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\n\n
WestJet and Flair put Canada on top in North America
\n
\n
WestJet outperformed every US carrier with 83.9% OTP, and fellow Canadian airline Flair followed at 80.2%.
\n
Amongst the US Big Four, United led with 72.8%, although they did cancel 2.7% of all scheduled flights.
\n
JetBlue had a bad month with an OTP of 59.2%, and a a cancellation rate of 8.3% which in the peak month for travel in the USA will have frustrated many travellers.
\n
\n
\n
The zero-cancellation club
\n
\n
Six airlines avoided any cancellations in July: Sky Express, Jet2.com, Air Transat, Vietnam Airlines, Middle East Airlines and Philippines AirAsia.
\n
Most remarkably, Vietnam Airlines and Jet2.com who each operated in excess of 15,000 flights without a single cancellation - a remarkable level of operational integrity in the busiest month of the year. Their arrival OTP was in the low 60% range, but better to arrive late than never would be a good way to describe their performances.
\n
\n
Want to explore the full data, including rankings for major, large and low-cost airlines? It's all at oag.com/on-time-performance-data
\n\n
Understanding the data
\n
Airline OTP data shows the percentage of flights that have arrived on-time. A flight is considered on-time if it has departed or arrived within 15 minutes of the schedule. The higher the percentage, the better the OTP score. Cancellations are included in our data and are considered not on-time.
\n
\n
","rss_summary":"
Every month we crunch the numbers so you don't have to. Here's OAG's on-time performance ranking for July 2026, covering airlines operating 1,500 or more flights during the peak summer travel period.
","rss_body":"
Every month we crunch the numbers so you don't have to. Here's OAG's on-time performance ranking for July 2026, covering airlines operating 1,500 or more flights during the peak summer travel period.
\n
Key takeaways from OAG’s on-time performance rankings for July:
\n
\n
Asia dominates with seven of the top ten spots for on-time performance (OTP) in July.
\n
Garuda Indonesia continue to operate at a very high level of OTP with 95.4% of all flights arriving on time and a cancellation rate of 0.61%.
\n
In second place (in the ‘all airlines’ table) were Philippines Air Asia with 94.4% of their flights arriving on time and zero cancellations reported for the month, making them the best performing low-cost carrier.
\n
The best performing airline outside of Asia was Royal Jordanian, who regularly feature near the top of OTP rankings, achieving 89.6% arrival punctuality in July, although the airline did have a higher-than-normal cancellation rate of 2.3%.
\n
Despite the operational challenges in the Middle East region, four other airlines, Middle East Airlines, Oman Air, Gulf Air and Saudia achieved OTP of 80% or higher in July, although Saudi Arabian Airlines had a 7.9% cancellation rate as they worked through those disruptive issues.
\n
\n\n
SAS and Aer Lingus shine in Europe
\n
\n
SAS Scandinavian Airlines were Europe's most punctual carrier with 84.2% of flights arriving on-time, placing them ahead of Aer Lingus (82.8%) although SAS did have a higher cancellation rate of 1.35% compared to Aer Lingus’ 0.36%.
\n
Sun Express were the most punctual European LCC with 80.4% of their flights arriving on-time, just slightly ahead of Norwegian (80.01%).
\n
At the other end, three European airlines failed to reach 60% OTP, SkyExpress had a particularly bad month with only 48.9% of flights arriving on-time.
\n
\n
\n
WestJet and Flair put Canada on top in North America
\n
\n
WestJet outperformed every US carrier with 83.9% OTP, and fellow Canadian airline Flair followed at 80.2%.
\n
Amongst the US Big Four, United led with 72.8%, although they did cancel 2.7% of all scheduled flights.
\n
JetBlue had a bad month with an OTP of 59.2%, and a a cancellation rate of 8.3% which in the peak month for travel in the USA will have frustrated many travellers.
\n
\n
\n
The zero-cancellation club
\n
\n
Six airlines avoided any cancellations in July: Sky Express, Jet2.com, Air Transat, Vietnam Airlines, Middle East Airlines and Philippines AirAsia.
\n
Most remarkably, Vietnam Airlines and Jet2.com who each operated in excess of 15,000 flights without a single cancellation - a remarkable level of operational integrity in the busiest month of the year. Their arrival OTP was in the low 60% range, but better to arrive late than never would be a good way to describe their performances.
\n
\n
Want to explore the full data, including rankings for major, large and low-cost airlines? It's all at oag.com/on-time-performance-data
\n\n
Understanding the data
\n
Airline OTP data shows the percentage of flights that have arrived on-time. A flight is considered on-time if it has departed or arrived within 15 minutes of the schedule. The higher the percentage, the better the OTP score. Cancellations are included in our data and are considered not on-time.
\n
\n
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Every month we crunch the numbers so you don't have to. Here's OAG's on-time performance ranking for July 2026, covering airlines operating 1,500 or more flights during the peak summer travel period.
\n
Key takeaways from OAG’s on-time performance rankings for July:
\n
\n
Asia dominates with seven of the top ten spots for on-time performance (OTP) in July.
\n
Garuda Indonesia continue to operate at a very high level of OTP with 95.4% of all flights arriving on time and a cancellation rate of 0.61%.
\n
In second place (in the ‘all airlines’ table) were Philippines Air Asia with 94.4% of their flights arriving on time and zero cancellations reported for the month, making them the best performing low-cost carrier.
\n
The best performing airline outside of Asia was Royal Jordanian, who regularly feature near the top of OTP rankings, achieving 89.6% arrival punctuality in July, although the airline did have a higher-than-normal cancellation rate of 2.3%.
\n
Despite the operational challenges in the Middle East region, four other airlines, Middle East Airlines, Oman Air, Gulf Air and Saudia achieved OTP of 80% or higher in July, although Saudi Arabian Airlines had a 7.9% cancellation rate as they worked through those disruptive issues.
\n
\n\n
SAS and Aer Lingus shine in Europe
\n
\n
SAS Scandinavian Airlines were Europe's most punctual carrier with 84.2% of flights arriving on-time, placing them ahead of Aer Lingus (82.8%) although SAS did have a higher cancellation rate of 1.35% compared to Aer Lingus’ 0.36%.
\n
Sun Express were the most punctual European LCC with 80.4% of their flights arriving on-time, just slightly ahead of Norwegian (80.01%).
\n
At the other end, three European airlines failed to reach 60% OTP, SkyExpress had a particularly bad month with only 48.9% of flights arriving on-time.
\n
\n
\n
WestJet and Flair put Canada on top in North America
\n
\n
WestJet outperformed every US carrier with 83.9% OTP, and fellow Canadian airline Flair followed at 80.2%.
\n
Amongst the US Big Four, United led with 72.8%, although they did cancel 2.7% of all scheduled flights.
\n
JetBlue had a bad month with an OTP of 59.2%, and a a cancellation rate of 8.3% which in the peak month for travel in the USA will have frustrated many travellers.
\n
\n
\n
The zero-cancellation club
\n
\n
Six airlines avoided any cancellations in July: Sky Express, Jet2.com, Air Transat, Vietnam Airlines, Middle East Airlines and Philippines AirAsia.
\n
Most remarkably, Vietnam Airlines and Jet2.com who each operated in excess of 15,000 flights without a single cancellation - a remarkable level of operational integrity in the busiest month of the year. Their arrival OTP was in the low 60% range, but better to arrive late than never would be a good way to describe their performances.
\n
\n
Want to explore the full data, including rankings for major, large and low-cost airlines? It's all at oag.com/on-time-performance-data
\n\n
Understanding the data
\n
Airline OTP data shows the percentage of flights that have arrived on-time. A flight is considered on-time if it has departed or arrived within 15 minutes of the schedule. The higher the percentage, the better the OTP score. Cancellations are included in our data and are considered not on-time.
\n
\n
","postBodyRss":"
Every month we crunch the numbers so you don't have to. Here's OAG's on-time performance ranking for July 2026, covering airlines operating 1,500 or more flights during the peak summer travel period.
\n
Key takeaways from OAG’s on-time performance rankings for July:
\n
\n
Asia dominates with seven of the top ten spots for on-time performance (OTP) in July.
\n
Garuda Indonesia continue to operate at a very high level of OTP with 95.4% of all flights arriving on time and a cancellation rate of 0.61%.
\n
In second place (in the ‘all airlines’ table) were Philippines Air Asia with 94.4% of their flights arriving on time and zero cancellations reported for the month, making them the best performing low-cost carrier.
\n
The best performing airline outside of Asia was Royal Jordanian, who regularly feature near the top of OTP rankings, achieving 89.6% arrival punctuality in July, although the airline did have a higher-than-normal cancellation rate of 2.3%.
\n
Despite the operational challenges in the Middle East region, four other airlines, Middle East Airlines, Oman Air, Gulf Air and Saudia achieved OTP of 80% or higher in July, although Saudi Arabian Airlines had a 7.9% cancellation rate as they worked through those disruptive issues.
\n
\n\n
SAS and Aer Lingus shine in Europe
\n
\n
SAS Scandinavian Airlines were Europe's most punctual carrier with 84.2% of flights arriving on-time, placing them ahead of Aer Lingus (82.8%) although SAS did have a higher cancellation rate of 1.35% compared to Aer Lingus’ 0.36%.
\n
Sun Express were the most punctual European LCC with 80.4% of their flights arriving on-time, just slightly ahead of Norwegian (80.01%).
\n
At the other end, three European airlines failed to reach 60% OTP, SkyExpress had a particularly bad month with only 48.9% of flights arriving on-time.
\n
\n
\n
WestJet and Flair put Canada on top in North America
\n
\n
WestJet outperformed every US carrier with 83.9% OTP, and fellow Canadian airline Flair followed at 80.2%.
\n
Amongst the US Big Four, United led with 72.8%, although they did cancel 2.7% of all scheduled flights.
\n
JetBlue had a bad month with an OTP of 59.2%, and a a cancellation rate of 8.3% which in the peak month for travel in the USA will have frustrated many travellers.
\n
\n
\n
The zero-cancellation club
\n
\n
Six airlines avoided any cancellations in July: Sky Express, Jet2.com, Air Transat, Vietnam Airlines, Middle East Airlines and Philippines AirAsia.
\n
Most remarkably, Vietnam Airlines and Jet2.com who each operated in excess of 15,000 flights without a single cancellation - a remarkable level of operational integrity in the busiest month of the year. Their arrival OTP was in the low 60% range, but better to arrive late than never would be a good way to describe their performances.
\n
\n
Want to explore the full data, including rankings for major, large and low-cost airlines? It's all at oag.com/on-time-performance-data
\n\n
Understanding the data
\n
Airline OTP data shows the percentage of flights that have arrived on-time. A flight is considered on-time if it has departed or arrived within 15 minutes of the schedule. The higher the percentage, the better the OTP score. Cancellations are included in our data and are considered not on-time.
\n
\n
","postEmailContent":"
Every month we crunch the numbers so you don't have to. Here's OAG's on-time performance ranking for July 2026, covering airlines operating 1,500 or more flights during the peak summer travel period.
Every month we crunch the numbers so you don't have to. Here's OAG's on-time performance ranking for July 2026, covering airlines operating 1,500 or more flights during the peak summer travel period.
Every month we crunch the numbers so you don't have to. Here's OAG's on-time performance ranking for July 2026, covering airlines operating 1,500 or more flights during the peak summer travel period.
Every month we crunch the numbers so you don't have to. Here's OAG's on-time performance ranking for July 2026, covering airlines operating 1,500 or more flights during the peak summer travel period.
","postSummaryRss":"
Every month we crunch the numbers so you don't have to. Here's OAG's on-time performance ranking for July 2026, covering airlines operating 1,500 or more flights during the peak summer travel period.
","postTemplate":"OAG 2026/templates/blog/clean-pro-blog-post.html","previewImageSrc":null,"previewKey":"FSplgqir","previousPostFeaturedImage":"https://www.oag.com/hubfs/US-Mexico.jpg","previousPostFeaturedImageAltText":"US-Mexico aviation in decline","previousPostName":"One Million Seats Gone: The Forces Reshaping US-Mexico Aviation","previousPostSlug":"blog/one-million-seats-gone-us-mexico-aviation","processingStatus":"PUBLISHED","propertyForDynamicPageCanonicalUrl":null,"propertyForDynamicPageFeaturedImage":null,"propertyForDynamicPageMetaDescription":null,"propertyForDynamicPageSlug":null,"propertyForDynamicPageTitle":null,"publicAccessRules":[],"publicAccessRulesEnabled":false,"publishDate":1786013446000,"publishDateLocalTime":1786013446000,"publishDateLocalized":{"date":1786013446000,"format":"dd MMMM yyyy","language":"en_GB"},"publishImmediately":true,"publishTimezoneOffset":null,"publishedAt":1786030917876,"publishedByEmail":null,"publishedById":11440745,"publishedByName":null,"publishedUrl":"https://www.oag.com/blog/on-time-performance-july-2026","resolvedDomain":"www.oag.com","resolvedLanguage":null,"rssBody":"
Every month we crunch the numbers so you don't have to. Here's OAG's on-time performance ranking for July 2026, covering airlines operating 1,500 or more flights during the peak summer travel period.
\n
Key takeaways from OAG’s on-time performance rankings for July:
\n
\n
Asia dominates with seven of the top ten spots for on-time performance (OTP) in July.
\n
Garuda Indonesia continue to operate at a very high level of OTP with 95.4% of all flights arriving on time and a cancellation rate of 0.61%.
\n
In second place (in the ‘all airlines’ table) were Philippines Air Asia with 94.4% of their flights arriving on time and zero cancellations reported for the month, making them the best performing low-cost carrier.
\n
The best performing airline outside of Asia was Royal Jordanian, who regularly feature near the top of OTP rankings, achieving 89.6% arrival punctuality in July, although the airline did have a higher-than-normal cancellation rate of 2.3%.
\n
Despite the operational challenges in the Middle East region, four other airlines, Middle East Airlines, Oman Air, Gulf Air and Saudia achieved OTP of 80% or higher in July, although Saudi Arabian Airlines had a 7.9% cancellation rate as they worked through those disruptive issues.
\n
\n\n
SAS and Aer Lingus shine in Europe
\n
\n
SAS Scandinavian Airlines were Europe's most punctual carrier with 84.2% of flights arriving on-time, placing them ahead of Aer Lingus (82.8%) although SAS did have a higher cancellation rate of 1.35% compared to Aer Lingus’ 0.36%.
\n
Sun Express were the most punctual European LCC with 80.4% of their flights arriving on-time, just slightly ahead of Norwegian (80.01%).
\n
At the other end, three European airlines failed to reach 60% OTP, SkyExpress had a particularly bad month with only 48.9% of flights arriving on-time.
\n
\n
\n
WestJet and Flair put Canada on top in North America
\n
\n
WestJet outperformed every US carrier with 83.9% OTP, and fellow Canadian airline Flair followed at 80.2%.
\n
Amongst the US Big Four, United led with 72.8%, although they did cancel 2.7% of all scheduled flights.
\n
JetBlue had a bad month with an OTP of 59.2%, and a a cancellation rate of 8.3% which in the peak month for travel in the USA will have frustrated many travellers.
\n
\n
\n
The zero-cancellation club
\n
\n
Six airlines avoided any cancellations in July: Sky Express, Jet2.com, Air Transat, Vietnam Airlines, Middle East Airlines and Philippines AirAsia.
\n
Most remarkably, Vietnam Airlines and Jet2.com who each operated in excess of 15,000 flights without a single cancellation - a remarkable level of operational integrity in the busiest month of the year. Their arrival OTP was in the low 60% range, but better to arrive late than never would be a good way to describe their performances.
