cape Town to Johannesburg or onward. By 2010, that had fallen to one (ATL–JNB, operated by Delta Air Lines). In 2025, no African airport features in the top 10 at all.
The Asia-Pacific region has moved in the opposite direction. In 2000, four of the top 10 routes involved an Asia-Pacific airport. By 2025, all ten do. The shift reflects the growth of Singapore, Auckland, and Australian airports as key nodes in the global ultra-long-haul network, as well as the expansion of Gulf carriers whose Middle East hubs connect onward to Asia and Australia.
North America's presence in the top 10 has also evolved. In both 2000 and 2010, a North American airport appeared in every one of the top 10 routes. By 2025 that figure is five, partly because new Qantas routes connecting Europe and North America to Australia have introduced non-North-American city pairs to the upper end of the ranking for the first time.
\n
What comes next: the horizon at 17,000 km
\n
The next frontier is Project Sunrise. Qantas has placed an order for 12 specially configured Airbus A350-900ULR (Ultra long range) aircraft capable of flying approximately 18,000 km non-stop. The airline plans to launch direct services between Sydney and London, a distance of almost 17,000 km, in 2027. The trade-off is significant: the aircraft will carry around 238 passengers, more than 100 fewer than a standard A350-900 configuration, and the journey will take approximately 22 hours. Whether passengers and business economics can sustain that configuration at scale remains to be seen, but the fact that it is technically feasible at all is a direct consequence of the same engineering progression that took aviation from the 747 to the 787 and A350 over the past 25 years.
For airlines, the ability to fly further non-stop translates directly into network advantage. Every new ultra-long-haul route reduces the importance of hub connections and gives passengers more direct options. OAG's schedules data tracks those network shifts in real time, enabling airlines, airports, and investors to understand where capacity is growing and where new routes are commercially viable.
\n
\n
","postEmailContent":"
OAG data shows the average distance of the top 10 longest non-stop flights has grown by 14.5% since 2000, powered by a new generation of twin-engine widebody aircraft.
OAG data shows the average distance of the top 10 longest non-stop flights has grown by 14.5% since 2000, powered by a new generation of twin-engine widebody aircraft.
OAG data shows the average distance of the top 10 longest non-stop flights has grown by 14.5% since 2000, powered by a new generation of twin-engine widebody aircraft.
OAG data shows the average distance of the top 10 longest non-stop flights has grown by 14.5% since 2000, powered by a new generation of twin-engine widebody aircraft.
","postSummaryRss":"
OAG data shows the average distance of the top 10 longest non-stop flights has grown by 14.5% since 2000, powered by a new generation of twin-engine widebody aircraft.
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OAG data shows the average distance of the top 10 longest non-stop flights has grown by 14.5% since 2000, powered by a new generation of twin-engine widebody aircraft.
\n
People are flying further than ever before. In 2025, the average distance of the world's top 10 longest non-stop routes reached 14,504 km, up from 13,464 km in 2010 and just 12,667 km in 2000. That represents a 14.5% increase over 25 years. The shift reflects not just airline ambition, but a transformation in the aircraft that make ultra-long-haul flying commercially viable.
\n
The world's longest flights, 2000, 2010, 2025
\n
Test
\n\n
The world's longest non-stop flight in 2025 is Singapore Airlines' New York JFK to Singapore Changi service at 15,332 km, operated on an Airbus A350-900. Its near-identical sibling, the Newark to Singapore route at 15,329 km, ranks second. Both have been operated by Singapore Airlines for several years, and together they illustrate how a single airline and a single aircraft type can define what is possible.
\n
\n\n\n
\n
Average distance of the top 10 longest routes, 2000–2025
\n
Great circle distance (km), top 10 per year
\n \n
Source: OAG Schedules Analyser
\n
\n\n
\n
From the Boeing 747 to the Airbus A350: the aircraft that changed everything
\n
\n
In 2000, the Boeing 747-400 dominated ultra-long-haul flying: nine of the top 10 longest routes were operated on this four-engine workhorse. The only exception was Hong Kong to Toronto, where Cathay Pacific and Air Canada used the Airbus A340-300. The 747-400 had a range of 13,400–15,000 km depending on variant, which set a practical ceiling on how far airlines could go non-stop.
By 2010, the aircraft mix had shifted significantly. The Boeing 777-200LR (Long Range) and 777-300ER (Extenderd Range) had become the aircraft of choice for the longest sectors, with seven of the top 10 routes using a 777 variant. These twin-engine jets reduced operating costs compared to the four-engine 747, making ultra-long routes more economically attractive. The switch from four engines to two was not just a technical milestone: it fundamentally changed the economics of flying 13,000–15,000 km non-stop. The average top-10 distance rose by around 800 km between 2000 and 2010 as a result.
\n
By 2025, the aircraft landscape has diversified further. Five of the top 10 routes operate on an Airbus A350 variant, either the -900 or the -1000. The remainder use the Dreamliner, specifically the B787-900 with a range of around 14,500 km.
\n
Geography shifts: from Africa to Asia-Pacific
\n
\n
The regional geography of ultra-long-haul flying has changed substantially. In 2000, an African airport featured in five of the top 10 longest routes, all involving South African Airways flying from Atlanta, New York, and Cape Town to Johannesburg or onward. By 2010, that had fallen to one (ATL–JNB, operated by Delta Air Lines). In 2025, no African airport features in the top 10 at all.
The Asia-Pacific region has moved in the opposite direction. In 2000, four of the top 10 routes involved an Asia-Pacific airport. By 2025, all ten do. The shift reflects the growth of Singapore, Auckland, and Australian airports as key nodes in the global ultra-long-haul network, as well as the expansion of Gulf carriers whose Middle East hubs connect onward to Asia and Australia.
North America's presence in the top 10 has also evolved. In both 2000 and 2010, a North American airport appeared in every one of the top 10 routes. By 2025 that figure is five, partly because new Qantas routes connecting Europe and North America to Australia have introduced non-North-American city pairs to the upper end of the ranking for the first time.
\n
What comes next: the horizon at 17,000 km
\n
The next frontier is Project Sunrise. Qantas has placed an order for 12 specially configured Airbus A350-900ULR (Ultra long range) aircraft capable of flying approximately 18,000 km non-stop. The airline plans to launch direct services between Sydney and London, a distance of almost 17,000 km, in 2027. The trade-off is significant: the aircraft will carry around 238 passengers, more than 100 fewer than a standard A350-900 configuration, and the journey will take approximately 22 hours. Whether passengers and business economics can sustain that configuration at scale remains to be seen, but the fact that it is technically feasible at all is a direct consequence of the same engineering progression that took aviation from the 747 to the 787 and A350 over the past 25 years.
For airlines, the ability to fly further non-stop translates directly into network advantage. Every new ultra-long-haul route reduces the importance of hub connections and gives passengers more direct options. OAG's schedules data tracks those network shifts in real time, enabling airlines, airports, and investors to understand where capacity is growing and where new routes are commercially viable.
\n
\n
","rssSummary":"
OAG data shows the average distance of the top 10 longest non-stop flights has grown by 14.5% since 2000, powered by a new generation of twin-engine widebody aircraft.
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Welcome back to the customer interface.
\n
Last month's Innovation Radar edition took us backstage along the flight deck, the baggage hall, and the airport operations centre. The innovations we tracked in April were largely invisible to the traveller, but consequential for the industry's operational foundation.
\n
May brings a different story.
\n
","post_body":"
Welcome back to the customer interface.
\n
Last month's Innovation Radar edition took us backstage along the flight deck, the baggage hall, and the airport operations centre. The innovations we tracked in April were largely invisible to the traveller, but consequential for the industry's operational foundation.
\n
May brings a different story.
\n
\n
This month, all three innovations sit squarely at the customer interface, and they share a common thread: the industry's most persistent traveller pain points are finally being addressed with serious digital intent.
\n
Waiting times, flight disruptions, and the friction of group travel have been cited as sources of frustration for as long as commercial aviation has existed. What is new is how airlines are responding.
\n
The first two innovations leverage digital self-service to put travellers more in control. The third takes that logic further by turning disruption from a cost centre into a monetisable ancillary.
\n
Innovation #1: United Airlines puts TSA wait times in travellers' hands
\n
\n
If there is one pain point that unites travellers across every region, segment, cabin class, and carrier, it is excessive waiting times. In particular, the anxiety of not knowing how long the baggage drop-off and security line will take before flight departure is nerve-wracking, given the risk of missing one's flight.
\n
United Airlines is now doing something about it. At least, about the latter.
\n
In early April, United announced the addition of a TSA wait time tracker to its mobile app, a first among major U.S. carriers. The feature is live across all of United's U.S. hub airports: Chicago, Denver, Houston, Los Angeles, New York/Newark, San Francisco, and Washington D.C.
\n
Here's how it works:
\n
\n
The tracker provides regularly updated estimated wait times for TSA security lanes throughout the day, pulling from data collected by the airline.
\n
It covers specific lane types, including standard security and TSA PreCheck, across terminals serving United customers.
\n
Travellers access it through the Travel section of the United mobile app, giving them the information before they leave for the airport or while navigating the terminal.
\n
\n
\n
\n
\n
Why does this innovation stand out?
\n
Security wait times are one of the most consistently cited sources of traveller stress. The uncertainty of the queue (not necessarily the queue itself) drives anxiety, poor planning decisions, and missed connections.
\n
What makes this more than a minor feature update is its context within a broader app strategy. United has been quietly building one of the most comprehensive day-of-travel toolkits in the airline industry. The same app now includes a package-delivery-style bag tracker with Apple AirTag integration, turn-by-turn directions to connecting gates with estimated walk times, automatic rebooking with meal and hotel vouchers, and real-time weather radar alerts generated with the help of Gen AI. The TSA tracker is the latest addition to what is becoming a genuine travel operating system.
\n
The timing of the announcement is also worth noting. The feature launched during a period of uncertainty around TSA staffing, with the U.S. Department of Homeland Security shutdown affecting agent pay.
\n
\n
United's CIO Jason Birnbaum cited this context directly, framing the tracker as a transparency tool for travellers who want to stay informed.
\n
Whether driven by operational empathy or competitive positioning, the effect is the same: United is giving its customers more control over one of the most stressful moments in any journey.
\n
\n
For the broader industry, this is another signal in the ongoing shift from airline apps as booking and boarding tools to airline apps as end-to-end journey companions.
\n
\n
\n
\n
\n
\n
\n
\n
Innovation #2: American Airlines brings group booking flexibility to its app
\n
If Innovation #1 shows United raising the bar on pre-journey transparency, Innovation #2 shows that United is not alone in taking its mobile app to the next level.
\n
American Airlines is moving fast to close the gap on digital self-service disruption management while quietly introducing something the entire U.S. airline industry has never offered before.
\n
Last month, American Airlines unveiled a significant upgrade to its mobile app, centred on giving passengers more direct control over their itineraries when things go wrong and when travel plans evolve.
\n
Here's how it works:
\n
\n
Passengers whose flights are delayed or cancelled can now view the specific reason for the disruption and access rebooking options, bag tracking, and digital meal or hotel vouchers in a single in-app hub.
\n
Gate-to-gate maps with walking time estimates help connecting passengers navigate airports more confidently.
\n
Expanded in-app purchases include Priority Group 4 boarding and discounted AAdvantage miles during check-in.
