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\n
\n\n
2) Retail: Distribution Becomes the Primary AI Battleground
\n
The second dense cluster appears on the retail side, specifically around distribution: how flights are discovered, searched, priced, and ultimately booked.
\n
\n
That dominance is no accident. Distribution sits at the intersection of data, intent, and automation, exactly where AI delivers the greatest leverage (thus far).
\n
Three of the most consequential examples from the radar:
\n
\n
Google’s AI suite for Travel, collapsing search and booking into a single conversational funnel.
\n
Fliggy’s AskMe, showing how agentic AI can generate fully bookable itineraries end-to-end.
\n
Iberia’s native AI assistant on ChatGPT, signaling that discovery may soon happen (deliberately) outside airline-owned channels altogether.
\n
\n
All three innovation examples suggest that distribution is becoming an intelligence layer with far-reaching implications for airlines, OTAs, and anyone positioned downstream of the booking decision.
\n
The White Spaces on the Radar: Where Innovation Has Yet to Break Through
\n
An innovation-bullish view also requires honesty about what didn’t happen.
\n
When we step back and look at all 35 innovations mapped on the 2025 radar, a few areas stand out as remarkably quiet. These white spaces are also important to recognise because many of them touch core levers of airline profitability and long-term resilience.
\n
\n
One of the most striking gaps sits in ancillaries. Despite years of discussion about personalization, bundling, and dynamic offers, we saw very little genuine innovation in how airlines actually sell add-ons such as seat upgrades, baggage, meals, or onboard services.
\n
This is surprising. AI should, in theory, be perfectly suited to ancillaries (matching context, traveler intent, price sensitivity, and timing). Yet in practice, most ancillary offerings often remain rules-based. In 2025, AI largely stopped at flight search, not at booking or the overall experience.
\n
The opportunity remains wide open.
\n
Perhaps the most notable silence was around fuel and sustainability.
\n
Compared to previous years, 2025 saw very few meaningful innovations related to SAF, fuel efficiency, or emissions reduction. The sustainability narrative has clearly slowed over the past two years, and the radar reflects that cooling.
\n
Another quiet zone is payments and loyalty (two areas deeply intertwined).
\n
One of the only exceptions in our view was Air India’s AI-powered (voice) booking experience, which deliberately tied seamless, low-friction booking to loyalty membership. That move hinted at a broader idea: convenience itself becoming a loyalty benefit, and payment simplicity acting as a retention lever.
\n
But beyond that, we saw little innovation in:
\n
\n
New payment flows,
\n
Alternative payment methods,
\n
Loyalty redemption experiences,
\n
Or AI-driven optimization of earn-and-burn mechanics.
\n
\n
Given how central payments and loyalty are to airline economics, this lack of momentum suggests untapped upside rather than saturation.
\n
\n
Finally, crew management and baggage saw only isolated progress.
\n
\n
On the crew side, Japan Airlines’ AI-powered reporting app stood out as a rare example of AI delivering tangible productivity gains for frontline staff. But it remained an exception rather than the start of a broader movement.
\n
On baggage, Apple-Delta’s AirTag integration marked an important step forward; yet it also highlighted a deeper issue: meaningful progress occurred only after airlines partnered with a consumer tech solution travelers already used.
\n
\n
Taken together, these white spaces tell a clear story. Innovation in 2025 gravitated toward areas where:
\n
\n
Data is abundant,
\n
Experimentation is fast,
\n
And value creation is immediately visible.
\n
\n
For an innovation-bullish industry, that’s not a critique. It’s a roadmap.
\n
Especially for ancillaries, we expect this to change quickly. As AI moves deeper into the booking infrastructure and airlines gain access to richer customer data, the conditions for smarter, more contextual, and more profitable ancillary offers are finally falling into place. This is one of the areas where we expect to see significantly more innovation attention in 2026.
\n
At OAG, we see shopping data as a particularly powerful enabler in this shift, bridging traveler intent with real-time offer creation in a way the industry has long struggled to achieve. For a more forward-looking perspective on how AI could reshape travel beyond 2026, we also recommend reviewing the “10 AI Bets Until 2045” outlined by Filip Filipov, our CEO.
\n
Stepping Back Again: What the 35 Innovations Reveal in Aggregate
\n
So far, we’ve looked at where innovation is concentrated and where it isn’t.
\n
Now, let’s return to the 35 innovations we identified as the most meaningful in 2025 and look at them through a different lens: what patterns emerge when we view them together?
\n
Several themes stand out. None of them is entirely new on its own, but taken together, they sharpen our understanding of how airline innovation is actually happening today.
\n
1. Real Innovation Is Increasingly a Multi-Player Game
\n
One of the clearest signals from the 2025 radar is that truly meaningful innovation rarely happens in isolation.
\n
Throughout the year, many of the most impactful launches were not driven solely by airlines or airports, but by cross-industry collaboration, often involving major technology players outside the traditional travel ecosystem.
\n
When we quantify this, the pattern becomes hard to ignore: 18 of the 35 innovations (just over 50%) involved at least one major technology provider such as Google, Apple, Amazon, Microsoft, OpenAI, or Alibaba.
\n
\n
These partnerships took many forms:
\n
\n
Big Tech providing core AI models or cloud infrastructure (Google, OpenAI, Microsoft).
\n
Consumer platforms embedding themselves directly into the traveler journey (Apple Wallet, ChatGPT).
\n
Tech giants supplying foundational connectivity or interfaces that airlines build upon (Starlink, Amazon Kuiper).
\n
\n
The takeaway is that the complexity and speed of innovation now exceed what most travel players can deliver on their own. The most meaningful progress increasingly comes from ecosystems, not single actors.
\n
2. Innovation Is Moving Down the Tech Stack
\n
A second pattern becomes apparent when we examine which type of innovation dominated the year.
\n
Early AI narratives focused heavily on features such as chatbots, assistants, and front-end enhancements. But many of the most consequential innovations we tracked in 2025 sat one layer deeper: in infrastructure.
\n
When we step back, roughly one in three innovations (~30%) we covered were not surface-level features, but foundational layers that enable other innovations to exist or scale.
\n
\n
Examples include:
\n
\n
Apple Wallet boarding pass integrations, which turn the boarding pass into an interactive interface, combine identity, live flight updates, gate directions, and even baggage notifications directly on the passenger’s lock screen.
\n
Korean Air’s cloud and ChromeOS overhaul, a behind-the-scenes transformation that replaced legacy hardware and software to create a scalable, AI-ready foundation for customer service and future automation.
\n
British Airways’ digital twin for aircraft towing is an operational intelligence layer that materially improves punctuality, predictability, and network stability at one of the world’s most complex hubs.
\n
\n
This shift matters. Infrastructure innovations are slower, harder, and less visible, but they are the ones that enable entire categories of future products. The radar suggests that 2025 was about laying foundations.
\n
3. The Real Innovation Constraint Is Data
\n
A third pattern cuts across many meaningful innovations we tracked in 2025, and it’s less about AI models themselves and more about data quality, availability, and connectivity.
\n
As AI increasingly moves from experimentation into core airline workflows (see our use case overview with Microsoft), one thing became clear across the radar: the success of AI-driven innovation is now far more constrained by data than by algorithms.
\n
\n
In many cases, the models are already good enough.
\n
What differentiates real progress is whether high-quality, real-time data is available and whether it can be connected across systems.
\n
\n
This is not a marginal effect. Approximately 40% of the innovations we tracked relied explicitly on clean, connected, and real-time data to operate.
\n
\n
Two examples illustrate this particularly well.
\n
\n
First, Sabre’s AI-powered continuous pricing engine. While the headlines focus on AI, the real enabler is the system’s ability to ingest and react to live shopping and booking signals. Continuous pricing only works when demand signals, competitor context, and booking intent are clean, timely, and connected. Without that data foundation, AI-driven pricing reverts to rules-based logic. The innovation here is as much about data readiness as it is about intelligence.
\n
Second, Google’s AI Mode for Travel. The strength of Google’s approach doesn’t come from conversational ability alone; it comes from its ability to connect intent with deep, structured, and real-time data across search behavior, maps, pricing, inventory, and historical context. This is why the experience feels fundamentally different from most standalone AI travel tools. The interface is powered by data coherence (not just language fluency).
\n
\n
What these examples highlight is a broader shift: AI is only as good as the data it can reliably act upon. As outlined in our research on the future of AI in aviation, the industry is entering a phase in which data quality will determine who can scale innovation and who cannot.
\n
Seen through this lens, many of the white spaces on the radar start to make sense. Areas such as ancillaries, loyalty, and payments remain underdeveloped because underlying data layers remain fragmented, inconsistent, or poorly integrated.
\n
What 2025 Made Clear, and What Comes Next
\n
What do we learn from all of this?
\n
2025 revealed a critical insight: the next wave of airline innovation will be won by those who first fix their data foundations and build intelligence on top of them (not around them).
\n
This insight will shape our approach to the 2026 edition of the OAG Airline-Tech Innovation Radar.
\n
Going forward, we will place even greater emphasis on the data layers behind new innovation launches. In other words, we’ll continue to track not only what is being built in airline tech, but what it is built on.
\n
Stay tuned.
\n
","rss_summary":"
This first-of-the-year Airline-Tech Innovation Radar edition is different than usual. Instead of diving into another set of new innovations, we want to take a step back.
\n","rss_body":"
This first-of-the-year Airline-Tech Innovation Radar edition is different than usual. Instead of diving into another set of new innovations, we want to take a step back.
\n\n
Throughout 2025, the OAG Innovation Radar tracked 35 innovations across airline operations and retail (from small, incremental improvements to genuinely disruptive shifts). Month by month, these developments appeared as individual signals in our Travel-Tech LinkedIn Newsletter series. But when viewed together, they reveal something far more meaningful than any single announcement ever could.
\n
This opening 2026 edition takes a holistic look at everything we covered in 2025, mapping all innovations onto our radar to move from observation to interpretation.
\n
What follows is our attempt to synthesize a full year of airline technology innovation into clear themes, tensions, and takeaways, offering you a sharper, more strategic perspective on where airline innovation is heading next.
\n\n
Key summary:
\n
\n
Airport terminals were the biggest innovation focus in 2025 on the operations side, with tech like LiDAR crowd-flow systems and flexible ground-crew models improving passenger experience and reducing congestion.
\n
Distribution and booking tech became a major AI battleground, with tools from Google, Fliggy and airline AI assistants reshaping how flights are found and purchased.
\n
Some areas saw little innovation, including ancillaries (e.g., baggage & seat upgrades), fuel and sustainability, and payments and loyalty systems — highlighting untapped opportunities.
\n
Innovations are increasingly collaborative, with over half involving big tech partners, underlining that airline breakthroughs now often come from ecosystems, not single players.
\n
Foundational tech (infrastructure) gained prominence, with innovations deeper in the stack enabling future products and improvements.
\n
\n\n
Reading the Radar: Where Innovation Actually Concentrated in 2025
\n
At the heart of this review sits the 2025 Airline-Tech Innovation Radar: our key visual mapping all 35 innovations we covered throughout the year.
\n
Each dot represents one real-world innovation launch, positioned by impact horizon (improve, expand, disrupt) and by domain (airline operations vs. airline retail).
\n
\n
Even at first glance, the picture is revealing.
\n
Two areas clearly stand out as the busiest (and most strategically relevant) zones of innovation in 2025: the airport terminal on the operations side, and distribution on the retail side.
\n
Let’s look at each category separately.
\n
1) The Airport Terminal Emerges as an Innovation Hotspot
\n
On the operational side, the airport terminal dominates the radar. Over the course of the year, we tracked roughly a dozen terminal-related key innovations, most of which fell under the improve and expand horizons category.
\n
\n
Two particularly representative examples:
\n
\n
Queenstown Airport’s LiDAR passenger-flow system demonstrates how airports are tackling congestion with privacy-preserving technology rather than intrusive surveillance.
\n
easyJet’s mobile ground-crew model (in collaboration with SITA), which replaces fixed check-in desks with flexible, human-centric service, fundamentally rethinking how terminal space is used.
\n
\n
These are not flashy moonshots. But they directly address some of aviation’s most persistent pain points: congestion, queues, and inefficient use of terminal space.
\n
One terminal-adjacent innovation even landed firmly in the disrupt zone: SITA’s Connect Fly. As a cloud-native connectivity backbone, it modernizes the digital plumbing of airports and airlines. In doing so, it enables many of the other innovations on the radar to scale in the first place. It’s a reminder that the most disruptive changes are often the least visible.
\n
What makes the terminal cluster particularly exciting is what it represents beyond technology.
\n
For years, the airport terminal has been one of the most stressful, opaque, and frustrating parts of the entire travel journey (crowded, unpredictable, and slightly resistant to meaningful improvement).
\n
The concentration of innovation we saw in 2025 suggests that this is finally changing.
\n
\n
Airlines, airports, and technology providers are now actively redesigning the physical traveler experience, not just optimizing systems behind the scenes.
\n
This includes ensuring smoother passenger flow, more flexible human-service models, and an invisible digital infrastructure.
\n
\n
In other words, some of the most tangible progress in aviation innovation is happening exactly where travelers feel it most: on the ground, at the airport, in the moments that often define whether a trip starts smoothly or in frustration.
\n
\n
\n
\n
\n
2) Retail: Distribution Becomes the Primary AI Battleground
\n
The second dense cluster appears on the retail side, specifically around distribution: how flights are discovered, searched, priced, and ultimately booked.
\n
\n
That dominance is no accident. Distribution sits at the intersection of data, intent, and automation, exactly where AI delivers the greatest leverage (thus far).
\n
Three of the most consequential examples from the radar:
\n
\n
Google’s AI suite for Travel, collapsing search and booking into a single conversational funnel.
\n
Fliggy’s AskMe, showing how agentic AI can generate fully bookable itineraries end-to-end.
\n
Iberia’s native AI assistant on ChatGPT, signaling that discovery may soon happen (deliberately) outside airline-owned channels altogether.
\n
\n
All three innovation examples suggest that distribution is becoming an intelligence layer with far-reaching implications for airlines, OTAs, and anyone positioned downstream of the booking decision.
\n
The White Spaces on the Radar: Where Innovation Has Yet to Break Through
\n
An innovation-bullish view also requires honesty about what didn’t happen.
\n
When we step back and look at all 35 innovations mapped on the 2025 radar, a few areas stand out as remarkably quiet. These white spaces are also important to recognise because many of them touch core levers of airline profitability and long-term resilience.
\n
\n
One of the most striking gaps sits in ancillaries. Despite years of discussion about personalization, bundling, and dynamic offers, we saw very little genuine innovation in how airlines actually sell add-ons such as seat upgrades, baggage, meals, or onboard services.
\n
This is surprising. AI should, in theory, be perfectly suited to ancillaries (matching context, traveler intent, price sensitivity, and timing). Yet in practice, most ancillary offerings often remain rules-based. In 2025, AI largely stopped at flight search, not at booking or the overall experience.
\n
The opportunity remains wide open.
\n
Perhaps the most notable silence was around fuel and sustainability.
\n
Compared to previous years, 2025 saw very few meaningful innovations related to SAF, fuel efficiency, or emissions reduction. The sustainability narrative has clearly slowed over the past two years, and the radar reflects that cooling.
\n
Another quiet zone is payments and loyalty (two areas deeply intertwined).
\n
One of the only exceptions in our view was Air India’s AI-powered (voice) booking experience, which deliberately tied seamless, low-friction booking to loyalty membership. That move hinted at a broader idea: convenience itself becoming a loyalty benefit, and payment simplicity acting as a retention lever.
\n
But beyond that, we saw little innovation in:
\n
\n
New payment flows,
\n
Alternative payment methods,
\n
Loyalty redemption experiences,
\n
Or AI-driven optimization of earn-and-burn mechanics.
\n
\n
Given how central payments and loyalty are to airline economics, this lack of momentum suggests untapped upside rather than saturation.
\n
\n
Finally, crew management and baggage saw only isolated progress.
\n
\n
On the crew side, Japan Airlines’ AI-powered reporting app stood out as a rare example of AI delivering tangible productivity gains for frontline staff. But it remained an exception rather than the start of a broader movement.
\n
On baggage, Apple-Delta’s AirTag integration marked an important step forward; yet it also highlighted a deeper issue: meaningful progress occurred only after airlines partnered with a consumer tech solution travelers already used.
\n
\n
Taken together, these white spaces tell a clear story. Innovation in 2025 gravitated toward areas where:
\n
\n
Data is abundant,
\n
Experimentation is fast,
\n
And value creation is immediately visible.
\n
\n
For an innovation-bullish industry, that’s not a critique. It’s a roadmap.
\n
Especially for ancillaries, we expect this to change quickly. As AI moves deeper into the booking infrastructure and airlines gain access to richer customer data, the conditions for smarter, more contextual, and more profitable ancillary offers are finally falling into place. This is one of the areas where we expect to see significantly more innovation attention in 2026.
\n
At OAG, we see shopping data as a particularly powerful enabler in this shift, bridging traveler intent with real-time offer creation in a way the industry has long struggled to achieve. For a more forward-looking perspective on how AI could reshape travel beyond 2026, we also recommend reviewing the “10 AI Bets Until 2045” outlined by Filip Filipov, our CEO.
\n
Stepping Back Again: What the 35 Innovations Reveal in Aggregate
\n
So far, we’ve looked at where innovation is concentrated and where it isn’t.
\n
Now, let’s return to the 35 innovations we identified as the most meaningful in 2025 and look at them through a different lens: what patterns emerge when we view them together?
\n
Several themes stand out. None of them is entirely new on its own, but taken together, they sharpen our understanding of how airline innovation is actually happening today.
\n
1. Real Innovation Is Increasingly a Multi-Player Game
\n
One of the clearest signals from the 2025 radar is that truly meaningful innovation rarely happens in isolation.
\n
Throughout the year, many of the most impactful launches were not driven solely by airlines or airports, but by cross-industry collaboration, often involving major technology players outside the traditional travel ecosystem.
\n
When we quantify this, the pattern becomes hard to ignore: 18 of the 35 innovations (just over 50%) involved at least one major technology provider such as Google, Apple, Amazon, Microsoft, OpenAI, or Alibaba.
\n
\n
These partnerships took many forms:
\n
\n
Big Tech providing core AI models or cloud infrastructure (Google, OpenAI, Microsoft).
\n
Consumer platforms embedding themselves directly into the traveler journey (Apple Wallet, ChatGPT).
\n
Tech giants supplying foundational connectivity or interfaces that airlines build upon (Starlink, Amazon Kuiper).
\n
\n
The takeaway is that the complexity and speed of innovation now exceed what most travel players can deliver on their own. The most meaningful progress increasingly comes from ecosystems, not single actors.
\n
2. Innovation Is Moving Down the Tech Stack
\n
A second pattern becomes apparent when we examine which type of innovation dominated the year.
\n
Early AI narratives focused heavily on features such as chatbots, assistants, and front-end enhancements. But many of the most consequential innovations we tracked in 2025 sat one layer deeper: in infrastructure.
\n
When we step back, roughly one in three innovations (~30%) we covered were not surface-level features, but foundational layers that enable other innovations to exist or scale.
\n
\n
Examples include:
\n
\n
Apple Wallet boarding pass integrations, which turn the boarding pass into an interactive interface, combine identity, live flight updates, gate directions, and even baggage notifications directly on the passenger’s lock screen.
\n
Korean Air’s cloud and ChromeOS overhaul, a behind-the-scenes transformation that replaced legacy hardware and software to create a scalable, AI-ready foundation for customer service and future automation.
\n
British Airways’ digital twin for aircraft towing is an operational intelligence layer that materially improves punctuality, predictability, and network stability at one of the world’s most complex hubs.
\n
\n
This shift matters. Infrastructure innovations are slower, harder, and less visible, but they are the ones that enable entire categories of future products. The radar suggests that 2025 was about laying foundations.
\n
3. The Real Innovation Constraint Is Data
\n
A third pattern cuts across many meaningful innovations we tracked in 2025, and it’s less about AI models themselves and more about data quality, availability, and connectivity.
\n
As AI increasingly moves from experimentation into core airline workflows (see our use case overview with Microsoft), one thing became clear across the radar: the success of AI-driven innovation is now far more constrained by data than by algorithms.
\n
\n
In many cases, the models are already good enough.
\n
What differentiates real progress is whether high-quality, real-time data is available and whether it can be connected across systems.
\n
\n
This is not a marginal effect. Approximately 40% of the innovations we tracked relied explicitly on clean, connected, and real-time data to operate.
\n
\n
Two examples illustrate this particularly well.
\n
\n
First, Sabre’s AI-powered continuous pricing engine. While the headlines focus on AI, the real enabler is the system’s ability to ingest and react to live shopping and booking signals. Continuous pricing only works when demand signals, competitor context, and booking intent are clean, timely, and connected. Without that data foundation, AI-driven pricing reverts to rules-based logic. The innovation here is as much about data readiness as it is about intelligence.
\n
Second, Google’s AI Mode for Travel. The strength of Google’s approach doesn’t come from conversational ability alone; it comes from its ability to connect intent with deep, structured, and real-time data across search behavior, maps, pricing, inventory, and historical context. This is why the experience feels fundamentally different from most standalone AI travel tools. The interface is powered by data coherence (not just language fluency).
\n
\n
What these examples highlight is a broader shift: AI is only as good as the data it can reliably act upon. As outlined in our research on the future of AI in aviation, the industry is entering a phase in which data quality will determine who can scale innovation and who cannot.
\n
Seen through this lens, many of the white spaces on the radar start to make sense. Areas such as ancillaries, loyalty, and payments remain underdeveloped because underlying data layers remain fragmented, inconsistent, or poorly integrated.
\n
What 2025 Made Clear, and What Comes Next
\n
What do we learn from all of this?
\n
2025 revealed a critical insight: the next wave of airline innovation will be won by those who first fix their data foundations and build intelligence on top of them (not around them).
\n
This insight will shape our approach to the 2026 edition of the OAG Airline-Tech Innovation Radar.
\n
Going forward, we will place even greater emphasis on the data layers behind new innovation launches. In other words, we’ll continue to track not only what is being built in airline tech, but what it is built on.
\n
Stay tuned.
\n
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This first-of-the-year Airline-Tech Innovation Radar edition is different than usual. Instead of diving into another set of new innovations, we want to take a step back.
\n\n
Throughout 2025, the OAG Innovation Radar tracked 35 innovations across airline operations and retail (from small, incremental improvements to genuinely disruptive shifts). Month by month, these developments appeared as individual signals in our Travel-Tech LinkedIn Newsletter series. But when viewed together, they reveal something far more meaningful than any single announcement ever could.
\n
This opening 2026 edition takes a holistic look at everything we covered in 2025, mapping all innovations onto our radar to move from observation to interpretation.
\n
What follows is our attempt to synthesize a full year of airline technology innovation into clear themes, tensions, and takeaways, offering you a sharper, more strategic perspective on where airline innovation is heading next.
\n\n
Key summary:
\n
\n
Airport terminals were the biggest innovation focus in 2025 on the operations side, with tech like LiDAR crowd-flow systems and flexible ground-crew models improving passenger experience and reducing congestion.
\n
Distribution and booking tech became a major AI battleground, with tools from Google, Fliggy and airline AI assistants reshaping how flights are found and purchased.
\n
Some areas saw little innovation, including ancillaries (e.g., baggage & seat upgrades), fuel and sustainability, and payments and loyalty systems — highlighting untapped opportunities.
\n
Innovations are increasingly collaborative, with over half involving big tech partners, underlining that airline breakthroughs now often come from ecosystems, not single players.
\n
Foundational tech (infrastructure) gained prominence, with innovations deeper in the stack enabling future products and improvements.
\n
\n\n
Reading the Radar: Where Innovation Actually Concentrated in 2025
\n
At the heart of this review sits the 2025 Airline-Tech Innovation Radar: our key visual mapping all 35 innovations we covered throughout the year.