\n
\n
Want to explore the full data, including rankings for major, large and low-cost airlines? It's all at oag.com/on-time-performance-data
\n\n
Understanding the data
\n
Airline OTP data shows the percentage of flights that have arrived on-time. A flight is considered on-time if it has departed or arrived within 15 minutes of the schedule. The higher the percentage, the better the OTP score. Cancellations are included in our data and are considered not on-time.
\n
\n
","rssSummary":"
Every month we crunch the numbers so you don't have to. Here's OAG's on-time performance ranking for July 2026, covering airlines operating 1,500 or more flights during the peak summer travel period.
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Structural changes have slowly been taking place in one of the largest international markets in the Americas, and unusually, it looks like the US airlines are losing out, either because strategically they are looking elsewhere or because the competition and market is changing right in front of them. What was once a very lucrative market for US airlines now appears to offer more opportunities for both the Mexican and low-cost airlines, so what is happening?
\n
\n
A structural shift in capacity
\n
Sometimes aircraft deliveries play an important role in a market’s structure. That certainly seems to be the case here; several Mexican low-cost airlines have taken delivery of new aircraft and placed some of those into the US market. Since 2023 Volaris has added 31 new aircraft to its operation and although the airline continues to be impacted by the Pratt & Whitney engine issue, it has increased capacity to the United States by 25% over the last two summer seasons. Driven by that expansion in capacity, Mexican-domiciled airlines now have a 40% capacity share compared to 34% in summer 2024, representing a significant shift in the balance of production.
\n\n
\n
US airlines reduce capacity to Mexico
\n
\n
A secondary factor in this increasing share for Mexican carriers has been a pullback in capacity from the US based airlines; collectively this summer they will operate one million fewer seats than in Summer 2025 as the collapse of Spirit Airlines and capacity cuts from all the major operators reduce capacity share. Recent tensions between the two countries and their air service agreements have been an issue for some airlines, but not of sufficient magnitude to be pinpointed as the reason behind a reduction in one million seats from season to season.
\n
In total American Airlines has dropped nearly 170,000 seats to Mexico, year-on-year. Alaska Airlines has cut capacity even deeper with a 38% (240,000 seats) over the twelve months
Which states have dropped airline capacity to Mexico? Departing capacity has fallen from all major markets. Both Texas and California, the two largest markets, have seen capacity fall by some 300,000 seats ( 7% and 10% respectively). Amongst the five largeststates for departing capacity to Mexico, Florida has the largest percentage decline with a 15% fall and loss of 168,000 seats. American Airlines and JetBlue both dropped over 10% of their historic capacity from Florida, while Volaris, perhaps seeing an opportunity, has increased capacity by 14%.
\n
Six states have reported some capacity growth to Mexico, led by Oregon with a 36% increase in capacity albeit from a smaller starting base. Volaris has added an extra 18,000 seats year-on-year from Oregon. Amongst the larger markets, Illinois is the only one to see any year-on-year capacity growth: American Airlines has added 63,000 seats while United have added a further 23,000 and Volaris another 63,000, resulting in a near 100,000 increase in capacity; some of that may be unsustainable next year if the market does not respond favourably.
\n
\n\n
\n
Leisure markets appear most affected by US-Mexico capacity cuts
\n
Across the largest destinations in Mexico there are some very clear winners and losers. The largest loser in absolute terms is Cancun, where capacity has fallen by over 570,000 seats, the equivalent of 2,700 seats a day. Puerto Vallarta has a near 30% loss of capacity compared to last Summer. San Jose del Cabo is another capacity loser with a 16% reduction in capacity and some 230,000 fewer seats from its largest international market.
One of the few markets to see any growth is Mexico City, where an easing of bi-lateral tensions and widened access to slots has resulted in an 8.7% growth in capacity year-on-year. Guadalajara has seen an additional 137,000 seats added in the same period.
\n\n
\n
A short-term blip or something else?
\n
Capacity always ebbs and flows, even in the most mature of markets. However, the recent changes in the US – Mexico market appear to be more than just a short-term change and could be reflective of deeper factors. These include: • Market wear-out could be a factor for US citizens visiting Mexico • The current strength of the Mexican Peso which has appreciated by 8% in the last year • Other wider geo-political issues may also be playing a role
With airlines increasingly cautious of growth it is unlikely that US-Mexico capacity will recover to previous levels next Summer, and perhaps the question is, is this the end of the market adjustments or are there more to follow? Only time will tell!
","post_summary":"
Structural changes have slowly been taking place in one of the largest international markets in the Americas, and unusually, it looks like the US airlines are losing out, either because strategically they are looking elsewhere or because the competition and market is changing right in front of them.
Structural changes have slowly been taking place in one of the largest international markets in the Americas, and unusually, it looks like the US airlines are losing out, either because strategically they are looking elsewhere or because the competition and market is changing right in front of them. What was once a very lucrative market for US airlines now appears to offer more opportunities for both the Mexican and low-cost airlines, so what is happening?
\n
\n
A structural shift in capacity
\n
Sometimes aircraft deliveries play an important role in a market’s structure. That certainly seems to be the case here; several Mexican low-cost airlines have taken delivery of new aircraft and placed some of those into the US market. Since 2023 Volaris has added 31 new aircraft to its operation and although the airline continues to be impacted by the Pratt & Whitney engine issue, it has increased capacity to the United States by 25% over the last two summer seasons. Driven by that expansion in capacity, Mexican-domiciled airlines now have a 40% capacity share compared to 34% in summer 2024, representing a significant shift in the balance of production.
\n\n
\n
US airlines reduce capacity to Mexico
\n
\n
A secondary factor in this increasing share for Mexican carriers has been a pullback in capacity from the US based airlines; collectively this summer they will operate one million fewer seats than in Summer 2025 as the collapse of Spirit Airlines and capacity cuts from all the major operators reduce capacity share. Recent tensions between the two countries and their air service agreements have been an issue for some airlines, but not of sufficient magnitude to be pinpointed as the reason behind a reduction in one million seats from season to season.
\n
In total American Airlines has dropped nearly 170,000 seats to Mexico, year-on-year. Alaska Airlines has cut capacity even deeper with a 38% (240,000 seats) over the twelve months
Which states have dropped airline capacity to Mexico? Departing capacity has fallen from all major markets. Both Texas and California, the two largest markets, have seen capacity fall by some 300,000 seats ( 7% and 10% respectively). Amongst the five largeststates for departing capacity to Mexico, Florida has the largest percentage decline with a 15% fall and loss of 168,000 seats. American Airlines and JetBlue both dropped over 10% of their historic capacity from Florida, while Volaris, perhaps seeing an opportunity, has increased capacity by 14%.
\n
Six states have reported some capacity growth to Mexico, led by Oregon with a 36% increase in capacity albeit from a smaller starting base. Volaris has added an extra 18,000 seats year-on-year from Oregon. Amongst the larger markets, Illinois is the only one to see any year-on-year capacity growth: American Airlines has added 63,000 seats while United have added a further 23,000 and Volaris another 63,000, resulting in a near 100,000 increase in capacity; some of that may be unsustainable next year if the market does not respond favourably.
\n
\n\n
\n
Leisure markets appear most affected by US-Mexico capacity cuts
\n
Across the largest destinations in Mexico there are some very clear winners and losers. The largest loser in absolute terms is Cancun, where capacity has fallen by over 570,000 seats, the equivalent of 2,700 seats a day. Puerto Vallarta has a near 30% loss of capacity compared to last Summer. San Jose del Cabo is another capacity loser with a 16% reduction in capacity and some 230,000 fewer seats from its largest international market.
One of the few markets to see any growth is Mexico City, where an easing of bi-lateral tensions and widened access to slots has resulted in an 8.7% growth in capacity year-on-year. Guadalajara has seen an additional 137,000 seats added in the same period.
\n\n
\n
A short-term blip or something else?
\n
Capacity always ebbs and flows, even in the most mature of markets. However, the recent changes in the US – Mexico market appear to be more than just a short-term change and could be reflective of deeper factors. These include: • Market wear-out could be a factor for US citizens visiting Mexico • The current strength of the Mexican Peso which has appreciated by 8% in the last year • Other wider geo-political issues may also be playing a role
With airlines increasingly cautious of growth it is unlikely that US-Mexico capacity will recover to previous levels next Summer, and perhaps the question is, is this the end of the market adjustments or are there more to follow? Only time will tell!
","rss_summary":"
Structural changes have slowly been taking place in one of the largest international markets in the Americas, and unusually, it looks like the US airlines are losing out, either because strategically they are looking elsewhere or because the competition and market is changing right in front of them.
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Structural changes have slowly been taking place in one of the largest international markets in the Americas, and unusually, it looks like the US airlines are losing out, either because strategically they are looking elsewhere or because the competition and market is changing right in front of them. What was once a very lucrative market for US airlines now appears to offer more opportunities for both the Mexican and low-cost airlines, so what is happening?
\n
\n
A structural shift in capacity
\n
Sometimes aircraft deliveries play an important role in a market’s structure. That certainly seems to be the case here; several Mexican low-cost airlines have taken delivery of new aircraft and placed some of those into the US market. Since 2023 Volaris has added 31 new aircraft to its operation and although the airline continues to be impacted by the Pratt & Whitney engine issue, it has increased capacity to the United States by 25% over the last two summer seasons. Driven by that expansion in capacity, Mexican-domiciled airlines now have a 40% capacity share compared to 34% in summer 2024, representing a significant shift in the balance of production.
\n\n
\n
US airlines reduce capacity to Mexico
\n
\n
A secondary factor in this increasing share for Mexican carriers has been a pullback in capacity from the US based airlines; collectively this summer they will operate one million fewer seats than in Summer 2025 as the collapse of Spirit Airlines and capacity cuts from all the major operators reduce capacity share. Recent tensions between the two countries and their air service agreements have been an issue for some airlines, but not of sufficient magnitude to be pinpointed as the reason behind a reduction in one million seats from season to season.
\n
In total American Airlines has dropped nearly 170,000 seats to Mexico, year-on-year. Alaska Airlines has cut capacity even deeper with a 38% (240,000 seats) over the twelve months
Which states have dropped airline capacity to Mexico? Departing capacity has fallen from all major markets. Both Texas and California, the two largest markets, have seen capacity fall by some 300,000 seats ( 7% and 10% respectively). Amongst the five largeststates for departing capacity to Mexico, Florida has the largest percentage decline with a 15% fall and loss of 168,000 seats. American Airlines and JetBlue both dropped over 10% of their historic capacity from Florida, while Volaris, perhaps seeing an opportunity, has increased capacity by 14%.
\n
Six states have reported some capacity growth to Mexico, led by Oregon with a 36% increase in capacity albeit from a smaller starting base. Volaris has added an extra 18,000 seats year-on-year from Oregon. Amongst the larger markets, Illinois is the only one to see any year-on-year capacity growth: American Airlines has added 63,000 seats while United have added a further 23,000 and Volaris another 63,000, resulting in a near 100,000 increase in capacity; some of that may be unsustainable next year if the market does not respond favourably.
\n
\n\n
\n
Leisure markets appear most affected by US-Mexico capacity cuts
\n
Across the largest destinations in Mexico there are some very clear winners and losers. The largest loser in absolute terms is Cancun, where capacity has fallen by over 570,000 seats, the equivalent of 2,700 seats a day. Puerto Vallarta has a near 30% loss of capacity compared to last Summer. San Jose del Cabo is another capacity loser with a 16% reduction in capacity and some 230,000 fewer seats from its largest international market.
One of the few markets to see any growth is Mexico City, where an easing of bi-lateral tensions and widened access to slots has resulted in an 8.7% growth in capacity year-on-year. Guadalajara has seen an additional 137,000 seats added in the same period.
\n\n
\n
A short-term blip or something else?
\n
Capacity always ebbs and flows, even in the most mature of markets. However, the recent changes in the US – Mexico market appear to be more than just a short-term change and could be reflective of deeper factors. These include: • Market wear-out could be a factor for US citizens visiting Mexico • The current strength of the Mexican Peso which has appreciated by 8% in the last year • Other wider geo-political issues may also be playing a role
With airlines increasingly cautious of growth it is unlikely that US-Mexico capacity will recover to previous levels next Summer, and perhaps the question is, is this the end of the market adjustments or are there more to follow? Only time will tell!
","postBodyRss":"
Structural changes have slowly been taking place in one of the largest international markets in the Americas, and unusually, it looks like the US airlines are losing out, either because strategically they are looking elsewhere or because the competition and market is changing right in front of them. What was once a very lucrative market for US airlines now appears to offer more opportunities for both the Mexican and low-cost airlines, so what is happening?
\n
\n
A structural shift in capacity
\n
Sometimes aircraft deliveries play an important role in a market’s structure. That certainly seems to be the case here; several Mexican low-cost airlines have taken delivery of new aircraft and placed some of those into the US market. Since 2023 Volaris has added 31 new aircraft to its operation and although the airline continues to be impacted by the Pratt & Whitney engine issue, it has increased capacity to the United States by 25% over the last two summer seasons. Driven by that expansion in capacity, Mexican-domiciled airlines now have a 40% capacity share compared to 34% in summer 2024, representing a significant shift in the balance of production.
\n\n
\n
US airlines reduce capacity to Mexico
\n
\n
A secondary factor in this increasing share for Mexican carriers has been a pullback in capacity from the US based airlines; collectively this summer they will operate one million fewer seats than in Summer 2025 as the collapse of Spirit Airlines and capacity cuts from all the major operators reduce capacity share. Recent tensions between the two countries and their air service agreements have been an issue for some airlines, but not of sufficient magnitude to be pinpointed as the reason behind a reduction in one million seats from season to season.
\n
In total American Airlines has dropped nearly 170,000 seats to Mexico, year-on-year. Alaska Airlines has cut capacity even deeper with a 38% (240,000 seats) over the twelve months
Which states have dropped airline capacity to Mexico? Departing capacity has fallen from all major markets. Both Texas and California, the two largest markets, have seen capacity fall by some 300,000 seats ( 7% and 10% respectively). Amongst the five largeststates for departing capacity to Mexico, Florida has the largest percentage decline with a 15% fall and loss of 168,000 seats. American Airlines and JetBlue both dropped over 10% of their historic capacity from Florida, while Volaris, perhaps seeing an opportunity, has increased capacity by 14%.
\n
Six states have reported some capacity growth to Mexico, led by Oregon with a 36% increase in capacity albeit from a smaller starting base. Volaris has added an extra 18,000 seats year-on-year from Oregon. Amongst the larger markets, Illinois is the only one to see any year-on-year capacity growth: American Airlines has added 63,000 seats while United have added a further 23,000 and Volaris another 63,000, resulting in a near 100,000 increase in capacity; some of that may be unsustainable next year if the market does not respond favourably.
\n
\n\n
\n
Leisure markets appear most affected by US-Mexico capacity cuts
\n
Across the largest destinations in Mexico there are some very clear winners and losers. The largest loser in absolute terms is Cancun, where capacity has fallen by over 570,000 seats, the equivalent of 2,700 seats a day. Puerto Vallarta has a near 30% loss of capacity compared to last Summer. San Jose del Cabo is another capacity loser with a 16% reduction in capacity and some 230,000 fewer seats from its largest international market.
One of the few markets to see any growth is Mexico City, where an easing of bi-lateral tensions and widened access to slots has resulted in an 8.7% growth in capacity year-on-year. Guadalajara has seen an additional 137,000 seats added in the same period.
\n\n
\n
A short-term blip or something else?