\n
A redesigned interface simplifies seat selection, upgrades, and special requests.
\n
\n
But the standout feature coming in the next few months is the ability to split a joint reservation into separate itineraries directly in the app, allowing one traveller in a group booking to change their plans without affecting the rest of the party.
\n
\n
\n
Why does this innovation stand out?
\n
Most of the disruption management upgrades represent American catching up to where United and Delta already are.
\n
\n
The Fly Delta app has offered interactive airport maps and real-time bag tracking for many years.
\n
United's Connection Assistant and automatic voucher pushing have set the industry benchmark for digital recovery.
\n
\n
American's new all-in-one disruption hub brings the carrier to parity, which definitely matters, but it is not the headline.
\n
The true headline is the group booking split feature. And it deserves more attention than it is getting.
\n
\n
Group travel has been one of the most consistently underserved segments in airline digital products for years.
\n
The mechanics of a joint reservation (meaning a single PNR shared across multiple passengers) have always created friction the moment one traveller's plans diverge from the group.
\n
Until now, splitting that record required calling the airline or working through a GDS: a process designed for travel agents, not travellers.
\n
American is about to change that with a self-service split directly in the app.
\n
\n
This matters because group travel is not a niche use case. Family holidays, corporate off-sites, wedding parties, and sports tours account for a significant share of airline revenue.
\n
And the pain point is well understood: groups are made up of individuals, each with their own preferences, comfort zones, and travel motivators. The inability to manage that flexibility digitally has long been a source of frustration. American's solution acknowledges a structural reality that the industry has been slow to address.
\n
\n
\n
Innovation #3: Wizz Air and HTS turn disruption into a paid ancillary
\n
If Innovation #2 shows American Airlines giving passengers better tools to manage disruption, Innovation #3 takes that logic one step further. Wizz Air and HTS decided they do not just manage disruptions better, they are monetising them.
\n
Flight disruption is one of the most consistently destructive experiences in aviation. It costs airlines money, exposes them to regulatory scrutiny, and burns through customer trust faster than almost any other operational failure.
\n
For most carriers, the response has been reactive: handle the chaos, follow the rules, hope the customer comes back.
\n
Wizz Air and HTS (Hopper Technology Solutions) announced a different approach less than two weeks ago: Wizz Air becomes the first European carrier to offer Disruption Assistance, a paid ancillary that proactively rebooks passengers, and here is the critical part, including onto competitor airlines, when their flight is delayed two hours or more (or cancelled outright). The service kicks in well before EC261 obligations apply.
\n
Here's how it works:
\n
\n
Passengers can add Disruption Assistance as an optional ancillary product during the standard Wizz Air booking flow on the website or in the app.
\n
On the day of travel, HTS monitors the booking in real time. If the flight is delayed by two or more hours or is cancelled, the system automatically notifies the passenger.
\n
The passenger receives a curated set of alternative flight options to their final destination, including on competitor airlines, free of charge up to a set cap.
\n
If none of the alternatives work, the passenger can take a full refund while keeping the original booking option open.
\n
\n
So far, HTS reports a 95% customer satisfaction rate and an 82% repeat purchase rate from prior deployments of the product in other markets.
\n
\n
\n
Why does this innovation stand out?
\n
First, it inverts the commercial logic of disruption. For most airlines, a cancellation is an unrecoverable event resulting in legal exposure, customer service overhead, vouchers, refunds, and lost goodwill. Wizz Air and HTS have packaged the worst-case scenario into a fintech-style ancillary product that customers pay for upfront. The disruption itself becomes the trigger for value, not just for cost.
\n
Second, the cross-airline element is the real shift. European passengers can already buy travel insurance, and many major carriers have rebooking tools for their own networks. What is genuinely new here is the willingness to automatically send a paying customer onto a competitor's flight as part of the product promise.
\n
That is a structural break from the way most airlines think about loyalty and inventory.
\n
The timing also matters. Eurocontrol forecasts a 5.8% rise in European passenger demand and a 3% rise in flights for summer 2026, with cascading delay risk well above historical norms. The carriers that find ways to monetise rather than absorb that disruption could shift the economics of European low-cost flying.
\n
We will watch closely whether Ryanair, easyJet, or Air France-KLM follow with similar products in the next two quarters.
\n
\n
","rss_summary":"
Welcome back to the customer interface.
\n
Last month's Innovation Radar edition took us backstage along the flight deck, the baggage hall, and the airport operations centre. The innovations we tracked in April were largely invisible to the traveller, but consequential for the industry's operational foundation.
\n
May brings a different story.
\n
","rss_body":"
Welcome back to the customer interface.
\n
Last month's Innovation Radar edition took us backstage along the flight deck, the baggage hall, and the airport operations centre. The innovations we tracked in April were largely invisible to the traveller, but consequential for the industry's operational foundation.
\n
May brings a different story.
\n
\n
This month, all three innovations sit squarely at the customer interface, and they share a common thread: the industry's most persistent traveller pain points are finally being addressed with serious digital intent.
\n
Waiting times, flight disruptions, and the friction of group travel have been cited as sources of frustration for as long as commercial aviation has existed. What is new is how airlines are responding.
\n
The first two innovations leverage digital self-service to put travellers more in control. The third takes that logic further by turning disruption from a cost centre into a monetisable ancillary.
\n
Innovation #1: United Airlines puts TSA wait times in travellers' hands
\n
\n
If there is one pain point that unites travellers across every region, segment, cabin class, and carrier, it is excessive waiting times. In particular, the anxiety of not knowing how long the baggage drop-off and security line will take before flight departure is nerve-wracking, given the risk of missing one's flight.
\n
United Airlines is now doing something about it. At least, about the latter.
\n
In early April, United announced the addition of a TSA wait time tracker to its mobile app, a first among major U.S. carriers. The feature is live across all of United's U.S. hub airports: Chicago, Denver, Houston, Los Angeles, New York/Newark, San Francisco, and Washington D.C.
\n
Here's how it works:
\n
\n
The tracker provides regularly updated estimated wait times for TSA security lanes throughout the day, pulling from data collected by the airline.
\n
It covers specific lane types, including standard security and TSA PreCheck, across terminals serving United customers.
\n
Travellers access it through the Travel section of the United mobile app, giving them the information before they leave for the airport or while navigating the terminal.
\n
\n
\n
\n
\n
Why does this innovation stand out?
\n
Security wait times are one of the most consistently cited sources of traveller stress. The uncertainty of the queue (not necessarily the queue itself) drives anxiety, poor planning decisions, and missed connections.
\n
What makes this more than a minor feature update is its context within a broader app strategy. United has been quietly building one of the most comprehensive day-of-travel toolkits in the airline industry. The same app now includes a package-delivery-style bag tracker with Apple AirTag integration, turn-by-turn directions to connecting gates with estimated walk times, automatic rebooking with meal and hotel vouchers, and real-time weather radar alerts generated with the help of Gen AI. The TSA tracker is the latest addition to what is becoming a genuine travel operating system.
\n
The timing of the announcement is also worth noting. The feature launched during a period of uncertainty around TSA staffing, with the U.S. Department of Homeland Security shutdown affecting agent pay.
\n
\n
United's CIO Jason Birnbaum cited this context directly, framing the tracker as a transparency tool for travellers who want to stay informed.
\n
Whether driven by operational empathy or competitive positioning, the effect is the same: United is giving its customers more control over one of the most stressful moments in any journey.
\n
\n
For the broader industry, this is another signal in the ongoing shift from airline apps as booking and boarding tools to airline apps as end-to-end journey companions.
\n
\n
\n
\n
\n
\n
\n
\n
Innovation #2: American Airlines brings group booking flexibility to its app
\n
If Innovation #1 shows United raising the bar on pre-journey transparency, Innovation #2 shows that United is not alone in taking its mobile app to the next level.
\n
American Airlines is moving fast to close the gap on digital self-service disruption management while quietly introducing something the entire U.S. airline industry has never offered before.
\n
Last month, American Airlines unveiled a significant upgrade to its mobile app, centred on giving passengers more direct control over their itineraries when things go wrong and when travel plans evolve.
\n
Here's how it works:
\n
\n
Passengers whose flights are delayed or cancelled can now view the specific reason for the disruption and access rebooking options, bag tracking, and digital meal or hotel vouchers in a single in-app hub.
\n
Gate-to-gate maps with walking time estimates help connecting passengers navigate airports more confidently.
\n
Expanded in-app purchases include Priority Group 4 boarding and discounted AAdvantage miles during check-in.
\n
A redesigned interface simplifies seat selection, upgrades, and special requests.
\n
\n
But the standout feature coming in the next few months is the ability to split a joint reservation into separate itineraries directly in the app, allowing one traveller in a group booking to change their plans without affecting the rest of the party.
\n
\n
\n
Why does this innovation stand out?
\n
Most of the disruption management upgrades represent American catching up to where United and Delta already are.
\n
\n
The Fly Delta app has offered interactive airport maps and real-time bag tracking for many years.
\n
United's Connection Assistant and automatic voucher pushing have set the industry benchmark for digital recovery.
\n
\n
American's new all-in-one disruption hub brings the carrier to parity, which definitely matters, but it is not the headline.
\n
The true headline is the group booking split feature. And it deserves more attention than it is getting.
\n
\n
Group travel has been one of the most consistently underserved segments in airline digital products for years.
\n
The mechanics of a joint reservation (meaning a single PNR shared across multiple passengers) have always created friction the moment one traveller's plans diverge from the group.
\n
Until now, splitting that record required calling the airline or working through a GDS: a process designed for travel agents, not travellers.
\n
American is about to change that with a self-service split directly in the app.
\n
\n
This matters because group travel is not a niche use case. Family holidays, corporate off-sites, wedding parties, and sports tours account for a significant share of airline revenue.
\n
And the pain point is well understood: groups are made up of individuals, each with their own preferences, comfort zones, and travel motivators. The inability to manage that flexibility digitally has long been a source of frustration. American's solution acknowledges a structural reality that the industry has been slow to address.
\n
\n
\n
Innovation #3: Wizz Air and HTS turn disruption into a paid ancillary
\n
If Innovation #2 shows American Airlines giving passengers better tools to manage disruption, Innovation #3 takes that logic one step further. Wizz Air and HTS decided they do not just manage disruptions better, they are monetising them.
\n
Flight disruption is one of the most consistently destructive experiences in aviation. It costs airlines money, exposes them to regulatory scrutiny, and burns through customer trust faster than almost any other operational failure.
\n
For most carriers, the response has been reactive: handle the chaos, follow the rules, hope the customer comes back.
\n
Wizz Air and HTS (Hopper Technology Solutions) announced a different approach less than two weeks ago: Wizz Air becomes the first European carrier to offer Disruption Assistance, a paid ancillary that proactively rebooks passengers, and here is the critical part, including onto competitor airlines, when their flight is delayed two hours or more (or cancelled outright). The service kicks in well before EC261 obligations apply.
\n
Here's how it works:
\n
\n
Passengers can add Disruption Assistance as an optional ancillary product during the standard Wizz Air booking flow on the website or in the app.
\n
On the day of travel, HTS monitors the booking in real time. If the flight is delayed by two or more hours or is cancelled, the system automatically notifies the passenger.
\n
The passenger receives a curated set of alternative flight options to their final destination, including on competitor airlines, free of charge up to a set cap.