\n
Each dot represents one real-world innovation launch, positioned by impact horizon (improve, expand, disrupt) and by domain (airline operations vs. airline retail).
\n
\n
Even at first glance, the picture is revealing.
\n
Two areas clearly stand out as the busiest (and most strategically relevant) zones of innovation in 2025: the airport terminal on the operations side, and distribution on the retail side.
\n
Let’s look at each category separately.
\n
1) The Airport Terminal Emerges as an Innovation Hotspot
\n
On the operational side, the airport terminal dominates the radar. Over the course of the year, we tracked roughly a dozen terminal-related key innovations, most of which fell under the improve and expand horizons category.
\n
\n
Two particularly representative examples:
\n
\n
Queenstown Airport’s LiDAR passenger-flow system demonstrates how airports are tackling congestion with privacy-preserving technology rather than intrusive surveillance.
\n
easyJet’s mobile ground-crew model (in collaboration with SITA), which replaces fixed check-in desks with flexible, human-centric service, fundamentally rethinking how terminal space is used.
\n
\n
These are not flashy moonshots. But they directly address some of aviation’s most persistent pain points: congestion, queues, and inefficient use of terminal space.
\n
One terminal-adjacent innovation even landed firmly in the disrupt zone: SITA’s Connect Fly. As a cloud-native connectivity backbone, it modernizes the digital plumbing of airports and airlines. In doing so, it enables many of the other innovations on the radar to scale in the first place. It’s a reminder that the most disruptive changes are often the least visible.
\n
What makes the terminal cluster particularly exciting is what it represents beyond technology.
\n
For years, the airport terminal has been one of the most stressful, opaque, and frustrating parts of the entire travel journey (crowded, unpredictable, and slightly resistant to meaningful improvement).
\n
The concentration of innovation we saw in 2025 suggests that this is finally changing.
\n
\n
Airlines, airports, and technology providers are now actively redesigning the physical traveler experience, not just optimizing systems behind the scenes.
\n
This includes ensuring smoother passenger flow, more flexible human-service models, and an invisible digital infrastructure.
\n
\n
In other words, some of the most tangible progress in aviation innovation is happening exactly where travelers feel it most: on the ground, at the airport, in the moments that often define whether a trip starts smoothly or in frustration.
\n
\n
\n
\n
\n
2) Retail: Distribution Becomes the Primary AI Battleground
\n
The second dense cluster appears on the retail side, specifically around distribution: how flights are discovered, searched, priced, and ultimately booked.
\n
\n
That dominance is no accident. Distribution sits at the intersection of data, intent, and automation, exactly where AI delivers the greatest leverage (thus far).
\n
Three of the most consequential examples from the radar:
\n
\n
Google’s AI suite for Travel, collapsing search and booking into a single conversational funnel.
\n
Fliggy’s AskMe, showing how agentic AI can generate fully bookable itineraries end-to-end.
\n
Iberia’s native AI assistant on ChatGPT, signaling that discovery may soon happen (deliberately) outside airline-owned channels altogether.
\n
\n
All three innovation examples suggest that distribution is becoming an intelligence layer with far-reaching implications for airlines, OTAs, and anyone positioned downstream of the booking decision.
\n
The White Spaces on the Radar: Where Innovation Has Yet to Break Through
\n
An innovation-bullish view also requires honesty about what didn’t happen.
\n
When we step back and look at all 35 innovations mapped on the 2025 radar, a few areas stand out as remarkably quiet. These white spaces are also important to recognise because many of them touch core levers of airline profitability and long-term resilience.
\n
\n
One of the most striking gaps sits in ancillaries. Despite years of discussion about personalization, bundling, and dynamic offers, we saw very little genuine innovation in how airlines actually sell add-ons such as seat upgrades, baggage, meals, or onboard services.
\n
This is surprising. AI should, in theory, be perfectly suited to ancillaries (matching context, traveler intent, price sensitivity, and timing). Yet in practice, most ancillary offerings often remain rules-based. In 2025, AI largely stopped at flight search, not at booking or the overall experience.
\n
The opportunity remains wide open.
\n
Perhaps the most notable silence was around fuel and sustainability.
\n
Compared to previous years, 2025 saw very few meaningful innovations related to SAF, fuel efficiency, or emissions reduction. The sustainability narrative has clearly slowed over the past two years, and the radar reflects that cooling.
\n
Another quiet zone is payments and loyalty (two areas deeply intertwined).
\n
One of the only exceptions in our view was Air India’s AI-powered (voice) booking experience, which deliberately tied seamless, low-friction booking to loyalty membership. That move hinted at a broader idea: convenience itself becoming a loyalty benefit, and payment simplicity acting as a retention lever.
\n
But beyond that, we saw little innovation in:
\n
\n
New payment flows,
\n
Alternative payment methods,
\n
Loyalty redemption experiences,
\n
Or AI-driven optimization of earn-and-burn mechanics.
\n
\n
Given how central payments and loyalty are to airline economics, this lack of momentum suggests untapped upside rather than saturation.
\n
\n
Finally, crew management and baggage saw only isolated progress.
\n
\n
On the crew side, Japan Airlines’ AI-powered reporting app stood out as a rare example of AI delivering tangible productivity gains for frontline staff. But it remained an exception rather than the start of a broader movement.
\n
On baggage, Apple-Delta’s AirTag integration marked an important step forward; yet it also highlighted a deeper issue: meaningful progress occurred only after airlines partnered with a consumer tech solution travelers already used.
\n
\n
Taken together, these white spaces tell a clear story. Innovation in 2025 gravitated toward areas where:
\n
\n
Data is abundant,
\n
Experimentation is fast,
\n
And value creation is immediately visible.
\n
\n
For an innovation-bullish industry, that’s not a critique. It’s a roadmap.
\n
Especially for ancillaries, we expect this to change quickly. As AI moves deeper into the booking infrastructure and airlines gain access to richer customer data, the conditions for smarter, more contextual, and more profitable ancillary offers are finally falling into place. This is one of the areas where we expect to see significantly more innovation attention in 2026.
\n
At OAG, we see shopping data as a particularly powerful enabler in this shift, bridging traveler intent with real-time offer creation in a way the industry has long struggled to achieve. For a more forward-looking perspective on how AI could reshape travel beyond 2026, we also recommend reviewing the “10 AI Bets Until 2045” outlined by Filip Filipov, our CEO.
\n
Stepping Back Again: What the 35 Innovations Reveal in Aggregate
\n
So far, we’ve looked at where innovation is concentrated and where it isn’t.
\n
Now, let’s return to the 35 innovations we identified as the most meaningful in 2025 and look at them through a different lens: what patterns emerge when we view them together?
\n
Several themes stand out. None of them is entirely new on its own, but taken together, they sharpen our understanding of how airline innovation is actually happening today.
\n
1. Real Innovation Is Increasingly a Multi-Player Game
\n
One of the clearest signals from the 2025 radar is that truly meaningful innovation rarely happens in isolation.
\n
Throughout the year, many of the most impactful launches were not driven solely by airlines or airports, but by cross-industry collaboration, often involving major technology players outside the traditional travel ecosystem.
\n
When we quantify this, the pattern becomes hard to ignore: 18 of the 35 innovations (just over 50%) involved at least one major technology provider such as Google, Apple, Amazon, Microsoft, OpenAI, or Alibaba.
\n
\n
These partnerships took many forms:
\n
\n
Big Tech providing core AI models or cloud infrastructure (Google, OpenAI, Microsoft).
\n
Consumer platforms embedding themselves directly into the traveler journey (Apple Wallet, ChatGPT).
\n
Tech giants supplying foundational connectivity or interfaces that airlines build upon (Starlink, Amazon Kuiper).
\n
\n
The takeaway is that the complexity and speed of innovation now exceed what most travel players can deliver on their own. The most meaningful progress increasingly comes from ecosystems, not single actors.
\n
2. Innovation Is Moving Down the Tech Stack
\n
A second pattern becomes apparent when we examine which type of innovation dominated the year.
\n
Early AI narratives focused heavily on features such as chatbots, assistants, and front-end enhancements. But many of the most consequential innovations we tracked in 2025 sat one layer deeper: in infrastructure.
\n
When we step back, roughly one in three innovations (~30%) we covered were not surface-level features, but foundational layers that enable other innovations to exist or scale.
\n
\n
Examples include:
\n
\n
Apple Wallet boarding pass integrations, which turn the boarding pass into an interactive interface, combine identity, live flight updates, gate directions, and even baggage notifications directly on the passenger’s lock screen.
\n
Korean Air’s cloud and ChromeOS overhaul, a behind-the-scenes transformation that replaced legacy hardware and software to create a scalable, AI-ready foundation for customer service and future automation.
\n
British Airways’ digital twin for aircraft towing is an operational intelligence layer that materially improves punctuality, predictability, and network stability at one of the world’s most complex hubs.
\n
\n
This shift matters. Infrastructure innovations are slower, harder, and less visible, but they are the ones that enable entire categories of future products. The radar suggests that 2025 was about laying foundations.
\n
3. The Real Innovation Constraint Is Data
\n
A third pattern cuts across many meaningful innovations we tracked in 2025, and it’s less about AI models themselves and more about data quality, availability, and connectivity.
\n
As AI increasingly moves from experimentation into core airline workflows (see our use case overview with Microsoft), one thing became clear across the radar: the success of AI-driven innovation is now far more constrained by data than by algorithms.
\n
\n
In many cases, the models are already good enough.
\n
What differentiates real progress is whether high-quality, real-time data is available and whether it can be connected across systems.
\n
\n
This is not a marginal effect. Approximately 40% of the innovations we tracked relied explicitly on clean, connected, and real-time data to operate.
\n
\n
Two examples illustrate this particularly well.
\n
\n
First, Sabre’s AI-powered continuous pricing engine. While the headlines focus on AI, the real enabler is the system’s ability to ingest and react to live shopping and booking signals. Continuous pricing only works when demand signals, competitor context, and booking intent are clean, timely, and connected. Without that data foundation, AI-driven pricing reverts to rules-based logic. The innovation here is as much about data readiness as it is about intelligence.
\n
Second, Google’s AI Mode for Travel. The strength of Google’s approach doesn’t come from conversational ability alone; it comes from its ability to connect intent with deep, structured, and real-time data across search behavior, maps, pricing, inventory, and historical context. This is why the experience feels fundamentally different from most standalone AI travel tools. The interface is powered by data coherence (not just language fluency).
\n
\n
What these examples highlight is a broader shift: AI is only as good as the data it can reliably act upon. As outlined in our research on the future of AI in aviation, the industry is entering a phase in which data quality will determine who can scale innovation and who cannot.
\n
Seen through this lens, many of the white spaces on the radar start to make sense. Areas such as ancillaries, loyalty, and payments remain underdeveloped because underlying data layers remain fragmented, inconsistent, or poorly integrated.
\n
What 2025 Made Clear, and What Comes Next
\n
What do we learn from all of this?
\n
2025 revealed a critical insight: the next wave of airline innovation will be won by those who first fix their data foundations and build intelligence on top of them (not around them).
\n
This insight will shape our approach to the 2026 edition of the OAG Airline-Tech Innovation Radar.
\n
Going forward, we will place even greater emphasis on the data layers behind new innovation launches. In other words, we’ll continue to track not only what is being built in airline tech, but what it is built on.
\n
Stay tuned.
\n
","postBodyRss":"
This first-of-the-year Airline-Tech Innovation Radar edition is different than usual. Instead of diving into another set of new innovations, we want to take a step back.
\n\n
Throughout 2025, the OAG Innovation Radar tracked 35 innovations across airline operations and retail (from small, incremental improvements to genuinely disruptive shifts). Month by month, these developments appeared as individual signals in our Travel-Tech LinkedIn Newsletter series. But when viewed together, they reveal something far more meaningful than any single announcement ever could.
\n
This opening 2026 edition takes a holistic look at everything we covered in 2025, mapping all innovations onto our radar to move from observation to interpretation.
\n
What follows is our attempt to synthesize a full year of airline technology innovation into clear themes, tensions, and takeaways, offering you a sharper, more strategic perspective on where airline innovation is heading next.
\n\n
Key summary:
\n
\n
Airport terminals were the biggest innovation focus in 2025 on the operations side, with tech like LiDAR crowd-flow systems and flexible ground-crew models improving passenger experience and reducing congestion.
\n
Distribution and booking tech became a major AI battleground, with tools from Google, Fliggy and airline AI assistants reshaping how flights are found and purchased.
\n
Some areas saw little innovation, including ancillaries (e.g., baggage & seat upgrades), fuel and sustainability, and payments and loyalty systems — highlighting untapped opportunities.
\n
Innovations are increasingly collaborative, with over half involving big tech partners, underlining that airline breakthroughs now often come from ecosystems, not single players.
\n
Foundational tech (infrastructure) gained prominence, with innovations deeper in the stack enabling future products and improvements.
\n
\n\n
Reading the Radar: Where Innovation Actually Concentrated in 2025
\n
At the heart of this review sits the 2025 Airline-Tech Innovation Radar: our key visual mapping all 35 innovations we covered throughout the year.
\n
Each dot represents one real-world innovation launch, positioned by impact horizon (improve, expand, disrupt) and by domain (airline operations vs. airline retail).
\n
\n
Even at first glance, the picture is revealing.
\n
Two areas clearly stand out as the busiest (and most strategically relevant) zones of innovation in 2025: the airport terminal on the operations side, and distribution on the retail side.
\n
Let’s look at each category separately.
\n
1) The Airport Terminal Emerges as an Innovation Hotspot
\n
On the operational side, the airport terminal dominates the radar. Over the course of the year, we tracked roughly a dozen terminal-related key innovations, most of which fell under the improve and expand horizons category.
\n
\n
Two particularly representative examples:
\n
\n
Queenstown Airport’s LiDAR passenger-flow system demonstrates how airports are tackling congestion with privacy-preserving technology rather than intrusive surveillance.
\n
easyJet’s mobile ground-crew model (in collaboration with SITA), which replaces fixed check-in desks with flexible, human-centric service, fundamentally rethinking how terminal space is used.
\n
\n
These are not flashy moonshots. But they directly address some of aviation’s most persistent pain points: congestion, queues, and inefficient use of terminal space.
\n
One terminal-adjacent innovation even landed firmly in the disrupt zone: SITA’s Connect Fly. As a cloud-native connectivity backbone, it modernizes the digital plumbing of airports and airlines. In doing so, it enables many of the other innovations on the radar to scale in the first place. It’s a reminder that the most disruptive changes are often the least visible.
\n
What makes the terminal cluster particularly exciting is what it represents beyond technology.
\n
For years, the airport terminal has been one of the most stressful, opaque, and frustrating parts of the entire travel journey (crowded, unpredictable, and slightly resistant to meaningful improvement).
\n
The concentration of innovation we saw in 2025 suggests that this is finally changing.
\n
\n
Airlines, airports, and technology providers are now actively redesigning the physical traveler experience, not just optimizing systems behind the scenes.
\n
This includes ensuring smoother passenger flow, more flexible human-service models, and an invisible digital infrastructure.
\n
\n
In other words, some of the most tangible progress in aviation innovation is happening exactly where travelers feel it most: on the ground, at the airport, in the moments that often define whether a trip starts smoothly or in frustration.
\n
\n
\n
\n
\n
2) Retail: Distribution Becomes the Primary AI Battleground
\n
The second dense cluster appears on the retail side, specifically around distribution: how flights are discovered, searched, priced, and ultimately booked.
\n
\n
That dominance is no accident. Distribution sits at the intersection of data, intent, and automation, exactly where AI delivers the greatest leverage (thus far).
\n
Three of the most consequential examples from the radar:
\n
\n
Google’s AI suite for Travel, collapsing search and booking into a single conversational funnel.
\n
Fliggy’s AskMe, showing how agentic AI can generate fully bookable itineraries end-to-end.
\n
Iberia’s native AI assistant on ChatGPT, signaling that discovery may soon happen (deliberately) outside airline-owned channels altogether.
\n
\n
All three innovation examples suggest that distribution is becoming an intelligence layer with far-reaching implications for airlines, OTAs, and anyone positioned downstream of the booking decision.
\n
The White Spaces on the Radar: Where Innovation Has Yet to Break Through
\n
An innovation-bullish view also requires honesty about what didn’t happen.
\n
When we step back and look at all 35 innovations mapped on the 2025 radar, a few areas stand out as remarkably quiet. These white spaces are also important to recognise because many of them touch core levers of airline profitability and long-term resilience.
\n
\n
One of the most striking gaps sits in ancillaries. Despite years of discussion about personalization, bundling, and dynamic offers, we saw very little genuine innovation in how airlines actually sell add-ons such as seat upgrades, baggage, meals, or onboard services.
\n
This is surprising. AI should, in theory, be perfectly suited to ancillaries (matching context, traveler intent, price sensitivity, and timing). Yet in practice, most ancillary offerings often remain rules-based. In 2025, AI largely stopped at flight search, not at booking or the overall experience.
\n
The opportunity remains wide open.
\n
Perhaps the most notable silence was around fuel and sustainability.
\n
Compared to previous years, 2025 saw very few meaningful innovations related to SAF, fuel efficiency, or emissions reduction. The sustainability narrative has clearly slowed over the past two years, and the radar reflects that cooling.
\n
Another quiet zone is payments and loyalty (two areas deeply intertwined).
\n
One of the only exceptions in our view was Air India’s AI-powered (voice) booking experience, which deliberately tied seamless, low-friction booking to loyalty membership. That move hinted at a broader idea: convenience itself becoming a loyalty benefit, and payment simplicity acting as a retention lever.
\n
But beyond that, we saw little innovation in:
\n
\n
New payment flows,
\n
Alternative payment methods,
\n
Loyalty redemption experiences,
\n
Or AI-driven optimization of earn-and-burn mechanics.
\n
\n
Given how central payments and loyalty are to airline economics, this lack of momentum suggests untapped upside rather than saturation.
\n
\n
Finally, crew management and baggage saw only isolated progress.
\n
\n
On the crew side, Japan Airlines’ AI-powered reporting app stood out as a rare example of AI delivering tangible productivity gains for frontline staff. But it remained an exception rather than the start of a broader movement.
\n
On baggage, Apple-Delta’s AirTag integration marked an important step forward; yet it also highlighted a deeper issue: meaningful progress occurred only after airlines partnered with a consumer tech solution travelers already used.
\n
\n
Taken together, these white spaces tell a clear story. Innovation in 2025 gravitated toward areas where:
\n
\n
Data is abundant,
\n
Experimentation is fast,
\n
And value creation is immediately visible.
\n
\n
For an innovation-bullish industry, that’s not a critique. It’s a roadmap.
\n
Especially for ancillaries, we expect this to change quickly. As AI moves deeper into the booking infrastructure and airlines gain access to richer customer data, the conditions for smarter, more contextual, and more profitable ancillary offers are finally falling into place. This is one of the areas where we expect to see significantly more innovation attention in 2026.
\n
At OAG, we see shopping data as a particularly powerful enabler in this shift, bridging traveler intent with real-time offer creation in a way the industry has long struggled to achieve. For a more forward-looking perspective on how AI could reshape travel beyond 2026, we also recommend reviewing the “10 AI Bets Until 2045” outlined by Filip Filipov, our CEO.
\n
Stepping Back Again: What the 35 Innovations Reveal in Aggregate
\n
So far, we’ve looked at where innovation is concentrated and where it isn’t.
\n
Now, let’s return to the 35 innovations we identified as the most meaningful in 2025 and look at them through a different lens: what patterns emerge when we view them together?
\n
Several themes stand out. None of them is entirely new on its own, but taken together, they sharpen our understanding of how airline innovation is actually happening today.
\n
1. Real Innovation Is Increasingly a Multi-Player Game
\n
One of the clearest signals from the 2025 radar is that truly meaningful innovation rarely happens in isolation.
\n
Throughout the year, many of the most impactful launches were not driven solely by airlines or airports, but by cross-industry collaboration, often involving major technology players outside the traditional travel ecosystem.
\n
When we quantify this, the pattern becomes hard to ignore: 18 of the 35 innovations (just over 50%) involved at least one major technology provider such as Google, Apple, Amazon, Microsoft, OpenAI, or Alibaba.
\n
\n
These partnerships took many forms:
\n
\n
Big Tech providing core AI models or cloud infrastructure (Google, OpenAI, Microsoft).
\n
Consumer platforms embedding themselves directly into the traveler journey (Apple Wallet, ChatGPT).
\n
Tech giants supplying foundational connectivity or interfaces that airlines build upon (Starlink, Amazon Kuiper).
\n
\n
The takeaway is that the complexity and speed of innovation now exceed what most travel players can deliver on their own. The most meaningful progress increasingly comes from ecosystems, not single actors.
\n
2. Innovation Is Moving Down the Tech Stack
\n
A second pattern becomes apparent when we examine which type of innovation dominated the year.
\n
Early AI narratives focused heavily on features such as chatbots, assistants, and front-end enhancements. But many of the most consequential innovations we tracked in 2025 sat one layer deeper: in infrastructure.
\n
When we step back, roughly one in three innovations (~30%) we covered were not surface-level features, but foundational layers that enable other innovations to exist or scale.
\n
\n
Examples include:
\n
\n
Apple Wallet boarding pass integrations, which turn the boarding pass into an interactive interface, combine identity, live flight updates, gate directions, and even baggage notifications directly on the passenger’s lock screen.
\n
Korean Air’s cloud and ChromeOS overhaul, a behind-the-scenes transformation that replaced legacy hardware and software to create a scalable, AI-ready foundation for customer service and future automation.
\n
British Airways’ digital twin for aircraft towing is an operational intelligence layer that materially improves punctuality, predictability, and network stability at one of the world’s most complex hubs.
\n
\n
This shift matters. Infrastructure innovations are slower, harder, and less visible, but they are the ones that enable entire categories of future products. The radar suggests that 2025 was about laying foundations.
\n
3. The Real Innovation Constraint Is Data
\n
A third pattern cuts across many meaningful innovations we tracked in 2025, and it’s less about AI models themselves and more about data quality, availability, and connectivity.
\n
As AI increasingly moves from experimentation into core airline workflows (see our use case overview with Microsoft), one thing became clear across the radar: the success of AI-driven innovation is now far more constrained by data than by algorithms.
\n
\n
In many cases, the models are already good enough.
\n
What differentiates real progress is whether high-quality, real-time data is available and whether it can be connected across systems.
\n
\n
This is not a marginal effect. Approximately 40% of the innovations we tracked relied explicitly on clean, connected, and real-time data to operate.
\n
\n
Two examples illustrate this particularly well.
\n
\n
First, Sabre’s AI-powered continuous pricing engine. While the headlines focus on AI, the real enabler is the system’s ability to ingest and react to live shopping and booking signals. Continuous pricing only works when demand signals, competitor context, and booking intent are clean, timely, and connected. Without that data foundation, AI-driven pricing reverts to rules-based logic. The innovation here is as much about data readiness as it is about intelligence.
\n
Second, Google’s AI Mode for Travel. The strength of Google’s approach doesn’t come from conversational ability alone; it comes from its ability to connect intent with deep, structured, and real-time data across search behavior, maps, pricing, inventory, and historical context. This is why the experience feels fundamentally different from most standalone AI travel tools. The interface is powered by data coherence (not just language fluency).
\n
\n
What these examples highlight is a broader shift: AI is only as good as the data it can reliably act upon. As outlined in our research on the future of AI in aviation, the industry is entering a phase in which data quality will determine who can scale innovation and who cannot.
\n
Seen through this lens, many of the white spaces on the radar start to make sense. Areas such as ancillaries, loyalty, and payments remain underdeveloped because underlying data layers remain fragmented, inconsistent, or poorly integrated.
\n
What 2025 Made Clear, and What Comes Next
\n
What do we learn from all of this?