\n
Capacity always ebbs and flows, even in the most mature of markets. However, the recent changes in the US – Mexico market appear to be more than just a short-term change and could be reflective of deeper factors. These include: • Market wear-out could be a factor for US citizens visiting Mexico • The current strength of the Mexican Peso which has appreciated by 8% in the last year • Other wider geo-political issues may also be playing a role
With airlines increasingly cautious of growth it is unlikely that US-Mexico capacity will recover to previous levels next Summer, and perhaps the question is, is this the end of the market adjustments or are there more to follow? Only time will tell!
","postEmailContent":"
Structural changes have slowly been taking place in one of the largest international markets in the Americas, and unusually, it looks like the US airlines are losing out, either because strategically they are looking elsewhere or because the competition and market is changing right in front of them.
Structural changes have slowly been taking place in one of the largest international markets in the Americas, and unusually, it looks like the US airlines are losing out, either because strategically they are looking elsewhere or because the competition and market is changing right in front of them.
Structural changes have slowly been taking place in one of the largest international markets in the Americas, and unusually, it looks like the US airlines are losing out, either because strategically they are looking elsewhere or because the competition and market is changing right in front of them.
Structural changes have slowly been taking place in one of the largest international markets in the Americas, and unusually, it looks like the US airlines are losing out, either because strategically they are looking elsewhere or because the competition and market is changing right in front of them.
","postSummaryRss":"
Structural changes have slowly been taking place in one of the largest international markets in the Americas, and unusually, it looks like the US airlines are losing out, either because strategically they are looking elsewhere or because the competition and market is changing right in front of them.
","postTemplate":"OAG 2026/templates/blog/clean-pro-blog-post.html","previewImageSrc":null,"previewKey":"PmEGlbZG","previousPostFeaturedImage":"https://www.oag.com/hubfs/OTP_July_2026.jpg","previousPostFeaturedImageAltText":"","previousPostName":"On-time performance: July's most punctual airlines","previousPostSlug":"blog/on-time-performance-july-2026","processingStatus":"PUBLISHED","propertyForDynamicPageCanonicalUrl":null,"propertyForDynamicPageFeaturedImage":null,"propertyForDynamicPageMetaDescription":null,"propertyForDynamicPageSlug":null,"propertyForDynamicPageTitle":null,"publicAccessRules":[],"publicAccessRulesEnabled":false,"publishDate":1785312000000,"publishDateLocalTime":1785312000000,"publishDateLocalized":{"date":1785312000000,"format":"dd MMMM yyyy","language":"en_GB"},"publishImmediately":true,"publishTimezoneOffset":null,"publishedAt":1785312000325,"publishedByEmail":null,"publishedById":47234281,"publishedByName":null,"publishedUrl":"https://www.oag.com/blog/one-million-seats-gone-us-mexico-aviation","resolvedDomain":"www.oag.com","resolvedLanguage":null,"rssBody":"
Structural changes have slowly been taking place in one of the largest international markets in the Americas, and unusually, it looks like the US airlines are losing out, either because strategically they are looking elsewhere or because the competition and market is changing right in front of them. What was once a very lucrative market for US airlines now appears to offer more opportunities for both the Mexican and low-cost airlines, so what is happening?
\n
\n
A structural shift in capacity
\n
Sometimes aircraft deliveries play an important role in a market’s structure. That certainly seems to be the case here; several Mexican low-cost airlines have taken delivery of new aircraft and placed some of those into the US market. Since 2023 Volaris has added 31 new aircraft to its operation and although the airline continues to be impacted by the Pratt & Whitney engine issue, it has increased capacity to the United States by 25% over the last two summer seasons. Driven by that expansion in capacity, Mexican-domiciled airlines now have a 40% capacity share compared to 34% in summer 2024, representing a significant shift in the balance of production.
\n\n
\n
US airlines reduce capacity to Mexico
\n
\n
A secondary factor in this increasing share for Mexican carriers has been a pullback in capacity from the US based airlines; collectively this summer they will operate one million fewer seats than in Summer 2025 as the collapse of Spirit Airlines and capacity cuts from all the major operators reduce capacity share. Recent tensions between the two countries and their air service agreements have been an issue for some airlines, but not of sufficient magnitude to be pinpointed as the reason behind a reduction in one million seats from season to season.
\n
In total American Airlines has dropped nearly 170,000 seats to Mexico, year-on-year. Alaska Airlines has cut capacity even deeper with a 38% (240,000 seats) over the twelve months
Which states have dropped airline capacity to Mexico? Departing capacity has fallen from all major markets. Both Texas and California, the two largest markets, have seen capacity fall by some 300,000 seats ( 7% and 10% respectively). Amongst the five largeststates for departing capacity to Mexico, Florida has the largest percentage decline with a 15% fall and loss of 168,000 seats. American Airlines and JetBlue both dropped over 10% of their historic capacity from Florida, while Volaris, perhaps seeing an opportunity, has increased capacity by 14%.
\n
Six states have reported some capacity growth to Mexico, led by Oregon with a 36% increase in capacity albeit from a smaller starting base. Volaris has added an extra 18,000 seats year-on-year from Oregon. Amongst the larger markets, Illinois is the only one to see any year-on-year capacity growth: American Airlines has added 63,000 seats while United have added a further 23,000 and Volaris another 63,000, resulting in a near 100,000 increase in capacity; some of that may be unsustainable next year if the market does not respond favourably.
\n
\n\n
\n
Leisure markets appear most affected by US-Mexico capacity cuts
\n
Across the largest destinations in Mexico there are some very clear winners and losers. The largest loser in absolute terms is Cancun, where capacity has fallen by over 570,000 seats, the equivalent of 2,700 seats a day. Puerto Vallarta has a near 30% loss of capacity compared to last Summer. San Jose del Cabo is another capacity loser with a 16% reduction in capacity and some 230,000 fewer seats from its largest international market.
One of the few markets to see any growth is Mexico City, where an easing of bi-lateral tensions and widened access to slots has resulted in an 8.7% growth in capacity year-on-year. Guadalajara has seen an additional 137,000 seats added in the same period.
\n\n
\n
A short-term blip or something else?
\n
Capacity always ebbs and flows, even in the most mature of markets. However, the recent changes in the US – Mexico market appear to be more than just a short-term change and could be reflective of deeper factors. These include: • Market wear-out could be a factor for US citizens visiting Mexico • The current strength of the Mexican Peso which has appreciated by 8% in the last year • Other wider geo-political issues may also be playing a role
With airlines increasingly cautious of growth it is unlikely that US-Mexico capacity will recover to previous levels next Summer, and perhaps the question is, is this the end of the market adjustments or are there more to follow? Only time will tell!
","rssSummary":"
Structural changes have slowly been taking place in one of the largest international markets in the Americas, and unusually, it looks like the US airlines are losing out, either because strategically they are looking elsewhere or because the competition and market is changing right in front of them.
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It has been a challenging few months for local airlines in the Middle East. This summer the two largest airlines are both scheduling fewer services than last summer, with Emirates’ frequency down 12% on last year and Qatar Airways 16% behind. However, Etihad is breaking that pattern with 5% more flights than last summer and a capacity increase of 4%; so why are they growing when others are holding back?
\n
\n
Etihad’s new aircraft contribute to growth
\n
2025 was a record year for the airline in terms of new aircraft: it took delivery of nineteen new aircraft across both its wide- and narrow-bodied fleets, surpassing the fifteen taken in 2016. A further eight aircraft are expected this year, seventeen in 2027 and twenty-one in 2028, but where are those new aircraft going?
\n
Growth across seasonal and year-round markets
\n
With a mix of aircraft types, Etihad has always been able to expand across different markets, in some cases by matching capacity to seasonal summer demand, and in others launching new year-round services. This summer an incredible fourteen new routes will be launched, although the Luxembourg service only starts in the very last week of the summer as defined by IATA.
\n\n
\n
Amongst the more established and major markets are new services to Hong Kong, Hanoi and Dhaka. These are long overdue and will build both local and connecting markets very quickly. Slightly more surprising is the opening of a daily Charlotte service, since this is a major American Airlines hub - the US carrier holds an 88% share of all flights there. Onward connectivity is required to make Charlotte work for any airline, so while the two carriers have reciprocity on their frequent flyer programmes, the absence of a full codeshare agreement may make for a challenging launch.
\n
Of a more regional nature are new services to Kabul, Damascus and Madinah, which should be well suited to the various A320 aircraft the airline operates. Expansion back into regional markets will of course remain dependent on the geo-political environment, but with stability these markets could, in time, support twice-daily services.
\n
The more seasonal services which are unlikely to extend into a full winter season are to points such as Palma. This is scheduled for a three-times weekly service in summer, on an A320 with a seven-hour twenty-minute block time. Presumably the potential market is those wishing to escape the heat of an Abu Dhabi summer for the even hotter heat of Majorca! Etihad are probably looking for some higher-than-average yields to cover that long-sector length and the crew costs of such a route.
Finding new markets is never easy. Those already served by competitors are established and typically quite large, while launching services to new destinations requires more marketing power and adds the risk of warming the market up for others to join. This summer it looks like Etihad will operate fifteen services that Emirates and Qatar Airways do not run, with Tel Aviv the largest. At some point Emirates and FlyDubai will certainly be back on Tel Aviv, a market that went from no capacity to one million seats when services fully launched in 2021.
\n
Equally, there are many other opportunities for Etihad where either Qatar Airways or Emirates do operate. London Gatwick is a major destination for both of Etihad’s rivals, and with slots in the wider London Airport system increasingly hard to find it could be a “now or never” moment for Etihad. After all, even the most conservative Singapore Airlines is now operating twice-daily at Gatwick. Cape Town is another major gap in the airline’s network, although bilateral constraints are a factor for Etihad. Ho Chi Minh and Hangzhou are both developing international markets for Emirates.
\n
The key question: more frequency or more network?
\n
Etihad has98 more aircraft on order, so even accounting for some fleet replacement there is room for plenty of capacity development in the next few years. A key question will be around launching new markets vs building frequency on existing routes. Certainly, summer seasonal services do not need more than three flights a week to serve clientele who could hire a private jet if they wanted, so you wouldn’t expect Palma, for instance, to increase to a daily service. There are certainly plenty of markets that have been warmed up by competitors but in the past bilateral blockages have prevented some growth and that may still be the case.
\n
Ultimately, while there is of course an element that hinges on geo-political events, the next few years are likely to see further network growth from Etihad and it will be an exciting period for the airline. But, on a cautionary note: the Emirates/FlyDubai combined operation has 497 aircraft on order and Qatar Airways has a further 285 so however the network develops, the competitive threat is never going away!
\n
\n
","post_summary":"
It has been a challenging few months for local airlines in the Middle East. This summer the two largest airlines are both scheduling fewer services than last summer, with Emirates’ frequency down 12% on last year and Qatar Airways 16% behind. However, Etihad is breaking that pattern with 5% more flights than last summer and a capacity increase of 4%; so why are they growing when others are holding back?
It has been a challenging few months for local airlines in the Middle East. This summer the two largest airlines are both scheduling fewer services than last summer, with Emirates’ frequency down 12% on last year and Qatar Airways 16% behind. However, Etihad is breaking that pattern with 5% more flights than last summer and a capacity increase of 4%; so why are they growing when others are holding back?
\n
\n
Etihad’s new aircraft contribute to growth
\n
2025 was a record year for the airline in terms of new aircraft: it took delivery of nineteen new aircraft across both its wide- and narrow-bodied fleets, surpassing the fifteen taken in 2016. A further eight aircraft are expected this year, seventeen in 2027 and twenty-one in 2028, but where are those new aircraft going?
\n
Growth across seasonal and year-round markets
\n
With a mix of aircraft types, Etihad has always been able to expand across different markets, in some cases by matching capacity to seasonal summer demand, and in others launching new year-round services. This summer an incredible fourteen new routes will be launched, although the Luxembourg service only starts in the very last week of the summer as defined by IATA.
\n\n
\n
Amongst the more established and major markets are new services to Hong Kong, Hanoi and Dhaka. These are long overdue and will build both local and connecting markets very quickly. Slightly more surprising is the opening of a daily Charlotte service, since this is a major American Airlines hub - the US carrier holds an 88% share of all flights there. Onward connectivity is required to make Charlotte work for any airline, so while the two carriers have reciprocity on their frequent flyer programmes, the absence of a full codeshare agreement may make for a challenging launch.
\n
Of a more regional nature are new services to Kabul, Damascus and Madinah, which should be well suited to the various A320 aircraft the airline operates. Expansion back into regional markets will of course remain dependent on the geo-political environment, but with stability these markets could, in time, support twice-daily services.
\n
The more seasonal services which are unlikely to extend into a full winter season are to points such as Palma. This is scheduled for a three-times weekly service in summer, on an A320 with a seven-hour twenty-minute block time. Presumably the potential market is those wishing to escape the heat of an Abu Dhabi summer for the even hotter heat of Majorca! Etihad are probably looking for some higher-than-average yields to cover that long-sector length and the crew costs of such a route.
Finding new markets is never easy. Those already served by competitors are established and typically quite large, while launching services to new destinations requires more marketing power and adds the risk of warming the market up for others to join. This summer it looks like Etihad will operate fifteen services that Emirates and Qatar Airways do not run, with Tel Aviv the largest. At some point Emirates and FlyDubai will certainly be back on Tel Aviv, a market that went from no capacity to one million seats when services fully launched in 2021.
\n
Equally, there are many other opportunities for Etihad where either Qatar Airways or Emirates do operate. London Gatwick is a major destination for both of Etihad’s rivals, and with slots in the wider London Airport system increasingly hard to find it could be a “now or never” moment for Etihad. After all, even the most conservative Singapore Airlines is now operating twice-daily at Gatwick. Cape Town is another major gap in the airline’s network, although bilateral constraints are a factor for Etihad. Ho Chi Minh and Hangzhou are both developing international markets for Emirates.
\n
The key question: more frequency or more network?
\n
Etihad has98 more aircraft on order, so even accounting for some fleet replacement there is room for plenty of capacity development in the next few years. A key question will be around launching new markets vs building frequency on existing routes. Certainly, summer seasonal services do not need more than three flights a week to serve clientele who could hire a private jet if they wanted, so you wouldn’t expect Palma, for instance, to increase to a daily service. There are certainly plenty of markets that have been warmed up by competitors but in the past bilateral blockages have prevented some growth and that may still be the case.
\n
Ultimately, while there is of course an element that hinges on geo-political events, the next few years are likely to see further network growth from Etihad and it will be an exciting period for the airline. But, on a cautionary note: the Emirates/FlyDubai combined operation has 497 aircraft on order and Qatar Airways has a further 285 so however the network develops, the competitive threat is never going away!
\n
\n
","rss_summary":"
It has been a challenging few months for local airlines in the Middle East. This summer the two largest airlines are both scheduling fewer services than last summer, with Emirates’ frequency down 12% on last year and Qatar Airways 16% behind. However, Etihad is breaking that pattern with 5% more flights than last summer and a capacity increase of 4%; so why are they growing when others are holding back?
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It has been a challenging few months for local airlines in the Middle East. This summer the two largest airlines are both scheduling fewer services than last summer, with Emirates’ frequency down 12% on last year and Qatar Airways 16% behind. However, Etihad is breaking that pattern with 5% more flights than last summer and a capacity increase of 4%; so why are they growing when others are holding back?
\n
\n
Etihad’s new aircraft contribute to growth
\n
2025 was a record year for the airline in terms of new aircraft: it took delivery of nineteen new aircraft across both its wide- and narrow-bodied fleets, surpassing the fifteen taken in 2016. A further eight aircraft are expected this year, seventeen in 2027 and twenty-one in 2028, but where are those new aircraft going?