\n
If none of the alternatives work, the passenger can take a full refund while keeping the original booking option open.
\n
\n
So far, HTS reports a 95% customer satisfaction rate and an 82% repeat purchase rate from prior deployments of the product in other markets.
\n
\n
\n
Why does this innovation stand out?
\n
First, it inverts the commercial logic of disruption. For most airlines, a cancellation is an unrecoverable event resulting in legal exposure, customer service overhead, vouchers, refunds, and lost goodwill. Wizz Air and HTS have packaged the worst-case scenario into a fintech-style ancillary product that customers pay for upfront. The disruption itself becomes the trigger for value, not just for cost.
\n
Second, the cross-airline element is the real shift. European passengers can already buy travel insurance, and many major carriers have rebooking tools for their own networks. What is genuinely new here is the willingness to automatically send a paying customer onto a competitor's flight as part of the product promise.
\n
That is a structural break from the way most airlines think about loyalty and inventory.
\n
The timing also matters. Eurocontrol forecasts a 5.8% rise in European passenger demand and a 3% rise in flights for summer 2026, with cascading delay risk well above historical norms. The carriers that find ways to monetise rather than absorb that disruption could shift the economics of European low-cost flying.
\n
We will watch closely whether Ryanair, easyJet, or Air France-KLM follow with similar products in the next two quarters.
\n
\n
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Welcome back to the customer interface.
\n
Last month's Innovation Radar edition took us backstage along the flight deck, the baggage hall, and the airport operations centre. The innovations we tracked in April were largely invisible to the traveller, but consequential for the industry's operational foundation.
\n
May brings a different story.
\n
\n
This month, all three innovations sit squarely at the customer interface, and they share a common thread: the industry's most persistent traveller pain points are finally being addressed with serious digital intent.
\n
Waiting times, flight disruptions, and the friction of group travel have been cited as sources of frustration for as long as commercial aviation has existed. What is new is how airlines are responding.
\n
The first two innovations leverage digital self-service to put travellers more in control. The third takes that logic further by turning disruption from a cost centre into a monetisable ancillary.
\n
Innovation #1: United Airlines puts TSA wait times in travellers' hands
\n
\n
If there is one pain point that unites travellers across every region, segment, cabin class, and carrier, it is excessive waiting times. In particular, the anxiety of not knowing how long the baggage drop-off and security line will take before flight departure is nerve-wracking, given the risk of missing one's flight.
\n
United Airlines is now doing something about it. At least, about the latter.
\n
In early April, United announced the addition of a TSA wait time tracker to its mobile app, a first among major U.S. carriers. The feature is live across all of United's U.S. hub airports: Chicago, Denver, Houston, Los Angeles, New York/Newark, San Francisco, and Washington D.C.
\n
Here's how it works:
\n
\n
The tracker provides regularly updated estimated wait times for TSA security lanes throughout the day, pulling from data collected by the airline.
\n
It covers specific lane types, including standard security and TSA PreCheck, across terminals serving United customers.
\n
Travellers access it through the Travel section of the United mobile app, giving them the information before they leave for the airport or while navigating the terminal.
\n
\n
\n
\n
\n
Why does this innovation stand out?
\n
Security wait times are one of the most consistently cited sources of traveller stress. The uncertainty of the queue (not necessarily the queue itself) drives anxiety, poor planning decisions, and missed connections.
\n
What makes this more than a minor feature update is its context within a broader app strategy. United has been quietly building one of the most comprehensive day-of-travel toolkits in the airline industry. The same app now includes a package-delivery-style bag tracker with Apple AirTag integration, turn-by-turn directions to connecting gates with estimated walk times, automatic rebooking with meal and hotel vouchers, and real-time weather radar alerts generated with the help of Gen AI. The TSA tracker is the latest addition to what is becoming a genuine travel operating system.
\n
The timing of the announcement is also worth noting. The feature launched during a period of uncertainty around TSA staffing, with the U.S. Department of Homeland Security shutdown affecting agent pay.
\n
\n
United's CIO Jason Birnbaum cited this context directly, framing the tracker as a transparency tool for travellers who want to stay informed.
\n
Whether driven by operational empathy or competitive positioning, the effect is the same: United is giving its customers more control over one of the most stressful moments in any journey.
\n
\n
For the broader industry, this is another signal in the ongoing shift from airline apps as booking and boarding tools to airline apps as end-to-end journey companions.
\n
\n
\n
\n
\n
\n
\n
\n
Innovation #2: American Airlines brings group booking flexibility to its app
\n
If Innovation #1 shows United raising the bar on pre-journey transparency, Innovation #2 shows that United is not alone in taking its mobile app to the next level.
\n
American Airlines is moving fast to close the gap on digital self-service disruption management while quietly introducing something the entire U.S. airline industry has never offered before.
\n
Last month, American Airlines unveiled a significant upgrade to its mobile app, centred on giving passengers more direct control over their itineraries when things go wrong and when travel plans evolve.
\n
Here's how it works:
\n
\n
Passengers whose flights are delayed or cancelled can now view the specific reason for the disruption and access rebooking options, bag tracking, and digital meal or hotel vouchers in a single in-app hub.
\n
Gate-to-gate maps with walking time estimates help connecting passengers navigate airports more confidently.
\n
Expanded in-app purchases include Priority Group 4 boarding and discounted AAdvantage miles during check-in.
\n
A redesigned interface simplifies seat selection, upgrades, and special requests.
\n
\n
But the standout feature coming in the next few months is the ability to split a joint reservation into separate itineraries directly in the app, allowing one traveller in a group booking to change their plans without affecting the rest of the party.
\n
\n
\n
Why does this innovation stand out?
\n
Most of the disruption management upgrades represent American catching up to where United and Delta already are.
\n
\n
The Fly Delta app has offered interactive airport maps and real-time bag tracking for many years.
\n
United's Connection Assistant and automatic voucher pushing have set the industry benchmark for digital recovery.
\n
\n
American's new all-in-one disruption hub brings the carrier to parity, which definitely matters, but it is not the headline.
\n
The true headline is the group booking split feature. And it deserves more attention than it is getting.
\n
\n
Group travel has been one of the most consistently underserved segments in airline digital products for years.
\n
The mechanics of a joint reservation (meaning a single PNR shared across multiple passengers) have always created friction the moment one traveller's plans diverge from the group.
\n
Until now, splitting that record required calling the airline or working through a GDS: a process designed for travel agents, not travellers.
\n
American is about to change that with a self-service split directly in the app.
\n
\n
This matters because group travel is not a niche use case. Family holidays, corporate off-sites, wedding parties, and sports tours account for a significant share of airline revenue.
\n
And the pain point is well understood: groups are made up of individuals, each with their own preferences, comfort zones, and travel motivators. The inability to manage that flexibility digitally has long been a source of frustration. American's solution acknowledges a structural reality that the industry has been slow to address.
\n
\n
\n
Innovation #3: Wizz Air and HTS turn disruption into a paid ancillary
\n
If Innovation #2 shows American Airlines giving passengers better tools to manage disruption, Innovation #3 takes that logic one step further. Wizz Air and HTS decided they do not just manage disruptions better, they are monetising them.
\n
Flight disruption is one of the most consistently destructive experiences in aviation. It costs airlines money, exposes them to regulatory scrutiny, and burns through customer trust faster than almost any other operational failure.
\n
For most carriers, the response has been reactive: handle the chaos, follow the rules, hope the customer comes back.
\n
Wizz Air and HTS (Hopper Technology Solutions) announced a different approach less than two weeks ago: Wizz Air becomes the first European carrier to offer Disruption Assistance, a paid ancillary that proactively rebooks passengers, and here is the critical part, including onto competitor airlines, when their flight is delayed two hours or more (or cancelled outright). The service kicks in well before EC261 obligations apply.
\n
Here's how it works:
\n
\n
Passengers can add Disruption Assistance as an optional ancillary product during the standard Wizz Air booking flow on the website or in the app.
\n
On the day of travel, HTS monitors the booking in real time. If the flight is delayed by two or more hours or is cancelled, the system automatically notifies the passenger.
\n
The passenger receives a curated set of alternative flight options to their final destination, including on competitor airlines, free of charge up to a set cap.
\n
If none of the alternatives work, the passenger can take a full refund while keeping the original booking option open.
\n
\n
So far, HTS reports a 95% customer satisfaction rate and an 82% repeat purchase rate from prior deployments of the product in other markets.
\n
\n
\n
Why does this innovation stand out?
\n
First, it inverts the commercial logic of disruption. For most airlines, a cancellation is an unrecoverable event resulting in legal exposure, customer service overhead, vouchers, refunds, and lost goodwill. Wizz Air and HTS have packaged the worst-case scenario into a fintech-style ancillary product that customers pay for upfront. The disruption itself becomes the trigger for value, not just for cost.
\n
Second, the cross-airline element is the real shift. European passengers can already buy travel insurance, and many major carriers have rebooking tools for their own networks. What is genuinely new here is the willingness to automatically send a paying customer onto a competitor's flight as part of the product promise.
\n
That is a structural break from the way most airlines think about loyalty and inventory.
\n
The timing also matters. Eurocontrol forecasts a 5.8% rise in European passenger demand and a 3% rise in flights for summer 2026, with cascading delay risk well above historical norms. The carriers that find ways to monetise rather than absorb that disruption could shift the economics of European low-cost flying.
\n
We will watch closely whether Ryanair, easyJet, or Air France-KLM follow with similar products in the next two quarters.
\n
\n
","postBodyRss":"
Welcome back to the customer interface.
\n
Last month's Innovation Radar edition took us backstage along the flight deck, the baggage hall, and the airport operations centre. The innovations we tracked in April were largely invisible to the traveller, but consequential for the industry's operational foundation.
\n
May brings a different story.
\n
\n
This month, all three innovations sit squarely at the customer interface, and they share a common thread: the industry's most persistent traveller pain points are finally being addressed with serious digital intent.
\n
Waiting times, flight disruptions, and the friction of group travel have been cited as sources of frustration for as long as commercial aviation has existed. What is new is how airlines are responding.
\n
The first two innovations leverage digital self-service to put travellers more in control. The third takes that logic further by turning disruption from a cost centre into a monetisable ancillary.
\n
Innovation #1: United Airlines puts TSA wait times in travellers' hands
\n
\n
If there is one pain point that unites travellers across every region, segment, cabin class, and carrier, it is excessive waiting times. In particular, the anxiety of not knowing how long the baggage drop-off and security line will take before flight departure is nerve-wracking, given the risk of missing one's flight.
\n
United Airlines is now doing something about it. At least, about the latter.
\n
In early April, United announced the addition of a TSA wait time tracker to its mobile app, a first among major U.S. carriers. The feature is live across all of United's U.S. hub airports: Chicago, Denver, Houston, Los Angeles, New York/Newark, San Francisco, and Washington D.C.
\n
Here's how it works:
\n
\n
The tracker provides regularly updated estimated wait times for TSA security lanes throughout the day, pulling from data collected by the airline.
\n
It covers specific lane types, including standard security and TSA PreCheck, across terminals serving United customers.
\n
Travellers access it through the Travel section of the United mobile app, giving them the information before they leave for the airport or while navigating the terminal.
\n
\n
\n
\n
\n
Why does this innovation stand out?