\n
2025 revealed a critical insight: the next wave of airline innovation will be won by those who first fix their data foundations and build intelligence on top of them (not around them).
\n
This insight will shape our approach to the 2026 edition of the OAG Airline-Tech Innovation Radar.
\n
Going forward, we will place even greater emphasis on the data layers behind new innovation launches. In other words, we’ll continue to track not only what is being built in airline tech, but what it is built on.
\n
Stay tuned.
\n
","postEmailContent":"
This first-of-the-year Airline-Tech Innovation Radar edition is different than usual. Instead of diving into another set of new innovations, we want to take a step back.
This first-of-the-year Airline-Tech Innovation Radar edition is different than usual. Instead of diving into another set of new innovations, we want to take a step back.
This first-of-the-year Airline-Tech Innovation Radar edition is different than usual. Instead of diving into another set of new innovations, we want to take a step back.
This first-of-the-year Airline-Tech Innovation Radar edition is different than usual. Instead of diving into another set of new innovations, we want to take a step back.
\n","postSummaryRss":"
This first-of-the-year Airline-Tech Innovation Radar edition is different than usual. Instead of diving into another set of new innovations, we want to take a step back.
","postTemplate":"oag-theme/templates/blog-post.html","previewImageSrc":null,"previewKey":"LjvEDpAI","previousPostFeaturedImage":"https://www.oag.com/hubfs/10-bets-travel.jpg","previousPostFeaturedImageAltText":"","previousPostName":"How Will We Travel in 2045? Ten Bets for the AI Era","previousPostSlug":"blog/travel-in-2045-ai-era","processingStatus":"PUBLISHED","propertyForDynamicPageCanonicalUrl":null,"propertyForDynamicPageFeaturedImage":null,"propertyForDynamicPageMetaDescription":null,"propertyForDynamicPageSlug":null,"propertyForDynamicPageTitle":null,"publicAccessRules":[],"publicAccessRulesEnabled":false,"publishDate":1770307344000,"publishDateLocalTime":1770307344000,"publishDateLocalized":{"date":1770307344000,"format":"dd MMMM yyyy","language":"en_GB"},"publishImmediately":true,"publishTimezoneOffset":null,"publishedAt":1770307344211,"publishedByEmail":null,"publishedById":11440745,"publishedByName":null,"publishedUrl":"https://www.oag.com/blog/a-review-of-2025s-key-airline-innovations","resolvedDomain":"www.oag.com","resolvedLanguage":null,"rssBody":"
This first-of-the-year Airline-Tech Innovation Radar edition is different than usual. Instead of diving into another set of new innovations, we want to take a step back.
\n\n
Throughout 2025, the OAG Innovation Radar tracked 35 innovations across airline operations and retail (from small, incremental improvements to genuinely disruptive shifts). Month by month, these developments appeared as individual signals in our Travel-Tech LinkedIn Newsletter series. But when viewed together, they reveal something far more meaningful than any single announcement ever could.
\n
This opening 2026 edition takes a holistic look at everything we covered in 2025, mapping all innovations onto our radar to move from observation to interpretation.
\n
What follows is our attempt to synthesize a full year of airline technology innovation into clear themes, tensions, and takeaways, offering you a sharper, more strategic perspective on where airline innovation is heading next.
\n\n
Key summary:
\n
\n
Airport terminals were the biggest innovation focus in 2025 on the operations side, with tech like LiDAR crowd-flow systems and flexible ground-crew models improving passenger experience and reducing congestion.
\n
Distribution and booking tech became a major AI battleground, with tools from Google, Fliggy and airline AI assistants reshaping how flights are found and purchased.
\n
Some areas saw little innovation, including ancillaries (e.g., baggage & seat upgrades), fuel and sustainability, and payments and loyalty systems — highlighting untapped opportunities.
\n
Innovations are increasingly collaborative, with over half involving big tech partners, underlining that airline breakthroughs now often come from ecosystems, not single players.
\n
Foundational tech (infrastructure) gained prominence, with innovations deeper in the stack enabling future products and improvements.
\n
\n\n
Reading the Radar: Where Innovation Actually Concentrated in 2025
\n
At the heart of this review sits the 2025 Airline-Tech Innovation Radar: our key visual mapping all 35 innovations we covered throughout the year.
\n
Each dot represents one real-world innovation launch, positioned by impact horizon (improve, expand, disrupt) and by domain (airline operations vs. airline retail).
\n
\n
Even at first glance, the picture is revealing.
\n
Two areas clearly stand out as the busiest (and most strategically relevant) zones of innovation in 2025: the airport terminal on the operations side, and distribution on the retail side.
\n
Let’s look at each category separately.
\n
1) The Airport Terminal Emerges as an Innovation Hotspot
\n
On the operational side, the airport terminal dominates the radar. Over the course of the year, we tracked roughly a dozen terminal-related key innovations, most of which fell under the improve and expand horizons category.
\n
\n
Two particularly representative examples:
\n
\n
Queenstown Airport’s LiDAR passenger-flow system demonstrates how airports are tackling congestion with privacy-preserving technology rather than intrusive surveillance.
\n
easyJet’s mobile ground-crew model (in collaboration with SITA), which replaces fixed check-in desks with flexible, human-centric service, fundamentally rethinking how terminal space is used.
\n
\n
These are not flashy moonshots. But they directly address some of aviation’s most persistent pain points: congestion, queues, and inefficient use of terminal space.
\n
One terminal-adjacent innovation even landed firmly in the disrupt zone: SITA’s Connect Fly. As a cloud-native connectivity backbone, it modernizes the digital plumbing of airports and airlines. In doing so, it enables many of the other innovations on the radar to scale in the first place. It’s a reminder that the most disruptive changes are often the least visible.
\n
What makes the terminal cluster particularly exciting is what it represents beyond technology.
\n
For years, the airport terminal has been one of the most stressful, opaque, and frustrating parts of the entire travel journey (crowded, unpredictable, and slightly resistant to meaningful improvement).
\n
The concentration of innovation we saw in 2025 suggests that this is finally changing.
\n
\n
Airlines, airports, and technology providers are now actively redesigning the physical traveler experience, not just optimizing systems behind the scenes.
\n
This includes ensuring smoother passenger flow, more flexible human-service models, and an invisible digital infrastructure.
\n
\n
In other words, some of the most tangible progress in aviation innovation is happening exactly where travelers feel it most: on the ground, at the airport, in the moments that often define whether a trip starts smoothly or in frustration.
\n
\n
\n
\n
\n
2) Retail: Distribution Becomes the Primary AI Battleground
\n
The second dense cluster appears on the retail side, specifically around distribution: how flights are discovered, searched, priced, and ultimately booked.
\n
\n
That dominance is no accident. Distribution sits at the intersection of data, intent, and automation, exactly where AI delivers the greatest leverage (thus far).
\n
Three of the most consequential examples from the radar:
\n
\n
Google’s AI suite for Travel, collapsing search and booking into a single conversational funnel.
\n
Fliggy’s AskMe, showing how agentic AI can generate fully bookable itineraries end-to-end.
\n
Iberia’s native AI assistant on ChatGPT, signaling that discovery may soon happen (deliberately) outside airline-owned channels altogether.
\n
\n
All three innovation examples suggest that distribution is becoming an intelligence layer with far-reaching implications for airlines, OTAs, and anyone positioned downstream of the booking decision.
\n
The White Spaces on the Radar: Where Innovation Has Yet to Break Through
\n
An innovation-bullish view also requires honesty about what didn’t happen.
\n
When we step back and look at all 35 innovations mapped on the 2025 radar, a few areas stand out as remarkably quiet. These white spaces are also important to recognise because many of them touch core levers of airline profitability and long-term resilience.
\n
\n
One of the most striking gaps sits in ancillaries. Despite years of discussion about personalization, bundling, and dynamic offers, we saw very little genuine innovation in how airlines actually sell add-ons such as seat upgrades, baggage, meals, or onboard services.
\n
This is surprising. AI should, in theory, be perfectly suited to ancillaries (matching context, traveler intent, price sensitivity, and timing). Yet in practice, most ancillary offerings often remain rules-based. In 2025, AI largely stopped at flight search, not at booking or the overall experience.
\n
The opportunity remains wide open.
\n
Perhaps the most notable silence was around fuel and sustainability.
\n
Compared to previous years, 2025 saw very few meaningful innovations related to SAF, fuel efficiency, or emissions reduction. The sustainability narrative has clearly slowed over the past two years, and the radar reflects that cooling.
\n
Another quiet zone is payments and loyalty (two areas deeply intertwined).
\n
One of the only exceptions in our view was Air India’s AI-powered (voice) booking experience, which deliberately tied seamless, low-friction booking to loyalty membership. That move hinted at a broader idea: convenience itself becoming a loyalty benefit, and payment simplicity acting as a retention lever.
\n
But beyond that, we saw little innovation in:
\n
\n
New payment flows,
\n
Alternative payment methods,
\n
Loyalty redemption experiences,
\n
Or AI-driven optimization of earn-and-burn mechanics.
\n
\n
Given how central payments and loyalty are to airline economics, this lack of momentum suggests untapped upside rather than saturation.
\n
\n
Finally, crew management and baggage saw only isolated progress.
\n
\n
On the crew side, Japan Airlines’ AI-powered reporting app stood out as a rare example of AI delivering tangible productivity gains for frontline staff. But it remained an exception rather than the start of a broader movement.
\n
On baggage, Apple-Delta’s AirTag integration marked an important step forward; yet it also highlighted a deeper issue: meaningful progress occurred only after airlines partnered with a consumer tech solution travelers already used.
\n
\n
Taken together, these white spaces tell a clear story. Innovation in 2025 gravitated toward areas where:
\n
\n
Data is abundant,
\n
Experimentation is fast,
\n
And value creation is immediately visible.
\n
\n
For an innovation-bullish industry, that’s not a critique. It’s a roadmap.
\n
Especially for ancillaries, we expect this to change quickly. As AI moves deeper into the booking infrastructure and airlines gain access to richer customer data, the conditions for smarter, more contextual, and more profitable ancillary offers are finally falling into place. This is one of the areas where we expect to see significantly more innovation attention in 2026.
\n
At OAG, we see shopping data as a particularly powerful enabler in this shift, bridging traveler intent with real-time offer creation in a way the industry has long struggled to achieve. For a more forward-looking perspective on how AI could reshape travel beyond 2026, we also recommend reviewing the “10 AI Bets Until 2045” outlined by Filip Filipov, our CEO.
\n
Stepping Back Again: What the 35 Innovations Reveal in Aggregate
\n
So far, we’ve looked at where innovation is concentrated and where it isn’t.
\n
Now, let’s return to the 35 innovations we identified as the most meaningful in 2025 and look at them through a different lens: what patterns emerge when we view them together?
\n
Several themes stand out. None of them is entirely new on its own, but taken together, they sharpen our understanding of how airline innovation is actually happening today.
\n
1. Real Innovation Is Increasingly a Multi-Player Game
\n
One of the clearest signals from the 2025 radar is that truly meaningful innovation rarely happens in isolation.
\n
Throughout the year, many of the most impactful launches were not driven solely by airlines or airports, but by cross-industry collaboration, often involving major technology players outside the traditional travel ecosystem.
\n
When we quantify this, the pattern becomes hard to ignore: 18 of the 35 innovations (just over 50%) involved at least one major technology provider such as Google, Apple, Amazon, Microsoft, OpenAI, or Alibaba.
\n
\n
These partnerships took many forms:
\n
\n
Big Tech providing core AI models or cloud infrastructure (Google, OpenAI, Microsoft).
\n
Consumer platforms embedding themselves directly into the traveler journey (Apple Wallet, ChatGPT).
\n
Tech giants supplying foundational connectivity or interfaces that airlines build upon (Starlink, Amazon Kuiper).
\n
\n
The takeaway is that the complexity and speed of innovation now exceed what most travel players can deliver on their own. The most meaningful progress increasingly comes from ecosystems, not single actors.
\n
2. Innovation Is Moving Down the Tech Stack
\n
A second pattern becomes apparent when we examine which type of innovation dominated the year.
\n
Early AI narratives focused heavily on features such as chatbots, assistants, and front-end enhancements. But many of the most consequential innovations we tracked in 2025 sat one layer deeper: in infrastructure.
\n
When we step back, roughly one in three innovations (~30%) we covered were not surface-level features, but foundational layers that enable other innovations to exist or scale.
\n
\n
Examples include:
\n
\n
Apple Wallet boarding pass integrations, which turn the boarding pass into an interactive interface, combine identity, live flight updates, gate directions, and even baggage notifications directly on the passenger’s lock screen.
\n
Korean Air’s cloud and ChromeOS overhaul, a behind-the-scenes transformation that replaced legacy hardware and software to create a scalable, AI-ready foundation for customer service and future automation.
\n
British Airways’ digital twin for aircraft towing is an operational intelligence layer that materially improves punctuality, predictability, and network stability at one of the world’s most complex hubs.
\n
\n
This shift matters. Infrastructure innovations are slower, harder, and less visible, but they are the ones that enable entire categories of future products. The radar suggests that 2025 was about laying foundations.
\n
3. The Real Innovation Constraint Is Data
\n
A third pattern cuts across many meaningful innovations we tracked in 2025, and it’s less about AI models themselves and more about data quality, availability, and connectivity.
\n
As AI increasingly moves from experimentation into core airline workflows (see our use case overview with Microsoft), one thing became clear across the radar: the success of AI-driven innovation is now far more constrained by data than by algorithms.
\n
\n
In many cases, the models are already good enough.
\n
What differentiates real progress is whether high-quality, real-time data is available and whether it can be connected across systems.
\n
\n
This is not a marginal effect. Approximately 40% of the innovations we tracked relied explicitly on clean, connected, and real-time data to operate.
\n
\n
Two examples illustrate this particularly well.
\n
\n
First, Sabre’s AI-powered continuous pricing engine. While the headlines focus on AI, the real enabler is the system’s ability to ingest and react to live shopping and booking signals. Continuous pricing only works when demand signals, competitor context, and booking intent are clean, timely, and connected. Without that data foundation, AI-driven pricing reverts to rules-based logic. The innovation here is as much about data readiness as it is about intelligence.
\n
Second, Google’s AI Mode for Travel. The strength of Google’s approach doesn’t come from conversational ability alone; it comes from its ability to connect intent with deep, structured, and real-time data across search behavior, maps, pricing, inventory, and historical context. This is why the experience feels fundamentally different from most standalone AI travel tools. The interface is powered by data coherence (not just language fluency).
\n
\n
What these examples highlight is a broader shift: AI is only as good as the data it can reliably act upon. As outlined in our research on the future of AI in aviation, the industry is entering a phase in which data quality will determine who can scale innovation and who cannot.
\n
Seen through this lens, many of the white spaces on the radar start to make sense. Areas such as ancillaries, loyalty, and payments remain underdeveloped because underlying data layers remain fragmented, inconsistent, or poorly integrated.
\n
What 2025 Made Clear, and What Comes Next
\n
What do we learn from all of this?
\n
2025 revealed a critical insight: the next wave of airline innovation will be won by those who first fix their data foundations and build intelligence on top of them (not around them).
\n
This insight will shape our approach to the 2026 edition of the OAG Airline-Tech Innovation Radar.
\n
Going forward, we will place even greater emphasis on the data layers behind new innovation launches. In other words, we’ll continue to track not only what is being built in airline tech, but what it is built on.
\n
Stay tuned.
\n
","rssSummary":"
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Ten Bets for the AI Era","id":206107777062,"includeDefaultCustomCss":null,"isCaptchaRequired":false,"isCrawlableByBots":false,"isDraft":false,"isInstantEmailEnabled":true,"isPublished":true,"isSocialPublishingEnabled":false,"keywords":[],"label":"How Will We Travel in 2045? Ten Bets for the AI Era","language":"en-gb","lastEditSessionId":null,"lastEditUpdateId":null,"layoutSections":{},"legacyBlogTabid":null,"legacyId":null,"legacyPostGuid":null,"linkRelCanonicalUrl":"","listTemplate":"generated_layouts/66381677173.html","liveDomain":"www.oag.com","mab":false,"mabExperimentId":null,"mabMaster":false,"mabVariant":false,"marketingCampaignGuids":[],"meta":{"html_title":"How Will We Travel in 2045? Ten Bets for the AI Era","public_access_rules":[],"public_access_rules_enabled":false,"use_featured_image":true,"tag_ids":[5656435279],"topic_ids":[5656435279],"post_summary":"
In our most recent report, OAG’s CEO Filip Filipov sets the scene of the last 20 years in the travel industry and looks ahead to the next 20 to predict not the future ‘trends’, but the defining shifts that will take place in the AI era of travel.
","post_body":"
In our most recent report, OAG’s CEO Filip Filipov sets the scene of the last 20 years in the travel industry and looks ahead to the next 20 to predict not the future ‘trends’, but the defining shifts that will take place in the AI era of travel.
\n
Take a look at the insights from the full report here. Below we have highlighted Filip’s 10 bets on the future of the travel industry.
\n
\n
Bet #1: Humans are lazy (so AI will absorb the travel research burden)
\n
\n
Travel planning has become overwhelmingly complex and time-consuming - travelers spend hours comparing flights, hotels, and extras, often visiting hundreds of pages per trip.
\n
As a result, travelers are already turning to AI tools to handle repetitive research tasks.
\n
AI will increasingly take over this burden, allowing people to optimize outcomes without expending effort.
\n
\n
Bet #2: Travel will always stay stressful (but AI will become our stress buffer)
\n
\n
Travel itself will never be stress-free - growing demand, constrained infrastructure, weather, delays, and operational disruptions won’t disappear.
\n
What will change is how travelers deal with them. Agentic AI will take over disruption management:\n
\n
Anticipating issues
\n
Rebooking flights
\n
Handling refunds
\n
Coordinating ground transport
\n
Proposing real-time alternatives.
\n
\n
\n
AI won’t remove stressors, but it will remove the work of managing them.
\n
\n
\n
Bet #3: Travelers will always chase lower prices (and AI will finally make pricing personal)
\n
\n
Price sensitivity won’t change, and comparison won’t disappear - instead, AI will handle searching and filtering behind the scenes, including access to private and loyalty-based offers.
\n
More importantly, conversational AI provides deep intent signals - budget, flexibility, loyalty, preferences - enabling true personalization.
\n
Pricing will finally move beyond averages toward dynamic, demand-aware approaches, powered by quality data and scalable technology.
\n
\n
Bet #4: Humans are control freaks (so AI will recommend, but we decide)
\n
\n
AI will handle execution, but humans will retain decision authority.
\n
Travel choices are emotional, personal, and high-stakes. Even with advanced automation, travelers will still want to approve the booking.
\n
The future division of labor is clear: AI does the work; humans will still decide.
\n
\n
Bet #5: Travelers crave a little magic (and AI will learn to deliver it)
\n
\n
Beyond efficiency, travelers want discovery and surprise.
\n
As agentic systems mature, they will move from optimization to curated serendipity - introducing thoughtful deviations and local experiences that align with interests without being explicitly requested.
\n
AI will enhance, not eliminate, spontaneity.
\n
\n
\n
Bet #6: Travel supply will remain fragmented (but AI will finally make it feel seamlessly connected)
\n
\n
Travel supply will always be fragmented across airlines, hotels, mobility and services.
\n
AI won’t consolidate supply, but it will unify the experience - assembling itineraries, detecting constraints, optimizing combinations, and managing disruptions across providers as a single coherent workflow.
\n
\n
Bet #7: Infrastructure won’t scale with demand (but AI will unlock hidden capacity)
\n
\n
Physical infrastructure evolves slowly and can’t keep up with demand. Capacity gains will come from intelligence, not construction.
\n
AI will optimize aircraft positioning, gate usage, crew rotations, and turnaround processes - predicting bottlenecks before they occur. None of this works without trusted, high-quality operational data.
\n
\n
Bet #8: Travelers will crowd the same places (and AI will guide us to new frontiers)
\n
\n
Over-tourism persists because demand concentrates on a few destinations.
\n
AI agents, with real-time visibility into supply, congestion, and pricing, will redirect travelers toward better-matched, under-visited alternatives.
\n
\n
\n
Bet #9: Travelers will always seek trustworthy providers (and data quality will make data quality decisive)
\n
\n
Travelers will only trust agents that get things right consistently. Errors destroy trust instantly.
\n
The decisive factor will be data quality. Reliable, accurate data enables AI to reason safely, personalize effectively, and make dependable decisions.
\n
Trusted data becomes the foundation of trusted agents.
\n
\n
Bet #10: Scale will remain the decisive advantage (so AI will favor incumbents over startups)
\n
\n
In the AI era, success depends less on invention and more on scale, data, integration and distribution.
\n
Incumbents already possess massive datasets, global reach, operational depth and brand trust.
\n
As AI becomes a commodity layer, these advantages compound - startups will still innovate, but incumbents are best positioned to deploy AI at industry scale.
\n
\n\n
\n
Track shifts and trends in the air travel industry with OAG’s weekly digest, full of insight, analysis and infographics that bring the data to life. Subscribe below.
\n
\n
","rss_summary":"
In our most recent report, OAG’s CEO Filip Filipov sets the scene of the last 20 years in the travel industry and looks ahead to the next 20 to predict not the future ‘trends’, but the defining shifts that will take place in the AI era of travel.
","rss_body":"
In our most recent report, OAG’s CEO Filip Filipov sets the scene of the last 20 years in the travel industry and looks ahead to the next 20 to predict not the future ‘trends’, but the defining shifts that will take place in the AI era of travel.
\n
Take a look at the insights from the full report here. Below we have highlighted Filip’s 10 bets on the future of the travel industry.
\n
\n
Bet #1: Humans are lazy (so AI will absorb the travel research burden)
\n
\n
Travel planning has become overwhelmingly complex and time-consuming - travelers spend hours comparing flights, hotels, and extras, often visiting hundreds of pages per trip.
\n
As a result, travelers are already turning to AI tools to handle repetitive research tasks.
\n
AI will increasingly take over this burden, allowing people to optimize outcomes without expending effort.
\n
\n
Bet #2: Travel will always stay stressful (but AI will become our stress buffer)
\n
\n
Travel itself will never be stress-free - growing demand, constrained infrastructure, weather, delays, and operational disruptions won’t disappear.
\n
What will change is how travelers deal with them. Agentic AI will take over disruption management:\n
\n
Anticipating issues
\n
Rebooking flights
\n
Handling refunds
\n
Coordinating ground transport
\n
Proposing real-time alternatives.
\n
\n
\n
AI won’t remove stressors, but it will remove the work of managing them.
\n
\n
\n
Bet #3: Travelers will always chase lower prices (and AI will finally make pricing personal)
\n
\n
Price sensitivity won’t change, and comparison won’t disappear - instead, AI will handle searching and filtering behind the scenes, including access to private and loyalty-based offers.
\n
More importantly, conversational AI provides deep intent signals - budget, flexibility, loyalty, preferences - enabling true personalization.
\n
Pricing will finally move beyond averages toward dynamic, demand-aware approaches, powered by quality data and scalable technology.
\n
\n
Bet #4: Humans are control freaks (so AI will recommend, but we decide)
\n
\n
AI will handle execution, but humans will retain decision authority.
\n
Travel choices are emotional, personal, and high-stakes. Even with advanced automation, travelers will still want to approve the booking.
\n
The future division of labor is clear: AI does the work; humans will still decide.
\n
\n
Bet #5: Travelers crave a little magic (and AI will learn to deliver it)
\n
\n
Beyond efficiency, travelers want discovery and surprise.
\n
As agentic systems mature, they will move from optimization to curated serendipity - introducing thoughtful deviations and local experiences that align with interests without being explicitly requested.
\n
AI will enhance, not eliminate, spontaneity.
\n
\n
\n
Bet #6: Travel supply will remain fragmented (but AI will finally make it feel seamlessly connected)
\n
\n
Travel supply will always be fragmented across airlines, hotels, mobility and services.