\n
Growth across seasonal and year-round markets
\n
With a mix of aircraft types, Etihad has always been able to expand across different markets, in some cases by matching capacity to seasonal summer demand, and in others launching new year-round services. This summer an incredible fourteen new routes will be launched, although the Luxembourg service only starts in the very last week of the summer as defined by IATA.
\n\n
\n
Amongst the more established and major markets are new services to Hong Kong, Hanoi and Dhaka. These are long overdue and will build both local and connecting markets very quickly. Slightly more surprising is the opening of a daily Charlotte service, since this is a major American Airlines hub - the US carrier holds an 88% share of all flights there. Onward connectivity is required to make Charlotte work for any airline, so while the two carriers have reciprocity on their frequent flyer programmes, the absence of a full codeshare agreement may make for a challenging launch.
\n
Of a more regional nature are new services to Kabul, Damascus and Madinah, which should be well suited to the various A320 aircraft the airline operates. Expansion back into regional markets will of course remain dependent on the geo-political environment, but with stability these markets could, in time, support twice-daily services.
\n
The more seasonal services which are unlikely to extend into a full winter season are to points such as Palma. This is scheduled for a three-times weekly service in summer, on an A320 with a seven-hour twenty-minute block time. Presumably the potential market is those wishing to escape the heat of an Abu Dhabi summer for the even hotter heat of Majorca! Etihad are probably looking for some higher-than-average yields to cover that long-sector length and the crew costs of such a route.
Finding new markets is never easy. Those already served by competitors are established and typically quite large, while launching services to new destinations requires more marketing power and adds the risk of warming the market up for others to join. This summer it looks like Etihad will operate fifteen services that Emirates and Qatar Airways do not run, with Tel Aviv the largest. At some point Emirates and FlyDubai will certainly be back on Tel Aviv, a market that went from no capacity to one million seats when services fully launched in 2021.
\n
Equally, there are many other opportunities for Etihad where either Qatar Airways or Emirates do operate. London Gatwick is a major destination for both of Etihad’s rivals, and with slots in the wider London Airport system increasingly hard to find it could be a “now or never” moment for Etihad. After all, even the most conservative Singapore Airlines is now operating twice-daily at Gatwick. Cape Town is another major gap in the airline’s network, although bilateral constraints are a factor for Etihad. Ho Chi Minh and Hangzhou are both developing international markets for Emirates.
\n
The key question: more frequency or more network?
\n
Etihad has98 more aircraft on order, so even accounting for some fleet replacement there is room for plenty of capacity development in the next few years. A key question will be around launching new markets vs building frequency on existing routes. Certainly, summer seasonal services do not need more than three flights a week to serve clientele who could hire a private jet if they wanted, so you wouldn’t expect Palma, for instance, to increase to a daily service. There are certainly plenty of markets that have been warmed up by competitors but in the past bilateral blockages have prevented some growth and that may still be the case.
\n
Ultimately, while there is of course an element that hinges on geo-political events, the next few years are likely to see further network growth from Etihad and it will be an exciting period for the airline. But, on a cautionary note: the Emirates/FlyDubai combined operation has 497 aircraft on order and Qatar Airways has a further 285 so however the network develops, the competitive threat is never going away!
\n
\n
","postBodyRss":"
It has been a challenging few months for local airlines in the Middle East. This summer the two largest airlines are both scheduling fewer services than last summer, with Emirates’ frequency down 12% on last year and Qatar Airways 16% behind. However, Etihad is breaking that pattern with 5% more flights than last summer and a capacity increase of 4%; so why are they growing when others are holding back?
\n
\n
Etihad’s new aircraft contribute to growth
\n
2025 was a record year for the airline in terms of new aircraft: it took delivery of nineteen new aircraft across both its wide- and narrow-bodied fleets, surpassing the fifteen taken in 2016. A further eight aircraft are expected this year, seventeen in 2027 and twenty-one in 2028, but where are those new aircraft going?
\n
Growth across seasonal and year-round markets
\n
With a mix of aircraft types, Etihad has always been able to expand across different markets, in some cases by matching capacity to seasonal summer demand, and in others launching new year-round services. This summer an incredible fourteen new routes will be launched, although the Luxembourg service only starts in the very last week of the summer as defined by IATA.
\n\n
\n
Amongst the more established and major markets are new services to Hong Kong, Hanoi and Dhaka. These are long overdue and will build both local and connecting markets very quickly. Slightly more surprising is the opening of a daily Charlotte service, since this is a major American Airlines hub - the US carrier holds an 88% share of all flights there. Onward connectivity is required to make Charlotte work for any airline, so while the two carriers have reciprocity on their frequent flyer programmes, the absence of a full codeshare agreement may make for a challenging launch.
\n
Of a more regional nature are new services to Kabul, Damascus and Madinah, which should be well suited to the various A320 aircraft the airline operates. Expansion back into regional markets will of course remain dependent on the geo-political environment, but with stability these markets could, in time, support twice-daily services.
\n
The more seasonal services which are unlikely to extend into a full winter season are to points such as Palma. This is scheduled for a three-times weekly service in summer, on an A320 with a seven-hour twenty-minute block time. Presumably the potential market is those wishing to escape the heat of an Abu Dhabi summer for the even hotter heat of Majorca! Etihad are probably looking for some higher-than-average yields to cover that long-sector length and the crew costs of such a route.
Finding new markets is never easy. Those already served by competitors are established and typically quite large, while launching services to new destinations requires more marketing power and adds the risk of warming the market up for others to join. This summer it looks like Etihad will operate fifteen services that Emirates and Qatar Airways do not run, with Tel Aviv the largest. At some point Emirates and FlyDubai will certainly be back on Tel Aviv, a market that went from no capacity to one million seats when services fully launched in 2021.
\n
Equally, there are many other opportunities for Etihad where either Qatar Airways or Emirates do operate. London Gatwick is a major destination for both of Etihad’s rivals, and with slots in the wider London Airport system increasingly hard to find it could be a “now or never” moment for Etihad. After all, even the most conservative Singapore Airlines is now operating twice-daily at Gatwick. Cape Town is another major gap in the airline’s network, although bilateral constraints are a factor for Etihad. Ho Chi Minh and Hangzhou are both developing international markets for Emirates.
\n
The key question: more frequency or more network?
\n
Etihad has98 more aircraft on order, so even accounting for some fleet replacement there is room for plenty of capacity development in the next few years. A key question will be around launching new markets vs building frequency on existing routes. Certainly, summer seasonal services do not need more than three flights a week to serve clientele who could hire a private jet if they wanted, so you wouldn’t expect Palma, for instance, to increase to a daily service. There are certainly plenty of markets that have been warmed up by competitors but in the past bilateral blockages have prevented some growth and that may still be the case.
\n
Ultimately, while there is of course an element that hinges on geo-political events, the next few years are likely to see further network growth from Etihad and it will be an exciting period for the airline. But, on a cautionary note: the Emirates/FlyDubai combined operation has 497 aircraft on order and Qatar Airways has a further 285 so however the network develops, the competitive threat is never going away!
\n
\n
","postEmailContent":"
It has been a challenging few months for local airlines in the Middle East. This summer the two largest airlines are both scheduling fewer services than last summer, with Emirates’ frequency down 12% on last year and Qatar Airways 16% behind. However, Etihad is breaking that pattern with 5% more flights than last summer and a capacity increase of 4%; so why are they growing when others are holding back?
It has been a challenging few months for local airlines in the Middle East. This summer the two largest airlines are both scheduling fewer services than last summer, with Emirates’ frequency down 12% on last year and Qatar Airways 16% behind. However, Etihad is breaking that pattern with 5% more flights than last summer and a capacity increase of 4%; so why are they growing when others are holding back?
It has been a challenging few months for local airlines in the Middle East. This summer the two largest airlines are both scheduling fewer services than last summer, with Emirates’ frequency down 12% on last year and Qatar Airways 16% behind. However, Etihad is breaking that pattern with 5% more flights than last summer and a capacity increase of 4%; so why are they growing when others are holding back?
It has been a challenging few months for local airlines in the Middle East. This summer the two largest airlines are both scheduling fewer services than last summer, with Emirates’ frequency down 12% on last year and Qatar Airways 16% behind. However, Etihad is breaking that pattern with 5% more flights than last summer and a capacity increase of 4%; so why are they growing when others are holding back?
","postSummaryRss":"
It has been a challenging few months for local airlines in the Middle East. This summer the two largest airlines are both scheduling fewer services than last summer, with Emirates’ frequency down 12% on last year and Qatar Airways 16% behind. However, Etihad is breaking that pattern with 5% more flights than last summer and a capacity increase of 4%; so why are they growing when others are holding back?
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It has been a challenging few months for local airlines in the Middle East. This summer the two largest airlines are both scheduling fewer services than last summer, with Emirates’ frequency down 12% on last year and Qatar Airways 16% behind. However, Etihad is breaking that pattern with 5% more flights than last summer and a capacity increase of 4%; so why are they growing when others are holding back?
\n
\n
Etihad’s new aircraft contribute to growth
\n
2025 was a record year for the airline in terms of new aircraft: it took delivery of nineteen new aircraft across both its wide- and narrow-bodied fleets, surpassing the fifteen taken in 2016. A further eight aircraft are expected this year, seventeen in 2027 and twenty-one in 2028, but where are those new aircraft going?
\n
Growth across seasonal and year-round markets
\n
With a mix of aircraft types, Etihad has always been able to expand across different markets, in some cases by matching capacity to seasonal summer demand, and in others launching new year-round services. This summer an incredible fourteen new routes will be launched, although the Luxembourg service only starts in the very last week of the summer as defined by IATA.
\n\n
\n
Amongst the more established and major markets are new services to Hong Kong, Hanoi and Dhaka. These are long overdue and will build both local and connecting markets very quickly. Slightly more surprising is the opening of a daily Charlotte service, since this is a major American Airlines hub - the US carrier holds an 88% share of all flights there. Onward connectivity is required to make Charlotte work for any airline, so while the two carriers have reciprocity on their frequent flyer programmes, the absence of a full codeshare agreement may make for a challenging launch.
\n
Of a more regional nature are new services to Kabul, Damascus and Madinah, which should be well suited to the various A320 aircraft the airline operates. Expansion back into regional markets will of course remain dependent on the geo-political environment, but with stability these markets could, in time, support twice-daily services.
\n
The more seasonal services which are unlikely to extend into a full winter season are to points such as Palma. This is scheduled for a three-times weekly service in summer, on an A320 with a seven-hour twenty-minute block time. Presumably the potential market is those wishing to escape the heat of an Abu Dhabi summer for the even hotter heat of Majorca! Etihad are probably looking for some higher-than-average yields to cover that long-sector length and the crew costs of such a route.
Finding new markets is never easy. Those already served by competitors are established and typically quite large, while launching services to new destinations requires more marketing power and adds the risk of warming the market up for others to join. This summer it looks like Etihad will operate fifteen services that Emirates and Qatar Airways do not run, with Tel Aviv the largest. At some point Emirates and FlyDubai will certainly be back on Tel Aviv, a market that went from no capacity to one million seats when services fully launched in 2021.
\n
Equally, there are many other opportunities for Etihad where either Qatar Airways or Emirates do operate. London Gatwick is a major destination for both of Etihad’s rivals, and with slots in the wider London Airport system increasingly hard to find it could be a “now or never” moment for Etihad. After all, even the most conservative Singapore Airlines is now operating twice-daily at Gatwick. Cape Town is another major gap in the airline’s network, although bilateral constraints are a factor for Etihad. Ho Chi Minh and Hangzhou are both developing international markets for Emirates.
\n
The key question: more frequency or more network?
\n
Etihad has98 more aircraft on order, so even accounting for some fleet replacement there is room for plenty of capacity development in the next few years. A key question will be around launching new markets vs building frequency on existing routes. Certainly, summer seasonal services do not need more than three flights a week to serve clientele who could hire a private jet if they wanted, so you wouldn’t expect Palma, for instance, to increase to a daily service. There are certainly plenty of markets that have been warmed up by competitors but in the past bilateral blockages have prevented some growth and that may still be the case.
\n
Ultimately, while there is of course an element that hinges on geo-political events, the next few years are likely to see further network growth from Etihad and it will be an exciting period for the airline. But, on a cautionary note: the Emirates/FlyDubai combined operation has 497 aircraft on order and Qatar Airways has a further 285 so however the network develops, the competitive threat is never going away!
\n
\n
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2026: Airline AI’s Real Battle Moves Below the Interface","id":216738550278,"includeDefaultCustomCss":null,"isCaptchaRequired":true,"isCrawlableByBots":false,"isDraft":false,"isInstantEmailEnabled":true,"isPublished":true,"isSocialPublishingEnabled":false,"isStagedPage":false,"keywords":[],"label":"July 2026: Airline AI’s Real Battle Moves Below the Interface","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":"July 2026: Airline AI’s Real Battle Moves Below the Interface","public_access_rules":[],"public_access_rules_enabled":false,"use_featured_image":true,"tag_ids":[5656435279],"topic_ids":[5656435279],"post_summary":"
Welcome back to the OAG Airline-Tech Innovation Radar, where each month we cut through the noise to spotlight three real-world launches that genuinely move the aviation industry forward.
","post_body":"
Welcome back to the OAG Airline-Tech Innovation Radar, where each month we cut through the noise to spotlight three real-world launches that genuinely move the aviation industry forward.
\n
Last month, in our edition AI Stops Talking and Starts Transacting, we watched conversational agents (finally) carry a traveller from inspiration to a paid ticket without leaving the chat. The interface, it seems, has grown up.
\n
But the past few weeks told a quieter, and arguably more consequential, story. The most important airline-tech developments did not happen on the booking screen at all. They happened deeper in the stack, specifically, in the system that keeps aircraft flowing through the world's busiest airspace, in the fare-distribution layer that determines what an AI agent is even allowed to see, and inside the core technology estate of a major carrier.
\n
As a company built on flight data and intelligence, we will admit a bias: we find the digital foundation is often more interesting than the façade. And following our recent critique of the industry’s “partial in, partial out” approach, one belief sits at the heart of our company thesis: there is no agentic future without a high-quality data backbone.
\n
Innovation #1: Air Space Intelligence rebuilds how US air traffic flows
\n
The US air traffic management system has long had a coordination problem disguised as a delay problem.
\n
\n
Airlines, operators, and the FAA are constantly trying to balance demand against capacity, but that balance depends on how quickly everyone can see the same operational picture around scheduled demand, filed flight plans, aircraft positions, weather constraints, airport capacity, and airspace bottlenecks.
\n
When those signals are fragmented or arrive too late (for example, in the case of flight irregularities), the system becomes reactive. Constraints are managed only after they have already begun to affect the network, making the available interventions more disruptive than necessary.
\n
\n
That is the layer the FAA is now trying to modernise.
\n
Two weeks ago, the FAA awarded Air Space Intelligence (ASI), the Boston-based aviation AI startup, a 12-year, $875 million contract to deploy two systems for the US National Airspace System: Flow Management Data and Services, or FMDS, and Strategic Management of Airspace, Routes, and Trajectories, better known as SMART.
\n
The decision matters not just because of the contract size, but because ASI beat much larger names, including Palantir and Thales, for one of the most consequential air traffic modernisation programmes in the US.
\n
Here’s how it works:
\n
\n
FMDS will replace the FAA’s legacy Traffic Flow Management System and become the new technological backbone of the FAA Air Traffic Control System Command Center. It brings together flight plans, airline schedules, real-time position updates, and capacity constraints to estimate current and anticipated traffic flows across the National Airspace System.
\n
SMART sits inside FMDS as the predictive layer. It uses data on airline schedules, weather, airport capacity, airspace conditions, and operational constraints to identify likely congestion before it turns into delay, helping the FAA, airlines, and other operators coordinate schedules, routes, and trajectories before aircraft depart.