\n
Security wait times are one of the most consistently cited sources of traveller stress. The uncertainty of the queue (not necessarily the queue itself) drives anxiety, poor planning decisions, and missed connections.
\n
What makes this more than a minor feature update is its context within a broader app strategy. United has been quietly building one of the most comprehensive day-of-travel toolkits in the airline industry. The same app now includes a package-delivery-style bag tracker with Apple AirTag integration, turn-by-turn directions to connecting gates with estimated walk times, automatic rebooking with meal and hotel vouchers, and real-time weather radar alerts generated with the help of Gen AI. The TSA tracker is the latest addition to what is becoming a genuine travel operating system.
\n
The timing of the announcement is also worth noting. The feature launched during a period of uncertainty around TSA staffing, with the U.S. Department of Homeland Security shutdown affecting agent pay.
\n
\n
United's CIO Jason Birnbaum cited this context directly, framing the tracker as a transparency tool for travellers who want to stay informed.
\n
Whether driven by operational empathy or competitive positioning, the effect is the same: United is giving its customers more control over one of the most stressful moments in any journey.
\n
\n
For the broader industry, this is another signal in the ongoing shift from airline apps as booking and boarding tools to airline apps as end-to-end journey companions.
\n
\n
\n
\n
\n
\n
\n
\n
Innovation #2: American Airlines brings group booking flexibility to its app
\n
If Innovation #1 shows United raising the bar on pre-journey transparency, Innovation #2 shows that United is not alone in taking its mobile app to the next level.
\n
American Airlines is moving fast to close the gap on digital self-service disruption management while quietly introducing something the entire U.S. airline industry has never offered before.
\n
Last month, American Airlines unveiled a significant upgrade to its mobile app, centred on giving passengers more direct control over their itineraries when things go wrong and when travel plans evolve.
\n
Here's how it works:
\n
\n
Passengers whose flights are delayed or cancelled can now view the specific reason for the disruption and access rebooking options, bag tracking, and digital meal or hotel vouchers in a single in-app hub.
\n
Gate-to-gate maps with walking time estimates help connecting passengers navigate airports more confidently.
\n
Expanded in-app purchases include Priority Group 4 boarding and discounted AAdvantage miles during check-in.
\n
A redesigned interface simplifies seat selection, upgrades, and special requests.
\n
\n
But the standout feature coming in the next few months is the ability to split a joint reservation into separate itineraries directly in the app, allowing one traveller in a group booking to change their plans without affecting the rest of the party.
\n
\n
\n
Why does this innovation stand out?
\n
Most of the disruption management upgrades represent American catching up to where United and Delta already are.
\n
\n
The Fly Delta app has offered interactive airport maps and real-time bag tracking for many years.
\n
United's Connection Assistant and automatic voucher pushing have set the industry benchmark for digital recovery.
\n
\n
American's new all-in-one disruption hub brings the carrier to parity, which definitely matters, but it is not the headline.
\n
The true headline is the group booking split feature. And it deserves more attention than it is getting.
\n
\n
Group travel has been one of the most consistently underserved segments in airline digital products for years.
\n
The mechanics of a joint reservation (meaning a single PNR shared across multiple passengers) have always created friction the moment one traveller's plans diverge from the group.
\n
Until now, splitting that record required calling the airline or working through a GDS: a process designed for travel agents, not travellers.
\n
American is about to change that with a self-service split directly in the app.
\n
\n
This matters because group travel is not a niche use case. Family holidays, corporate off-sites, wedding parties, and sports tours account for a significant share of airline revenue.
\n
And the pain point is well understood: groups are made up of individuals, each with their own preferences, comfort zones, and travel motivators. The inability to manage that flexibility digitally has long been a source of frustration. American's solution acknowledges a structural reality that the industry has been slow to address.
\n
\n
\n
Innovation #3: Wizz Air and HTS turn disruption into a paid ancillary
\n
If Innovation #2 shows American Airlines giving passengers better tools to manage disruption, Innovation #3 takes that logic one step further. Wizz Air and HTS decided they do not just manage disruptions better, they are monetising them.
\n
Flight disruption is one of the most consistently destructive experiences in aviation. It costs airlines money, exposes them to regulatory scrutiny, and burns through customer trust faster than almost any other operational failure.
\n
For most carriers, the response has been reactive: handle the chaos, follow the rules, hope the customer comes back.
\n
Wizz Air and HTS (Hopper Technology Solutions) announced a different approach less than two weeks ago: Wizz Air becomes the first European carrier to offer Disruption Assistance, a paid ancillary that proactively rebooks passengers, and here is the critical part, including onto competitor airlines, when their flight is delayed two hours or more (or cancelled outright). The service kicks in well before EC261 obligations apply.
\n
Here's how it works:
\n
\n
Passengers can add Disruption Assistance as an optional ancillary product during the standard Wizz Air booking flow on the website or in the app.
\n
On the day of travel, HTS monitors the booking in real time. If the flight is delayed by two or more hours or is cancelled, the system automatically notifies the passenger.
\n
The passenger receives a curated set of alternative flight options to their final destination, including on competitor airlines, free of charge up to a set cap.
\n
If none of the alternatives work, the passenger can take a full refund while keeping the original booking option open.
\n
\n
So far, HTS reports a 95% customer satisfaction rate and an 82% repeat purchase rate from prior deployments of the product in other markets.
\n
\n
\n
Why does this innovation stand out?
\n
First, it inverts the commercial logic of disruption. For most airlines, a cancellation is an unrecoverable event resulting in legal exposure, customer service overhead, vouchers, refunds, and lost goodwill. Wizz Air and HTS have packaged the worst-case scenario into a fintech-style ancillary product that customers pay for upfront. The disruption itself becomes the trigger for value, not just for cost.
\n
Second, the cross-airline element is the real shift. European passengers can already buy travel insurance, and many major carriers have rebooking tools for their own networks. What is genuinely new here is the willingness to automatically send a paying customer onto a competitor's flight as part of the product promise.
\n
That is a structural break from the way most airlines think about loyalty and inventory.
\n
The timing also matters. Eurocontrol forecasts a 5.8% rise in European passenger demand and a 3% rise in flights for summer 2026, with cascading delay risk well above historical norms. The carriers that find ways to monetise rather than absorb that disruption could shift the economics of European low-cost flying.
\n
We will watch closely whether Ryanair, easyJet, or Air France-KLM follow with similar products in the next two quarters.
\n
\n
","postEmailContent":"
Welcome back to the customer interface.
\n
Last month's Innovation Radar edition took us backstage along the flight deck, the baggage hall, and the airport operations centre. The innovations we tracked in April were largely invisible to the traveller, but consequential for the industry's operational foundation.
Last month's Innovation Radar edition took us backstage along the flight deck, the baggage hall, and the airport operations centre. The innovations we tracked in April were largely invisible to the traveller, but consequential for the industry's operational foundation.
Last month's Innovation Radar edition took us backstage along the flight deck, the baggage hall, and the airport operations centre. The innovations we tracked in April were largely invisible to the traveller, but consequential for the industry's operational foundation.
Last month's Innovation Radar edition took us backstage along the flight deck, the baggage hall, and the airport operations centre. The innovations we tracked in April were largely invisible to the traveller, but consequential for the industry's operational foundation.
\n
May brings a different story.
\n
","postSummaryRss":"
Welcome back to the customer interface.
\n
Last month's Innovation Radar edition took us backstage along the flight deck, the baggage hall, and the airport operations centre. The innovations we tracked in April were largely invisible to the traveller, but consequential for the industry's operational foundation.
\n
May brings a different story.
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Welcome back to the customer interface.
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Last month's Innovation Radar edition took us backstage along the flight deck, the baggage hall, and the airport operations centre. The innovations we tracked in April were largely invisible to the traveller, but consequential for the industry's operational foundation.
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May brings a different story.
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This month, all three innovations sit squarely at the customer interface, and they share a common thread: the industry's most persistent traveller pain points are finally being addressed with serious digital intent.
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Waiting times, flight disruptions, and the friction of group travel have been cited as sources of frustration for as long as commercial aviation has existed. What is new is how airlines are responding.
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The first two innovations leverage digital self-service to put travellers more in control. The third takes that logic further by turning disruption from a cost centre into a monetisable ancillary.
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Innovation #1: United Airlines puts TSA wait times in travellers' hands
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If there is one pain point that unites travellers across every region, segment, cabin class, and carrier, it is excessive waiting times. In particular, the anxiety of not knowing how long the baggage drop-off and security line will take before flight departure is nerve-wracking, given the risk of missing one's flight.
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United Airlines is now doing something about it. At least, about the latter.
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In early April, United announced the addition of a TSA wait time tracker to its mobile app, a first among major U.S. carriers. The feature is live across all of United's U.S. hub airports: Chicago, Denver, Houston, Los Angeles, New York/Newark, San Francisco, and Washington D.C.
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Here's how it works:
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The tracker provides regularly updated estimated wait times for TSA security lanes throughout the day, pulling from data collected by the airline.
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It covers specific lane types, including standard security and TSA PreCheck, across terminals serving United customers.
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Travellers access it through the Travel section of the United mobile app, giving them the information before they leave for the airport or while navigating the terminal.
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Why does this innovation stand out?
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Security wait times are one of the most consistently cited sources of traveller stress. The uncertainty of the queue (not necessarily the queue itself) drives anxiety, poor planning decisions, and missed connections.
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What makes this more than a minor feature update is its context within a broader app strategy. United has been quietly building one of the most comprehensive day-of-travel toolkits in the airline industry. The same app now includes a package-delivery-style bag tracker with Apple AirTag integration, turn-by-turn directions to connecting gates with estimated walk times, automatic rebooking with meal and hotel vouchers, and real-time weather radar alerts generated with the help of Gen AI. The TSA tracker is the latest addition to what is becoming a genuine travel operating system.
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The timing of the announcement is also worth noting. The feature launched during a period of uncertainty around TSA staffing, with the U.S. Department of Homeland Security shutdown affecting agent pay.
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United's CIO Jason Birnbaum cited this context directly, framing the tracker as a transparency tool for travellers who want to stay informed.
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Whether driven by operational empathy or competitive positioning, the effect is the same: United is giving its customers more control over one of the most stressful moments in any journey.
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For the broader industry, this is another signal in the ongoing shift from airline apps as booking and boarding tools to airline apps as end-to-end journey companions.
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Innovation #2: American Airlines brings group booking flexibility to its app
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If Innovation #1 shows United raising the bar on pre-journey transparency, Innovation #2 shows that United is not alone in taking its mobile app to the next level.
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American Airlines is moving fast to close the gap on digital self-service disruption management while quietly introducing something the entire U.S. airline industry has never offered before.
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Last month, American Airlines unveiled a significant upgrade to its mobile app, centred on giving passengers more direct control over their itineraries when things go wrong and when travel plans evolve.
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Here's how it works:
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Passengers whose flights are delayed or cancelled can now view the specific reason for the disruption and access rebooking options, bag tracking, and digital meal or hotel vouchers in a single in-app hub.
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Gate-to-gate maps with walking time estimates help connecting passengers navigate airports more confidently.
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Expanded in-app purchases include Priority Group 4 boarding and discounted AAdvantage miles during check-in.
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A redesigned interface simplifies seat selection, upgrades, and special requests.