\n
AI won’t consolidate supply, but it will unify the experience - assembling itineraries, detecting constraints, optimizing combinations, and managing disruptions across providers as a single coherent workflow.
\n
\n
Bet #7: Infrastructure won’t scale with demand (but AI will unlock hidden capacity)
\n
\n
Physical infrastructure evolves slowly and can’t keep up with demand. Capacity gains will come from intelligence, not construction.
\n
AI will optimize aircraft positioning, gate usage, crew rotations, and turnaround processes - predicting bottlenecks before they occur. None of this works without trusted, high-quality operational data.
\n
\n
Bet #8: Travelers will crowd the same places (and AI will guide us to new frontiers)
\n
\n
Over-tourism persists because demand concentrates on a few destinations.
\n
AI agents, with real-time visibility into supply, congestion, and pricing, will redirect travelers toward better-matched, under-visited alternatives.
\n
\n
\n
Bet #9: Travelers will always seek trustworthy providers (and data quality will make data quality decisive)
\n
\n
Travelers will only trust agents that get things right consistently. Errors destroy trust instantly.
\n
The decisive factor will be data quality. Reliable, accurate data enables AI to reason safely, personalize effectively, and make dependable decisions.
\n
Trusted data becomes the foundation of trusted agents.
\n
\n
Bet #10: Scale will remain the decisive advantage (so AI will favor incumbents over startups)
\n
\n
In the AI era, success depends less on invention and more on scale, data, integration and distribution.
\n
Incumbents already possess massive datasets, global reach, operational depth and brand trust.
\n
As AI becomes a commodity layer, these advantages compound - startups will still innovate, but incumbents are best positioned to deploy AI at industry scale.
\n
\n\n
\n
Track shifts and trends in the air travel industry with OAG’s weekly digest, full of insight, analysis and infographics that bring the data to life. Subscribe below.
\n
\n
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In our most recent report, OAG’s CEO Filip Filipov sets the scene of the last 20 years in the travel industry and looks ahead to the next 20 to predict not the future ‘trends’, but the defining shifts that will take place in the AI era of travel.
\n
Take a look at the insights from the full report here. Below we have highlighted Filip’s 10 bets on the future of the travel industry.
\n
\n
Bet #1: Humans are lazy (so AI will absorb the travel research burden)
\n
\n
Travel planning has become overwhelmingly complex and time-consuming - travelers spend hours comparing flights, hotels, and extras, often visiting hundreds of pages per trip.
\n
As a result, travelers are already turning to AI tools to handle repetitive research tasks.
\n
AI will increasingly take over this burden, allowing people to optimize outcomes without expending effort.
\n
\n
Bet #2: Travel will always stay stressful (but AI will become our stress buffer)
\n
\n
Travel itself will never be stress-free - growing demand, constrained infrastructure, weather, delays, and operational disruptions won’t disappear.
\n
What will change is how travelers deal with them. Agentic AI will take over disruption management:\n
\n
Anticipating issues
\n
Rebooking flights
\n
Handling refunds
\n
Coordinating ground transport
\n
Proposing real-time alternatives.
\n
\n
\n
AI won’t remove stressors, but it will remove the work of managing them.
\n
\n
\n
Bet #3: Travelers will always chase lower prices (and AI will finally make pricing personal)
\n
\n
Price sensitivity won’t change, and comparison won’t disappear - instead, AI will handle searching and filtering behind the scenes, including access to private and loyalty-based offers.
\n
More importantly, conversational AI provides deep intent signals - budget, flexibility, loyalty, preferences - enabling true personalization.
\n
Pricing will finally move beyond averages toward dynamic, demand-aware approaches, powered by quality data and scalable technology.
\n
\n
Bet #4: Humans are control freaks (so AI will recommend, but we decide)
\n
\n
AI will handle execution, but humans will retain decision authority.
\n
Travel choices are emotional, personal, and high-stakes. Even with advanced automation, travelers will still want to approve the booking.
\n
The future division of labor is clear: AI does the work; humans will still decide.
\n
\n
Bet #5: Travelers crave a little magic (and AI will learn to deliver it)
\n
\n
Beyond efficiency, travelers want discovery and surprise.
\n
As agentic systems mature, they will move from optimization to curated serendipity - introducing thoughtful deviations and local experiences that align with interests without being explicitly requested.
\n
AI will enhance, not eliminate, spontaneity.
\n
\n
\n
Bet #6: Travel supply will remain fragmented (but AI will finally make it feel seamlessly connected)
\n
\n
Travel supply will always be fragmented across airlines, hotels, mobility and services.
\n
AI won’t consolidate supply, but it will unify the experience - assembling itineraries, detecting constraints, optimizing combinations, and managing disruptions across providers as a single coherent workflow.
\n
\n
Bet #7: Infrastructure won’t scale with demand (but AI will unlock hidden capacity)
\n
\n
Physical infrastructure evolves slowly and can’t keep up with demand. Capacity gains will come from intelligence, not construction.
\n
AI will optimize aircraft positioning, gate usage, crew rotations, and turnaround processes - predicting bottlenecks before they occur. None of this works without trusted, high-quality operational data.
\n
\n
Bet #8: Travelers will crowd the same places (and AI will guide us to new frontiers)
\n
\n
Over-tourism persists because demand concentrates on a few destinations.
\n
AI agents, with real-time visibility into supply, congestion, and pricing, will redirect travelers toward better-matched, under-visited alternatives.
\n
\n
\n
Bet #9: Travelers will always seek trustworthy providers (and data quality will make data quality decisive)
\n
\n
Travelers will only trust agents that get things right consistently. Errors destroy trust instantly.
\n
The decisive factor will be data quality. Reliable, accurate data enables AI to reason safely, personalize effectively, and make dependable decisions.
\n
Trusted data becomes the foundation of trusted agents.
\n
\n
Bet #10: Scale will remain the decisive advantage (so AI will favor incumbents over startups)
\n
\n
In the AI era, success depends less on invention and more on scale, data, integration and distribution.
\n
Incumbents already possess massive datasets, global reach, operational depth and brand trust.
\n
As AI becomes a commodity layer, these advantages compound - startups will still innovate, but incumbents are best positioned to deploy AI at industry scale.
\n
\n\n
\n
Track shifts and trends in the air travel industry with OAG’s weekly digest, full of insight, analysis and infographics that bring the data to life. Subscribe below.
\n
\n
","postBodyRss":"
In our most recent report, OAG’s CEO Filip Filipov sets the scene of the last 20 years in the travel industry and looks ahead to the next 20 to predict not the future ‘trends’, but the defining shifts that will take place in the AI era of travel.
\n
Take a look at the insights from the full report here. Below we have highlighted Filip’s 10 bets on the future of the travel industry.
\n
\n
Bet #1: Humans are lazy (so AI will absorb the travel research burden)
\n
\n
Travel planning has become overwhelmingly complex and time-consuming - travelers spend hours comparing flights, hotels, and extras, often visiting hundreds of pages per trip.
\n
As a result, travelers are already turning to AI tools to handle repetitive research tasks.
\n
AI will increasingly take over this burden, allowing people to optimize outcomes without expending effort.
\n
\n
Bet #2: Travel will always stay stressful (but AI will become our stress buffer)
\n
\n
Travel itself will never be stress-free - growing demand, constrained infrastructure, weather, delays, and operational disruptions won’t disappear.
\n
What will change is how travelers deal with them. Agentic AI will take over disruption management:\n
\n
Anticipating issues
\n
Rebooking flights
\n
Handling refunds
\n
Coordinating ground transport
\n
Proposing real-time alternatives.
\n
\n
\n
AI won’t remove stressors, but it will remove the work of managing them.
\n
\n
\n
Bet #3: Travelers will always chase lower prices (and AI will finally make pricing personal)
\n
\n
Price sensitivity won’t change, and comparison won’t disappear - instead, AI will handle searching and filtering behind the scenes, including access to private and loyalty-based offers.
\n
More importantly, conversational AI provides deep intent signals - budget, flexibility, loyalty, preferences - enabling true personalization.
\n
Pricing will finally move beyond averages toward dynamic, demand-aware approaches, powered by quality data and scalable technology.
\n
\n
Bet #4: Humans are control freaks (so AI will recommend, but we decide)
\n
\n
AI will handle execution, but humans will retain decision authority.
\n
Travel choices are emotional, personal, and high-stakes. Even with advanced automation, travelers will still want to approve the booking.
\n
The future division of labor is clear: AI does the work; humans will still decide.
\n
\n
Bet #5: Travelers crave a little magic (and AI will learn to deliver it)
\n
\n
Beyond efficiency, travelers want discovery and surprise.
\n
As agentic systems mature, they will move from optimization to curated serendipity - introducing thoughtful deviations and local experiences that align with interests without being explicitly requested.
\n
AI will enhance, not eliminate, spontaneity.
\n
\n
\n
Bet #6: Travel supply will remain fragmented (but AI will finally make it feel seamlessly connected)
\n
\n
Travel supply will always be fragmented across airlines, hotels, mobility and services.
\n
AI won’t consolidate supply, but it will unify the experience - assembling itineraries, detecting constraints, optimizing combinations, and managing disruptions across providers as a single coherent workflow.
\n
\n
Bet #7: Infrastructure won’t scale with demand (but AI will unlock hidden capacity)
\n
\n
Physical infrastructure evolves slowly and can’t keep up with demand. Capacity gains will come from intelligence, not construction.
\n
AI will optimize aircraft positioning, gate usage, crew rotations, and turnaround processes - predicting bottlenecks before they occur. None of this works without trusted, high-quality operational data.
\n
\n
Bet #8: Travelers will crowd the same places (and AI will guide us to new frontiers)
\n
\n
Over-tourism persists because demand concentrates on a few destinations.
\n
AI agents, with real-time visibility into supply, congestion, and pricing, will redirect travelers toward better-matched, under-visited alternatives.
\n
\n
\n
Bet #9: Travelers will always seek trustworthy providers (and data quality will make data quality decisive)
\n
\n
Travelers will only trust agents that get things right consistently. Errors destroy trust instantly.
\n
The decisive factor will be data quality. Reliable, accurate data enables AI to reason safely, personalize effectively, and make dependable decisions.
\n
Trusted data becomes the foundation of trusted agents.
\n
\n
Bet #10: Scale will remain the decisive advantage (so AI will favor incumbents over startups)
\n
\n
In the AI era, success depends less on invention and more on scale, data, integration and distribution.
\n
Incumbents already possess massive datasets, global reach, operational depth and brand trust.
\n
As AI becomes a commodity layer, these advantages compound - startups will still innovate, but incumbents are best positioned to deploy AI at industry scale.
\n
\n\n
\n
Track shifts and trends in the air travel industry with OAG’s weekly digest, full of insight, analysis and infographics that bring the data to life. Subscribe below.
\n
\n
","postEmailContent":"
In our most recent report, OAG’s CEO Filip Filipov sets the scene of the last 20 years in the travel industry and looks ahead to the next 20 to predict not the future ‘trends’, but the defining shifts that will take place in the AI era of travel.
In our most recent report, OAG’s CEO Filip Filipov sets the scene of the last 20 years in the travel industry and looks ahead to the next 20 to predict not the future ‘trends’, but the defining shifts that will take place in the AI era of travel.
In our most recent report, OAG’s CEO Filip Filipov sets the scene of the last 20 years in the travel industry and looks ahead to the next 20 to predict not the future ‘trends’, but the defining shifts that will take place in the AI era of travel.
In our most recent report, OAG’s CEO Filip Filipov sets the scene of the last 20 years in the travel industry and looks ahead to the next 20 to predict not the future ‘trends’, but the defining shifts that will take place in the AI era of travel.
","postSummaryRss":"
In our most recent report, OAG’s CEO Filip Filipov sets the scene of the last 20 years in the travel industry and looks ahead to the next 20 to predict not the future ‘trends’, but the defining shifts that will take place in the AI era of travel.
","postTemplate":"oag-theme/templates/blog-post.html","previewImageSrc":null,"previewKey":"rsCKgzeJ","previousPostFeaturedImage":"https://www.oag.com/hubfs/January%202026%20radar%20roundup%20special.jpg","previousPostFeaturedImageAltText":"","previousPostName":"What the 35 Most Important Airline Innovations from 2025 Reveal About the Industry’s Future","previousPostSlug":"blog/a-review-of-2025s-key-airline-innovations","processingStatus":"PUBLISHED","propertyForDynamicPageCanonicalUrl":null,"propertyForDynamicPageFeaturedImage":null,"propertyForDynamicPageMetaDescription":null,"propertyForDynamicPageSlug":null,"propertyForDynamicPageTitle":null,"publicAccessRules":[],"publicAccessRulesEnabled":false,"publishDate":1770212487000,"publishDateLocalTime":1770212487000,"publishDateLocalized":{"date":1770212487000,"format":"dd MMMM yyyy","language":"en_GB"},"publishImmediately":true,"publishTimezoneOffset":null,"publishedAt":1770212487146,"publishedByEmail":null,"publishedById":11440745,"publishedByName":null,"publishedUrl":"https://www.oag.com/blog/travel-in-2045-ai-era","resolvedDomain":"www.oag.com","resolvedLanguage":null,"rssBody":"
In our most recent report, OAG’s CEO Filip Filipov sets the scene of the last 20 years in the travel industry and looks ahead to the next 20 to predict not the future ‘trends’, but the defining shifts that will take place in the AI era of travel.
\n
Take a look at the insights from the full report here. Below we have highlighted Filip’s 10 bets on the future of the travel industry.
\n
\n
Bet #1: Humans are lazy (so AI will absorb the travel research burden)
\n
\n
Travel planning has become overwhelmingly complex and time-consuming - travelers spend hours comparing flights, hotels, and extras, often visiting hundreds of pages per trip.
\n
As a result, travelers are already turning to AI tools to handle repetitive research tasks.
\n
AI will increasingly take over this burden, allowing people to optimize outcomes without expending effort.
\n
\n
Bet #2: Travel will always stay stressful (but AI will become our stress buffer)
\n
\n
Travel itself will never be stress-free - growing demand, constrained infrastructure, weather, delays, and operational disruptions won’t disappear.
\n
What will change is how travelers deal with them. Agentic AI will take over disruption management:\n
\n
Anticipating issues
\n
Rebooking flights
\n
Handling refunds
\n
Coordinating ground transport
\n
Proposing real-time alternatives.
\n
\n
\n
AI won’t remove stressors, but it will remove the work of managing them.
\n
\n
\n
Bet #3: Travelers will always chase lower prices (and AI will finally make pricing personal)
\n
\n
Price sensitivity won’t change, and comparison won’t disappear - instead, AI will handle searching and filtering behind the scenes, including access to private and loyalty-based offers.
\n
More importantly, conversational AI provides deep intent signals - budget, flexibility, loyalty, preferences - enabling true personalization.
\n
Pricing will finally move beyond averages toward dynamic, demand-aware approaches, powered by quality data and scalable technology.
\n
\n
Bet #4: Humans are control freaks (so AI will recommend, but we decide)
\n
\n
AI will handle execution, but humans will retain decision authority.
\n
Travel choices are emotional, personal, and high-stakes. Even with advanced automation, travelers will still want to approve the booking.
\n
The future division of labor is clear: AI does the work; humans will still decide.
\n
\n
Bet #5: Travelers crave a little magic (and AI will learn to deliver it)
\n
\n
Beyond efficiency, travelers want discovery and surprise.
\n
As agentic systems mature, they will move from optimization to curated serendipity - introducing thoughtful deviations and local experiences that align with interests without being explicitly requested.
\n
AI will enhance, not eliminate, spontaneity.
\n
\n
\n
Bet #6: Travel supply will remain fragmented (but AI will finally make it feel seamlessly connected)
\n
\n
Travel supply will always be fragmented across airlines, hotels, mobility and services.
\n
AI won’t consolidate supply, but it will unify the experience - assembling itineraries, detecting constraints, optimizing combinations, and managing disruptions across providers as a single coherent workflow.
\n
\n
Bet #7: Infrastructure won’t scale with demand (but AI will unlock hidden capacity)
\n
\n
Physical infrastructure evolves slowly and can’t keep up with demand. Capacity gains will come from intelligence, not construction.
\n
AI will optimize aircraft positioning, gate usage, crew rotations, and turnaround processes - predicting bottlenecks before they occur. None of this works without trusted, high-quality operational data.
\n
\n
Bet #8: Travelers will crowd the same places (and AI will guide us to new frontiers)
\n
\n
Over-tourism persists because demand concentrates on a few destinations.
\n
AI agents, with real-time visibility into supply, congestion, and pricing, will redirect travelers toward better-matched, under-visited alternatives.
\n
\n
\n
Bet #9: Travelers will always seek trustworthy providers (and data quality will make data quality decisive)
\n
\n
Travelers will only trust agents that get things right consistently. Errors destroy trust instantly.
\n
The decisive factor will be data quality. Reliable, accurate data enables AI to reason safely, personalize effectively, and make dependable decisions.
\n
Trusted data becomes the foundation of trusted agents.
\n
\n
Bet #10: Scale will remain the decisive advantage (so AI will favor incumbents over startups)
\n
\n
In the AI era, success depends less on invention and more on scale, data, integration and distribution.
\n
Incumbents already possess massive datasets, global reach, operational depth and brand trust.
\n
As AI becomes a commodity layer, these advantages compound - startups will still innovate, but incumbents are best positioned to deploy AI at industry scale.
\n
\n\n
\n
Track shifts and trends in the air travel industry with OAG’s weekly digest, full of insight, analysis and infographics that bring the data to life. Subscribe below.
\n
\n
","rssSummary":"
In our most recent report, OAG’s CEO Filip Filipov sets the scene of the last 20 years in the travel industry and looks ahead to the next 20 to predict not the future ‘trends’, but the defining shifts that will take place in the AI era of travel.
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Ten Bets for the AI Era","tmsId":null,"topicIds":[5656435279],"topicList":[{"categoryId":0,"cdnPurgeEmbargoTime":null,"contentIds":[],"cosObjectType":"TAG","created":1521799350479,"deletedAt":0,"description":"","id":5656435279,"label":"Future of Travel","language":null,"name":"Future of Travel","portalId":490937,"slug":"future-of-travel","translatedFromId":null,"translations":{},"updated":1648130114543}],"topicNames":["Future of Travel"],"topics":[5656435279],"translatedContent":{},"translatedFromId":null,"translations":{},"tweet":null,"tweetAt":null,"tweetImmediately":false,"unpublishedAt":0,"updated":1770212487588,"updatedById":11440745,"upsizeFeaturedImage":false,"url":"https://www.oag.com/blog/travel-in-2045-ai-era","useFeaturedImage":true,"userPerms":[],"views":null,"visibleToAll":null,"widgetContainers":{},"widgetcontainers":{},"widgets":{}},{"ab":false,"abStatus":null,"abTestId":null,"abVariation":false,"abVariationAutomated":false,"absoluteUrl":"https://www.oag.com/blog/american-airlines-united-chicago-ohare","afterPostBody":null,"aifeatures":null,"allowedSlugConflict":false,"analytics":null,"analyticsPageId":"206292344874","analyticsPageType":"blog-post","approvalStatus":null,"archived":false,"archivedAt":0,"archivedInDashboard":false,"areCommentsAllowed":false,"attachedStylesheets":[],"audienceAccess":"PUBLIC","author":null,"authorName":null,"authorUsername":null,"blogAuthor":{"avatar":"https://www.oag.com/hubfs/www.oag.com/Images/OAG_John_Grant.jpg","bio":"John has a wealth of experience across the global aviation industry. 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Chicago, specifically O’Hare International Airport, is a unique market. It is one of the few airports in the world that serves as a major hub for two airline alliances - Star Alliance and oneworld - and its location in the United States makes it an ideal connecting point for nearly all major traffic flows in North America.
\n","post_body":"
Chicago, specifically O’Hare International Airport, is a unique market. It is one of the few airports in the world that serves as a major hub for two airline alliances - Star Alliance and oneworld - and its location in the United States makes it an ideal connecting point for nearly all major traffic flows in North America.
\n\n
For many years, Chicago O’Hare has been one of the major battlegrounds between American Airlines and United Airlines; United always having a slight upper hand on their competitor, perhaps because of their locally based carrier position. However, for both airlines, O’Hare is just one of many hub airports operated in the US, all of which serve a specific set of traffic flows.
Balancing growth, defending competitor pressure and maximising fleet utilisation are constant challenges for both American and United. But did American under-invest in defending in Chicago, especially while United played a long, disciplined home-hub game?
\n
American Airlines: Balancing Priorities
\n
Life is about choices, and for airlines it’s about what markets to develop, when, and why. In the post-pandemic period, American Airlines made a series of strategic choices that focused their efforts elsewhere - as the chart below highlights.
\n
\n
Across American Airlines' ten largest markets in the United States the frequency share at O’Hare fell to 10.6% in Summer 2023, from a previous high of 13.6% in Summer 2019 (the last pre-pandemic full summer season). Dallas Ft Worth and Charlotte are clearly the two major focus markets for American, collectively accounting for over 40% of the airline’s frequency across those ten major airport markets.
\n
Intriguingly, O’Hare has traditionally sat in third position making the airport very important, but perhaps not quite important enough when other priorities or opportunities emerge. And of course, while American may have been pondering, many have suggested that United Airlines have been acting, although the data doesn’t quite support that assumption…
\n
\n
\n
\n
\n
United Airlines: the stats behind the hype
\n
United Airlines post-pandemic rebuild and subsequent strategic development in Chicago O’Hare has not been quite as significant as some believe. In Summer 2026, United will operate some 132,500 scheduled services from O’Hare, just under 1,000 more services than in Summer 2018 and a very modest 0.7% growth over an eight-year period, the equivalent of just four more scheduled flights a day. International frequencies for United are up by just 95 flights across the whole summer season.
\n
Comparing American Airlines’ programme at O’Hare shows the airline increasing frequency in Summer 2026 by approx. 4,300 flights since Summer 2018, a growth rate of 4% - so nearly four times faster than that of United Airlines. Over 12% of American’s frequency growth against Summer 2018 is across international markets with leisure destinations such as Cancun and Punta Cana seeing large increases while new services to Mexico City and San Jose del Cabo add to the growth.
\n
\n
\n\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n\n
\n
\n
Much has been made of American’s recent rebuild in O’Hare and certainly Summer 2026 is a step up from the low point of Summer 2023. However, the airline added 17% more flights in Summer 2025 compared to the previous year, so this year’s growth of a further 13% looks part of a longer term re-investment into the market.
\n
Chicago is a very large market with Chicago Midway operating some 43,000 scheduled flights this summer – providing strong competition to the extensive network offered at O’Hare. There is certainly room for two major global airlines to operate major bases from the city - as has been proven over many years - and for travellers that competition ensures competitive fares are always available.
\n
Delta Air Lines: Two’s Company Three’s A Crowd
\n
As American Airlines rebuilds their presence, although it could be argued it never really went away, is there now room at O’Hare for a third major carrier? Summer 2026 will see Delta Air Lines adding back some 780 flights, with a new non-stop service to Los Angeles and increased connectivity to Atlanta and Minneapolis-St Paul. Even so, this still leaves Delta Air Lines with 1,700 fewer flights than operated in Summer 2018. Therefore, perhaps the key question is whether other more interesting opportunities will emerge for Delta over time, particularly as both American and United Airlines continue their return to Summer 2018 capacity levels.
\n
","rss_summary":"
Chicago, specifically O’Hare International Airport, is a unique market. It is one of the few airports in the world that serves as a major hub for two airline alliances - Star Alliance and oneworld - and its location in the United States makes it an ideal connecting point for nearly all major traffic flows in North America.
\n","rss_body":"
Chicago, specifically O’Hare International Airport, is a unique market. It is one of the few airports in the world that serves as a major hub for two airline alliances - Star Alliance and oneworld - and its location in the United States makes it an ideal connecting point for nearly all major traffic flows in North America.