\n
\n
The system is also designed to support more localised rerouting around severe weather and improve the live data exchange between the FAA and airspace users. ASI says the technology builds on its Flyways AI platform, which already supports live operations with major US airlines and the US Air Force.
\n
Why does this innovation stand out?
\n
Two things make this collaboration more special than a typical government IT contract.
\n
First, the scope. This is not a dashboard bolted onto the side of air traffic control. FMDS is intended to become the data backbone of the FAA Command Center, so the place where the national picture of demand, capacity, weather, schedules, and constraints is assembled and acted upon. In an industry where disruption often spreads because different actors are looking at different versions of operational reality, that shared picture is the product.
\n
Second, the choice of vendor. A defining piece of public aviation infrastructure has gone to a software-first, startup-like aviation AI company whose systems were already operating in commercial and defense environments. That is a meaningful signal. Aviation modernisation is no longer only about replacing hardware, screens, and telecoms. Increasingly, it is about whether proven commercial software can move into the institutional core of the air transport system.
\n
We have seen AI applied to air traffic control before, most notably when we covered Heathrow’s AIMEE system in December 2024. But the layer is different this time. AIMEE helps controllers interpret what is happening on and around one airport surface. FMDS and SMART aim to help coordinate traffic flow across an entire national airspace system.
\n
The caveat is important. This is not AI taking over air traffic control. The FAA’s own material makes clear that controllers remain responsible for keeping aircraft safely separated. The harder questions are about validation, governance, and decision rights.
\n
\n
How will SMART’s recommendations be tested?
\n
How will airlines know why a flight has been moved, slowed, or rerouted?
\n
And when demand exceeds capacity, who decides which flights absorb the pain?
\n
\n
The FAA is targeting initial SMART operations in fall 2026. Whether that date holds, and how transparent the safety and operational validation work becomes, will tell us more than the contract value alone.
\n
There is also a neat piece of connective tissue worth noting. ASI is the same company Joby has chosen to help prepare US airspace for scaled eVTOL operations. That puts ASI in an unusual position where it builds predictive airspace intelligence for both today’s airline network and tomorrow’s air-taxi market.
\n
\n
\n
Innovation #2: Amadeus tries to keep AI agents from melting airline pricing infrastructure
\n
Last month, we showed agents are learning to buy. The logical next question is what happens when those agents learn to shop.
\n
In early June, a user pointed Claude Code at Etihad Airways’ website and asked it to find a flight. The result was not one itinerary, or ten, or even a few hundred. The agent returned 881,076 fare options for a single trip, crawling dates, stopovers, and route combinations at a scale no human traveller would ever attempt manually.
\n
That is the uncomfortable economics behind agentic travel. Human search has always had a natural brake where people get tired, bored, distracted, or satisfied with “good enough.” AI agents do not. They can run comparison shopping around the clock, across dates, routes, fare families, points of sale, connection options, and ancillary combinations, while the systems answering those requests absorb the cost.
\n
This is exactly the pressure point our CCDO, Jeremy Burke, mapped in our recent Look-to-Book primer. Flight search has moved from a human clickstream to machine demand.
\n
\n
In the early online era, the industry settled around roughly 100 to 200 searches per ticket sold.
\n
Today, we estimate the figure is closer to 10,000 to 20,000.
\n
In the agentic era, Amadeus and Sabre have both pointed to a possible future of up to 200,000 searches per ticket sold
\n
\n
\n
Decius Valmorbida, president of travel at Amadeus, calls this the “infinite search” problem. His answer is not another chatbot, another booking widget, or another commercial agreement telling agents to behave better. The proposed fix is architectural: stop answering every agent query live. Amadeus says its systems already handle around 150,000 transactions per second, but even at that scale, the agentic search pattern forces a different design logic.
\n
Here’s how it works:
\n
Instead of sending every AI-generated shopping request on a live round trip to an airline pricing engine, Amadeus wants to precompute a large share of likely answers in advance.
\n
\n
Common routes, date ranges, passenger combinations, and repeatable shopping patterns can be computed once, indexed, refreshed, and served quickly when an agent asks.
\n
This is the same basic “compute once, serve many times” logic that made the web scalable, but adapted to the far messier world of airline fares, where price, availability, rules, bundles, and personalisation all move constantly.
\n
Amadeus’ existing Instant Search product already uses precomputed booking results, cache refresh mechanisms, live availability checks, and sub-second responses.
\n
\n
The agentic shift is that this kind of infrastructure may now become central rather than optional. Amadeus has also been attacking the problem from the other side. Its Advanced Airline Profile filtering layer uses machine learning to block irrelevant or unactionable NDC search traffic before it reaches airline systems. Amadeus says early results reduced unproductive traffic by more than 70% in some cases, and Air France-KLM has publicly reported that the solution blocked the majority of irrelevant traffic to its system.
\n
\n
Why does this innovation stand out?
\n
First, because Look-to-Book is no longer just a conversion metric. It is becoming a unit-cost problem. When a search is cheap and a booking is valuable, the industry can tolerate a lot of looking. But when agents can generate hundreds of thousands of pricing calls without producing a single order, the economics break. Someone’s infrastructure answered those 881,076 Etihad queries. Someone paid for the compute. And unless the architecture changes, that cost will sit underneath every elegant AI travel interface.
\n
Second, because this is where AI travel moves from user experience into power structure. If agents become a major shopping interface, the question is not only which airline has the best fare. It is whose infrastructure decides what the agent can see, how quickly it can see it, and at what cost. A precomputed fare layer may make agentic search usable, but it also creates leverage for whoever owns the cache, the refresh logic, and the rules that decide when an answer is “good enough” to serve.
\n
That is why this connects so directly to our Look-to-Book thesis. In that piece, we argued that the industry is responding on two levels. The first approach makes the existing question cheaper to answer: what is the precise, bookable fare for this exact trip, right now? Amadeus sits here alongside other smart caching and filtering efforts. These are real engineering moves, and they matter. They make the current architecture work harder and waste less.
\n
But the second approach asks a deeper question: does every early-stage query really need a precise, bookable fare at all?
\n
Our view at OAG is that much of the exploratory phase should move toward indicative pricing where ranges, magnitudes, and directional price intelligence help travellers orient themselves before the full offer-management pipeline is triggered. That is the difference between making precision cheaper and moving precision to the point where it actually belongs.
\n
Which path will the future prioritise? The likely answer is not either-or.
\n
\n
Smart caching has an obvious role when a traveller is converging on a specific option and the industry still needs to return a precise, bookable fare quickly.
\n
Indicative pricing belongs earlier, when the traveller, or the traveller’s agent, is still trying to understand what is broadly possible.
\n
\n
A mature agentic travel architecture will probably need both.
\n
\n
Innovation #3: Southwest rebuilds its core for a cloud-and-agents era
\n
An agent can only be as useful as the systems it can reach.
\n
That has been the hidden thread running through this month’s Radar. While Air Space Intelligence is rebuilding the operating picture for airspace flow and Amadeus is trying to make fare data searchable at machine scale without overwhelming airline pricing infrastructure, Southwest brings the same logic inside the airline itself: if the core technology estate is brittle, slow to change, or trapped in on-premises complexity, AI can only ever sit on the surface.
\n
For Southwest, this is not an abstract infrastructure story. The airline’s 2022 holiday disruption showed how quickly operational complexity can overwhelm legacy processes and technology when the network falls out of position.
\n
Last month, Southwest named AWS its preferred cloud provider and set a target to move from a largely on-premises environment to a cloud-based, AI- and agent-enabled architecture by 2028, supporting more than 70,000 employees and 134 million customers a year.
\n
Here’s how it works:
\n
More than 2,700 Southwest developers are already using Kiro, AWS’s agentic coding service, to refactor legacy code, build features, automate testing, and generate cloud infrastructure. That work is focused on Southwest.com, the carrier’s largest and most critical customer-facing platform.
\n
Southwest is adopting an AI-driven development lifecycle, in which agents help move software forward while engineering teams guide, validate, and own the outcomes. The airline also plans to expand agentic capability across customer experience, operations, and software development, including tools such as Amazon Quick.
\n
Why does this innovation stand out?
\n
The instinct is to file this under cloud migration and move on. That instinct misses the point. The most interesting part is not that Southwest wants to be cloud-based by 2028; it is that agents are already inside the airline’s software factory today.
\n
We saw the opening chapter of this story when we covered Korean Air’s cloud overhaul in August 2025. There, the emphasis was on replacing legacy infrastructure and giving service agents better AI-enabled tools. Southwest’s version is broader, more central to the carrier, and more explicitly agent-native because it’s not just using AI on top of the airline, but using agents to help rebuild the airline underneath.
\n
\n
Wrapping up this month's radar
\n
Taken together, this month’s three stories suggest that airline tech is entering a less visible, but more consequential, phase. The next wave of AI will not be judged by how convincingly it chats, but by whether aviation’s underlying systems can absorb machine-speed demand, share trusted data, and change fast enough to keep up. That is why this edition has spent so much time below the interface and why we expect the infrastructure layer to become an even bigger part of the radar in the months ahead.
\n
That’s it for this edition.
\n
See you next month, where we will keep tracking the systems, standards, and data layers quietly deciding what the next era of airline technology can actually become.
\n
","rss_summary":"
Welcome back to the OAG Airline-Tech Innovation Radar, where each month we cut through the noise to spotlight three real-world launches that genuinely move the aviation industry forward.
","rss_body":"
Welcome back to the OAG Airline-Tech Innovation Radar, where each month we cut through the noise to spotlight three real-world launches that genuinely move the aviation industry forward.
\n
Last month, in our edition AI Stops Talking and Starts Transacting, we watched conversational agents (finally) carry a traveller from inspiration to a paid ticket without leaving the chat. The interface, it seems, has grown up.
\n
But the past few weeks told a quieter, and arguably more consequential, story. The most important airline-tech developments did not happen on the booking screen at all. They happened deeper in the stack, specifically, in the system that keeps aircraft flowing through the world's busiest airspace, in the fare-distribution layer that determines what an AI agent is even allowed to see, and inside the core technology estate of a major carrier.
\n
As a company built on flight data and intelligence, we will admit a bias: we find the digital foundation is often more interesting than the façade. And following our recent critique of the industry’s “partial in, partial out” approach, one belief sits at the heart of our company thesis: there is no agentic future without a high-quality data backbone.
\n
Innovation #1: Air Space Intelligence rebuilds how US air traffic flows
\n
The US air traffic management system has long had a coordination problem disguised as a delay problem.
\n
\n
Airlines, operators, and the FAA are constantly trying to balance demand against capacity, but that balance depends on how quickly everyone can see the same operational picture around scheduled demand, filed flight plans, aircraft positions, weather constraints, airport capacity, and airspace bottlenecks.
\n
When those signals are fragmented or arrive too late (for example, in the case of flight irregularities), the system becomes reactive. Constraints are managed only after they have already begun to affect the network, making the available interventions more disruptive than necessary.
\n
\n
That is the layer the FAA is now trying to modernise.
\n
Two weeks ago, the FAA awarded Air Space Intelligence (ASI), the Boston-based aviation AI startup, a 12-year, $875 million contract to deploy two systems for the US National Airspace System: Flow Management Data and Services, or FMDS, and Strategic Management of Airspace, Routes, and Trajectories, better known as SMART.
\n
The decision matters not just because of the contract size, but because ASI beat much larger names, including Palantir and Thales, for one of the most consequential air traffic modernisation programmes in the US.
\n
Here’s how it works:
\n
\n
FMDS will replace the FAA’s legacy Traffic Flow Management System and become the new technological backbone of the FAA Air Traffic Control System Command Center. It brings together flight plans, airline schedules, real-time position updates, and capacity constraints to estimate current and anticipated traffic flows across the National Airspace System.
\n
SMART sits inside FMDS as the predictive layer. It uses data on airline schedules, weather, airport capacity, airspace conditions, and operational constraints to identify likely congestion before it turns into delay, helping the FAA, airlines, and other operators coordinate schedules, routes, and trajectories before aircraft depart.
\n
\n
The system is also designed to support more localised rerouting around severe weather and improve the live data exchange between the FAA and airspace users. ASI says the technology builds on its Flyways AI platform, which already supports live operations with major US airlines and the US Air Force.
\n
Why does this innovation stand out?
\n
Two things make this collaboration more special than a typical government IT contract.
\n
First, the scope. This is not a dashboard bolted onto the side of air traffic control. FMDS is intended to become the data backbone of the FAA Command Center, so the place where the national picture of demand, capacity, weather, schedules, and constraints is assembled and acted upon. In an industry where disruption often spreads because different actors are looking at different versions of operational reality, that shared picture is the product.
\n
Second, the choice of vendor. A defining piece of public aviation infrastructure has gone to a software-first, startup-like aviation AI company whose systems were already operating in commercial and defense environments. That is a meaningful signal. Aviation modernisation is no longer only about replacing hardware, screens, and telecoms. Increasingly, it is about whether proven commercial software can move into the institutional core of the air transport system.
\n
We have seen AI applied to air traffic control before, most notably when we covered Heathrow’s AIMEE system in December 2024. But the layer is different this time. AIMEE helps controllers interpret what is happening on and around one airport surface. FMDS and SMART aim to help coordinate traffic flow across an entire national airspace system.
\n
The caveat is important. This is not AI taking over air traffic control. The FAA’s own material makes clear that controllers remain responsible for keeping aircraft safely separated. The harder questions are about validation, governance, and decision rights.
\n
\n
How will SMART’s recommendations be tested?
\n
How will airlines know why a flight has been moved, slowed, or rerouted?
\n
And when demand exceeds capacity, who decides which flights absorb the pain?
\n
\n
The FAA is targeting initial SMART operations in fall 2026. Whether that date holds, and how transparent the safety and operational validation work becomes, will tell us more than the contract value alone.
\n
There is also a neat piece of connective tissue worth noting. ASI is the same company Joby has chosen to help prepare US airspace for scaled eVTOL operations. That puts ASI in an unusual position where it builds predictive airspace intelligence for both today’s airline network and tomorrow’s air-taxi market.
\n
\n
\n
Innovation #2: Amadeus tries to keep AI agents from melting airline pricing infrastructure
\n
Last month, we showed agents are learning to buy. The logical next question is what happens when those agents learn to shop.
\n
In early June, a user pointed Claude Code at Etihad Airways’ website and asked it to find a flight. The result was not one itinerary, or ten, or even a few hundred. The agent returned 881,076 fare options for a single trip, crawling dates, stopovers, and route combinations at a scale no human traveller would ever attempt manually.
\n
That is the uncomfortable economics behind agentic travel. Human search has always had a natural brake where people get tired, bored, distracted, or satisfied with “good enough.” AI agents do not. They can run comparison shopping around the clock, across dates, routes, fare families, points of sale, connection options, and ancillary combinations, while the systems answering those requests absorb the cost.
\n
This is exactly the pressure point our CCDO, Jeremy Burke, mapped in our recent Look-to-Book primer. Flight search has moved from a human clickstream to machine demand.
\n
\n
In the early online era, the industry settled around roughly 100 to 200 searches per ticket sold.
\n
Today, we estimate the figure is closer to 10,000 to 20,000.
\n
In the agentic era, Amadeus and Sabre have both pointed to a possible future of up to 200,000 searches per ticket sold
\n
\n
\n
Decius Valmorbida, president of travel at Amadeus, calls this the “infinite search” problem. His answer is not another chatbot, another booking widget, or another commercial agreement telling agents to behave better. The proposed fix is architectural: stop answering every agent query live. Amadeus says its systems already handle around 150,000 transactions per second, but even at that scale, the agentic search pattern forces a different design logic.