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But the standout feature coming in the next few months is the ability to split a joint reservation into separate itineraries directly in the app, allowing one traveller in a group booking to change their plans without affecting the rest of the party.
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Why does this innovation stand out?
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Most of the disruption management upgrades represent American catching up to where United and Delta already are.
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The Fly Delta app has offered interactive airport maps and real-time bag tracking for many years.
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United's Connection Assistant and automatic voucher pushing have set the industry benchmark for digital recovery.
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American's new all-in-one disruption hub brings the carrier to parity, which definitely matters, but it is not the headline.
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The true headline is the group booking split feature. And it deserves more attention than it is getting.
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Group travel has been one of the most consistently underserved segments in airline digital products for years.
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The mechanics of a joint reservation (meaning a single PNR shared across multiple passengers) have always created friction the moment one traveller's plans diverge from the group.
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Until now, splitting that record required calling the airline or working through a GDS: a process designed for travel agents, not travellers.
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American is about to change that with a self-service split directly in the app.
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This matters because group travel is not a niche use case. Family holidays, corporate off-sites, wedding parties, and sports tours account for a significant share of airline revenue.
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And the pain point is well understood: groups are made up of individuals, each with their own preferences, comfort zones, and travel motivators. The inability to manage that flexibility digitally has long been a source of frustration. American's solution acknowledges a structural reality that the industry has been slow to address.
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Innovation #3: Wizz Air and HTS turn disruption into a paid ancillary
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If Innovation #2 shows American Airlines giving passengers better tools to manage disruption, Innovation #3 takes that logic one step further. Wizz Air and HTS decided they do not just manage disruptions better, they are monetising them.
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Flight disruption is one of the most consistently destructive experiences in aviation. It costs airlines money, exposes them to regulatory scrutiny, and burns through customer trust faster than almost any other operational failure.
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For most carriers, the response has been reactive: handle the chaos, follow the rules, hope the customer comes back.
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Wizz Air and HTS (Hopper Technology Solutions) announced a different approach less than two weeks ago: Wizz Air becomes the first European carrier to offer Disruption Assistance, a paid ancillary that proactively rebooks passengers, and here is the critical part, including onto competitor airlines, when their flight is delayed two hours or more (or cancelled outright). The service kicks in well before EC261 obligations apply.
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Here's how it works:
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Passengers can add Disruption Assistance as an optional ancillary product during the standard Wizz Air booking flow on the website or in the app.
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On the day of travel, HTS monitors the booking in real time. If the flight is delayed by two or more hours or is cancelled, the system automatically notifies the passenger.
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The passenger receives a curated set of alternative flight options to their final destination, including on competitor airlines, free of charge up to a set cap.
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If none of the alternatives work, the passenger can take a full refund while keeping the original booking option open.
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So far, HTS reports a 95% customer satisfaction rate and an 82% repeat purchase rate from prior deployments of the product in other markets.
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Why does this innovation stand out?
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First, it inverts the commercial logic of disruption. For most airlines, a cancellation is an unrecoverable event resulting in legal exposure, customer service overhead, vouchers, refunds, and lost goodwill. Wizz Air and HTS have packaged the worst-case scenario into a fintech-style ancillary product that customers pay for upfront. The disruption itself becomes the trigger for value, not just for cost.
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Second, the cross-airline element is the real shift. European passengers can already buy travel insurance, and many major carriers have rebooking tools for their own networks. What is genuinely new here is the willingness to automatically send a paying customer onto a competitor's flight as part of the product promise.
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That is a structural break from the way most airlines think about loyalty and inventory.
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The timing also matters. Eurocontrol forecasts a 5.8% rise in European passenger demand and a 3% rise in flights for summer 2026, with cascading delay risk well above historical norms. The carriers that find ways to monetise rather than absorb that disruption could shift the economics of European low-cost flying.
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We will watch closely whether Ryanair, easyJet, or Air France-KLM follow with similar products in the next two quarters.
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","rssSummary":"
Welcome back to the customer interface.
\n
Last month's Innovation Radar edition took us backstage along the flight deck, the baggage hall, and the airport operations centre. The innovations we tracked in April were largely invisible to the traveller, but consequential for the industry's operational foundation.
\n
May brings a different story.
\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","post_body":"
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.
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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.
\n","rss_body":"
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.
\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.
\n","postSummaryRss":"
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.
\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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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Hannah Pearson (Pear Anderson) and Mark Souter (Chief Airline Marketing Officer, Aboitiz Infracapital Cebu Airport Corporation) to take stock of where Southeast Asia's aviation market stands heading into summer 2026 - looking at capacity trends, demand shifts, and the long-term growth outlook for the region.
\n\n
Key takeaways from the discussion:
\n
\n
ASEAN capacity is growing strongly this summer - International capacity is up across all major markets, with Malaysia leading at nearly 20% year-on-year, followed by the Philippines (+9.8%) and Vietnam (+9.2%).
\n
Domestic markets are in good shape - The Philippines and Thailand are seeing strong domestic growth, while Indonesia - the region's largest domestic market - has moved back into positive territory with 5.2% growth this summer.
\n
Travel patterns are shifting - Ongoing disruption to Middle East air routes is affecting how passengers connect between Southeast Asia and Europe. A Pear Anderson/ASEANTA survey found that 64% of Southeast Asian travel businesses expect demand to redirect toward regional travel within Southeast Asia as a result.
\n
The Philippines is a standout market - With LCCs forecast to hold 61% of capacity by 2026 and secondary airports like Angeles/Mabalacat and Tacloban posting strong growth, the Philippines continues to demonstrate sustained, broad-based expansion.
\n
Longer-term fundamentals remain positive - Despite near-term external pressures, the underlying growth drivers for Southeast Asian aviation - rising middle-class travel demand, improving connectivity, and strong intra-regional flows - remain intact.
\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 Hannah Pearson (Pear Anderson) and Mark Souter (Chief Airline Marketing Officer, Aboitiz Infracapital Cebu Airport Corporation) to take stock of where Southeast Asia's aviation market stands heading into summer 2026 - looking at capacity trends, demand shifts, and the long-term growth outlook for the region.
\n","rss_body":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Hannah Pearson (Pear Anderson) and Mark Souter (Chief Airline Marketing Officer, Aboitiz Infracapital Cebu Airport Corporation) to take stock of where Southeast Asia's aviation market stands heading into summer 2026 - looking at capacity trends, demand shifts, and the long-term growth outlook for the region.
\n\n
Key takeaways from the discussion:
\n
\n
ASEAN capacity is growing strongly this summer - International capacity is up across all major markets, with Malaysia leading at nearly 20% year-on-year, followed by the Philippines (+9.8%) and Vietnam (+9.2%).
\n
Domestic markets are in good shape - The Philippines and Thailand are seeing strong domestic growth, while Indonesia - the region's largest domestic market - has moved back into positive territory with 5.2% growth this summer.
\n
Travel patterns are shifting - Ongoing disruption to Middle East air routes is affecting how passengers connect between Southeast Asia and Europe. A Pear Anderson/ASEANTA survey found that 64% of Southeast Asian travel businesses expect demand to redirect toward regional travel within Southeast Asia as a result.
\n
The Philippines is a standout market - With LCCs forecast to hold 61% of capacity by 2026 and secondary airports like Angeles/Mabalacat and Tacloban posting strong growth, the Philippines continues to demonstrate sustained, broad-based expansion.
\n
Longer-term fundamentals remain positive - Despite near-term external pressures, the underlying growth drivers for Southeast Asian aviation - rising middle-class travel demand, improving connectivity, and strong intra-regional flows - remain intact.
\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 Hannah Pearson (Pear Anderson) and Mark Souter (Chief Airline Marketing Officer, Aboitiz Infracapital Cebu Airport Corporation) to take stock of where Southeast Asia's aviation market stands heading into summer 2026 - looking at capacity trends, demand shifts, and the long-term growth outlook for the region.
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Hannah Pearson (Pear Anderson) and Mark Souter (Chief Airline Marketing Officer, Aboitiz Infracapital Cebu Airport Corporation) to take stock of where Southeast Asia's aviation market stands heading into summer 2026 - looking at capacity trends, demand shifts, and the long-term growth outlook for the region.
\n\n
Key takeaways from the discussion:
\n
\n
ASEAN capacity is growing strongly this summer - International capacity is up across all major markets, with Malaysia leading at nearly 20% year-on-year, followed by the Philippines (+9.8%) and Vietnam (+9.2%).
\n
Domestic markets are in good shape - The Philippines and Thailand are seeing strong domestic growth, while Indonesia - the region's largest domestic market - has moved back into positive territory with 5.2% growth this summer.
\n
Travel patterns are shifting - Ongoing disruption to Middle East air routes is affecting how passengers connect between Southeast Asia and Europe. A Pear Anderson/ASEANTA survey found that 64% of Southeast Asian travel businesses expect demand to redirect toward regional travel within Southeast Asia as a result.
\n
The Philippines is a standout market - With LCCs forecast to hold 61% of capacity by 2026 and secondary airports like Angeles/Mabalacat and Tacloban posting strong growth, the Philippines continues to demonstrate sustained, broad-based expansion.
\n
Longer-term fundamentals remain positive - Despite near-term external pressures, the underlying growth drivers for Southeast Asian aviation - rising middle-class travel demand, improving connectivity, and strong intra-regional flows - remain intact.
\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 Hannah Pearson (Pear Anderson) and Mark Souter (Chief Airline Marketing Officer, Aboitiz Infracapital Cebu Airport Corporation) to take stock of where Southeast Asia's aviation market stands heading into summer 2026 - looking at capacity trends, demand shifts, and the long-term growth outlook for the region.
\n\n
Key takeaways from the discussion:
\n
\n
ASEAN capacity is growing strongly this summer - International capacity is up across all major markets, with Malaysia leading at nearly 20% year-on-year, followed by the Philippines (+9.8%) and Vietnam (+9.2%).
\n
Domestic markets are in good shape - The Philippines and Thailand are seeing strong domestic growth, while Indonesia - the region's largest domestic market - has moved back into positive territory with 5.2% growth this summer.
\n
Travel patterns are shifting - Ongoing disruption to Middle East air routes is affecting how passengers connect between Southeast Asia and Europe. A Pear Anderson/ASEANTA survey found that 64% of Southeast Asian travel businesses expect demand to redirect toward regional travel within Southeast Asia as a result.
\n
The Philippines is a standout market - With LCCs forecast to hold 61% of capacity by 2026 and secondary airports like Angeles/Mabalacat and Tacloban posting strong growth, the Philippines continues to demonstrate sustained, broad-based expansion.
\n
Longer-term fundamentals remain positive - Despite near-term external pressures, the underlying growth drivers for Southeast Asian aviation - rising middle-class travel demand, improving connectivity, and strong intra-regional flows - remain intact.
\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 Hannah Pearson (Pear Anderson) and Mark Souter (Chief Airline Marketing Officer, Aboitiz Infracapital Cebu Airport Corporation) to take stock of where Southeast Asia's aviation market stands heading into summer 2026 - looking at capacity trends, demand shifts, and the long-term growth outlook for the region.
\n\n
Key takeaways from the discussion:
\n
\n
ASEAN capacity is growing strongly this summer - International capacity is up across all major markets, with Malaysia leading at nearly 20% year-on-year, followed by the Philippines (+9.8%) and Vietnam (+9.2%).