\n\n
For many years, Chicago O’Hare has been one of the major battlegrounds between American Airlines and United Airlines; United always having a slight upper hand on their competitor, perhaps because of their locally based carrier position. However, for both airlines, O’Hare is just one of many hub airports operated in the US, all of which serve a specific set of traffic flows.
Balancing growth, defending competitor pressure and maximising fleet utilisation are constant challenges for both American and United. But did American under-invest in defending in Chicago, especially while United played a long, disciplined home-hub game?
\n
American Airlines: Balancing Priorities
\n
Life is about choices, and for airlines it’s about what markets to develop, when, and why. In the post-pandemic period, American Airlines made a series of strategic choices that focused their efforts elsewhere - as the chart below highlights.
\n
\n
Across American Airlines' ten largest markets in the United States the frequency share at O’Hare fell to 10.6% in Summer 2023, from a previous high of 13.6% in Summer 2019 (the last pre-pandemic full summer season). Dallas Ft Worth and Charlotte are clearly the two major focus markets for American, collectively accounting for over 40% of the airline’s frequency across those ten major airport markets.
\n
Intriguingly, O’Hare has traditionally sat in third position making the airport very important, but perhaps not quite important enough when other priorities or opportunities emerge. And of course, while American may have been pondering, many have suggested that United Airlines have been acting, although the data doesn’t quite support that assumption…
\n
\n
\n
\n
\n
United Airlines: the stats behind the hype
\n
United Airlines post-pandemic rebuild and subsequent strategic development in Chicago O’Hare has not been quite as significant as some believe. In Summer 2026, United will operate some 132,500 scheduled services from O’Hare, just under 1,000 more services than in Summer 2018 and a very modest 0.7% growth over an eight-year period, the equivalent of just four more scheduled flights a day. International frequencies for United are up by just 95 flights across the whole summer season.
\n
Comparing American Airlines’ programme at O’Hare shows the airline increasing frequency in Summer 2026 by approx. 4,300 flights since Summer 2018, a growth rate of 4% - so nearly four times faster than that of United Airlines. Over 12% of American’s frequency growth against Summer 2018 is across international markets with leisure destinations such as Cancun and Punta Cana seeing large increases while new services to Mexico City and San Jose del Cabo add to the growth.
\n
\n
\n\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n\n
\n
\n
Much has been made of American’s recent rebuild in O’Hare and certainly Summer 2026 is a step up from the low point of Summer 2023. However, the airline added 17% more flights in Summer 2025 compared to the previous year, so this year’s growth of a further 13% looks part of a longer term re-investment into the market.
\n
Chicago is a very large market with Chicago Midway operating some 43,000 scheduled flights this summer – providing strong competition to the extensive network offered at O’Hare. There is certainly room for two major global airlines to operate major bases from the city - as has been proven over many years - and for travellers that competition ensures competitive fares are always available.
\n
Delta Air Lines: Two’s Company Three’s A Crowd
\n
As American Airlines rebuilds their presence, although it could be argued it never really went away, is there now room at O’Hare for a third major carrier? Summer 2026 will see Delta Air Lines adding back some 780 flights, with a new non-stop service to Los Angeles and increased connectivity to Atlanta and Minneapolis-St Paul. Even so, this still leaves Delta Air Lines with 1,700 fewer flights than operated in Summer 2018. Therefore, perhaps the key question is whether other more interesting opportunities will emerge for Delta over time, particularly as both American and United Airlines continue their return to Summer 2018 capacity levels.
\n
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Chicago, specifically O’Hare International Airport, is a unique market. It is one of the few airports in the world that serves as a major hub for two airline alliances - Star Alliance and oneworld - and its location in the United States makes it an ideal connecting point for nearly all major traffic flows in North America.
\n\n
For many years, Chicago O’Hare has been one of the major battlegrounds between American Airlines and United Airlines; United always having a slight upper hand on their competitor, perhaps because of their locally based carrier position. However, for both airlines, O’Hare is just one of many hub airports operated in the US, all of which serve a specific set of traffic flows.
Balancing growth, defending competitor pressure and maximising fleet utilisation are constant challenges for both American and United. But did American under-invest in defending in Chicago, especially while United played a long, disciplined home-hub game?
\n
American Airlines: Balancing Priorities
\n
Life is about choices, and for airlines it’s about what markets to develop, when, and why. In the post-pandemic period, American Airlines made a series of strategic choices that focused their efforts elsewhere - as the chart below highlights.
\n
\n
Across American Airlines' ten largest markets in the United States the frequency share at O’Hare fell to 10.6% in Summer 2023, from a previous high of 13.6% in Summer 2019 (the last pre-pandemic full summer season). Dallas Ft Worth and Charlotte are clearly the two major focus markets for American, collectively accounting for over 40% of the airline’s frequency across those ten major airport markets.
\n
Intriguingly, O’Hare has traditionally sat in third position making the airport very important, but perhaps not quite important enough when other priorities or opportunities emerge. And of course, while American may have been pondering, many have suggested that United Airlines have been acting, although the data doesn’t quite support that assumption…
\n
\n
\n
\n
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United Airlines: the stats behind the hype
\n
United Airlines post-pandemic rebuild and subsequent strategic development in Chicago O’Hare has not been quite as significant as some believe. In Summer 2026, United will operate some 132,500 scheduled services from O’Hare, just under 1,000 more services than in Summer 2018 and a very modest 0.7% growth over an eight-year period, the equivalent of just four more scheduled flights a day. International frequencies for United are up by just 95 flights across the whole summer season.
\n
Comparing American Airlines’ programme at O’Hare shows the airline increasing frequency in Summer 2026 by approx. 4,300 flights since Summer 2018, a growth rate of 4% - so nearly four times faster than that of United Airlines. Over 12% of American’s frequency growth against Summer 2018 is across international markets with leisure destinations such as Cancun and Punta Cana seeing large increases while new services to Mexico City and San Jose del Cabo add to the growth.
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\n\n
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Much has been made of American’s recent rebuild in O’Hare and certainly Summer 2026 is a step up from the low point of Summer 2023. However, the airline added 17% more flights in Summer 2025 compared to the previous year, so this year’s growth of a further 13% looks part of a longer term re-investment into the market.
\n
Chicago is a very large market with Chicago Midway operating some 43,000 scheduled flights this summer – providing strong competition to the extensive network offered at O’Hare. There is certainly room for two major global airlines to operate major bases from the city - as has been proven over many years - and for travellers that competition ensures competitive fares are always available.
\n
Delta Air Lines: Two’s Company Three’s A Crowd
\n
As American Airlines rebuilds their presence, although it could be argued it never really went away, is there now room at O’Hare for a third major carrier? Summer 2026 will see Delta Air Lines adding back some 780 flights, with a new non-stop service to Los Angeles and increased connectivity to Atlanta and Minneapolis-St Paul. Even so, this still leaves Delta Air Lines with 1,700 fewer flights than operated in Summer 2018. Therefore, perhaps the key question is whether other more interesting opportunities will emerge for Delta over time, particularly as both American and United Airlines continue their return to Summer 2018 capacity levels.
\n
","postBodyRss":"
Chicago, specifically O’Hare International Airport, is a unique market. It is one of the few airports in the world that serves as a major hub for two airline alliances - Star Alliance and oneworld - and its location in the United States makes it an ideal connecting point for nearly all major traffic flows in North America.
\n\n
For many years, Chicago O’Hare has been one of the major battlegrounds between American Airlines and United Airlines; United always having a slight upper hand on their competitor, perhaps because of their locally based carrier position. However, for both airlines, O’Hare is just one of many hub airports operated in the US, all of which serve a specific set of traffic flows.
Balancing growth, defending competitor pressure and maximising fleet utilisation are constant challenges for both American and United. But did American under-invest in defending in Chicago, especially while United played a long, disciplined home-hub game?
\n
American Airlines: Balancing Priorities
\n
Life is about choices, and for airlines it’s about what markets to develop, when, and why. In the post-pandemic period, American Airlines made a series of strategic choices that focused their efforts elsewhere - as the chart below highlights.
\n
\n
Across American Airlines' ten largest markets in the United States the frequency share at O’Hare fell to 10.6% in Summer 2023, from a previous high of 13.6% in Summer 2019 (the last pre-pandemic full summer season). Dallas Ft Worth and Charlotte are clearly the two major focus markets for American, collectively accounting for over 40% of the airline’s frequency across those ten major airport markets.
\n
Intriguingly, O’Hare has traditionally sat in third position making the airport very important, but perhaps not quite important enough when other priorities or opportunities emerge. And of course, while American may have been pondering, many have suggested that United Airlines have been acting, although the data doesn’t quite support that assumption…
\n
\n
\n
\n
\n
United Airlines: the stats behind the hype
\n
United Airlines post-pandemic rebuild and subsequent strategic development in Chicago O’Hare has not been quite as significant as some believe. In Summer 2026, United will operate some 132,500 scheduled services from O’Hare, just under 1,000 more services than in Summer 2018 and a very modest 0.7% growth over an eight-year period, the equivalent of just four more scheduled flights a day. International frequencies for United are up by just 95 flights across the whole summer season.
\n
Comparing American Airlines’ programme at O’Hare shows the airline increasing frequency in Summer 2026 by approx. 4,300 flights since Summer 2018, a growth rate of 4% - so nearly four times faster than that of United Airlines. Over 12% of American’s frequency growth against Summer 2018 is across international markets with leisure destinations such as Cancun and Punta Cana seeing large increases while new services to Mexico City and San Jose del Cabo add to the growth.
\n
\n
\n\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n\n
\n
\n
Much has been made of American’s recent rebuild in O’Hare and certainly Summer 2026 is a step up from the low point of Summer 2023. However, the airline added 17% more flights in Summer 2025 compared to the previous year, so this year’s growth of a further 13% looks part of a longer term re-investment into the market.
\n
Chicago is a very large market with Chicago Midway operating some 43,000 scheduled flights this summer – providing strong competition to the extensive network offered at O’Hare. There is certainly room for two major global airlines to operate major bases from the city - as has been proven over many years - and for travellers that competition ensures competitive fares are always available.
\n
Delta Air Lines: Two’s Company Three’s A Crowd
\n
As American Airlines rebuilds their presence, although it could be argued it never really went away, is there now room at O’Hare for a third major carrier? Summer 2026 will see Delta Air Lines adding back some 780 flights, with a new non-stop service to Los Angeles and increased connectivity to Atlanta and Minneapolis-St Paul. Even so, this still leaves Delta Air Lines with 1,700 fewer flights than operated in Summer 2018. Therefore, perhaps the key question is whether other more interesting opportunities will emerge for Delta over time, particularly as both American and United Airlines continue their return to Summer 2018 capacity levels.
\n
","postEmailContent":"
Chicago, specifically O’Hare International Airport, is a unique market. It is one of the few airports in the world that serves as a major hub for two airline alliances - Star Alliance and oneworld - and its location in the United States makes it an ideal connecting point for nearly all major traffic flows in North America.
Chicago, specifically O’Hare International Airport, is a unique market. It is one of the few airports in the world that serves as a major hub for two airline alliances - Star Alliance and oneworld - and its location in the United States makes it an ideal connecting point for nearly all major traffic flows in North America.
Chicago, specifically O’Hare International Airport, is a unique market. It is one of the few airports in the world that serves as a major hub for two airline alliances - Star Alliance and oneworld - and its location in the United States makes it an ideal connecting point for nearly all major traffic flows in North America.
Chicago, specifically O’Hare International Airport, is a unique market. It is one of the few airports in the world that serves as a major hub for two airline alliances - Star Alliance and oneworld - and its location in the United States makes it an ideal connecting point for nearly all major traffic flows in North America.
\n","postSummaryRss":"
Chicago, specifically O’Hare International Airport, is a unique market. It is one of the few airports in the world that serves as a major hub for two airline alliances - Star Alliance and oneworld - and its location in the United States makes it an ideal connecting point for nearly all major traffic flows in North America.
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Chicago, specifically O’Hare International Airport, is a unique market. It is one of the few airports in the world that serves as a major hub for two airline alliances - Star Alliance and oneworld - and its location in the United States makes it an ideal connecting point for nearly all major traffic flows in North America.
\n\n
For many years, Chicago O’Hare has been one of the major battlegrounds between American Airlines and United Airlines; United always having a slight upper hand on their competitor, perhaps because of their locally based carrier position. However, for both airlines, O’Hare is just one of many hub airports operated in the US, all of which serve a specific set of traffic flows.
Balancing growth, defending competitor pressure and maximising fleet utilisation are constant challenges for both American and United. But did American under-invest in defending in Chicago, especially while United played a long, disciplined home-hub game?
\n
American Airlines: Balancing Priorities
\n
Life is about choices, and for airlines it’s about what markets to develop, when, and why. In the post-pandemic period, American Airlines made a series of strategic choices that focused their efforts elsewhere - as the chart below highlights.
\n
\n
Across American Airlines' ten largest markets in the United States the frequency share at O’Hare fell to 10.6% in Summer 2023, from a previous high of 13.6% in Summer 2019 (the last pre-pandemic full summer season). Dallas Ft Worth and Charlotte are clearly the two major focus markets for American, collectively accounting for over 40% of the airline’s frequency across those ten major airport markets.
\n
Intriguingly, O’Hare has traditionally sat in third position making the airport very important, but perhaps not quite important enough when other priorities or opportunities emerge. And of course, while American may have been pondering, many have suggested that United Airlines have been acting, although the data doesn’t quite support that assumption…
\n
\n
\n
\n
\n
United Airlines: the stats behind the hype
\n
United Airlines post-pandemic rebuild and subsequent strategic development in Chicago O’Hare has not been quite as significant as some believe. In Summer 2026, United will operate some 132,500 scheduled services from O’Hare, just under 1,000 more services than in Summer 2018 and a very modest 0.7% growth over an eight-year period, the equivalent of just four more scheduled flights a day. International frequencies for United are up by just 95 flights across the whole summer season.
\n
Comparing American Airlines’ programme at O’Hare shows the airline increasing frequency in Summer 2026 by approx. 4,300 flights since Summer 2018, a growth rate of 4% - so nearly four times faster than that of United Airlines. Over 12% of American’s frequency growth against Summer 2018 is across international markets with leisure destinations such as Cancun and Punta Cana seeing large increases while new services to Mexico City and San Jose del Cabo add to the growth.
\n
\n
\n\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n\n
\n
\n
Much has been made of American’s recent rebuild in O’Hare and certainly Summer 2026 is a step up from the low point of Summer 2023. However, the airline added 17% more flights in Summer 2025 compared to the previous year, so this year’s growth of a further 13% looks part of a longer term re-investment into the market.
\n
Chicago is a very large market with Chicago Midway operating some 43,000 scheduled flights this summer – providing strong competition to the extensive network offered at O’Hare. There is certainly room for two major global airlines to operate major bases from the city - as has been proven over many years - and for travellers that competition ensures competitive fares are always available.
\n
Delta Air Lines: Two’s Company Three’s A Crowd
\n
As American Airlines rebuilds their presence, although it could be argued it never really went away, is there now room at O’Hare for a third major carrier? Summer 2026 will see Delta Air Lines adding back some 780 flights, with a new non-stop service to Los Angeles and increased connectivity to Atlanta and Minneapolis-St Paul. Even so, this still leaves Delta Air Lines with 1,700 fewer flights than operated in Summer 2018. Therefore, perhaps the key question is whether other more interesting opportunities will emerge for Delta over time, particularly as both American and United Airlines continue their return to Summer 2018 capacity levels.
\n
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**Updated January 2026 **
\n
Which are the busiest airports in the US? Capacity data for the entire year of 2025 reveals that in terms of scheduled seats, one airport still reigns supreme.
\n
","post_body":"
**Updated January 2026 **
\n
Which are the busiest airports in the US? Capacity data for the entire year of 2025 reveals that in terms of scheduled seats, one airport still reigns supreme.
\n
\n
What are The Busiest Airports in the USA?
\n
1st: Atlanta Hartsfield-Jackson (ATL) | 63,100,437 seats 2nd: Dallas/Fort Worth (DFW) | 51,215,128 seats 3rd: Chicago O'Hare (ORD) | 50,568,521 seats 4th: Denver (DEN) | 49,485,982 seats 5th: Los Angeles (LAX) | 45,082,586 seats 6th: New York JFK (JFK) | 38,572,589 seats 7th: Orlando (MCO) | 34,805,618 seats 8th: Las Vegas Harry Reid (LAS) | 34,348,589 seats 9th: Charlotte Douglas (CLT) | 32,879,001 seats 10th: Miami (MIA) | 32,806,479 seats
\n
In 2025, Atlanta Hartsfield-Jackson (ATL) was the busiest airport in the US with 63.1 million seats. It sits around twelve million seats ahead of the airport in second place,
\n
Dallas Fort Worth is second placed with 51.2 million seats.
\n
The third busiest airport for scheduled airline capacity is Chicago O'Hare (ORD) with 50.6 million seats. Seat capacity here is up 8% compared to 2024.
\n
In our annual round-up of the world’s busiest airports based on international + domestic capacity, Atlanta airport takes first place, though Dubai International (DXB) is catching up, with 62.4M seats scheduled in 2025. DFW and ORD are sixth and tenth busiest in the world, while Denver (DEN) comes in tenth. In contrast, no US airport makes it into the top ten busiest international airports list, highlighting the importance of the domestic market for US airports.
\n
Each month we highlight the busiest airports, airlines, flight routes and states in the US in terms of airline capacity. We’ll let you know when new data is added to our US Aviation Market Dashboard if you subscribe (below) to our weekly digest of aviation insights, analysis, and global capacity updates.
\n
\n\n
Recommended:
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","rss_summary":"
**Updated January 2026 **
\n
Which are the busiest airports in the US? Capacity data for the entire year of 2025 reveals that in terms of scheduled seats, one airport still reigns supreme.
\n
","rss_body":"
**Updated January 2026 **
\n
Which are the busiest airports in the US? Capacity data for the entire year of 2025 reveals that in terms of scheduled seats, one airport still reigns supreme.
\n
\n
What are The Busiest Airports in the USA?
\n
1st: Atlanta Hartsfield-Jackson (ATL) | 63,100,437 seats 2nd: Dallas/Fort Worth (DFW) | 51,215,128 seats 3rd: Chicago O'Hare (ORD) | 50,568,521 seats 4th: Denver (DEN) | 49,485,982 seats 5th: Los Angeles (LAX) | 45,082,586 seats 6th: New York JFK (JFK) | 38,572,589 seats 7th: Orlando (MCO) | 34,805,618 seats 8th: Las Vegas Harry Reid (LAS) | 34,348,589 seats 9th: Charlotte Douglas (CLT) | 32,879,001 seats 10th: Miami (MIA) | 32,806,479 seats
\n
In 2025, Atlanta Hartsfield-Jackson (ATL) was the busiest airport in the US with 63.1 million seats. It sits around twelve million seats ahead of the airport in second place,
\n
Dallas Fort Worth is second placed with 51.2 million seats.
\n
The third busiest airport for scheduled airline capacity is Chicago O'Hare (ORD) with 50.6 million seats. Seat capacity here is up 8% compared to 2024.
\n
In our annual round-up of the world’s busiest airports based on international + domestic capacity, Atlanta airport takes first place, though Dubai International (DXB) is catching up, with 62.4M seats scheduled in 2025. DFW and ORD are sixth and tenth busiest in the world, while Denver (DEN) comes in tenth. In contrast, no US airport makes it into the top ten busiest international airports list, highlighting the importance of the domestic market for US airports.
\n
Each month we highlight the busiest airports, airlines, flight routes and states in the US in terms of airline capacity. We’ll let you know when new data is added to our US Aviation Market Dashboard if you subscribe (below) to our weekly digest of aviation insights, analysis, and global capacity updates.
\n
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**Updated January 2026 **
\n
Which are the busiest airports in the US? Capacity data for the entire year of 2025 reveals that in terms of scheduled seats, one airport still reigns supreme.
\n
\n
What are The Busiest Airports in the USA?
\n
1st: Atlanta Hartsfield-Jackson (ATL) | 63,100,437 seats 2nd: Dallas/Fort Worth (DFW) | 51,215,128 seats 3rd: Chicago O'Hare (ORD) | 50,568,521 seats 4th: Denver (DEN) | 49,485,982 seats 5th: Los Angeles (LAX) | 45,082,586 seats 6th: New York JFK (JFK) | 38,572,589 seats 7th: Orlando (MCO) | 34,805,618 seats 8th: Las Vegas Harry Reid (LAS) | 34,348,589 seats 9th: Charlotte Douglas (CLT) | 32,879,001 seats 10th: Miami (MIA) | 32,806,479 seats
\n
In 2025, Atlanta Hartsfield-Jackson (ATL) was the busiest airport in the US with 63.1 million seats. It sits around twelve million seats ahead of the airport in second place,
\n
Dallas Fort Worth is second placed with 51.2 million seats.
\n
The third busiest airport for scheduled airline capacity is Chicago O'Hare (ORD) with 50.6 million seats. Seat capacity here is up 8% compared to 2024.
\n
In our annual round-up of the world’s busiest airports based on international + domestic capacity, Atlanta airport takes first place, though Dubai International (DXB) is catching up, with 62.4M seats scheduled in 2025. DFW and ORD are sixth and tenth busiest in the world, while Denver (DEN) comes in tenth. In contrast, no US airport makes it into the top ten busiest international airports list, highlighting the importance of the domestic market for US airports.
\n
Each month we highlight the busiest airports, airlines, flight routes and states in the US in terms of airline capacity. We’ll let you know when new data is added to our US Aviation Market Dashboard if you subscribe (below) to our weekly digest of aviation insights, analysis, and global capacity updates.
\n
\n\n
Recommended:
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","postBodyRss":"
**Updated January 2026 **
\n
Which are the busiest airports in the US? Capacity data for the entire year of 2025 reveals that in terms of scheduled seats, one airport still reigns supreme.
\n
\n
What are The Busiest Airports in the USA?
\n
1st: Atlanta Hartsfield-Jackson (ATL) | 63,100,437 seats 2nd: Dallas/Fort Worth (DFW) | 51,215,128 seats 3rd: Chicago O'Hare (ORD) | 50,568,521 seats 4th: Denver (DEN) | 49,485,982 seats 5th: Los Angeles (LAX) | 45,082,586 seats 6th: New York JFK (JFK) | 38,572,589 seats 7th: Orlando (MCO) | 34,805,618 seats 8th: Las Vegas Harry Reid (LAS) | 34,348,589 seats 9th: Charlotte Douglas (CLT) | 32,879,001 seats 10th: Miami (MIA) | 32,806,479 seats
\n
In 2025, Atlanta Hartsfield-Jackson (ATL) was the busiest airport in the US with 63.1 million seats. It sits around twelve million seats ahead of the airport in second place,
\n
Dallas Fort Worth is second placed with 51.2 million seats.
\n
The third busiest airport for scheduled airline capacity is Chicago O'Hare (ORD) with 50.6 million seats. Seat capacity here is up 8% compared to 2024.
\n
In our annual round-up of the world’s busiest airports based on international + domestic capacity, Atlanta airport takes first place, though Dubai International (DXB) is catching up, with 62.4M seats scheduled in 2025. DFW and ORD are sixth and tenth busiest in the world, while Denver (DEN) comes in tenth. In contrast, no US airport makes it into the top ten busiest international airports list, highlighting the importance of the domestic market for US airports.
\n
Each month we highlight the busiest airports, airlines, flight routes and states in the US in terms of airline capacity. We’ll let you know when new data is added to our US Aviation Market Dashboard if you subscribe (below) to our weekly digest of aviation insights, analysis, and global capacity updates.
\n
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**Updated January 2026 **
\n
Which are the busiest airports in the US? Capacity data for the entire year of 2025 reveals that in terms of scheduled seats, one airport still reigns supreme.