\n
Here’s how it works:
\n
Instead of sending every AI-generated shopping request on a live round trip to an airline pricing engine, Amadeus wants to precompute a large share of likely answers in advance.
\n
\n
Common routes, date ranges, passenger combinations, and repeatable shopping patterns can be computed once, indexed, refreshed, and served quickly when an agent asks.
\n
This is the same basic “compute once, serve many times” logic that made the web scalable, but adapted to the far messier world of airline fares, where price, availability, rules, bundles, and personalisation all move constantly.
\n
Amadeus’ existing Instant Search product already uses precomputed booking results, cache refresh mechanisms, live availability checks, and sub-second responses.
\n
\n
The agentic shift is that this kind of infrastructure may now become central rather than optional. Amadeus has also been attacking the problem from the other side. Its Advanced Airline Profile filtering layer uses machine learning to block irrelevant or unactionable NDC search traffic before it reaches airline systems. Amadeus says early results reduced unproductive traffic by more than 70% in some cases, and Air France-KLM has publicly reported that the solution blocked the majority of irrelevant traffic to its system.
\n
\n
Why does this innovation stand out?
\n
First, because Look-to-Book is no longer just a conversion metric. It is becoming a unit-cost problem. When a search is cheap and a booking is valuable, the industry can tolerate a lot of looking. But when agents can generate hundreds of thousands of pricing calls without producing a single order, the economics break. Someone’s infrastructure answered those 881,076 Etihad queries. Someone paid for the compute. And unless the architecture changes, that cost will sit underneath every elegant AI travel interface.
\n
Second, because this is where AI travel moves from user experience into power structure. If agents become a major shopping interface, the question is not only which airline has the best fare. It is whose infrastructure decides what the agent can see, how quickly it can see it, and at what cost. A precomputed fare layer may make agentic search usable, but it also creates leverage for whoever owns the cache, the refresh logic, and the rules that decide when an answer is “good enough” to serve.
\n
That is why this connects so directly to our Look-to-Book thesis. In that piece, we argued that the industry is responding on two levels. The first approach makes the existing question cheaper to answer: what is the precise, bookable fare for this exact trip, right now? Amadeus sits here alongside other smart caching and filtering efforts. These are real engineering moves, and they matter. They make the current architecture work harder and waste less.
\n
But the second approach asks a deeper question: does every early-stage query really need a precise, bookable fare at all?
\n
Our view at OAG is that much of the exploratory phase should move toward indicative pricing where ranges, magnitudes, and directional price intelligence help travellers orient themselves before the full offer-management pipeline is triggered. That is the difference between making precision cheaper and moving precision to the point where it actually belongs.
\n
Which path will the future prioritise? The likely answer is not either-or.
\n
\n
Smart caching has an obvious role when a traveller is converging on a specific option and the industry still needs to return a precise, bookable fare quickly.
\n
Indicative pricing belongs earlier, when the traveller, or the traveller’s agent, is still trying to understand what is broadly possible.
\n
\n
A mature agentic travel architecture will probably need both.
\n
\n
Innovation #3: Southwest rebuilds its core for a cloud-and-agents era
\n
An agent can only be as useful as the systems it can reach.
\n
That has been the hidden thread running through this month’s Radar. While Air Space Intelligence is rebuilding the operating picture for airspace flow and Amadeus is trying to make fare data searchable at machine scale without overwhelming airline pricing infrastructure, Southwest brings the same logic inside the airline itself: if the core technology estate is brittle, slow to change, or trapped in on-premises complexity, AI can only ever sit on the surface.
\n
For Southwest, this is not an abstract infrastructure story. The airline’s 2022 holiday disruption showed how quickly operational complexity can overwhelm legacy processes and technology when the network falls out of position.
\n
Last month, Southwest named AWS its preferred cloud provider and set a target to move from a largely on-premises environment to a cloud-based, AI- and agent-enabled architecture by 2028, supporting more than 70,000 employees and 134 million customers a year.
\n
Here’s how it works:
\n
More than 2,700 Southwest developers are already using Kiro, AWS’s agentic coding service, to refactor legacy code, build features, automate testing, and generate cloud infrastructure. That work is focused on Southwest.com, the carrier’s largest and most critical customer-facing platform.
\n
Southwest is adopting an AI-driven development lifecycle, in which agents help move software forward while engineering teams guide, validate, and own the outcomes. The airline also plans to expand agentic capability across customer experience, operations, and software development, including tools such as Amazon Quick.
\n
Why does this innovation stand out?
\n
The instinct is to file this under cloud migration and move on. That instinct misses the point. The most interesting part is not that Southwest wants to be cloud-based by 2028; it is that agents are already inside the airline’s software factory today.
\n
We saw the opening chapter of this story when we covered Korean Air’s cloud overhaul in August 2025. There, the emphasis was on replacing legacy infrastructure and giving service agents better AI-enabled tools. Southwest’s version is broader, more central to the carrier, and more explicitly agent-native because it’s not just using AI on top of the airline, but using agents to help rebuild the airline underneath.
\n
\n
Wrapping up this month's radar
\n
Taken together, this month’s three stories suggest that airline tech is entering a less visible, but more consequential, phase. The next wave of AI will not be judged by how convincingly it chats, but by whether aviation’s underlying systems can absorb machine-speed demand, share trusted data, and change fast enough to keep up. That is why this edition has spent so much time below the interface and why we expect the infrastructure layer to become an even bigger part of the radar in the months ahead.
\n
That’s it for this edition.
\n
See you next month, where we will keep tracking the systems, standards, and data layers quietly deciding what the next era of airline technology can actually become.
\n
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Welcome back to the OAG Airline-Tech Innovation Radar, where each month we cut through the noise to spotlight three real-world launches that genuinely move the aviation industry forward.
\n
Last month, in our edition AI Stops Talking and Starts Transacting, we watched conversational agents (finally) carry a traveller from inspiration to a paid ticket without leaving the chat. The interface, it seems, has grown up.
\n
But the past few weeks told a quieter, and arguably more consequential, story. The most important airline-tech developments did not happen on the booking screen at all. They happened deeper in the stack, specifically, in the system that keeps aircraft flowing through the world's busiest airspace, in the fare-distribution layer that determines what an AI agent is even allowed to see, and inside the core technology estate of a major carrier.
\n
As a company built on flight data and intelligence, we will admit a bias: we find the digital foundation is often more interesting than the façade. And following our recent critique of the industry’s “partial in, partial out” approach, one belief sits at the heart of our company thesis: there is no agentic future without a high-quality data backbone.
\n
Innovation #1: Air Space Intelligence rebuilds how US air traffic flows
\n
The US air traffic management system has long had a coordination problem disguised as a delay problem.
\n
\n
Airlines, operators, and the FAA are constantly trying to balance demand against capacity, but that balance depends on how quickly everyone can see the same operational picture around scheduled demand, filed flight plans, aircraft positions, weather constraints, airport capacity, and airspace bottlenecks.
\n
When those signals are fragmented or arrive too late (for example, in the case of flight irregularities), the system becomes reactive. Constraints are managed only after they have already begun to affect the network, making the available interventions more disruptive than necessary.
\n
\n
That is the layer the FAA is now trying to modernise.
\n
Two weeks ago, the FAA awarded Air Space Intelligence (ASI), the Boston-based aviation AI startup, a 12-year, $875 million contract to deploy two systems for the US National Airspace System: Flow Management Data and Services, or FMDS, and Strategic Management of Airspace, Routes, and Trajectories, better known as SMART.
\n
The decision matters not just because of the contract size, but because ASI beat much larger names, including Palantir and Thales, for one of the most consequential air traffic modernisation programmes in the US.
\n
Here’s how it works:
\n
\n
FMDS will replace the FAA’s legacy Traffic Flow Management System and become the new technological backbone of the FAA Air Traffic Control System Command Center. It brings together flight plans, airline schedules, real-time position updates, and capacity constraints to estimate current and anticipated traffic flows across the National Airspace System.
\n
SMART sits inside FMDS as the predictive layer. It uses data on airline schedules, weather, airport capacity, airspace conditions, and operational constraints to identify likely congestion before it turns into delay, helping the FAA, airlines, and other operators coordinate schedules, routes, and trajectories before aircraft depart.
\n
\n
The system is also designed to support more localised rerouting around severe weather and improve the live data exchange between the FAA and airspace users. ASI says the technology builds on its Flyways AI platform, which already supports live operations with major US airlines and the US Air Force.
\n
Why does this innovation stand out?
\n
Two things make this collaboration more special than a typical government IT contract.
\n
First, the scope. This is not a dashboard bolted onto the side of air traffic control. FMDS is intended to become the data backbone of the FAA Command Center, so the place where the national picture of demand, capacity, weather, schedules, and constraints is assembled and acted upon. In an industry where disruption often spreads because different actors are looking at different versions of operational reality, that shared picture is the product.
\n
Second, the choice of vendor. A defining piece of public aviation infrastructure has gone to a software-first, startup-like aviation AI company whose systems were already operating in commercial and defense environments. That is a meaningful signal. Aviation modernisation is no longer only about replacing hardware, screens, and telecoms. Increasingly, it is about whether proven commercial software can move into the institutional core of the air transport system.
\n
We have seen AI applied to air traffic control before, most notably when we covered Heathrow’s AIMEE system in December 2024. But the layer is different this time. AIMEE helps controllers interpret what is happening on and around one airport surface. FMDS and SMART aim to help coordinate traffic flow across an entire national airspace system.
\n
The caveat is important. This is not AI taking over air traffic control. The FAA’s own material makes clear that controllers remain responsible for keeping aircraft safely separated. The harder questions are about validation, governance, and decision rights.
\n
\n
How will SMART’s recommendations be tested?
\n
How will airlines know why a flight has been moved, slowed, or rerouted?
\n
And when demand exceeds capacity, who decides which flights absorb the pain?
\n
\n
The FAA is targeting initial SMART operations in fall 2026. Whether that date holds, and how transparent the safety and operational validation work becomes, will tell us more than the contract value alone.
\n
There is also a neat piece of connective tissue worth noting. ASI is the same company Joby has chosen to help prepare US airspace for scaled eVTOL operations. That puts ASI in an unusual position where it builds predictive airspace intelligence for both today’s airline network and tomorrow’s air-taxi market.
\n
\n
\n
Innovation #2: Amadeus tries to keep AI agents from melting airline pricing infrastructure
\n
Last month, we showed agents are learning to buy. The logical next question is what happens when those agents learn to shop.
\n
In early June, a user pointed Claude Code at Etihad Airways’ website and asked it to find a flight. The result was not one itinerary, or ten, or even a few hundred. The agent returned 881,076 fare options for a single trip, crawling dates, stopovers, and route combinations at a scale no human traveller would ever attempt manually.
\n
That is the uncomfortable economics behind agentic travel. Human search has always had a natural brake where people get tired, bored, distracted, or satisfied with “good enough.” AI agents do not. They can run comparison shopping around the clock, across dates, routes, fare families, points of sale, connection options, and ancillary combinations, while the systems answering those requests absorb the cost.
\n
This is exactly the pressure point our CCDO, Jeremy Burke, mapped in our recent Look-to-Book primer. Flight search has moved from a human clickstream to machine demand.
\n
\n
In the early online era, the industry settled around roughly 100 to 200 searches per ticket sold.
\n
Today, we estimate the figure is closer to 10,000 to 20,000.
\n
In the agentic era, Amadeus and Sabre have both pointed to a possible future of up to 200,000 searches per ticket sold
\n
\n
\n
Decius Valmorbida, president of travel at Amadeus, calls this the “infinite search” problem. His answer is not another chatbot, another booking widget, or another commercial agreement telling agents to behave better. The proposed fix is architectural: stop answering every agent query live. Amadeus says its systems already handle around 150,000 transactions per second, but even at that scale, the agentic search pattern forces a different design logic.
\n
Here’s how it works:
\n
Instead of sending every AI-generated shopping request on a live round trip to an airline pricing engine, Amadeus wants to precompute a large share of likely answers in advance.
\n
\n
Common routes, date ranges, passenger combinations, and repeatable shopping patterns can be computed once, indexed, refreshed, and served quickly when an agent asks.
\n
This is the same basic “compute once, serve many times” logic that made the web scalable, but adapted to the far messier world of airline fares, where price, availability, rules, bundles, and personalisation all move constantly.
\n
Amadeus’ existing Instant Search product already uses precomputed booking results, cache refresh mechanisms, live availability checks, and sub-second responses.
\n
\n
The agentic shift is that this kind of infrastructure may now become central rather than optional. Amadeus has also been attacking the problem from the other side. Its Advanced Airline Profile filtering layer uses machine learning to block irrelevant or unactionable NDC search traffic before it reaches airline systems. Amadeus says early results reduced unproductive traffic by more than 70% in some cases, and Air France-KLM has publicly reported that the solution blocked the majority of irrelevant traffic to its system.
\n
\n
Why does this innovation stand out?
\n
First, because Look-to-Book is no longer just a conversion metric. It is becoming a unit-cost problem. When a search is cheap and a booking is valuable, the industry can tolerate a lot of looking. But when agents can generate hundreds of thousands of pricing calls without producing a single order, the economics break. Someone’s infrastructure answered those 881,076 Etihad queries. Someone paid for the compute. And unless the architecture changes, that cost will sit underneath every elegant AI travel interface.
\n
Second, because this is where AI travel moves from user experience into power structure. If agents become a major shopping interface, the question is not only which airline has the best fare. It is whose infrastructure decides what the agent can see, how quickly it can see it, and at what cost. A precomputed fare layer may make agentic search usable, but it also creates leverage for whoever owns the cache, the refresh logic, and the rules that decide when an answer is “good enough” to serve.
\n
That is why this connects so directly to our Look-to-Book thesis. In that piece, we argued that the industry is responding on two levels. The first approach makes the existing question cheaper to answer: what is the precise, bookable fare for this exact trip, right now? Amadeus sits here alongside other smart caching and filtering efforts. These are real engineering moves, and they matter. They make the current architecture work harder and waste less.
\n
But the second approach asks a deeper question: does every early-stage query really need a precise, bookable fare at all?
\n
Our view at OAG is that much of the exploratory phase should move toward indicative pricing where ranges, magnitudes, and directional price intelligence help travellers orient themselves before the full offer-management pipeline is triggered. That is the difference between making precision cheaper and moving precision to the point where it actually belongs.
\n
Which path will the future prioritise? The likely answer is not either-or.
\n
\n
Smart caching has an obvious role when a traveller is converging on a specific option and the industry still needs to return a precise, bookable fare quickly.
\n
Indicative pricing belongs earlier, when the traveller, or the traveller’s agent, is still trying to understand what is broadly possible.
\n
\n
A mature agentic travel architecture will probably need both.
\n
\n
Innovation #3: Southwest rebuilds its core for a cloud-and-agents era
\n
An agent can only be as useful as the systems it can reach.
\n
That has been the hidden thread running through this month’s Radar. While Air Space Intelligence is rebuilding the operating picture for airspace flow and Amadeus is trying to make fare data searchable at machine scale without overwhelming airline pricing infrastructure, Southwest brings the same logic inside the airline itself: if the core technology estate is brittle, slow to change, or trapped in on-premises complexity, AI can only ever sit on the surface.
\n
For Southwest, this is not an abstract infrastructure story. The airline’s 2022 holiday disruption showed how quickly operational complexity can overwhelm legacy processes and technology when the network falls out of position.
\n
Last month, Southwest named AWS its preferred cloud provider and set a target to move from a largely on-premises environment to a cloud-based, AI- and agent-enabled architecture by 2028, supporting more than 70,000 employees and 134 million customers a year.