\n
Domestic markets are in good shape - The Philippines and Thailand are seeing strong domestic growth, while Indonesia - the region's largest domestic market - has moved back into positive territory with 5.2% growth this summer.
\n
Travel patterns are shifting - Ongoing disruption to Middle East air routes is affecting how passengers connect between Southeast Asia and Europe. A Pear Anderson/ASEANTA survey found that 64% of Southeast Asian travel businesses expect demand to redirect toward regional travel within Southeast Asia as a result.
\n
The Philippines is a standout market - With LCCs forecast to hold 61% of capacity by 2026 and secondary airports like Angeles/Mabalacat and Tacloban posting strong growth, the Philippines continues to demonstrate sustained, broad-based expansion.
\n
Longer-term fundamentals remain positive - Despite near-term external pressures, the underlying growth drivers for Southeast Asian aviation - rising middle-class travel demand, improving connectivity, and strong intra-regional flows - remain intact.
\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 Hannah Pearson (Pear Anderson) and Mark Souter (Chief Airline Marketing Officer, Aboitiz Infracapital Cebu Airport Corporation) to take stock of where Southeast Asia's aviation market stands heading into summer 2026 - looking at capacity trends, demand shifts, and the long-term growth outlook for the region.
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Hannah Pearson (Pear Anderson) and Mark Souter (Chief Airline Marketing Officer, Aboitiz Infracapital Cebu Airport Corporation) to take stock of where Southeast Asia's aviation market stands heading into summer 2026 - looking at capacity trends, demand shifts, and the long-term growth outlook for the region.
\n\n
Key takeaways from the discussion:
\n
\n
ASEAN capacity is growing strongly this summer - International capacity is up across all major markets, with Malaysia leading at nearly 20% year-on-year, followed by the Philippines (+9.8%) and Vietnam (+9.2%).
\n
Domestic markets are in good shape - The Philippines and Thailand are seeing strong domestic growth, while Indonesia - the region's largest domestic market - has moved back into positive territory with 5.2% growth this summer.
\n
Travel patterns are shifting - Ongoing disruption to Middle East air routes is affecting how passengers connect between Southeast Asia and Europe. A Pear Anderson/ASEANTA survey found that 64% of Southeast Asian travel businesses expect demand to redirect toward regional travel within Southeast Asia as a result.
\n
The Philippines is a standout market - With LCCs forecast to hold 61% of capacity by 2026 and secondary airports like Angeles/Mabalacat and Tacloban posting strong growth, the Philippines continues to demonstrate sustained, broad-based expansion.
\n
Longer-term fundamentals remain positive - Despite near-term external pressures, the underlying growth drivers for Southeast Asian aviation - rising middle-class travel demand, improving connectivity, and strong intra-regional flows - remain intact.
\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 Hannah Pearson (Pear Anderson) and Mark Souter (Chief Airline Marketing Officer, Aboitiz Infracapital Cebu Airport Corporation) to take stock of where Southeast Asia's aviation market stands heading into summer 2026 - looking at capacity trends, demand shifts, and the long-term growth outlook for the region.
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Hannah Pearson (Pear Anderson) and Mark Souter (Chief Airline Marketing Officer, Aboitiz Infracapital Cebu Airport Corporation) to take stock of where Southeast Asia's aviation market stands heading into summer 2026 - looking at capacity trends, demand shifts, and the long-term growth outlook for the region.
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Hannah Pearson (Pear Anderson) and Mark Souter (Chief Airline Marketing Officer, Aboitiz Infracapital Cebu Airport Corporation) to take stock of where Southeast Asia's aviation market stands heading into summer 2026 - looking at capacity trends, demand shifts, and the long-term growth outlook for the region.
\n\n
Key takeaways from the discussion:
\n
\n
ASEAN capacity is growing strongly this summer - International capacity is up across all major markets, with Malaysia leading at nearly 20% year-on-year, followed by the Philippines (+9.8%) and Vietnam (+9.2%).
\n
Domestic markets are in good shape - The Philippines and Thailand are seeing strong domestic growth, while Indonesia - the region's largest domestic market - has moved back into positive territory with 5.2% growth this summer.
\n
Travel patterns are shifting - Ongoing disruption to Middle East air routes is affecting how passengers connect between Southeast Asia and Europe. A Pear Anderson/ASEANTA survey found that 64% of Southeast Asian travel businesses expect demand to redirect toward regional travel within Southeast Asia as a result.
\n
The Philippines is a standout market - With LCCs forecast to hold 61% of capacity by 2026 and secondary airports like Angeles/Mabalacat and Tacloban posting strong growth, the Philippines continues to demonstrate sustained, broad-based expansion.
\n
Longer-term fundamentals remain positive - Despite near-term external pressures, the underlying growth drivers for Southeast Asian aviation - rising middle-class travel demand, improving connectivity, and strong intra-regional flows - remain intact.
\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 Hannah Pearson (Pear Anderson) and Mark Souter (Chief Airline Marketing Officer, Aboitiz Infracapital Cebu Airport Corporation) to take stock of where Southeast Asia's aviation market stands heading into summer 2026 - looking at capacity trends, demand shifts, and the long-term growth outlook for the region.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Simon Westaway (CEO of the Australian Airports Association) to discuss the latest trends shaping Australia's aviation market, exploring capacity growth, evolving travel patterns, and the challenges influencing the industry's next chapter.
\n\n
The panel discussed:
\n\n
\n
What is driving growth in Australia's air capacity right now?
\n
How has the landscape for travel at home and abroad changed in the last decade?
\n
What challenges lie ahead for the industry?
\n
\n
Below are just some highlights, with the full recording ready to view at the bottom of the page.
\n\n
The evolution of the Australian airline market: Jetstar strategic growth
\n
\n
Jetstar was launched by Qantas Group in 2004 following the collapse of Ansett and the competitive entry of Virgin Blue (now Virgin Australia).
\n
The airline experienced significant growth in leisure destinations such as the Gold Coast, Tasmania, and parts of regional Queensland and New South Wales.
\n
Despite initial rapid growth, the later years have shown relatively flat domestic capacity and growth within the market.
\n
\n
\n
\n
Embracing seamless travel: The future of arrivals
\n
The panel discuss the importance of eliminating the traditional arrivals card to facilitate a more seamless travel experience by 2030, and highlights the role of biometric technology in revolutionising the travel process with the aim of creating a more efficient and integrated journey for travellers.
\n
\n
\n
Unlocking the potential: Electric aircraft as a catalyst for regional airport growth in Australia
\n
Whilst this topic may not currently dominate industry discussions, its potential impact on regional hubs is significant. Electric aircraft present an exciting opportunity for regional airports in Australia, offering a pathway to enhance connectivity and sustainability.
\n
\n
\n
\n
Watch the full webinar:
\n
There's so much more to discover in the full panel discussion - for more insights, watch below:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Simon Westaway (CEO of the Australian Airports Association) to discuss the latest trends shaping Australia's aviation market, exploring capacity growth, evolving travel patterns, and the challenges influencing the industry's next chapter.
\n","rss_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Simon Westaway (CEO of the Australian Airports Association) to discuss the latest trends shaping Australia's aviation market, exploring capacity growth, evolving travel patterns, and the challenges influencing the industry's next chapter.
\n\n
The panel discussed:
\n\n
\n
What is driving growth in Australia's air capacity right now?
\n
How has the landscape for travel at home and abroad changed in the last decade?
\n
What challenges lie ahead for the industry?
\n
\n
Below are just some highlights, with the full recording ready to view at the bottom of the page.
\n\n
The evolution of the Australian airline market: Jetstar strategic growth
\n
\n
Jetstar was launched by Qantas Group in 2004 following the collapse of Ansett and the competitive entry of Virgin Blue (now Virgin Australia).
\n
The airline experienced significant growth in leisure destinations such as the Gold Coast, Tasmania, and parts of regional Queensland and New South Wales.
\n
Despite initial rapid growth, the later years have shown relatively flat domestic capacity and growth within the market.
\n
\n
\n
\n
Embracing seamless travel: The future of arrivals
\n
The panel discuss the importance of eliminating the traditional arrivals card to facilitate a more seamless travel experience by 2030, and highlights the role of biometric technology in revolutionising the travel process with the aim of creating a more efficient and integrated journey for travellers.
\n
\n
\n
Unlocking the potential: Electric aircraft as a catalyst for regional airport growth in Australia
\n
Whilst this topic may not currently dominate industry discussions, its potential impact on regional hubs is significant. Electric aircraft present an exciting opportunity for regional airports in Australia, offering a pathway to enhance connectivity and sustainability.
\n
\n
\n
\n
Watch the full webinar:
\n
There's so much more to discover in the full panel discussion - for more insights, watch below:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Simon Westaway (CEO of the Australian Airports Association) to discuss the latest trends shaping Australia's aviation market, exploring capacity growth, evolving travel patterns, and the challenges influencing the industry's next chapter.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Simon Westaway (CEO of the Australian Airports Association) to discuss the latest trends shaping Australia's aviation market, exploring capacity growth, evolving travel patterns, and the challenges influencing the industry's next chapter.
\n\n
The panel discussed:
\n\n
\n
What is driving growth in Australia's air capacity right now?
\n
How has the landscape for travel at home and abroad changed in the last decade?
\n
What challenges lie ahead for the industry?
\n
\n
Below are just some highlights, with the full recording ready to view at the bottom of the page.
\n\n
The evolution of the Australian airline market: Jetstar strategic growth
\n
\n
Jetstar was launched by Qantas Group in 2004 following the collapse of Ansett and the competitive entry of Virgin Blue (now Virgin Australia).
\n
The airline experienced significant growth in leisure destinations such as the Gold Coast, Tasmania, and parts of regional Queensland and New South Wales.
\n
Despite initial rapid growth, the later years have shown relatively flat domestic capacity and growth within the market.
\n
\n
\n
\n
Embracing seamless travel: The future of arrivals
\n
The panel discuss the importance of eliminating the traditional arrivals card to facilitate a more seamless travel experience by 2030, and highlights the role of biometric technology in revolutionising the travel process with the aim of creating a more efficient and integrated journey for travellers.
\n
\n
\n
Unlocking the potential: Electric aircraft as a catalyst for regional airport growth in Australia
\n
Whilst this topic may not currently dominate industry discussions, its potential impact on regional hubs is significant. Electric aircraft present an exciting opportunity for regional airports in Australia, offering a pathway to enhance connectivity and sustainability.
\n
\n
\n
\n
Watch the full webinar:
\n
There's so much more to discover in the full panel discussion - for more insights, watch below:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Simon Westaway (CEO of the Australian Airports Association) to discuss the latest trends shaping Australia's aviation market, exploring capacity growth, evolving travel patterns, and the challenges influencing the industry's next chapter.
\n\n
The panel discussed:
\n\n
\n
What is driving growth in Australia's air capacity right now?
\n
How has the landscape for travel at home and abroad changed in the last decade?
\n
What challenges lie ahead for the industry?
\n
\n
Below are just some highlights, with the full recording ready to view at the bottom of the page.
\n\n
The evolution of the Australian airline market: Jetstar strategic growth
\n
\n
Jetstar was launched by Qantas Group in 2004 following the collapse of Ansett and the competitive entry of Virgin Blue (now Virgin Australia).