Which are the busiest airports in the US? Capacity data for the entire year of 2025 reveals that in terms of scheduled seats, one airport still reigns supreme.
Which are the busiest airports in the US? Capacity data for the entire year of 2025 reveals that in terms of scheduled seats, one airport still reigns supreme.
Which are the busiest airports in the US? Capacity data for the entire year of 2025 reveals that in terms of scheduled seats, one airport still reigns supreme.
\n
","postSummaryRss":"
**Updated January 2026 **
\n
Which are the busiest airports in the US? Capacity data for the entire year of 2025 reveals that in terms of scheduled seats, one airport still reigns supreme.
","postTemplate":"oag-theme/templates/blog-post.html","previewImageSrc":null,"previewKey":"VrKddCcM","previousPostFeaturedImage":"https://www.oag.com/hubfs/American%20Airlines%20Plane%20at%20OHare.jpg","previousPostFeaturedImageAltText":"","previousPostName":"American Airlines and United at Chicago O’Hare: What Happens Next?","previousPostSlug":"blog/american-airlines-united-chicago-ohare","processingStatus":"PUBLISHED","propertyForDynamicPageCanonicalUrl":null,"propertyForDynamicPageFeaturedImage":null,"propertyForDynamicPageMetaDescription":null,"propertyForDynamicPageSlug":null,"propertyForDynamicPageTitle":null,"publicAccessRules":[],"publicAccessRulesEnabled":false,"publishDate":1770047100000,"publishDateLocalTime":1770047100000,"publishDateLocalized":{"date":1770047100000,"format":"dd MMMM yyyy","language":"en_GB"},"publishImmediately":false,"publishTimezoneOffset":null,"publishedAt":1770135378604,"publishedByEmail":null,"publishedById":47234281,"publishedByName":null,"publishedUrl":"https://www.oag.com/blog/infographic-the-busiest-airports-in-the-us","resolvedDomain":"www.oag.com","resolvedLanguage":null,"rssBody":"
**Updated January 2026 **
\n
Which are the busiest airports in the US? Capacity data for the entire year of 2025 reveals that in terms of scheduled seats, one airport still reigns supreme.
\n
\n
What are The Busiest Airports in the USA?
\n
1st: Atlanta Hartsfield-Jackson (ATL) | 63,100,437 seats 2nd: Dallas/Fort Worth (DFW) | 51,215,128 seats 3rd: Chicago O'Hare (ORD) | 50,568,521 seats 4th: Denver (DEN) | 49,485,982 seats 5th: Los Angeles (LAX) | 45,082,586 seats 6th: New York JFK (JFK) | 38,572,589 seats 7th: Orlando (MCO) | 34,805,618 seats 8th: Las Vegas Harry Reid (LAS) | 34,348,589 seats 9th: Charlotte Douglas (CLT) | 32,879,001 seats 10th: Miami (MIA) | 32,806,479 seats
\n
In 2025, Atlanta Hartsfield-Jackson (ATL) was the busiest airport in the US with 63.1 million seats. It sits around twelve million seats ahead of the airport in second place,
\n
Dallas Fort Worth is second placed with 51.2 million seats.
\n
The third busiest airport for scheduled airline capacity is Chicago O'Hare (ORD) with 50.6 million seats. Seat capacity here is up 8% compared to 2024.
\n
In our annual round-up of the world’s busiest airports based on international + domestic capacity, Atlanta airport takes first place, though Dubai International (DXB) is catching up, with 62.4M seats scheduled in 2025. DFW and ORD are sixth and tenth busiest in the world, while Denver (DEN) comes in tenth. In contrast, no US airport makes it into the top ten busiest international airports list, highlighting the importance of the domestic market for US airports.
\n
Each month we highlight the busiest airports, airlines, flight routes and states in the US in terms of airline capacity. We’ll let you know when new data is added to our US Aviation Market Dashboard if you subscribe (below) to our weekly digest of aviation insights, analysis, and global capacity updates.
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Recommended:
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","rssSummary":"
**Updated January 2026 **
\n
Which are the busiest airports in the US? Capacity data for the entire year of 2025 reveals that in terms of scheduled seats, one airport still reigns supreme.
\n
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Busiest Airports in the US | 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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Petri Vuori (Senior Vice President, Sales and Route Development, Finavia) to discuss the role of regional airports, routes and airlines in shaping European connectivity.
\n","post_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Petri Vuori (Senior Vice President, Sales and Route Development, Finavia) to discuss the role of regional airports, routes and airlines in shaping European connectivity.
\n\n
The panel discussed:
\n
\n
The role regional airports play in their communities
\n
How the pandemic changed regional connectivity in Europe
\n
The challenges for regional airlines in today's environment
\n
\n
Below are just some highlights, with the full recording ready to view at the bottom of the page.
\n\n
EuropeaN AIRLINE MARKET SHIFT
\n
There have been significant changes in the European airline industry over the past 15 years:
\n
\n
Fewer airlines: a 25% decrease since 2010
\n
Market concentration: the top 20 carriers now hold 89% of total capacity
\n
Increased dominance: larger players increasingly lead the market
\n
\n
\n
Europe's Domestic Aviation Decline Amid Global Growth
\n
\n
International growth doubles domestic: Global international capacity for this quarter up 5.7% vs. domestic at 2.5%
\n
Europe's domestic market contracts: -0.5% decline in Q1 2026, the only region showing negative domestic growth
\n
Regional leaders emerge:\n
\n
Domestic: Africa leads at 9.6% growth
\n
International: Middle East (8.4%) and SW Pacific (8.7%) show strongest growth
\n
\n
\n
\n
\n
\n
sustained tourism growth in northern europe
\n
\n
Rovaniemi has experienced over 20% annual growth for three consecutive years
\n
Similar growth trends have been observed in Tromsø, Norway
\n
Both Cities are becoming increasingly popular travel destinations in Northern Europe
\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 Petri Vuori (Senior Vice President, Sales and Route Development, Finavia) to discuss the role of regional airports, routes and airlines in shaping European connectivity.
\n","rss_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Petri Vuori (Senior Vice President, Sales and Route Development, Finavia) to discuss the role of regional airports, routes and airlines in shaping European connectivity.
\n\n
The panel discussed:
\n
\n
The role regional airports play in their communities
\n
How the pandemic changed regional connectivity in Europe
\n
The challenges for regional airlines in today's environment
\n
\n
Below are just some highlights, with the full recording ready to view at the bottom of the page.
\n\n
EuropeaN AIRLINE MARKET SHIFT
\n
There have been significant changes in the European airline industry over the past 15 years:
\n
\n
Fewer airlines: a 25% decrease since 2010
\n
Market concentration: the top 20 carriers now hold 89% of total capacity
\n
Increased dominance: larger players increasingly lead the market
\n
\n
\n
Europe's Domestic Aviation Decline Amid Global Growth
\n
\n
International growth doubles domestic: Global international capacity for this quarter up 5.7% vs. domestic at 2.5%
\n
Europe's domestic market contracts: -0.5% decline in Q1 2026, the only region showing negative domestic growth
\n
Regional leaders emerge:\n
\n
Domestic: Africa leads at 9.6% growth
\n
International: Middle East (8.4%) and SW Pacific (8.7%) show strongest growth
\n
\n
\n
\n
\n
\n
sustained tourism growth in northern europe
\n
\n
Rovaniemi has experienced over 20% annual growth for three consecutive years
\n
Similar growth trends have been observed in Tromsø, Norway
\n
Both Cities are becoming increasingly popular travel destinations in Northern Europe
\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:
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Petri Vuori (Senior Vice President, Sales and Route Development, Finavia) to discuss the role of regional airports, routes and airlines in shaping European connectivity.
\n\n
The panel discussed:
\n
\n
The role regional airports play in their communities
\n
How the pandemic changed regional connectivity in Europe
\n
The challenges for regional airlines in today's environment
\n
\n
Below are just some highlights, with the full recording ready to view at the bottom of the page.
\n\n
EuropeaN AIRLINE MARKET SHIFT
\n
There have been significant changes in the European airline industry over the past 15 years:
\n
\n
Fewer airlines: a 25% decrease since 2010
\n
Market concentration: the top 20 carriers now hold 89% of total capacity
\n
Increased dominance: larger players increasingly lead the market
\n
\n
\n
Europe's Domestic Aviation Decline Amid Global Growth
\n
\n
International growth doubles domestic: Global international capacity for this quarter up 5.7% vs. domestic at 2.5%
\n
Europe's domestic market contracts: -0.5% decline in Q1 2026, the only region showing negative domestic growth
\n
Regional leaders emerge:\n
\n
Domestic: Africa leads at 9.6% growth
\n
International: Middle East (8.4%) and SW Pacific (8.7%) show strongest growth
\n
\n
\n
\n
\n
\n
sustained tourism growth in northern europe
\n
\n
Rovaniemi has experienced over 20% annual growth for three consecutive years
\n
Similar growth trends have been observed in Tromsø, Norway
\n
Both Cities are becoming increasingly popular travel destinations in Northern Europe
\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 Petri Vuori (Senior Vice President, Sales and Route Development, Finavia) to discuss the role of regional airports, routes and airlines in shaping European connectivity.
\n\n
The panel discussed:
\n
\n
The role regional airports play in their communities
\n
How the pandemic changed regional connectivity in Europe
\n
The challenges for regional airlines in today's environment
\n
\n
Below are just some highlights, with the full recording ready to view at the bottom of the page.
\n\n
EuropeaN AIRLINE MARKET SHIFT
\n
There have been significant changes in the European airline industry over the past 15 years:
\n
\n
Fewer airlines: a 25% decrease since 2010
\n
Market concentration: the top 20 carriers now hold 89% of total capacity
\n
Increased dominance: larger players increasingly lead the market
\n
\n
\n
Europe's Domestic Aviation Decline Amid Global Growth
\n
\n
International growth doubles domestic: Global international capacity for this quarter up 5.7% vs. domestic at 2.5%
\n
Europe's domestic market contracts: -0.5% decline in Q1 2026, the only region showing negative domestic growth
\n
Regional leaders emerge:\n
\n
Domestic: Africa leads at 9.6% growth
\n
International: Middle East (8.4%) and SW Pacific (8.7%) show strongest growth
\n
\n
\n
\n
\n
\n
sustained tourism growth in northern europe
\n
\n
Rovaniemi has experienced over 20% annual growth for three consecutive years
\n
Similar growth trends have been observed in Tromsø, Norway
\n
Both Cities are becoming increasingly popular travel destinations in Northern Europe
\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 Petri Vuori (Senior Vice President, Sales and Route Development, Finavia) to discuss the role of regional airports, routes and airlines in shaping European connectivity.
\n\n
The panel discussed:
\n
\n
The role regional airports play in their communities
\n
How the pandemic changed regional connectivity in Europe
\n
The challenges for regional airlines in today's environment
\n
\n
Below are just some highlights, with the full recording ready to view at the bottom of the page.
\n\n
EuropeaN AIRLINE MARKET SHIFT
\n
There have been significant changes in the European airline industry over the past 15 years:
\n
\n
Fewer airlines: a 25% decrease since 2010
\n
Market concentration: the top 20 carriers now hold 89% of total capacity
\n
Increased dominance: larger players increasingly lead the market
\n
\n
\n
Europe's Domestic Aviation Decline Amid Global Growth
\n
\n
International growth doubles domestic: Global international capacity for this quarter up 5.7% vs. domestic at 2.5%
\n
Europe's domestic market contracts: -0.5% decline in Q1 2026, the only region showing negative domestic growth
\n
Regional leaders emerge:\n
\n
Domestic: Africa leads at 9.6% growth
\n
International: Middle East (8.4%) and SW Pacific (8.7%) show strongest growth
\n
\n
\n
\n
\n
\n
sustained tourism growth in northern europe
\n
\n
Rovaniemi has experienced over 20% annual growth for three consecutive years
\n
Similar growth trends have been observed in Tromsø, Norway
\n
Both Cities are becoming increasingly popular travel destinations in Northern Europe
\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 Petri Vuori (Senior Vice President, Sales and Route Development, Finavia) to discuss the role of regional airports, routes and airlines in shaping European connectivity.
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Petri Vuori (Senior Vice President, Sales and Route Development, Finavia) to discuss the role of regional airports, routes and airlines in shaping European connectivity.
\n\n
The panel discussed:
\n
\n
The role regional airports play in their communities
\n
How the pandemic changed regional connectivity in Europe
\n
The challenges for regional airlines in today's environment
\n
\n
Below are just some highlights, with the full recording ready to view at the bottom of the page.
\n\n
EuropeaN AIRLINE MARKET SHIFT
\n
There have been significant changes in the European airline industry over the past 15 years:
\n
\n
Fewer airlines: a 25% decrease since 2010
\n
Market concentration: the top 20 carriers now hold 89% of total capacity
\n
Increased dominance: larger players increasingly lead the market
\n
\n
\n
Europe's Domestic Aviation Decline Amid Global Growth
\n
\n
International growth doubles domestic: Global international capacity for this quarter up 5.7% vs. domestic at 2.5%
\n
Europe's domestic market contracts: -0.5% decline in Q1 2026, the only region showing negative domestic growth
\n
Regional leaders emerge:\n
\n
Domestic: Africa leads at 9.6% growth
\n
International: Middle East (8.4%) and SW Pacific (8.7%) show strongest growth
\n
\n
\n
\n
\n
\n
sustained tourism growth in northern europe
\n
\n
Rovaniemi has experienced over 20% annual growth for three consecutive years
\n
Similar growth trends have been observed in Tromsø, Norway
\n
Both Cities are becoming increasingly popular travel destinations in Northern Europe
\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 Petri Vuori (Senior Vice President, Sales and Route Development, Finavia) to discuss the role of regional airports, routes and airlines in shaping European connectivity.
\n","postSummaryRss":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Petri Vuori (Senior Vice President, Sales and Route Development, Finavia) to discuss the role of regional airports, routes and airlines in shaping European connectivity.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Petri Vuori (Senior Vice President, Sales and Route Development, Finavia) to discuss the role of regional airports, routes and airlines in shaping European connectivity.
\n\n
The panel discussed:
\n
\n
The role regional airports play in their communities
\n
How the pandemic changed regional connectivity in Europe
\n
The challenges for regional airlines in today's environment
\n
\n
Below are just some highlights, with the full recording ready to view at the bottom of the page.
\n\n
EuropeaN AIRLINE MARKET SHIFT
\n
There have been significant changes in the European airline industry over the past 15 years:
\n
\n
Fewer airlines: a 25% decrease since 2010
\n
Market concentration: the top 20 carriers now hold 89% of total capacity
\n
Increased dominance: larger players increasingly lead the market
\n
\n
\n
Europe's Domestic Aviation Decline Amid Global Growth
\n
\n
International growth doubles domestic: Global international capacity for this quarter up 5.7% vs. domestic at 2.5%
\n
Europe's domestic market contracts: -0.5% decline in Q1 2026, the only region showing negative domestic growth
\n
Regional leaders emerge:\n
\n
Domestic: Africa leads at 9.6% growth
\n
International: Middle East (8.4%) and SW Pacific (8.7%) show strongest growth
\n
\n
\n
\n
\n
\n
sustained tourism growth in northern europe
\n
\n
Rovaniemi has experienced over 20% annual growth for three consecutive years
\n
Similar growth trends have been observed in Tromsø, Norway
\n
Both Cities are becoming increasingly popular travel destinations in Northern Europe
\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 Petri Vuori (Senior Vice President, Sales and Route Development, Finavia) to discuss the role of regional airports, routes and airlines in shaping European connectivity.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Sanja Ples (CEO, ch-aviation) and Jon Howey (Deputy COO & Head of Aviation Risk, CALC) to discuss the year in aviation and explore the trends that may shape the industry in 2026.
\n","post_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Sanja Ples (CEO, ch-aviation) and Jon Howey (Deputy COO & Head of Aviation Risk, CALC) to discuss the year in aviation and explore the trends that may shape the industry in 2026.
\n\n
The panel discussed:
\n
\n
Global airline capacity trends and where growth is taking place right now
\n
New developments to come in 2026 in the airline community
\n
The airlines to watch in the year ahead
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Capacity growth for the year to date remains steady at 3.1% ahead of last year.
\n
Q1 2026 is currently 3.6% ahead of Q1 2025.
\n
\n
\n
Which aviation markets led growth in 2025?
\n
\n
Central Asia and North Africa led growth in 2025, with some markets still to shake off the impact from the pandemic:
\n
\n
\n
Growth appears steady across most markets this winter
\n
\n
Domestic aviation markets in Asia, Latin America and Australia are seeing strongest growth of almost 4% compared to last winter.
\n
The Middle East is also strong, but impacted by missing data in Iran - if we strip out this effect, domestic growth is almost 10% ahead.
\n
International growth is strongest in the Middle East, Africa, and Southwest Pacific.
\n
\n
\n
Some turbulence emerging in North-East Asia
\n
\n
On 14 November, China issued a travel advisory, urging its citizens not to travel to Japan following a diplomatic dispute between the two countries. This was followed by a further warning to Chinese citizens from the Chinese Embassy in Tokyo, raising security concerns about travel in Japan.
\n
Capacity between the two countries has seen a significant fall in the last four weeks for the rest of the winter season (December –the end of March), with seats down by 18% compared to the position before the announcements. Before this, 82% of capacity was operated by Chinese carriers, and they have reduced capacity by 19% for the rest of the season. This may reduce further in the coming weeks.
\n
\n
\n
What does the Low-cost Carrier (LCC) landscape look like in Europe?
\n
\n
In 5 of the Top 10 LCC markets in Europe, Ryanair has the largest share.
\n
This is highest in Italy, where they operate 57% of capacity.
\n
Only Norway has a more dominant carrier, Norwegian, who operate 85% of capacity.
\n
In Poland, Ryanair also operate over 50% of capacity.
\n
\n
\n
WHAT DOES THE LCC LANDSCAPE LOOK LIKE IN the US?
\n
\n
Meanwhile, in the US, LCC access to major hubs remains limited. The panel explores the data and discusses the reasons why the US's biggest airports are still difficult markets for LCCs to operate in:
\n
\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 Sanja Ples (CEO, ch-aviation) and Jon Howey (Deputy COO & Head of Aviation Risk, CALC) to discuss the year in aviation and explore the trends that may shape the industry in 2026.
\n","rss_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Sanja Ples (CEO, ch-aviation) and Jon Howey (Deputy COO & Head of Aviation Risk, CALC) to discuss the year in aviation and explore the trends that may shape the industry in 2026.
\n\n
The panel discussed:
\n
\n
Global airline capacity trends and where growth is taking place right now
\n
New developments to come in 2026 in the airline community
\n
The airlines to watch in the year ahead
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Capacity growth for the year to date remains steady at 3.1% ahead of last year.
\n
Q1 2026 is currently 3.6% ahead of Q1 2025.
\n
\n
\n
Which aviation markets led growth in 2025?
\n
\n
Central Asia and North Africa led growth in 2025, with some markets still to shake off the impact from the pandemic:
\n
\n
\n
Growth appears steady across most markets this winter
\n
\n
Domestic aviation markets in Asia, Latin America and Australia are seeing strongest growth of almost 4% compared to last winter.
\n
The Middle East is also strong, but impacted by missing data in Iran - if we strip out this effect, domestic growth is almost 10% ahead.
\n
International growth is strongest in the Middle East, Africa, and Southwest Pacific.
\n
\n
\n
Some turbulence emerging in North-East Asia
\n
\n
On 14 November, China issued a travel advisory, urging its citizens not to travel to Japan following a diplomatic dispute between the two countries. This was followed by a further warning to Chinese citizens from the Chinese Embassy in Tokyo, raising security concerns about travel in Japan.
\n
Capacity between the two countries has seen a significant fall in the last four weeks for the rest of the winter season (December –the end of March), with seats down by 18% compared to the position before the announcements. Before this, 82% of capacity was operated by Chinese carriers, and they have reduced capacity by 19% for the rest of the season. This may reduce further in the coming weeks.
\n
\n
\n
What does the Low-cost Carrier (LCC) landscape look like in Europe?
\n
\n
In 5 of the Top 10 LCC markets in Europe, Ryanair has the largest share.
\n
This is highest in Italy, where they operate 57% of capacity.
\n
Only Norway has a more dominant carrier, Norwegian, who operate 85% of capacity.
\n
In Poland, Ryanair also operate over 50% of capacity.
\n
\n
\n
WHAT DOES THE LCC LANDSCAPE LOOK LIKE IN the US?
\n
\n
Meanwhile, in the US, LCC access to major hubs remains limited. The panel explores the data and discusses the reasons why the US's biggest airports are still difficult markets for LCCs to operate in:
\n
\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:
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Sanja Ples (CEO, ch-aviation) and Jon Howey (Deputy COO & Head of Aviation Risk, CALC) to discuss the year in aviation and explore the trends that may shape the industry in 2026.
\n\n
The panel discussed:
\n
\n
Global airline capacity trends and where growth is taking place right now
\n
New developments to come in 2026 in the airline community
\n
The airlines to watch in the year ahead
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Capacity growth for the year to date remains steady at 3.1% ahead of last year.
\n
Q1 2026 is currently 3.6% ahead of Q1 2025.
\n
\n
\n
Which aviation markets led growth in 2025?
\n
\n
Central Asia and North Africa led growth in 2025, with some markets still to shake off the impact from the pandemic:
\n
\n
\n
Growth appears steady across most markets this winter
\n
\n
Domestic aviation markets in Asia, Latin America and Australia are seeing strongest growth of almost 4% compared to last winter.
\n
The Middle East is also strong, but impacted by missing data in Iran - if we strip out this effect, domestic growth is almost 10% ahead.
\n
International growth is strongest in the Middle East, Africa, and Southwest Pacific.
\n
\n
\n
Some turbulence emerging in North-East Asia
\n
\n
On 14 November, China issued a travel advisory, urging its citizens not to travel to Japan following a diplomatic dispute between the two countries. This was followed by a further warning to Chinese citizens from the Chinese Embassy in Tokyo, raising security concerns about travel in Japan.
\n
Capacity between the two countries has seen a significant fall in the last four weeks for the rest of the winter season (December –the end of March), with seats down by 18% compared to the position before the announcements. Before this, 82% of capacity was operated by Chinese carriers, and they have reduced capacity by 19% for the rest of the season. This may reduce further in the coming weeks.
\n
\n
\n
What does the Low-cost Carrier (LCC) landscape look like in Europe?
\n
\n
In 5 of the Top 10 LCC markets in Europe, Ryanair has the largest share.
\n
This is highest in Italy, where they operate 57% of capacity.
\n
Only Norway has a more dominant carrier, Norwegian, who operate 85% of capacity.
\n
In Poland, Ryanair also operate over 50% of capacity.
\n
\n
\n
WHAT DOES THE LCC LANDSCAPE LOOK LIKE IN the US?
\n
\n
Meanwhile, in the US, LCC access to major hubs remains limited. The panel explores the data and discusses the reasons why the US's biggest airports are still difficult markets for LCCs to operate in:
\n
\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 Sanja Ples (CEO, ch-aviation) and Jon Howey (Deputy COO & Head of Aviation Risk, CALC) to discuss the year in aviation and explore the trends that may shape the industry in 2026.
\n\n
The panel discussed:
\n
\n
Global airline capacity trends and where growth is taking place right now
\n
New developments to come in 2026 in the airline community
\n
The airlines to watch in the year ahead
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Capacity growth for the year to date remains steady at 3.1% ahead of last year.
\n
Q1 2026 is currently 3.6% ahead of Q1 2025.
\n
\n
\n
Which aviation markets led growth in 2025?
\n
\n
Central Asia and North Africa led growth in 2025, with some markets still to shake off the impact from the pandemic:
\n
\n
\n
Growth appears steady across most markets this winter
\n
\n
Domestic aviation markets in Asia, Latin America and Australia are seeing strongest growth of almost 4% compared to last winter.