\n
Here’s how it works:
\n
More than 2,700 Southwest developers are already using Kiro, AWS’s agentic coding service, to refactor legacy code, build features, automate testing, and generate cloud infrastructure. That work is focused on Southwest.com, the carrier’s largest and most critical customer-facing platform.
\n
Southwest is adopting an AI-driven development lifecycle, in which agents help move software forward while engineering teams guide, validate, and own the outcomes. The airline also plans to expand agentic capability across customer experience, operations, and software development, including tools such as Amazon Quick.
\n
Why does this innovation stand out?
\n
The instinct is to file this under cloud migration and move on. That instinct misses the point. The most interesting part is not that Southwest wants to be cloud-based by 2028; it is that agents are already inside the airline’s software factory today.
\n
We saw the opening chapter of this story when we covered Korean Air’s cloud overhaul in August 2025. There, the emphasis was on replacing legacy infrastructure and giving service agents better AI-enabled tools. Southwest’s version is broader, more central to the carrier, and more explicitly agent-native because it’s not just using AI on top of the airline, but using agents to help rebuild the airline underneath.
\n
\n
Wrapping up this month's radar
\n
Taken together, this month’s three stories suggest that airline tech is entering a less visible, but more consequential, phase. The next wave of AI will not be judged by how convincingly it chats, but by whether aviation’s underlying systems can absorb machine-speed demand, share trusted data, and change fast enough to keep up. That is why this edition has spent so much time below the interface and why we expect the infrastructure layer to become an even bigger part of the radar in the months ahead.
\n
That’s it for this edition.
\n
See you next month, where we will keep tracking the systems, standards, and data layers quietly deciding what the next era of airline technology can actually become.
\n
","postBodyRss":"
Welcome back to the OAG Airline-Tech Innovation Radar, where each month we cut through the noise to spotlight three real-world launches that genuinely move the aviation industry forward.
\n
Last month, in our edition AI Stops Talking and Starts Transacting, we watched conversational agents (finally) carry a traveller from inspiration to a paid ticket without leaving the chat. The interface, it seems, has grown up.
\n
But the past few weeks told a quieter, and arguably more consequential, story. The most important airline-tech developments did not happen on the booking screen at all. They happened deeper in the stack, specifically, in the system that keeps aircraft flowing through the world's busiest airspace, in the fare-distribution layer that determines what an AI agent is even allowed to see, and inside the core technology estate of a major carrier.
\n
As a company built on flight data and intelligence, we will admit a bias: we find the digital foundation is often more interesting than the façade. And following our recent critique of the industry’s “partial in, partial out” approach, one belief sits at the heart of our company thesis: there is no agentic future without a high-quality data backbone.
\n
Innovation #1: Air Space Intelligence rebuilds how US air traffic flows
\n
The US air traffic management system has long had a coordination problem disguised as a delay problem.
\n
\n
Airlines, operators, and the FAA are constantly trying to balance demand against capacity, but that balance depends on how quickly everyone can see the same operational picture around scheduled demand, filed flight plans, aircraft positions, weather constraints, airport capacity, and airspace bottlenecks.
\n
When those signals are fragmented or arrive too late (for example, in the case of flight irregularities), the system becomes reactive. Constraints are managed only after they have already begun to affect the network, making the available interventions more disruptive than necessary.
\n
\n
That is the layer the FAA is now trying to modernise.
\n
Two weeks ago, the FAA awarded Air Space Intelligence (ASI), the Boston-based aviation AI startup, a 12-year, $875 million contract to deploy two systems for the US National Airspace System: Flow Management Data and Services, or FMDS, and Strategic Management of Airspace, Routes, and Trajectories, better known as SMART.
\n
The decision matters not just because of the contract size, but because ASI beat much larger names, including Palantir and Thales, for one of the most consequential air traffic modernisation programmes in the US.
\n
Here’s how it works:
\n
\n
FMDS will replace the FAA’s legacy Traffic Flow Management System and become the new technological backbone of the FAA Air Traffic Control System Command Center. It brings together flight plans, airline schedules, real-time position updates, and capacity constraints to estimate current and anticipated traffic flows across the National Airspace System.
\n
SMART sits inside FMDS as the predictive layer. It uses data on airline schedules, weather, airport capacity, airspace conditions, and operational constraints to identify likely congestion before it turns into delay, helping the FAA, airlines, and other operators coordinate schedules, routes, and trajectories before aircraft depart.
\n
\n
The system is also designed to support more localised rerouting around severe weather and improve the live data exchange between the FAA and airspace users. ASI says the technology builds on its Flyways AI platform, which already supports live operations with major US airlines and the US Air Force.
\n
Why does this innovation stand out?
\n
Two things make this collaboration more special than a typical government IT contract.
\n
First, the scope. This is not a dashboard bolted onto the side of air traffic control. FMDS is intended to become the data backbone of the FAA Command Center, so the place where the national picture of demand, capacity, weather, schedules, and constraints is assembled and acted upon. In an industry where disruption often spreads because different actors are looking at different versions of operational reality, that shared picture is the product.
\n
Second, the choice of vendor. A defining piece of public aviation infrastructure has gone to a software-first, startup-like aviation AI company whose systems were already operating in commercial and defense environments. That is a meaningful signal. Aviation modernisation is no longer only about replacing hardware, screens, and telecoms. Increasingly, it is about whether proven commercial software can move into the institutional core of the air transport system.
\n
We have seen AI applied to air traffic control before, most notably when we covered Heathrow’s AIMEE system in December 2024. But the layer is different this time. AIMEE helps controllers interpret what is happening on and around one airport surface. FMDS and SMART aim to help coordinate traffic flow across an entire national airspace system.
\n
The caveat is important. This is not AI taking over air traffic control. The FAA’s own material makes clear that controllers remain responsible for keeping aircraft safely separated. The harder questions are about validation, governance, and decision rights.
\n
\n
How will SMART’s recommendations be tested?
\n
How will airlines know why a flight has been moved, slowed, or rerouted?
\n
And when demand exceeds capacity, who decides which flights absorb the pain?
\n
\n
The FAA is targeting initial SMART operations in fall 2026. Whether that date holds, and how transparent the safety and operational validation work becomes, will tell us more than the contract value alone.
\n
There is also a neat piece of connective tissue worth noting. ASI is the same company Joby has chosen to help prepare US airspace for scaled eVTOL operations. That puts ASI in an unusual position where it builds predictive airspace intelligence for both today’s airline network and tomorrow’s air-taxi market.
\n
\n
\n
Innovation #2: Amadeus tries to keep AI agents from melting airline pricing infrastructure
\n
Last month, we showed agents are learning to buy. The logical next question is what happens when those agents learn to shop.
\n
In early June, a user pointed Claude Code at Etihad Airways’ website and asked it to find a flight. The result was not one itinerary, or ten, or even a few hundred. The agent returned 881,076 fare options for a single trip, crawling dates, stopovers, and route combinations at a scale no human traveller would ever attempt manually.
\n
That is the uncomfortable economics behind agentic travel. Human search has always had a natural brake where people get tired, bored, distracted, or satisfied with “good enough.” AI agents do not. They can run comparison shopping around the clock, across dates, routes, fare families, points of sale, connection options, and ancillary combinations, while the systems answering those requests absorb the cost.
\n
This is exactly the pressure point our CCDO, Jeremy Burke, mapped in our recent Look-to-Book primer. Flight search has moved from a human clickstream to machine demand.
\n
\n
In the early online era, the industry settled around roughly 100 to 200 searches per ticket sold.
\n
Today, we estimate the figure is closer to 10,000 to 20,000.
\n
In the agentic era, Amadeus and Sabre have both pointed to a possible future of up to 200,000 searches per ticket sold
\n
\n
\n
Decius Valmorbida, president of travel at Amadeus, calls this the “infinite search” problem. His answer is not another chatbot, another booking widget, or another commercial agreement telling agents to behave better. The proposed fix is architectural: stop answering every agent query live. Amadeus says its systems already handle around 150,000 transactions per second, but even at that scale, the agentic search pattern forces a different design logic.
\n
Here’s how it works:
\n
Instead of sending every AI-generated shopping request on a live round trip to an airline pricing engine, Amadeus wants to precompute a large share of likely answers in advance.
\n
\n
Common routes, date ranges, passenger combinations, and repeatable shopping patterns can be computed once, indexed, refreshed, and served quickly when an agent asks.
\n
This is the same basic “compute once, serve many times” logic that made the web scalable, but adapted to the far messier world of airline fares, where price, availability, rules, bundles, and personalisation all move constantly.
\n
Amadeus’ existing Instant Search product already uses precomputed booking results, cache refresh mechanisms, live availability checks, and sub-second responses.
\n
\n
The agentic shift is that this kind of infrastructure may now become central rather than optional. Amadeus has also been attacking the problem from the other side. Its Advanced Airline Profile filtering layer uses machine learning to block irrelevant or unactionable NDC search traffic before it reaches airline systems. Amadeus says early results reduced unproductive traffic by more than 70% in some cases, and Air France-KLM has publicly reported that the solution blocked the majority of irrelevant traffic to its system.
\n
\n
Why does this innovation stand out?
\n
First, because Look-to-Book is no longer just a conversion metric. It is becoming a unit-cost problem. When a search is cheap and a booking is valuable, the industry can tolerate a lot of looking. But when agents can generate hundreds of thousands of pricing calls without producing a single order, the economics break. Someone’s infrastructure answered those 881,076 Etihad queries. Someone paid for the compute. And unless the architecture changes, that cost will sit underneath every elegant AI travel interface.
\n
Second, because this is where AI travel moves from user experience into power structure. If agents become a major shopping interface, the question is not only which airline has the best fare. It is whose infrastructure decides what the agent can see, how quickly it can see it, and at what cost. A precomputed fare layer may make agentic search usable, but it also creates leverage for whoever owns the cache, the refresh logic, and the rules that decide when an answer is “good enough” to serve.
\n
That is why this connects so directly to our Look-to-Book thesis. In that piece, we argued that the industry is responding on two levels. The first approach makes the existing question cheaper to answer: what is the precise, bookable fare for this exact trip, right now? Amadeus sits here alongside other smart caching and filtering efforts. These are real engineering moves, and they matter. They make the current architecture work harder and waste less.
\n
But the second approach asks a deeper question: does every early-stage query really need a precise, bookable fare at all?
\n
Our view at OAG is that much of the exploratory phase should move toward indicative pricing where ranges, magnitudes, and directional price intelligence help travellers orient themselves before the full offer-management pipeline is triggered. That is the difference between making precision cheaper and moving precision to the point where it actually belongs.
\n
Which path will the future prioritise? The likely answer is not either-or.
\n
\n
Smart caching has an obvious role when a traveller is converging on a specific option and the industry still needs to return a precise, bookable fare quickly.
\n
Indicative pricing belongs earlier, when the traveller, or the traveller’s agent, is still trying to understand what is broadly possible.
\n
\n
A mature agentic travel architecture will probably need both.
\n
\n
Innovation #3: Southwest rebuilds its core for a cloud-and-agents era
\n
An agent can only be as useful as the systems it can reach.
\n
That has been the hidden thread running through this month’s Radar. While Air Space Intelligence is rebuilding the operating picture for airspace flow and Amadeus is trying to make fare data searchable at machine scale without overwhelming airline pricing infrastructure, Southwest brings the same logic inside the airline itself: if the core technology estate is brittle, slow to change, or trapped in on-premises complexity, AI can only ever sit on the surface.
\n
For Southwest, this is not an abstract infrastructure story. The airline’s 2022 holiday disruption showed how quickly operational complexity can overwhelm legacy processes and technology when the network falls out of position.
\n
Last month, Southwest named AWS its preferred cloud provider and set a target to move from a largely on-premises environment to a cloud-based, AI- and agent-enabled architecture by 2028, supporting more than 70,000 employees and 134 million customers a year.
\n
Here’s how it works:
\n
More than 2,700 Southwest developers are already using Kiro, AWS’s agentic coding service, to refactor legacy code, build features, automate testing, and generate cloud infrastructure. That work is focused on Southwest.com, the carrier’s largest and most critical customer-facing platform.
\n
Southwest is adopting an AI-driven development lifecycle, in which agents help move software forward while engineering teams guide, validate, and own the outcomes. The airline also plans to expand agentic capability across customer experience, operations, and software development, including tools such as Amazon Quick.
\n
Why does this innovation stand out?
\n
The instinct is to file this under cloud migration and move on. That instinct misses the point. The most interesting part is not that Southwest wants to be cloud-based by 2028; it is that agents are already inside the airline’s software factory today.
\n
We saw the opening chapter of this story when we covered Korean Air’s cloud overhaul in August 2025. There, the emphasis was on replacing legacy infrastructure and giving service agents better AI-enabled tools. Southwest’s version is broader, more central to the carrier, and more explicitly agent-native because it’s not just using AI on top of the airline, but using agents to help rebuild the airline underneath.
\n
\n
Wrapping up this month's radar
\n
Taken together, this month’s three stories suggest that airline tech is entering a less visible, but more consequential, phase. The next wave of AI will not be judged by how convincingly it chats, but by whether aviation’s underlying systems can absorb machine-speed demand, share trusted data, and change fast enough to keep up. That is why this edition has spent so much time below the interface and why we expect the infrastructure layer to become an even bigger part of the radar in the months ahead.
\n
That’s it for this edition.
\n
See you next month, where we will keep tracking the systems, standards, and data layers quietly deciding what the next era of airline technology can actually become.
\n
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Welcome back to the OAG Airline-Tech Innovation Radar, where each month we cut through the noise to spotlight three real-world launches that genuinely move the aviation industry forward.
Welcome back to the OAG Airline-Tech Innovation Radar, where each month we cut through the noise to spotlight three real-world launches that genuinely move the aviation industry forward.
Welcome back to the OAG Airline-Tech Innovation Radar, where each month we cut through the noise to spotlight three real-world launches that genuinely move the aviation industry forward.
Welcome back to the OAG Airline-Tech Innovation Radar, where each month we cut through the noise to spotlight three real-world launches that genuinely move the aviation industry forward.
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Welcome back to the OAG Airline-Tech Innovation Radar, where each month we cut through the noise to spotlight three real-world launches that genuinely move the aviation industry forward.
\n
Last month, in our edition AI Stops Talking and Starts Transacting, we watched conversational agents (finally) carry a traveller from inspiration to a paid ticket without leaving the chat. The interface, it seems, has grown up.
\n
But the past few weeks told a quieter, and arguably more consequential, story. The most important airline-tech developments did not happen on the booking screen at all. They happened deeper in the stack, specifically, in the system that keeps aircraft flowing through the world's busiest airspace, in the fare-distribution layer that determines what an AI agent is even allowed to see, and inside the core technology estate of a major carrier.
\n
As a company built on flight data and intelligence, we will admit a bias: we find the digital foundation is often more interesting than the façade. And following our recent critique of the industry’s “partial in, partial out” approach, one belief sits at the heart of our company thesis: there is no agentic future without a high-quality data backbone.
\n
Innovation #1: Air Space Intelligence rebuilds how US air traffic flows
\n
The US air traffic management system has long had a coordination problem disguised as a delay problem.
\n
\n
Airlines, operators, and the FAA are constantly trying to balance demand against capacity, but that balance depends on how quickly everyone can see the same operational picture around scheduled demand, filed flight plans, aircraft positions, weather constraints, airport capacity, and airspace bottlenecks.
\n
When those signals are fragmented or arrive too late (for example, in the case of flight irregularities), the system becomes reactive. Constraints are managed only after they have already begun to affect the network, making the available interventions more disruptive than necessary.
\n
\n
That is the layer the FAA is now trying to modernise.