\n
The airline experienced significant growth in leisure destinations such as the Gold Coast, Tasmania, and parts of regional Queensland and New South Wales.
\n
Despite initial rapid growth, the later years have shown relatively flat domestic capacity and growth within the market.
\n
\n
\n
\n
Embracing seamless travel: The future of arrivals
\n
The panel discuss the importance of eliminating the traditional arrivals card to facilitate a more seamless travel experience by 2030, and highlights the role of biometric technology in revolutionising the travel process with the aim of creating a more efficient and integrated journey for travellers.
\n
\n
\n
Unlocking the potential: Electric aircraft as a catalyst for regional airport growth in Australia
\n
Whilst this topic may not currently dominate industry discussions, its potential impact on regional hubs is significant. Electric aircraft present an exciting opportunity for regional airports in Australia, offering a pathway to enhance connectivity and sustainability.
\n
\n
\n
\n
Watch the full webinar:
\n
There's so much more to discover in the full panel discussion - for more insights, watch below:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Simon Westaway (CEO of the Australian Airports Association) to discuss the latest trends shaping Australia's aviation market, exploring capacity growth, evolving travel patterns, and the challenges influencing the industry's next chapter.
\n\n
The panel discussed:
\n\n
\n
What is driving growth in Australia's air capacity right now?
\n
How has the landscape for travel at home and abroad changed in the last decade?
\n
What challenges lie ahead for the industry?
\n
\n
Below are just some highlights, with the full recording ready to view at the bottom of the page.
\n\n
The evolution of the Australian airline market: Jetstar strategic growth
\n
\n
Jetstar was launched by Qantas Group in 2004 following the collapse of Ansett and the competitive entry of Virgin Blue (now Virgin Australia).
\n
The airline experienced significant growth in leisure destinations such as the Gold Coast, Tasmania, and parts of regional Queensland and New South Wales.
\n
Despite initial rapid growth, the later years have shown relatively flat domestic capacity and growth within the market.
\n
\n
\n
\n
Embracing seamless travel: The future of arrivals
\n
The panel discuss the importance of eliminating the traditional arrivals card to facilitate a more seamless travel experience by 2030, and highlights the role of biometric technology in revolutionising the travel process with the aim of creating a more efficient and integrated journey for travellers.
\n
\n
\n
Unlocking the potential: Electric aircraft as a catalyst for regional airport growth in Australia
\n
Whilst this topic may not currently dominate industry discussions, its potential impact on regional hubs is significant. Electric aircraft present an exciting opportunity for regional airports in Australia, offering a pathway to enhance connectivity and sustainability.
\n
\n
\n
\n
Watch the full webinar:
\n
There's so much more to discover in the full panel discussion - for more insights, watch below:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Simon Westaway (CEO of the Australian Airports Association)\n to discuss the latest trends shaping Australia's aviation market, exploring capacity growth, evolving travel patterns, and the challenges influencing the industry's next chapter.\n
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Simon Westaway (CEO of the Australian Airports Association) to discuss the latest trends shaping Australia's aviation market, exploring capacity growth, evolving travel patterns, and the challenges influencing the industry's next chapter.
\n\n
The panel discussed:
\n\n
\n
What is driving growth in Australia's air capacity right now?
\n
How has the landscape for travel at home and abroad changed in the last decade?
\n
What challenges lie ahead for the industry?
\n
\n
Below are just some highlights, with the full recording ready to view at the bottom of the page.
\n\n
The evolution of the Australian airline market: Jetstar strategic growth
\n
\n
Jetstar was launched by Qantas Group in 2004 following the collapse of Ansett and the competitive entry of Virgin Blue (now Virgin Australia).
\n
The airline experienced significant growth in leisure destinations such as the Gold Coast, Tasmania, and parts of regional Queensland and New South Wales.
\n
Despite initial rapid growth, the later years have shown relatively flat domestic capacity and growth within the market.
\n
\n
\n
\n
Embracing seamless travel: The future of arrivals
\n
The panel discuss the importance of eliminating the traditional arrivals card to facilitate a more seamless travel experience by 2030, and highlights the role of biometric technology in revolutionising the travel process with the aim of creating a more efficient and integrated journey for travellers.
\n
\n
\n
Unlocking the potential: Electric aircraft as a catalyst for regional airport growth in Australia
\n
Whilst this topic may not currently dominate industry discussions, its potential impact on regional hubs is significant. Electric aircraft present an exciting opportunity for regional airports in Australia, offering a pathway to enhance connectivity and sustainability.
\n
\n
\n
\n
Watch the full webinar:
\n
There's so much more to discover in the full panel discussion - for more insights, watch below:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Simon Westaway (CEO of the Australian Airports Association) to discuss the latest trends shaping Australia's aviation market, exploring capacity growth, evolving travel patterns, and the challenges influencing the industry's next chapter.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Simon Westaway (CEO of the Australian Airports Association)\n to discuss the latest trends shaping Australia's aviation market, exploring capacity growth, evolving travel patterns, and the challenges influencing the industry's next chapter.\n
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Simon Westaway (CEO of the Australian Airports Association) to discuss the latest trends shaping Australia's aviation market, exploring capacity growth, evolving travel patterns, and the challenges influencing the industry's next chapter.
\n\n
The panel discussed:
\n\n
\n
What is driving growth in Australia's air capacity right now?
\n
How has the landscape for travel at home and abroad changed in the last decade?
\n
What challenges lie ahead for the industry?
\n
\n
Below are just some highlights, with the full recording ready to view at the bottom of the page.
\n\n
The evolution of the Australian airline market: Jetstar strategic growth
\n
\n
Jetstar was launched by Qantas Group in 2004 following the collapse of Ansett and the competitive entry of Virgin Blue (now Virgin Australia).
\n
The airline experienced significant growth in leisure destinations such as the Gold Coast, Tasmania, and parts of regional Queensland and New South Wales.
\n
Despite initial rapid growth, the later years have shown relatively flat domestic capacity and growth within the market.
\n
\n
\n
\n
Embracing seamless travel: The future of arrivals
\n
The panel discuss the importance of eliminating the traditional arrivals card to facilitate a more seamless travel experience by 2030, and highlights the role of biometric technology in revolutionising the travel process with the aim of creating a more efficient and integrated journey for travellers.
\n
\n
\n
Unlocking the potential: Electric aircraft as a catalyst for regional airport growth in Australia
\n
Whilst this topic may not currently dominate industry discussions, its potential impact on regional hubs is significant. Electric aircraft present an exciting opportunity for regional airports in Australia, offering a pathway to enhance connectivity and sustainability.
\n
\n
\n
\n
Watch the full webinar:
\n
There's so much more to discover in the full panel discussion - for more insights, watch below:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Simon Westaway (CEO of the Australian Airports Association) to discuss the latest trends shaping Australia's aviation market, exploring capacity growth, evolving travel patterns, and the challenges influencing the industry's next chapter.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Ignacio Ottati (Manager, Air Service Development, Calgary Airport Authority to discuss how the North American aviation market is performing amid ongoing disruption.
\n\n
The panel discussed:
\n
\n
How carriers are maintaining demand despite economic and geopolitical volatility
\n
Where networks are expanding and which routes are driving yield growth
\n
What profitability will look like for airlines in 2026 and beyond
\n
\n
Below are just some highlights, with the full recording ready to view at the bottom of the page.
\n\n
A look at global capacity growth trends
\n
Before diving into the topic of this week's webinar, the panel reviewed Q1 global capacity growth data:
\n
\n
Capacity growth for Q1 remains 3.7% ahead of 2025, when we stretch that out to H1 2026, this falls to 2.5%.
\n
\n
\n
\n
Which markets are driving growth?
\n
\n
In the first half of 2026, global domestic capacity is almost flat, just 0.8% above 2025, with sluggish demand in Asia and Europe offset by stronger growth in other regions, including North America.
\n
International capacity is forecast to rise 5% year on year in H1 2026, led by the strongest growth in the Southwest Pacific and Africa, with Asia, Europe and the Middle East broadly in line with the global trend.
\n
North America's international capacity is lagging, with growth of just 1.1% expected at this point.
\n
\n
\n
\n
A closer look at passenger demand in the U.S.
\n
Next, we take a closer look at the U.S., with Courtney giving an overview of economic trends post-COVID, highlighting the initial downturn, recovery, and current stabilisation. How are human behaviours as a result of the economic whiplash influencing current market dynamics?
\n
\n
\n
How have transborder traffic trends shifted?
\n
Despite shifts in global travel trends, Canada remains an attractive outlier due to its picturesque landscapes and year-round activities:
\n
\n
\n
Why your airfare isn’t the real cost anymore
\n
The panel explored how other travel-related costs, such as hotel accommodations, Disney tickets, and ski lift tickets, have increased, impacting travel decisions more than airfare alone:
\n
\n
Watch the full webinar:
\n
There's so much more to discover in the full panel discussion - for more insights, watch below:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Ignacio Ottati (Manager, Air Service Development, Calgary Airport Authority to discuss how the North American aviation market is performing amid ongoing disruption.
\n","rss_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Ignacio Ottati (Manager, Air Service Development, Calgary Airport Authority to discuss how the North American aviation market is performing amid ongoing disruption.
\n\n
The panel discussed:
\n
\n
How carriers are maintaining demand despite economic and geopolitical volatility
\n
Where networks are expanding and which routes are driving yield growth
\n
What profitability will look like for airlines in 2026 and beyond
\n
\n
Below are just some highlights, with the full recording ready to view at the bottom of the page.
\n\n
A look at global capacity growth trends
\n
Before diving into the topic of this week's webinar, the panel reviewed Q1 global capacity growth data:
\n
\n
Capacity growth for Q1 remains 3.7% ahead of 2025, when we stretch that out to H1 2026, this falls to 2.5%.
\n
\n
\n
\n
Which markets are driving growth?
\n
\n
In the first half of 2026, global domestic capacity is almost flat, just 0.8% above 2025, with sluggish demand in Asia and Europe offset by stronger growth in other regions, including North America.
\n
International capacity is forecast to rise 5% year on year in H1 2026, led by the strongest growth in the Southwest Pacific and Africa, with Asia, Europe and the Middle East broadly in line with the global trend.
\n
North America's international capacity is lagging, with growth of just 1.1% expected at this point.
\n
\n
\n
\n
A closer look at passenger demand in the U.S.
\n
Next, we take a closer look at the U.S., with Courtney giving an overview of economic trends post-COVID, highlighting the initial downturn, recovery, and current stabilisation. How are human behaviours as a result of the economic whiplash influencing current market dynamics?
\n
\n
\n
How have transborder traffic trends shifted?
\n
Despite shifts in global travel trends, Canada remains an attractive outlier due to its picturesque landscapes and year-round activities:
\n
\n
\n
Why your airfare isn’t the real cost anymore
\n
The panel explored how other travel-related costs, such as hotel accommodations, Disney tickets, and ski lift tickets, have increased, impacting travel decisions more than airfare alone:
\n
\n
Watch the full webinar:
\n
There's so much more to discover in the full panel discussion - for more insights, watch below:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Ignacio Ottati (Manager, Air Service Development, Calgary Airport Authority to discuss how the North American aviation market is performing amid ongoing disruption.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Ignacio Ottati (Manager, Air Service Development, Calgary Airport Authority to discuss how the North American aviation market is performing amid ongoing disruption.