\n
The Middle East is also strong, but impacted by missing data in Iran - if we strip out this effect, domestic growth is almost 10% ahead.
\n
International growth is strongest in the Middle East, Africa, and Southwest Pacific.
\n
\n
\n
Some turbulence emerging in North-East Asia
\n
\n
On 14 November, China issued a travel advisory, urging its citizens not to travel to Japan following a diplomatic dispute between the two countries. This was followed by a further warning to Chinese citizens from the Chinese Embassy in Tokyo, raising security concerns about travel in Japan.
\n
Capacity between the two countries has seen a significant fall in the last four weeks for the rest of the winter season (December –the end of March), with seats down by 18% compared to the position before the announcements. Before this, 82% of capacity was operated by Chinese carriers, and they have reduced capacity by 19% for the rest of the season. This may reduce further in the coming weeks.
\n
\n
\n
What does the Low-cost Carrier (LCC) landscape look like in Europe?
\n
\n
In 5 of the Top 10 LCC markets in Europe, Ryanair has the largest share.
\n
This is highest in Italy, where they operate 57% of capacity.
\n
Only Norway has a more dominant carrier, Norwegian, who operate 85% of capacity.
\n
In Poland, Ryanair also operate over 50% of capacity.
\n
\n
\n
WHAT DOES THE LCC LANDSCAPE LOOK LIKE IN the US?
\n
\n
Meanwhile, in the US, LCC access to major hubs remains limited. The panel explores the data and discusses the reasons why the US's biggest airports are still difficult markets for LCCs to operate in:
\n
\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 Sanja Ples (CEO, ch-aviation) and Jon Howey (Deputy COO & Head of Aviation Risk, CALC) to discuss the year in aviation and explore the trends that may shape the industry in 2026.
\n\n
The panel discussed:
\n
\n
Global airline capacity trends and where growth is taking place right now
\n
New developments to come in 2026 in the airline community
\n
The airlines to watch in the year ahead
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Capacity growth for the year to date remains steady at 3.1% ahead of last year.
\n
Q1 2026 is currently 3.6% ahead of Q1 2025.
\n
\n
\n
Which aviation markets led growth in 2025?
\n
\n
Central Asia and North Africa led growth in 2025, with some markets still to shake off the impact from the pandemic:
\n
\n
\n
Growth appears steady across most markets this winter
\n
\n
Domestic aviation markets in Asia, Latin America and Australia are seeing strongest growth of almost 4% compared to last winter.
\n
The Middle East is also strong, but impacted by missing data in Iran - if we strip out this effect, domestic growth is almost 10% ahead.
\n
International growth is strongest in the Middle East, Africa, and Southwest Pacific.
\n
\n
\n
Some turbulence emerging in North-East Asia
\n
\n
On 14 November, China issued a travel advisory, urging its citizens not to travel to Japan following a diplomatic dispute between the two countries. This was followed by a further warning to Chinese citizens from the Chinese Embassy in Tokyo, raising security concerns about travel in Japan.
\n
Capacity between the two countries has seen a significant fall in the last four weeks for the rest of the winter season (December –the end of March), with seats down by 18% compared to the position before the announcements. Before this, 82% of capacity was operated by Chinese carriers, and they have reduced capacity by 19% for the rest of the season. This may reduce further in the coming weeks.
\n
\n
\n
What does the Low-cost Carrier (LCC) landscape look like in Europe?
\n
\n
In 5 of the Top 10 LCC markets in Europe, Ryanair has the largest share.
\n
This is highest in Italy, where they operate 57% of capacity.
\n
Only Norway has a more dominant carrier, Norwegian, who operate 85% of capacity.
\n
In Poland, Ryanair also operate over 50% of capacity.
\n
\n
\n
WHAT DOES THE LCC LANDSCAPE LOOK LIKE IN the US?
\n
\n
Meanwhile, in the US, LCC access to major hubs remains limited. The panel explores the data and discusses the reasons why the US's biggest airports are still difficult markets for LCCs to operate in:
\n
\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 Sanja Ples (CEO, ch-aviation) and Jon Howey (Deputy COO & Head of Aviation Risk, CALC) to discuss the year in aviation and explore the trends that may shape the industry in 2026.
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Sanja Ples (CEO, ch-aviation) and Jon Howey (Deputy COO & Head of Aviation Risk, CALC) to discuss the year in aviation and explore the trends that may shape the industry in 2026.
\n\n
The panel discussed:
\n
\n
Global airline capacity trends and where growth is taking place right now
\n
New developments to come in 2026 in the airline community
\n
The airlines to watch in the year ahead
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Capacity growth for the year to date remains steady at 3.1% ahead of last year.
\n
Q1 2026 is currently 3.6% ahead of Q1 2025.
\n
\n
\n
Which aviation markets led growth in 2025?
\n
\n
Central Asia and North Africa led growth in 2025, with some markets still to shake off the impact from the pandemic:
\n
\n
\n
Growth appears steady across most markets this winter
\n
\n
Domestic aviation markets in Asia, Latin America and Australia are seeing strongest growth of almost 4% compared to last winter.
\n
The Middle East is also strong, but impacted by missing data in Iran - if we strip out this effect, domestic growth is almost 10% ahead.
\n
International growth is strongest in the Middle East, Africa, and Southwest Pacific.
\n
\n
\n
Some turbulence emerging in North-East Asia
\n
\n
On 14 November, China issued a travel advisory, urging its citizens not to travel to Japan following a diplomatic dispute between the two countries. This was followed by a further warning to Chinese citizens from the Chinese Embassy in Tokyo, raising security concerns about travel in Japan.
\n
Capacity between the two countries has seen a significant fall in the last four weeks for the rest of the winter season (December –the end of March), with seats down by 18% compared to the position before the announcements. Before this, 82% of capacity was operated by Chinese carriers, and they have reduced capacity by 19% for the rest of the season. This may reduce further in the coming weeks.
\n
\n
\n
What does the Low-cost Carrier (LCC) landscape look like in Europe?
\n
\n
In 5 of the Top 10 LCC markets in Europe, Ryanair has the largest share.
\n
This is highest in Italy, where they operate 57% of capacity.
\n
Only Norway has a more dominant carrier, Norwegian, who operate 85% of capacity.
\n
In Poland, Ryanair also operate over 50% of capacity.
\n
\n
\n
WHAT DOES THE LCC LANDSCAPE LOOK LIKE IN the US?
\n
\n
Meanwhile, in the US, LCC access to major hubs remains limited. The panel explores the data and discusses the reasons why the US's biggest airports are still difficult markets for LCCs to operate in:
\n
\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 Sanja Ples (CEO, ch-aviation) and Jon Howey (Deputy COO & Head of Aviation Risk, CALC) to discuss the year in aviation and explore the trends that may shape the industry in 2026.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Sanja Ples (CEO, ch-aviation) and Jon Howey (Deputy COO & Head of Aviation Risk, CALC) to discuss the year in aviation and explore the trends that may shape the industry in 2026.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Sanja Ples (CEO, ch-aviation) and Jon Howey (Deputy COO & Head of Aviation Risk, CALC) to discuss the year in aviation and explore the trends that may shape the industry in 2026.
\n\n
The panel discussed:
\n
\n
Global airline capacity trends and where growth is taking place right now
\n
New developments to come in 2026 in the airline community
\n
The airlines to watch in the year ahead
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Capacity growth for the year to date remains steady at 3.1% ahead of last year.
\n
Q1 2026 is currently 3.6% ahead of Q1 2025.
\n
\n
\n
Which aviation markets led growth in 2025?
\n
\n
Central Asia and North Africa led growth in 2025, with some markets still to shake off the impact from the pandemic:
\n
\n
\n
Growth appears steady across most markets this winter
\n
\n
Domestic aviation markets in Asia, Latin America and Australia are seeing strongest growth of almost 4% compared to last winter.
\n
The Middle East is also strong, but impacted by missing data in Iran - if we strip out this effect, domestic growth is almost 10% ahead.
\n
International growth is strongest in the Middle East, Africa, and Southwest Pacific.
\n
\n
\n
Some turbulence emerging in North-East Asia
\n
\n
On 14 November, China issued a travel advisory, urging its citizens not to travel to Japan following a diplomatic dispute between the two countries. This was followed by a further warning to Chinese citizens from the Chinese Embassy in Tokyo, raising security concerns about travel in Japan.
\n
Capacity between the two countries has seen a significant fall in the last four weeks for the rest of the winter season (December –the end of March), with seats down by 18% compared to the position before the announcements. Before this, 82% of capacity was operated by Chinese carriers, and they have reduced capacity by 19% for the rest of the season. This may reduce further in the coming weeks.
\n
\n
\n
What does the Low-cost Carrier (LCC) landscape look like in Europe?
\n
\n
In 5 of the Top 10 LCC markets in Europe, Ryanair has the largest share.
\n
This is highest in Italy, where they operate 57% of capacity.
\n
Only Norway has a more dominant carrier, Norwegian, who operate 85% of capacity.
\n
In Poland, Ryanair also operate over 50% of capacity.
\n
\n
\n
WHAT DOES THE LCC LANDSCAPE LOOK LIKE IN the US?
\n
\n
Meanwhile, in the US, LCC access to major hubs remains limited. The panel explores the data and discusses the reasons why the US's biggest airports are still difficult markets for LCCs to operate in:
\n
\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 Sanja Ples (CEO, ch-aviation) and Jon Howey (Deputy COO & Head of Aviation Risk, CALC) to discuss the year in aviation and explore the trends that may shape the industry in 2026.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Valeria Bucheli (Senior Tourism Representative - Head of Aviation, ProColombia) to discuss the dynamic growth of Colombia's aviation market and the driving forces behind it.
\n","post_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Valeria Bucheli (Senior Tourism Representative - Head of Aviation, ProColombia) to discuss the dynamic growth of Colombia's aviation market and the driving forces behind it.
\n\n
The panel discussed:
\n
\n
What is driving the rapid growth of air services in Colombia
\n
Who is travelling internationally and to where
\n
Airline expansion strategies - examining the players, their approaches, and the reasons behind them
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Global capacity growth for the year to date remains steady, at 3% ahead of last year.
\n
NOTE: 2025 is the yellow line, 2024 is the grey line, 2019 is the black line, and the green dotted line shows where capacity would have been had pre-2019 growth trends continued.
\n
\n
\n
Colombia: A market overview
\n
Next, the panel gave some context on Colombia's market in capacity terms:
\n
\n
This month, Colombia is the 23rd largest market in capacity terms globally, with 10.7m seats across both domestic and international markets.
\n
Only Brazil and Mexico are bigger in terms of Latin America competitors, driven by their much larger populations leading to very large domestic air markets.
\n
Over the last 25 years, Colombia has seen capacity grow at a CAGR rate of 5.8%, second only to Panama, amongst the Top 10 in Latin America.
\n
\n
\n
Colombia's post-covid recovery
\n
While looking at Colombia's growth trends over the past decade, the panel discussed the strategies taken during and coming out of the pandemic that helped boost their post-Covid recovery:
\n
\n
A strategic location for inbound travel
\n
Next, the panel highlighted the importance of Colombia's location and the opportunities it provides to connect with travellers from across the Americas:
\n
\n
And what about outbound travel?
\n
Off the back of the previous slide, the panel discuss outbound travel - where are Colombians flying to?
\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 Valeria Bucheli (Senior Tourism Representative - Head of Aviation, ProColombia) to discuss the dynamic growth of Colombia's aviation market and the driving forces behind it.
\n","rss_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Valeria Bucheli (Senior Tourism Representative - Head of Aviation, ProColombia) to discuss the dynamic growth of Colombia's aviation market and the driving forces behind it.
\n\n
The panel discussed:
\n
\n
What is driving the rapid growth of air services in Colombia
\n
Who is travelling internationally and to where
\n
Airline expansion strategies - examining the players, their approaches, and the reasons behind them
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Global capacity growth for the year to date remains steady, at 3% ahead of last year.
\n
NOTE: 2025 is the yellow line, 2024 is the grey line, 2019 is the black line, and the green dotted line shows where capacity would have been had pre-2019 growth trends continued.
\n
\n
\n
Colombia: A market overview
\n
Next, the panel gave some context on Colombia's market in capacity terms:
\n
\n
This month, Colombia is the 23rd largest market in capacity terms globally, with 10.7m seats across both domestic and international markets.
\n
Only Brazil and Mexico are bigger in terms of Latin America competitors, driven by their much larger populations leading to very large domestic air markets.
\n
Over the last 25 years, Colombia has seen capacity grow at a CAGR rate of 5.8%, second only to Panama, amongst the Top 10 in Latin America.
\n
\n
\n
Colombia's post-covid recovery
\n
While looking at Colombia's growth trends over the past decade, the panel discussed the strategies taken during and coming out of the pandemic that helped boost their post-Covid recovery:
\n
\n
A strategic location for inbound travel
\n
Next, the panel highlighted the importance of Colombia's location and the opportunities it provides to connect with travellers from across the Americas:
\n
\n
And what about outbound travel?
\n
Off the back of the previous slide, the panel discuss outbound travel - where are Colombians flying to?
\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:
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Valeria Bucheli (Senior Tourism Representative - Head of Aviation, ProColombia) to discuss the dynamic growth of Colombia's aviation market and the driving forces behind it.
\n\n
The panel discussed:
\n
\n
What is driving the rapid growth of air services in Colombia
\n
Who is travelling internationally and to where
\n
Airline expansion strategies - examining the players, their approaches, and the reasons behind them
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Global capacity growth for the year to date remains steady, at 3% ahead of last year.
\n
NOTE: 2025 is the yellow line, 2024 is the grey line, 2019 is the black line, and the green dotted line shows where capacity would have been had pre-2019 growth trends continued.
\n
\n
\n
Colombia: A market overview
\n
Next, the panel gave some context on Colombia's market in capacity terms:
\n
\n
This month, Colombia is the 23rd largest market in capacity terms globally, with 10.7m seats across both domestic and international markets.
\n
Only Brazil and Mexico are bigger in terms of Latin America competitors, driven by their much larger populations leading to very large domestic air markets.
\n
Over the last 25 years, Colombia has seen capacity grow at a CAGR rate of 5.8%, second only to Panama, amongst the Top 10 in Latin America.
\n
\n
\n
Colombia's post-covid recovery
\n
While looking at Colombia's growth trends over the past decade, the panel discussed the strategies taken during and coming out of the pandemic that helped boost their post-Covid recovery:
\n
\n
A strategic location for inbound travel
\n
Next, the panel highlighted the importance of Colombia's location and the opportunities it provides to connect with travellers from across the Americas:
\n
\n
And what about outbound travel?
\n
Off the back of the previous slide, the panel discuss outbound travel - where are Colombians flying to?
\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 Valeria Bucheli (Senior Tourism Representative - Head of Aviation, ProColombia) to discuss the dynamic growth of Colombia's aviation market and the driving forces behind it.
\n\n
The panel discussed:
\n
\n
What is driving the rapid growth of air services in Colombia
\n
Who is travelling internationally and to where
\n
Airline expansion strategies - examining the players, their approaches, and the reasons behind them
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Global capacity growth for the year to date remains steady, at 3% ahead of last year.
\n
NOTE: 2025 is the yellow line, 2024 is the grey line, 2019 is the black line, and the green dotted line shows where capacity would have been had pre-2019 growth trends continued.
\n
\n
\n
Colombia: A market overview
\n
Next, the panel gave some context on Colombia's market in capacity terms:
\n
\n
This month, Colombia is the 23rd largest market in capacity terms globally, with 10.7m seats across both domestic and international markets.
\n
Only Brazil and Mexico are bigger in terms of Latin America competitors, driven by their much larger populations leading to very large domestic air markets.
\n
Over the last 25 years, Colombia has seen capacity grow at a CAGR rate of 5.8%, second only to Panama, amongst the Top 10 in Latin America.
\n
\n
\n
Colombia's post-covid recovery
\n
While looking at Colombia's growth trends over the past decade, the panel discussed the strategies taken during and coming out of the pandemic that helped boost their post-Covid recovery:
\n
\n
A strategic location for inbound travel
\n
Next, the panel highlighted the importance of Colombia's location and the opportunities it provides to connect with travellers from across the Americas:
\n
\n
And what about outbound travel?
\n
Off the back of the previous slide, the panel discuss outbound travel - where are Colombians flying to?
\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 Valeria Bucheli (Senior Tourism Representative - Head of Aviation, ProColombia) to discuss the dynamic growth of Colombia's aviation market and the driving forces behind it.
\n\n
The panel discussed:
\n
\n
What is driving the rapid growth of air services in Colombia
\n
Who is travelling internationally and to where
\n
Airline expansion strategies - examining the players, their approaches, and the reasons behind them
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Global capacity growth for the year to date remains steady, at 3% ahead of last year.
\n
NOTE: 2025 is the yellow line, 2024 is the grey line, 2019 is the black line, and the green dotted line shows where capacity would have been had pre-2019 growth trends continued.
\n
\n
\n
Colombia: A market overview
\n
Next, the panel gave some context on Colombia's market in capacity terms:
\n
\n
This month, Colombia is the 23rd largest market in capacity terms globally, with 10.7m seats across both domestic and international markets.
\n
Only Brazil and Mexico are bigger in terms of Latin America competitors, driven by their much larger populations leading to very large domestic air markets.
\n
Over the last 25 years, Colombia has seen capacity grow at a CAGR rate of 5.8%, second only to Panama, amongst the Top 10 in Latin America.
\n
\n
\n
Colombia's post-covid recovery
\n
While looking at Colombia's growth trends over the past decade, the panel discussed the strategies taken during and coming out of the pandemic that helped boost their post-Covid recovery:
\n
\n
A strategic location for inbound travel
\n
Next, the panel highlighted the importance of Colombia's location and the opportunities it provides to connect with travellers from across the Americas:
\n
\n
And what about outbound travel?
\n
Off the back of the previous slide, the panel discuss outbound travel - where are Colombians flying to?
\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 Valeria Bucheli (Senior Tourism Representative - Head of Aviation, ProColombia) to discuss the dynamic growth of Colombia's aviation market and the driving forces behind it.
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Valeria Bucheli (Senior Tourism Representative - Head of Aviation, ProColombia) to discuss the dynamic growth of Colombia's aviation market and the driving forces behind it.
\n\n
The panel discussed:
\n
\n
What is driving the rapid growth of air services in Colombia
\n
Who is travelling internationally and to where
\n
Airline expansion strategies - examining the players, their approaches, and the reasons behind them
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Global capacity growth for the year to date remains steady, at 3% ahead of last year.
\n
NOTE: 2025 is the yellow line, 2024 is the grey line, 2019 is the black line, and the green dotted line shows where capacity would have been had pre-2019 growth trends continued.
\n
\n
\n
Colombia: A market overview
\n
Next, the panel gave some context on Colombia's market in capacity terms:
\n
\n
This month, Colombia is the 23rd largest market in capacity terms globally, with 10.7m seats across both domestic and international markets.
\n
Only Brazil and Mexico are bigger in terms of Latin America competitors, driven by their much larger populations leading to very large domestic air markets.
\n
Over the last 25 years, Colombia has seen capacity grow at a CAGR rate of 5.8%, second only to Panama, amongst the Top 10 in Latin America.
\n
\n
\n
Colombia's post-covid recovery
\n
While looking at Colombia's growth trends over the past decade, the panel discussed the strategies taken during and coming out of the pandemic that helped boost their post-Covid recovery:
\n
\n
A strategic location for inbound travel
\n
Next, the panel highlighted the importance of Colombia's location and the opportunities it provides to connect with travellers from across the Americas:
\n
\n
And what about outbound travel?
\n
Off the back of the previous slide, the panel discuss outbound travel - where are Colombians flying to?
\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 Valeria Bucheli (Senior Tourism Representative - Head of Aviation, ProColombia) to discuss the dynamic growth of Colombia's aviation market and the driving forces behind it.
\n","postSummaryRss":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Valeria Bucheli (Senior Tourism Representative - Head of Aviation, ProColombia) to discuss the dynamic growth of Colombia's aviation market and the driving forces behind it.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Valeria Bucheli (Senior Tourism Representative - Head of Aviation, ProColombia) to discuss the dynamic growth of Colombia's aviation market and the driving forces behind it.
\n\n
The panel discussed:
\n
\n
What is driving the rapid growth of air services in Colombia
\n
Who is travelling internationally and to where
\n
Airline expansion strategies - examining the players, their approaches, and the reasons behind them
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Global capacity growth for the year to date remains steady, at 3% ahead of last year.
\n
NOTE: 2025 is the yellow line, 2024 is the grey line, 2019 is the black line, and the green dotted line shows where capacity would have been had pre-2019 growth trends continued.
\n
\n
\n
Colombia: A market overview
\n
Next, the panel gave some context on Colombia's market in capacity terms:
\n
\n
This month, Colombia is the 23rd largest market in capacity terms globally, with 10.7m seats across both domestic and international markets.
\n
Only Brazil and Mexico are bigger in terms of Latin America competitors, driven by their much larger populations leading to very large domestic air markets.
\n
Over the last 25 years, Colombia has seen capacity grow at a CAGR rate of 5.8%, second only to Panama, amongst the Top 10 in Latin America.
\n
\n
\n
Colombia's post-covid recovery
\n
While looking at Colombia's growth trends over the past decade, the panel discussed the strategies taken during and coming out of the pandemic that helped boost their post-Covid recovery:
\n
\n
A strategic location for inbound travel
\n
Next, the panel highlighted the importance of Colombia's location and the opportunities it provides to connect with travellers from across the Americas:
\n
\n
And what about outbound travel?
\n
Off the back of the previous slide, the panel discuss outbound travel - where are Colombians flying to?
\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 Valeria Bucheli (Senior Tourism Representative - Head of Aviation, ProColombia) to discuss the dynamic growth of Colombia's aviation market and the driving forces behind it.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Andrew Ward (Director, Transport & Logistics, Middle East) to discuss the influential rise of superconnectors in the Gulf region and Türkiye and their impact on worldwide connectivity.
\n","post_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Andrew Ward (Director, Transport & Logistics, Middle East) to discuss the influential rise of superconnectors in the Gulf region and Türkiye and their impact on worldwide connectivity.
\n\n
The panel discussed:
\n
\n
The extent to which infrastructure enables growth
\n
How national airline development has transformed Europe-Asia connectivity
\n
What rising competitors (like Riyadh) could mean for the future
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Global capacity growth is slowing, down to 2.9% for the year to date, from 3.1% during the summer.
\n
Domestic capacity growth for the year to date (January-September) remains strong in Latin America and the Middle East, but has slowed in Asia Pacific, North America, and is declining in Europe.
\n
International capacity growth remains strong in all regions with the exception of North America. Strongest international growth is taking place in the Asia Pacific region, although the region still remains behind 2019.
\n
\n
\n
exploring the Superconnectors
\n
Next, the panel moved on to discuss the topic of this month's webinar, superconnectors:
\n
\n
Europe’s biggest international hubs are experiencing slower capacity growth (LHR year-on-year capacity growth is just 0.9%, FRA 1.4%, and CDG 3.3%).
\n
Other international hubs are growing faster – notably IST, which is up 5.5%, and HKG +13%, driven by ongoing post-COVID-19 recovery and new runway capacity.
\n
The Middle East and Türkiye have spent the last decade developing multi-runway, mega-terminal designs to handle 70M–100M+ passengers annually, allowing hubs in these areas to capture connecting flows.
\n
Dubai is the largest of the group, with capacity reaching 124m in 2025, up from 104m a decade ago. However, it is the slowest growing, with a CAGR of 1.8%.
\n
The fastest growing is Riyadh, averaging 6.1% capacity growth each year for the last decade.
\n
\n
So, how do the superconnectors compare?
\n
\n
How has connectivity evolved?