\n\n
The panel discussed:
\n
\n
How carriers are maintaining demand despite economic and geopolitical volatility
\n
Where networks are expanding and which routes are driving yield growth
\n
What profitability will look like for airlines in 2026 and beyond
\n
\n
Below are just some highlights, with the full recording ready to view at the bottom of the page.
\n\n
A look at global capacity growth trends
\n
Before diving into the topic of this week's webinar, the panel reviewed Q1 global capacity growth data:
\n
\n
Capacity growth for Q1 remains 3.7% ahead of 2025, when we stretch that out to H1 2026, this falls to 2.5%.
\n
\n
\n
\n
Which markets are driving growth?
\n
\n
In the first half of 2026, global domestic capacity is almost flat, just 0.8% above 2025, with sluggish demand in Asia and Europe offset by stronger growth in other regions, including North America.
\n
International capacity is forecast to rise 5% year on year in H1 2026, led by the strongest growth in the Southwest Pacific and Africa, with Asia, Europe and the Middle East broadly in line with the global trend.
\n
North America's international capacity is lagging, with growth of just 1.1% expected at this point.
\n
\n
\n
\n
A closer look at passenger demand in the U.S.
\n
Next, we take a closer look at the U.S., with Courtney giving an overview of economic trends post-COVID, highlighting the initial downturn, recovery, and current stabilisation. How are human behaviours as a result of the economic whiplash influencing current market dynamics?
\n
\n
\n
How have transborder traffic trends shifted?
\n
Despite shifts in global travel trends, Canada remains an attractive outlier due to its picturesque landscapes and year-round activities:
\n
\n
\n
Why your airfare isn’t the real cost anymore
\n
The panel explored how other travel-related costs, such as hotel accommodations, Disney tickets, and ski lift tickets, have increased, impacting travel decisions more than airfare alone:
\n
\n
Watch the full webinar:
\n
There's so much more to discover in the full panel discussion - for more insights, watch below:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Ignacio Ottati (Manager, Air Service Development, Calgary Airport Authority to discuss how the North American aviation market is performing amid ongoing disruption.
\n\n
The panel discussed:
\n
\n
How carriers are maintaining demand despite economic and geopolitical volatility
\n
Where networks are expanding and which routes are driving yield growth
\n
What profitability will look like for airlines in 2026 and beyond
\n
\n
Below are just some highlights, with the full recording ready to view at the bottom of the page.
\n\n
A look at global capacity growth trends
\n
Before diving into the topic of this week's webinar, the panel reviewed Q1 global capacity growth data:
\n
\n
Capacity growth for Q1 remains 3.7% ahead of 2025, when we stretch that out to H1 2026, this falls to 2.5%.
\n
\n
\n
\n
Which markets are driving growth?
\n
\n
In the first half of 2026, global domestic capacity is almost flat, just 0.8% above 2025, with sluggish demand in Asia and Europe offset by stronger growth in other regions, including North America.
\n
International capacity is forecast to rise 5% year on year in H1 2026, led by the strongest growth in the Southwest Pacific and Africa, with Asia, Europe and the Middle East broadly in line with the global trend.
\n
North America's international capacity is lagging, with growth of just 1.1% expected at this point.
\n
\n
\n
\n
A closer look at passenger demand in the U.S.
\n
Next, we take a closer look at the U.S., with Courtney giving an overview of economic trends post-COVID, highlighting the initial downturn, recovery, and current stabilisation. How are human behaviours as a result of the economic whiplash influencing current market dynamics?
\n
\n
\n
How have transborder traffic trends shifted?
\n
Despite shifts in global travel trends, Canada remains an attractive outlier due to its picturesque landscapes and year-round activities:
\n
\n
\n
Why your airfare isn’t the real cost anymore
\n
The panel explored how other travel-related costs, such as hotel accommodations, Disney tickets, and ski lift tickets, have increased, impacting travel decisions more than airfare alone:
\n
\n
Watch the full webinar:
\n
There's so much more to discover in the full panel discussion - for more insights, watch below:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Ignacio Ottati (Manager, Air Service Development, Calgary Airport Authority to discuss how the North American aviation market is performing amid ongoing disruption.
\n\n
The panel discussed:
\n
\n
How carriers are maintaining demand despite economic and geopolitical volatility
\n
Where networks are expanding and which routes are driving yield growth
\n
What profitability will look like for airlines in 2026 and beyond
\n
\n
Below are just some highlights, with the full recording ready to view at the bottom of the page.
\n\n
A look at global capacity growth trends
\n
Before diving into the topic of this week's webinar, the panel reviewed Q1 global capacity growth data:
\n
\n
Capacity growth for Q1 remains 3.7% ahead of 2025, when we stretch that out to H1 2026, this falls to 2.5%.
\n
\n
\n
\n
Which markets are driving growth?
\n
\n
In the first half of 2026, global domestic capacity is almost flat, just 0.8% above 2025, with sluggish demand in Asia and Europe offset by stronger growth in other regions, including North America.
\n
International capacity is forecast to rise 5% year on year in H1 2026, led by the strongest growth in the Southwest Pacific and Africa, with Asia, Europe and the Middle East broadly in line with the global trend.
\n
North America's international capacity is lagging, with growth of just 1.1% expected at this point.
\n
\n
\n
\n
A closer look at passenger demand in the U.S.
\n
Next, we take a closer look at the U.S., with Courtney giving an overview of economic trends post-COVID, highlighting the initial downturn, recovery, and current stabilisation. How are human behaviours as a result of the economic whiplash influencing current market dynamics?
\n
\n
\n
How have transborder traffic trends shifted?
\n
Despite shifts in global travel trends, Canada remains an attractive outlier due to its picturesque landscapes and year-round activities:
\n
\n
\n
Why your airfare isn’t the real cost anymore
\n
The panel explored how other travel-related costs, such as hotel accommodations, Disney tickets, and ski lift tickets, have increased, impacting travel decisions more than airfare alone:
\n
\n
Watch the full webinar:
\n
There's so much more to discover in the full panel discussion - for more insights, watch below:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Ignacio Ottati (Manager, Air Service Development, Calgary Airport Authority to discuss how the North American aviation market is performing amid ongoing disruption.
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Ignacio Ottati (Manager, Air Service Development, Calgary Airport Authority to discuss how the North American aviation market is performing amid ongoing disruption.
\n\n
The panel discussed:
\n
\n
How carriers are maintaining demand despite economic and geopolitical volatility
\n
Where networks are expanding and which routes are driving yield growth
\n
What profitability will look like for airlines in 2026 and beyond
\n
\n
Below are just some highlights, with the full recording ready to view at the bottom of the page.
\n\n
A look at global capacity growth trends
\n
Before diving into the topic of this week's webinar, the panel reviewed Q1 global capacity growth data:
\n
\n
Capacity growth for Q1 remains 3.7% ahead of 2025, when we stretch that out to H1 2026, this falls to 2.5%.
\n
\n
\n
\n
Which markets are driving growth?
\n
\n
In the first half of 2026, global domestic capacity is almost flat, just 0.8% above 2025, with sluggish demand in Asia and Europe offset by stronger growth in other regions, including North America.
\n
International capacity is forecast to rise 5% year on year in H1 2026, led by the strongest growth in the Southwest Pacific and Africa, with Asia, Europe and the Middle East broadly in line with the global trend.
\n
North America's international capacity is lagging, with growth of just 1.1% expected at this point.
\n
\n
\n
\n
A closer look at passenger demand in the U.S.
\n
Next, we take a closer look at the U.S., with Courtney giving an overview of economic trends post-COVID, highlighting the initial downturn, recovery, and current stabilisation. How are human behaviours as a result of the economic whiplash influencing current market dynamics?
\n
\n
\n
How have transborder traffic trends shifted?
\n
Despite shifts in global travel trends, Canada remains an attractive outlier due to its picturesque landscapes and year-round activities:
\n
\n
\n
Why your airfare isn’t the real cost anymore
\n
The panel explored how other travel-related costs, such as hotel accommodations, Disney tickets, and ski lift tickets, have increased, impacting travel decisions more than airfare alone:
\n
\n
Watch the full webinar:
\n
There's so much more to discover in the full panel discussion - for more insights, watch below:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Ignacio Ottati (Manager, Air Service Development, Calgary Airport Authority to discuss how the North American aviation market is performing amid ongoing disruption.
\n","postSummaryRss":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Ignacio Ottati (Manager, Air Service Development, Calgary Airport Authority to discuss how the North American aviation market is performing amid ongoing disruption.
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Ignacio Ottati (Manager, Air Service Development, Calgary Airport Authority to discuss how the North American aviation market is performing amid ongoing disruption.
\n\n
The panel discussed:
\n
\n
How carriers are maintaining demand despite economic and geopolitical volatility
\n
Where networks are expanding and which routes are driving yield growth
\n
What profitability will look like for airlines in 2026 and beyond
\n
\n
Below are just some highlights, with the full recording ready to view at the bottom of the page.
\n\n
A look at global capacity growth trends
\n
Before diving into the topic of this week's webinar, the panel reviewed Q1 global capacity growth data:
\n
\n
Capacity growth for Q1 remains 3.7% ahead of 2025, when we stretch that out to H1 2026, this falls to 2.5%.
\n
\n
\n
\n
Which markets are driving growth?
\n
\n
In the first half of 2026, global domestic capacity is almost flat, just 0.8% above 2025, with sluggish demand in Asia and Europe offset by stronger growth in other regions, including North America.
\n
International capacity is forecast to rise 5% year on year in H1 2026, led by the strongest growth in the Southwest Pacific and Africa, with Asia, Europe and the Middle East broadly in line with the global trend.
\n
North America's international capacity is lagging, with growth of just 1.1% expected at this point.
\n
\n
\n
\n
A closer look at passenger demand in the U.S.
\n
Next, we take a closer look at the U.S., with Courtney giving an overview of economic trends post-COVID, highlighting the initial downturn, recovery, and current stabilisation. How are human behaviours as a result of the economic whiplash influencing current market dynamics?
\n
\n
\n
How have transborder traffic trends shifted?
\n
Despite shifts in global travel trends, Canada remains an attractive outlier due to its picturesque landscapes and year-round activities:
\n
\n
\n
Why your airfare isn’t the real cost anymore
\n
The panel explored how other travel-related costs, such as hotel accommodations, Disney tickets, and ski lift tickets, have increased, impacting travel decisions more than airfare alone:
\n
\n
Watch the full webinar:
\n
There's so much more to discover in the full panel discussion - for more insights, watch below:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Ignacio Ottati (Manager, Air Service Development, Calgary Airport Authority to discuss how the North American aviation market is performing amid ongoing disruption.
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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.
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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! 🎧
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\n
John Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\n
John Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
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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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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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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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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'.
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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'.
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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!
\n
You can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
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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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Recommended:
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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.
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
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With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
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Recommended:
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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! 🎧
\n
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Recommended:
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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! 🎧
\n
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Recommended:
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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.
Fasten your seat belt, sit back and tune in!
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On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
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On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
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Fasten your seat belt, sit back and tune in!
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Fasten your seat belt, sit back and tune in!
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Fasten your seat belt, sit back and tune in!
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Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\n
Dethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\n
In fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\n
We also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\n
With so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
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Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
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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.
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.
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Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
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Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
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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.
\n
We also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\n
With so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
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