\n
Next, the panel explored the data to examine how connectivity has evolved for major hubs:
\n
\n
Doha's share of connecting passengers has grown from 66% in 2015 to 74% in 2025. Istanbul is a close second, increasing from 53% in 2015 to 59% in 2025.
\n
Connecting traffic as an overall share of passengers has fallen at Dubai from 50% in 2015 to 47% now. This means that more than half of Dubai’s passengers start or end their journey in Dubai. Abu Dhabi (Zayed International) has also seen the volume of connecting passengers fall from 67% to 51%.
\n
The level of connecting passengers at Riyadh has not changed significantly in the last decade, but is likely to increase as Riyadh Air offers greater connectivity.
\n
\n
\n
What does the future hold?
\n
\n
Looking ahead to 2050, airports across the region are set to expand their runway and terminal infrastructure to accommodate an estimated 844 million passengers - more than twice today’s volumes.
\n
While this seems a substantial increase, regional growth is projected to exceed 5% annually for the remainder of the decade, easing to around 4% thereafter. Therefore, achieving these passenger volumes by 2050 is well within reach.
\n
\n
The big question is, will passenger shares across these global hubs remain the same, or are there big changes to come?
\n
\n
\n\n
Watch the full webinar
\n
For more in depth insights and analysis, watch the full panel discussion below:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Andrew Ward (Director, Transport & Logistics, Middle East) to discuss the influential rise of superconnectors in the Gulf region and Türkiye and their impact on worldwide connectivity.
\n","rss_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Andrew Ward (Director, Transport & Logistics, Middle East) to discuss the influential rise of superconnectors in the Gulf region and Türkiye and their impact on worldwide connectivity.
\n\n
The panel discussed:
\n
\n
The extent to which infrastructure enables growth
\n
How national airline development has transformed Europe-Asia connectivity
\n
What rising competitors (like Riyadh) could mean for the future
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Global capacity growth is slowing, down to 2.9% for the year to date, from 3.1% during the summer.
\n
Domestic capacity growth for the year to date (January-September) remains strong in Latin America and the Middle East, but has slowed in Asia Pacific, North America, and is declining in Europe.
\n
International capacity growth remains strong in all regions with the exception of North America. Strongest international growth is taking place in the Asia Pacific region, although the region still remains behind 2019.
\n
\n
\n
exploring the Superconnectors
\n
Next, the panel moved on to discuss the topic of this month's webinar, superconnectors:
\n
\n
Europe’s biggest international hubs are experiencing slower capacity growth (LHR year-on-year capacity growth is just 0.9%, FRA 1.4%, and CDG 3.3%).
\n
Other international hubs are growing faster – notably IST, which is up 5.5%, and HKG +13%, driven by ongoing post-COVID-19 recovery and new runway capacity.
\n
The Middle East and Türkiye have spent the last decade developing multi-runway, mega-terminal designs to handle 70M–100M+ passengers annually, allowing hubs in these areas to capture connecting flows.
\n
Dubai is the largest of the group, with capacity reaching 124m in 2025, up from 104m a decade ago. However, it is the slowest growing, with a CAGR of 1.8%.
\n
The fastest growing is Riyadh, averaging 6.1% capacity growth each year for the last decade.
\n
\n
So, how do the superconnectors compare?
\n
\n
How has connectivity evolved?
\n
Next, the panel explored the data to examine how connectivity has evolved for major hubs:
\n
\n
Doha's share of connecting passengers has grown from 66% in 2015 to 74% in 2025. Istanbul is a close second, increasing from 53% in 2015 to 59% in 2025.
\n
Connecting traffic as an overall share of passengers has fallen at Dubai from 50% in 2015 to 47% now. This means that more than half of Dubai’s passengers start or end their journey in Dubai. Abu Dhabi (Zayed International) has also seen the volume of connecting passengers fall from 67% to 51%.
\n
The level of connecting passengers at Riyadh has not changed significantly in the last decade, but is likely to increase as Riyadh Air offers greater connectivity.
\n
\n
\n
What does the future hold?
\n
\n
Looking ahead to 2050, airports across the region are set to expand their runway and terminal infrastructure to accommodate an estimated 844 million passengers - more than twice today’s volumes.
\n
While this seems a substantial increase, regional growth is projected to exceed 5% annually for the remainder of the decade, easing to around 4% thereafter. Therefore, achieving these passenger volumes by 2050 is well within reach.
\n
\n
The big question is, will passenger shares across these global hubs remain the same, or are there big changes to come?
\n
\n
\n\n
Watch the full webinar
\n
For more in depth insights and analysis, watch the full panel discussion below:
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Andrew Ward (Director, Transport & Logistics, Middle East) to discuss the influential rise of superconnectors in the Gulf region and Türkiye and their impact on worldwide connectivity.
\n\n
The panel discussed:
\n
\n
The extent to which infrastructure enables growth
\n
How national airline development has transformed Europe-Asia connectivity
\n
What rising competitors (like Riyadh) could mean for the future
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Global capacity growth is slowing, down to 2.9% for the year to date, from 3.1% during the summer.
\n
Domestic capacity growth for the year to date (January-September) remains strong in Latin America and the Middle East, but has slowed in Asia Pacific, North America, and is declining in Europe.
\n
International capacity growth remains strong in all regions with the exception of North America. Strongest international growth is taking place in the Asia Pacific region, although the region still remains behind 2019.
\n
\n
\n
exploring the Superconnectors
\n
Next, the panel moved on to discuss the topic of this month's webinar, superconnectors:
\n
\n
Europe’s biggest international hubs are experiencing slower capacity growth (LHR year-on-year capacity growth is just 0.9%, FRA 1.4%, and CDG 3.3%).
\n
Other international hubs are growing faster – notably IST, which is up 5.5%, and HKG +13%, driven by ongoing post-COVID-19 recovery and new runway capacity.
\n
The Middle East and Türkiye have spent the last decade developing multi-runway, mega-terminal designs to handle 70M–100M+ passengers annually, allowing hubs in these areas to capture connecting flows.
\n
Dubai is the largest of the group, with capacity reaching 124m in 2025, up from 104m a decade ago. However, it is the slowest growing, with a CAGR of 1.8%.
\n
The fastest growing is Riyadh, averaging 6.1% capacity growth each year for the last decade.
\n
\n
So, how do the superconnectors compare?
\n
\n
How has connectivity evolved?
\n
Next, the panel explored the data to examine how connectivity has evolved for major hubs:
\n
\n
Doha's share of connecting passengers has grown from 66% in 2015 to 74% in 2025. Istanbul is a close second, increasing from 53% in 2015 to 59% in 2025.
\n
Connecting traffic as an overall share of passengers has fallen at Dubai from 50% in 2015 to 47% now. This means that more than half of Dubai’s passengers start or end their journey in Dubai. Abu Dhabi (Zayed International) has also seen the volume of connecting passengers fall from 67% to 51%.
\n
The level of connecting passengers at Riyadh has not changed significantly in the last decade, but is likely to increase as Riyadh Air offers greater connectivity.
\n
\n
\n
What does the future hold?
\n
\n
Looking ahead to 2050, airports across the region are set to expand their runway and terminal infrastructure to accommodate an estimated 844 million passengers - more than twice today’s volumes.
\n
While this seems a substantial increase, regional growth is projected to exceed 5% annually for the remainder of the decade, easing to around 4% thereafter. Therefore, achieving these passenger volumes by 2050 is well within reach.
\n
\n
The big question is, will passenger shares across these global hubs remain the same, or are there big changes to come?
\n
\n
\n\n
Watch the full webinar
\n
For more in depth insights and analysis, watch the full panel discussion below:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Andrew Ward (Director, Transport & Logistics, Middle East) to discuss the influential rise of superconnectors in the Gulf region and Türkiye and their impact on worldwide connectivity.
\n\n
The panel discussed:
\n
\n
The extent to which infrastructure enables growth
\n
How national airline development has transformed Europe-Asia connectivity
\n
What rising competitors (like Riyadh) could mean for the future
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Global capacity growth is slowing, down to 2.9% for the year to date, from 3.1% during the summer.
\n
Domestic capacity growth for the year to date (January-September) remains strong in Latin America and the Middle East, but has slowed in Asia Pacific, North America, and is declining in Europe.
\n
International capacity growth remains strong in all regions with the exception of North America. Strongest international growth is taking place in the Asia Pacific region, although the region still remains behind 2019.
\n
\n
\n
exploring the Superconnectors
\n
Next, the panel moved on to discuss the topic of this month's webinar, superconnectors:
\n
\n
Europe’s biggest international hubs are experiencing slower capacity growth (LHR year-on-year capacity growth is just 0.9%, FRA 1.4%, and CDG 3.3%).
\n
Other international hubs are growing faster – notably IST, which is up 5.5%, and HKG +13%, driven by ongoing post-COVID-19 recovery and new runway capacity.
\n
The Middle East and Türkiye have spent the last decade developing multi-runway, mega-terminal designs to handle 70M–100M+ passengers annually, allowing hubs in these areas to capture connecting flows.
\n
Dubai is the largest of the group, with capacity reaching 124m in 2025, up from 104m a decade ago. However, it is the slowest growing, with a CAGR of 1.8%.
\n
The fastest growing is Riyadh, averaging 6.1% capacity growth each year for the last decade.
\n
\n
So, how do the superconnectors compare?
\n
\n
How has connectivity evolved?
\n
Next, the panel explored the data to examine how connectivity has evolved for major hubs:
\n
\n
Doha's share of connecting passengers has grown from 66% in 2015 to 74% in 2025. Istanbul is a close second, increasing from 53% in 2015 to 59% in 2025.
\n
Connecting traffic as an overall share of passengers has fallen at Dubai from 50% in 2015 to 47% now. This means that more than half of Dubai’s passengers start or end their journey in Dubai. Abu Dhabi (Zayed International) has also seen the volume of connecting passengers fall from 67% to 51%.
\n
The level of connecting passengers at Riyadh has not changed significantly in the last decade, but is likely to increase as Riyadh Air offers greater connectivity.
\n
\n
\n
What does the future hold?
\n
\n
Looking ahead to 2050, airports across the region are set to expand their runway and terminal infrastructure to accommodate an estimated 844 million passengers - more than twice today’s volumes.
\n
While this seems a substantial increase, regional growth is projected to exceed 5% annually for the remainder of the decade, easing to around 4% thereafter. Therefore, achieving these passenger volumes by 2050 is well within reach.
\n
\n
The big question is, will passenger shares across these global hubs remain the same, or are there big changes to come?
\n
\n
\n\n
Watch the full webinar
\n
For more in depth insights and analysis, watch the full panel discussion below:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Andrew Ward (Director, Transport & Logistics, Middle East) to discuss the influential rise of superconnectors in the Gulf region and Türkiye and their impact on worldwide connectivity.
\n\n
The panel discussed:
\n
\n
The extent to which infrastructure enables growth
\n
How national airline development has transformed Europe-Asia connectivity
\n
What rising competitors (like Riyadh) could mean for the future
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Global capacity growth is slowing, down to 2.9% for the year to date, from 3.1% during the summer.
\n
Domestic capacity growth for the year to date (January-September) remains strong in Latin America and the Middle East, but has slowed in Asia Pacific, North America, and is declining in Europe.
\n
International capacity growth remains strong in all regions with the exception of North America. Strongest international growth is taking place in the Asia Pacific region, although the region still remains behind 2019.
\n
\n
\n
exploring the Superconnectors
\n
Next, the panel moved on to discuss the topic of this month's webinar, superconnectors:
\n
\n
Europe’s biggest international hubs are experiencing slower capacity growth (LHR year-on-year capacity growth is just 0.9%, FRA 1.4%, and CDG 3.3%).
\n
Other international hubs are growing faster – notably IST, which is up 5.5%, and HKG +13%, driven by ongoing post-COVID-19 recovery and new runway capacity.
\n
The Middle East and Türkiye have spent the last decade developing multi-runway, mega-terminal designs to handle 70M–100M+ passengers annually, allowing hubs in these areas to capture connecting flows.
\n
Dubai is the largest of the group, with capacity reaching 124m in 2025, up from 104m a decade ago. However, it is the slowest growing, with a CAGR of 1.8%.
\n
The fastest growing is Riyadh, averaging 6.1% capacity growth each year for the last decade.
\n
\n
So, how do the superconnectors compare?
\n
\n
How has connectivity evolved?
\n
Next, the panel explored the data to examine how connectivity has evolved for major hubs:
\n
\n
Doha's share of connecting passengers has grown from 66% in 2015 to 74% in 2025. Istanbul is a close second, increasing from 53% in 2015 to 59% in 2025.
\n
Connecting traffic as an overall share of passengers has fallen at Dubai from 50% in 2015 to 47% now. This means that more than half of Dubai’s passengers start or end their journey in Dubai. Abu Dhabi (Zayed International) has also seen the volume of connecting passengers fall from 67% to 51%.
\n
The level of connecting passengers at Riyadh has not changed significantly in the last decade, but is likely to increase as Riyadh Air offers greater connectivity.
\n
\n
\n
What does the future hold?
\n
\n
Looking ahead to 2050, airports across the region are set to expand their runway and terminal infrastructure to accommodate an estimated 844 million passengers - more than twice today’s volumes.
\n
While this seems a substantial increase, regional growth is projected to exceed 5% annually for the remainder of the decade, easing to around 4% thereafter. Therefore, achieving these passenger volumes by 2050 is well within reach.
\n
\n
The big question is, will passenger shares across these global hubs remain the same, or are there big changes to come?
\n
\n
\n\n
Watch the full webinar
\n
For more in depth insights and analysis, watch the full panel discussion below:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Andrew Ward (Director, Transport & Logistics, Middle East) to discuss the influential rise of superconnectors in the Gulf region and Türkiye and their impact on worldwide connectivity.
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Andrew Ward (Director, Transport & Logistics, Middle East) to discuss the influential rise of superconnectors in the Gulf region and Türkiye and their impact on worldwide connectivity.
\n\n
The panel discussed:
\n
\n
The extent to which infrastructure enables growth
\n
How national airline development has transformed Europe-Asia connectivity
\n
What rising competitors (like Riyadh) could mean for the future
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Global capacity growth is slowing, down to 2.9% for the year to date, from 3.1% during the summer.
\n
Domestic capacity growth for the year to date (January-September) remains strong in Latin America and the Middle East, but has slowed in Asia Pacific, North America, and is declining in Europe.
\n
International capacity growth remains strong in all regions with the exception of North America. Strongest international growth is taking place in the Asia Pacific region, although the region still remains behind 2019.
\n
\n
\n
exploring the Superconnectors
\n
Next, the panel moved on to discuss the topic of this month's webinar, superconnectors:
\n
\n
Europe’s biggest international hubs are experiencing slower capacity growth (LHR year-on-year capacity growth is just 0.9%, FRA 1.4%, and CDG 3.3%).
\n
Other international hubs are growing faster – notably IST, which is up 5.5%, and HKG +13%, driven by ongoing post-COVID-19 recovery and new runway capacity.
\n
The Middle East and Türkiye have spent the last decade developing multi-runway, mega-terminal designs to handle 70M–100M+ passengers annually, allowing hubs in these areas to capture connecting flows.
\n
Dubai is the largest of the group, with capacity reaching 124m in 2025, up from 104m a decade ago. However, it is the slowest growing, with a CAGR of 1.8%.
\n
The fastest growing is Riyadh, averaging 6.1% capacity growth each year for the last decade.
\n
\n
So, how do the superconnectors compare?
\n
\n
How has connectivity evolved?
\n
Next, the panel explored the data to examine how connectivity has evolved for major hubs:
\n
\n
Doha's share of connecting passengers has grown from 66% in 2015 to 74% in 2025. Istanbul is a close second, increasing from 53% in 2015 to 59% in 2025.
\n
Connecting traffic as an overall share of passengers has fallen at Dubai from 50% in 2015 to 47% now. This means that more than half of Dubai’s passengers start or end their journey in Dubai. Abu Dhabi (Zayed International) has also seen the volume of connecting passengers fall from 67% to 51%.
\n
The level of connecting passengers at Riyadh has not changed significantly in the last decade, but is likely to increase as Riyadh Air offers greater connectivity.
\n
\n
\n
What does the future hold?
\n
\n
Looking ahead to 2050, airports across the region are set to expand their runway and terminal infrastructure to accommodate an estimated 844 million passengers - more than twice today’s volumes.
\n
While this seems a substantial increase, regional growth is projected to exceed 5% annually for the remainder of the decade, easing to around 4% thereafter. Therefore, achieving these passenger volumes by 2050 is well within reach.
\n
\n
The big question is, will passenger shares across these global hubs remain the same, or are there big changes to come?
\n
\n
\n\n
Watch the full webinar
\n
For more in depth insights and analysis, watch the full panel discussion below:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Andrew Ward (Director, Transport & Logistics, Middle East) to discuss the influential rise of superconnectors in the Gulf region and Türkiye and their impact on worldwide connectivity.
\n","postSummaryRss":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Andrew Ward (Director, Transport & Logistics, Middle East) to discuss the influential rise of superconnectors in the Gulf region and Türkiye and their impact on worldwide connectivity.
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Andrew Ward (Director, Transport & Logistics, Middle East) to discuss the influential rise of superconnectors in the Gulf region and Türkiye and their impact on worldwide connectivity.
\n\n
The panel discussed:
\n
\n
The extent to which infrastructure enables growth
\n
How national airline development has transformed Europe-Asia connectivity
\n
What rising competitors (like Riyadh) could mean for the future
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Global capacity growth is slowing, down to 2.9% for the year to date, from 3.1% during the summer.
\n
Domestic capacity growth for the year to date (January-September) remains strong in Latin America and the Middle East, but has slowed in Asia Pacific, North America, and is declining in Europe.
\n
International capacity growth remains strong in all regions with the exception of North America. Strongest international growth is taking place in the Asia Pacific region, although the region still remains behind 2019.
\n
\n
\n
exploring the Superconnectors
\n
Next, the panel moved on to discuss the topic of this month's webinar, superconnectors:
\n
\n
Europe’s biggest international hubs are experiencing slower capacity growth (LHR year-on-year capacity growth is just 0.9%, FRA 1.4%, and CDG 3.3%).
\n
Other international hubs are growing faster – notably IST, which is up 5.5%, and HKG +13%, driven by ongoing post-COVID-19 recovery and new runway capacity.
\n
The Middle East and Türkiye have spent the last decade developing multi-runway, mega-terminal designs to handle 70M–100M+ passengers annually, allowing hubs in these areas to capture connecting flows.
\n
Dubai is the largest of the group, with capacity reaching 124m in 2025, up from 104m a decade ago. However, it is the slowest growing, with a CAGR of 1.8%.
\n
The fastest growing is Riyadh, averaging 6.1% capacity growth each year for the last decade.
\n
\n
So, how do the superconnectors compare?
\n
\n
How has connectivity evolved?
\n
Next, the panel explored the data to examine how connectivity has evolved for major hubs:
\n
\n
Doha's share of connecting passengers has grown from 66% in 2015 to 74% in 2025. Istanbul is a close second, increasing from 53% in 2015 to 59% in 2025.
\n
Connecting traffic as an overall share of passengers has fallen at Dubai from 50% in 2015 to 47% now. This means that more than half of Dubai’s passengers start or end their journey in Dubai. Abu Dhabi (Zayed International) has also seen the volume of connecting passengers fall from 67% to 51%.
\n
The level of connecting passengers at Riyadh has not changed significantly in the last decade, but is likely to increase as Riyadh Air offers greater connectivity.
\n
\n
\n
What does the future hold?
\n
\n
Looking ahead to 2050, airports across the region are set to expand their runway and terminal infrastructure to accommodate an estimated 844 million passengers - more than twice today’s volumes.
\n
While this seems a substantial increase, regional growth is projected to exceed 5% annually for the remainder of the decade, easing to around 4% thereafter. Therefore, achieving these passenger volumes by 2050 is well within reach.
\n
\n
The big question is, will passenger shares across these global hubs remain the same, or are there big changes to come?
\n
\n
\n\n
Watch the full webinar
\n
For more in depth insights and analysis, watch the full panel discussion below:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Andrew Ward (Director, Transport & Logistics, Middle East) to discuss the influential rise of superconnectors in the Gulf region and Türkiye and their impact on worldwide connectivity.
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
","post_body":"
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\n
John Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
\n
","rss_summary":"
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
","rss_body":"
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\n
John Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
\n
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\n
John Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
\n
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\n
John Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\n
John Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
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In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
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In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
\n\n
The real heart of aviation is the small regional carriers, like Pascan Aviation, that provide connectivity to small cities and make sure that commercial business can continue in those communities.
\n
Pascan Aviation have worked their way through the pandemic and are now seizing new opportunities as they expand out from Quebec. Listen to this podcast where Julian Roberts explains the difficulties and challenges faced by regional airlines and the importance of being the \"people's regional airline\".
\n
Fasten your seat belt, sit back and tune in!
\n
You can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
\n
\n
\n
","rss_summary":"
In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
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In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
\n\n
The real heart of aviation is the small regional carriers, like Pascan Aviation, that provide connectivity to small cities and make sure that commercial business can continue in those communities.
\n
Pascan Aviation have worked their way through the pandemic and are now seizing new opportunities as they expand out from Quebec. Listen to this podcast where Julian Roberts explains the difficulties and challenges faced by regional airlines and the importance of being the \"people's regional airline\".
\n
Fasten your seat belt, sit back and tune in!
\n
You can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
\n
\n
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In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
\n\n
The real heart of aviation is the small regional carriers, like Pascan Aviation, that provide connectivity to small cities and make sure that commercial business can continue in those communities.
\n
Pascan Aviation have worked their way through the pandemic and are now seizing new opportunities as they expand out from Quebec. Listen to this podcast where Julian Roberts explains the difficulties and challenges faced by regional airlines and the importance of being the \"people's regional airline\".
\n
Fasten your seat belt, sit back and tune in!
\n
You can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
\n
\n
\n
","postBodyRss":"
In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
\n\n
The real heart of aviation is the small regional carriers, like Pascan Aviation, that provide connectivity to small cities and make sure that commercial business can continue in those communities.
\n
Pascan Aviation have worked their way through the pandemic and are now seizing new opportunities as they expand out from Quebec. Listen to this podcast where Julian Roberts explains the difficulties and challenges faced by regional airlines and the importance of being the \"people's regional airline\".
\n
Fasten your seat belt, sit back and tune in!
\n
You can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
\n
\n
\n
","postEmailContent":"
In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
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In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
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In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
\n\n
The real heart of aviation is the small regional carriers, like Pascan Aviation, that provide connectivity to small cities and make sure that commercial business can continue in those communities.
\n
Pascan Aviation have worked their way through the pandemic and are now seizing new opportunities as they expand out from Quebec. Listen to this podcast where Julian Roberts explains the difficulties and challenges faced by regional airlines and the importance of being the \"people's regional airline\".
\n
Fasten your seat belt, sit back and tune in!
\n
You can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
\n
\n
\n
","rssSummary":"
In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
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With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
\n","post_body":"
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
\n\n
Recommended:
\n
\n
\n
","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.
\n","rss_body":"
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
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With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
\n\n
Recommended:
\n
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\n
","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
\n\n
Recommended:
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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.
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
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With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
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With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
Or search for OAG On Air on your preferred podcast provider! 🎧
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Recommended:
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With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
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On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
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On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
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On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
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On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
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On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
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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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","post_body":"
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\n
Dethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\n
In fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\n
We also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\n
With so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
","rss_summary":"
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\n","rss_body":"
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\n
Dethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\n
In fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\n
We also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\n
With so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
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Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\n
Dethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\n
In fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\n
We also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\n
With so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
","postBodyRss":"
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\n
Dethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\n
In fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\n
We also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\n
With so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
","postEmailContent":"
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\n","postSummaryRss":"
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\n
Dethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\n
In fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\n
We also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\n
With so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
","rssSummary":"
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
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Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\n
Dethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\n
In fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\n
We also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\n
With so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
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