\n
Two weeks ago, the FAA awarded Air Space Intelligence (ASI), the Boston-based aviation AI startup, a 12-year, $875 million contract to deploy two systems for the US National Airspace System: Flow Management Data and Services, or FMDS, and Strategic Management of Airspace, Routes, and Trajectories, better known as SMART.
\n
The decision matters not just because of the contract size, but because ASI beat much larger names, including Palantir and Thales, for one of the most consequential air traffic modernisation programmes in the US.
\n
Here’s how it works:
\n
\n
FMDS will replace the FAA’s legacy Traffic Flow Management System and become the new technological backbone of the FAA Air Traffic Control System Command Center. It brings together flight plans, airline schedules, real-time position updates, and capacity constraints to estimate current and anticipated traffic flows across the National Airspace System.
\n
SMART sits inside FMDS as the predictive layer. It uses data on airline schedules, weather, airport capacity, airspace conditions, and operational constraints to identify likely congestion before it turns into delay, helping the FAA, airlines, and other operators coordinate schedules, routes, and trajectories before aircraft depart.
\n
\n
The system is also designed to support more localised rerouting around severe weather and improve the live data exchange between the FAA and airspace users. ASI says the technology builds on its Flyways AI platform, which already supports live operations with major US airlines and the US Air Force.
\n
Why does this innovation stand out?
\n
Two things make this collaboration more special than a typical government IT contract.
\n
First, the scope. This is not a dashboard bolted onto the side of air traffic control. FMDS is intended to become the data backbone of the FAA Command Center, so the place where the national picture of demand, capacity, weather, schedules, and constraints is assembled and acted upon. In an industry where disruption often spreads because different actors are looking at different versions of operational reality, that shared picture is the product.
\n
Second, the choice of vendor. A defining piece of public aviation infrastructure has gone to a software-first, startup-like aviation AI company whose systems were already operating in commercial and defense environments. That is a meaningful signal. Aviation modernisation is no longer only about replacing hardware, screens, and telecoms. Increasingly, it is about whether proven commercial software can move into the institutional core of the air transport system.
\n
We have seen AI applied to air traffic control before, most notably when we covered Heathrow’s AIMEE system in December 2024. But the layer is different this time. AIMEE helps controllers interpret what is happening on and around one airport surface. FMDS and SMART aim to help coordinate traffic flow across an entire national airspace system.
\n
The caveat is important. This is not AI taking over air traffic control. The FAA’s own material makes clear that controllers remain responsible for keeping aircraft safely separated. The harder questions are about validation, governance, and decision rights.
\n
\n
How will SMART’s recommendations be tested?
\n
How will airlines know why a flight has been moved, slowed, or rerouted?
\n
And when demand exceeds capacity, who decides which flights absorb the pain?
\n
\n
The FAA is targeting initial SMART operations in fall 2026. Whether that date holds, and how transparent the safety and operational validation work becomes, will tell us more than the contract value alone.
\n
There is also a neat piece of connective tissue worth noting. ASI is the same company Joby has chosen to help prepare US airspace for scaled eVTOL operations. That puts ASI in an unusual position where it builds predictive airspace intelligence for both today’s airline network and tomorrow’s air-taxi market.
\n
\n
\n
Innovation #2: Amadeus tries to keep AI agents from melting airline pricing infrastructure
\n
Last month, we showed agents are learning to buy. The logical next question is what happens when those agents learn to shop.
\n
In early June, a user pointed Claude Code at Etihad Airways’ website and asked it to find a flight. The result was not one itinerary, or ten, or even a few hundred. The agent returned 881,076 fare options for a single trip, crawling dates, stopovers, and route combinations at a scale no human traveller would ever attempt manually.
\n
That is the uncomfortable economics behind agentic travel. Human search has always had a natural brake where people get tired, bored, distracted, or satisfied with “good enough.” AI agents do not. They can run comparison shopping around the clock, across dates, routes, fare families, points of sale, connection options, and ancillary combinations, while the systems answering those requests absorb the cost.
\n
This is exactly the pressure point our CCDO, Jeremy Burke, mapped in our recent Look-to-Book primer. Flight search has moved from a human clickstream to machine demand.
\n
\n
In the early online era, the industry settled around roughly 100 to 200 searches per ticket sold.
\n
Today, we estimate the figure is closer to 10,000 to 20,000.
\n
In the agentic era, Amadeus and Sabre have both pointed to a possible future of up to 200,000 searches per ticket sold
\n
\n
\n
Decius Valmorbida, president of travel at Amadeus, calls this the “infinite search” problem. His answer is not another chatbot, another booking widget, or another commercial agreement telling agents to behave better. The proposed fix is architectural: stop answering every agent query live. Amadeus says its systems already handle around 150,000 transactions per second, but even at that scale, the agentic search pattern forces a different design logic.
\n
Here’s how it works:
\n
Instead of sending every AI-generated shopping request on a live round trip to an airline pricing engine, Amadeus wants to precompute a large share of likely answers in advance.
\n
\n
Common routes, date ranges, passenger combinations, and repeatable shopping patterns can be computed once, indexed, refreshed, and served quickly when an agent asks.
\n
This is the same basic “compute once, serve many times” logic that made the web scalable, but adapted to the far messier world of airline fares, where price, availability, rules, bundles, and personalisation all move constantly.
\n
Amadeus’ existing Instant Search product already uses precomputed booking results, cache refresh mechanisms, live availability checks, and sub-second responses.
\n
\n
The agentic shift is that this kind of infrastructure may now become central rather than optional. Amadeus has also been attacking the problem from the other side. Its Advanced Airline Profile filtering layer uses machine learning to block irrelevant or unactionable NDC search traffic before it reaches airline systems. Amadeus says early results reduced unproductive traffic by more than 70% in some cases, and Air France-KLM has publicly reported that the solution blocked the majority of irrelevant traffic to its system.
\n
\n
Why does this innovation stand out?
\n
First, because Look-to-Book is no longer just a conversion metric. It is becoming a unit-cost problem. When a search is cheap and a booking is valuable, the industry can tolerate a lot of looking. But when agents can generate hundreds of thousands of pricing calls without producing a single order, the economics break. Someone’s infrastructure answered those 881,076 Etihad queries. Someone paid for the compute. And unless the architecture changes, that cost will sit underneath every elegant AI travel interface.
\n
Second, because this is where AI travel moves from user experience into power structure. If agents become a major shopping interface, the question is not only which airline has the best fare. It is whose infrastructure decides what the agent can see, how quickly it can see it, and at what cost. A precomputed fare layer may make agentic search usable, but it also creates leverage for whoever owns the cache, the refresh logic, and the rules that decide when an answer is “good enough” to serve.
\n
That is why this connects so directly to our Look-to-Book thesis. In that piece, we argued that the industry is responding on two levels. The first approach makes the existing question cheaper to answer: what is the precise, bookable fare for this exact trip, right now? Amadeus sits here alongside other smart caching and filtering efforts. These are real engineering moves, and they matter. They make the current architecture work harder and waste less.
\n
But the second approach asks a deeper question: does every early-stage query really need a precise, bookable fare at all?
\n
Our view at OAG is that much of the exploratory phase should move toward indicative pricing where ranges, magnitudes, and directional price intelligence help travellers orient themselves before the full offer-management pipeline is triggered. That is the difference between making precision cheaper and moving precision to the point where it actually belongs.
\n
Which path will the future prioritise? The likely answer is not either-or.
\n
\n
Smart caching has an obvious role when a traveller is converging on a specific option and the industry still needs to return a precise, bookable fare quickly.
\n
Indicative pricing belongs earlier, when the traveller, or the traveller’s agent, is still trying to understand what is broadly possible.
\n
\n
A mature agentic travel architecture will probably need both.
\n
\n
Innovation #3: Southwest rebuilds its core for a cloud-and-agents era
\n
An agent can only be as useful as the systems it can reach.
\n
That has been the hidden thread running through this month’s Radar. While Air Space Intelligence is rebuilding the operating picture for airspace flow and Amadeus is trying to make fare data searchable at machine scale without overwhelming airline pricing infrastructure, Southwest brings the same logic inside the airline itself: if the core technology estate is brittle, slow to change, or trapped in on-premises complexity, AI can only ever sit on the surface.
\n
For Southwest, this is not an abstract infrastructure story. The airline’s 2022 holiday disruption showed how quickly operational complexity can overwhelm legacy processes and technology when the network falls out of position.
\n
Last month, Southwest named AWS its preferred cloud provider and set a target to move from a largely on-premises environment to a cloud-based, AI- and agent-enabled architecture by 2028, supporting more than 70,000 employees and 134 million customers a year.
\n
Here’s how it works:
\n
More than 2,700 Southwest developers are already using Kiro, AWS’s agentic coding service, to refactor legacy code, build features, automate testing, and generate cloud infrastructure. That work is focused on Southwest.com, the carrier’s largest and most critical customer-facing platform.
\n
Southwest is adopting an AI-driven development lifecycle, in which agents help move software forward while engineering teams guide, validate, and own the outcomes. The airline also plans to expand agentic capability across customer experience, operations, and software development, including tools such as Amazon Quick.
\n
Why does this innovation stand out?
\n
The instinct is to file this under cloud migration and move on. That instinct misses the point. The most interesting part is not that Southwest wants to be cloud-based by 2028; it is that agents are already inside the airline’s software factory today.
\n
We saw the opening chapter of this story when we covered Korean Air’s cloud overhaul in August 2025. There, the emphasis was on replacing legacy infrastructure and giving service agents better AI-enabled tools. Southwest’s version is broader, more central to the carrier, and more explicitly agent-native because it’s not just using AI on top of the airline, but using agents to help rebuild the airline underneath.
\n
\n
Wrapping up this month's radar
\n
Taken together, this month’s three stories suggest that airline tech is entering a less visible, but more consequential, phase. The next wave of AI will not be judged by how convincingly it chats, but by whether aviation’s underlying systems can absorb machine-speed demand, share trusted data, and change fast enough to keep up. That is why this edition has spent so much time below the interface and why we expect the infrastructure layer to become an even bigger part of the radar in the months ahead.
\n
That’s it for this edition.
\n
See you next month, where we will keep tracking the systems, standards, and data layers quietly deciding what the next era of airline technology can actually become.
\n
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Rebecca Francosky (Director, Air Service Development, Hartsfield-Jackson Atlanta International Airport) to explore the upcoming summer season in capacity and frequency terms.
\n","post_body":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Rebecca Francosky (Director, Air Service Development, Hartsfield-Jackson Atlanta International Airport) to explore the upcoming summer season in capacity and frequency terms.
\n\n
Key takeaways from the discussion:
\n
\n
Geopolitical Impact: Geopolitical disruptions can cause airlines to rapidly restructure their networks. During the latest Middle East conflict, European carriers — including British Airways — shifted capacity away from the region, redirecting flights to India, South Africa, and transatlantic routes. What's notable is just how quickly airlines can make these pivots and then reverse them when conditions improve.
\n
Regional Capacity Trends: Summer capacity comparisons show a mixed global picture. North and West Africa are seeing strong growth, while Central America, Mexico, and Canada are declining. Europe is broadly flat, partly due to airlines reconfiguring aircraft toward premium seating, with nearly 50% of seats on some aircraft now in premium or premium economy.
\n
World Cup Influence: While the World Cup has drawn large crowds locally, many attendees appear to be driving rather than flying, limiting the expected boost to air capacity and demand.
\n
Spirit Airways Impact: Spirit's collapse has reshaped competitive dynamics, particularly in Fort Lauderdale, where JetBlue was competing directly with Spirit. Almost all of Spirit's routes have been picked up by other carriers, with only the most obscure and marginal routes remaining uncovered. However, markets like Atlanta are still around 500,000 passengers down.
\n
New Route Development: Delta is set to launch Atlanta to Riyadh in October, with a partnership with Riyadh Air already in place. There is some uncertainty about long-term US to Riyadh passenger demand, but optimism that the route will proceed as planned.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
","rss_summary":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Rebecca Francosky (Director, Air Service Development, Hartsfield-Jackson Atlanta International Airport) to explore the upcoming summer season in capacity and frequency terms.
\n","rss_body":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Rebecca Francosky (Director, Air Service Development, Hartsfield-Jackson Atlanta International Airport) to explore the upcoming summer season in capacity and frequency terms.
\n\n
Key takeaways from the discussion:
\n
\n
Geopolitical Impact: Geopolitical disruptions can cause airlines to rapidly restructure their networks. During the latest Middle East conflict, European carriers — including British Airways — shifted capacity away from the region, redirecting flights to India, South Africa, and transatlantic routes. What's notable is just how quickly airlines can make these pivots and then reverse them when conditions improve.
\n
Regional Capacity Trends: Summer capacity comparisons show a mixed global picture. North and West Africa are seeing strong growth, while Central America, Mexico, and Canada are declining. Europe is broadly flat, partly due to airlines reconfiguring aircraft toward premium seating, with nearly 50% of seats on some aircraft now in premium or premium economy.
\n
World Cup Influence: While the World Cup has drawn large crowds locally, many attendees appear to be driving rather than flying, limiting the expected boost to air capacity and demand.
\n
Spirit Airways Impact: Spirit's collapse has reshaped competitive dynamics, particularly in Fort Lauderdale, where JetBlue was competing directly with Spirit. Almost all of Spirit's routes have been picked up by other carriers, with only the most obscure and marginal routes remaining uncovered. However, markets like Atlanta are still around 500,000 passengers down.
\n
New Route Development: Delta is set to launch Atlanta to Riyadh in October, with a partnership with Riyadh Air already in place. There is some uncertainty about long-term US to Riyadh passenger demand, but optimism that the route will proceed as planned.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Rebecca Francosky (Director, Air Service Development, Hartsfield-Jackson Atlanta International Airport) to explore the upcoming summer season in capacity and frequency terms.
\n\n
Key takeaways from the discussion:
\n
\n
Geopolitical Impact: Geopolitical disruptions can cause airlines to rapidly restructure their networks. During the latest Middle East conflict, European carriers — including British Airways — shifted capacity away from the region, redirecting flights to India, South Africa, and transatlantic routes. What's notable is just how quickly airlines can make these pivots and then reverse them when conditions improve.
\n
Regional Capacity Trends: Summer capacity comparisons show a mixed global picture. North and West Africa are seeing strong growth, while Central America, Mexico, and Canada are declining. Europe is broadly flat, partly due to airlines reconfiguring aircraft toward premium seating, with nearly 50% of seats on some aircraft now in premium or premium economy.
\n
World Cup Influence: While the World Cup has drawn large crowds locally, many attendees appear to be driving rather than flying, limiting the expected boost to air capacity and demand.
\n
Spirit Airways Impact: Spirit's collapse has reshaped competitive dynamics, particularly in Fort Lauderdale, where JetBlue was competing directly with Spirit. Almost all of Spirit's routes have been picked up by other carriers, with only the most obscure and marginal routes remaining uncovered. However, markets like Atlanta are still around 500,000 passengers down.
\n
New Route Development: Delta is set to launch Atlanta to Riyadh in October, with a partnership with Riyadh Air already in place. There is some uncertainty about long-term US to Riyadh passenger demand, but optimism that the route will proceed as planned.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
","postBodyRss":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Rebecca Francosky (Director, Air Service Development, Hartsfield-Jackson Atlanta International Airport) to explore the upcoming summer season in capacity and frequency terms.
\n\n
Key takeaways from the discussion:
\n
\n
Geopolitical Impact: Geopolitical disruptions can cause airlines to rapidly restructure their networks. During the latest Middle East conflict, European carriers — including British Airways — shifted capacity away from the region, redirecting flights to India, South Africa, and transatlantic routes. What's notable is just how quickly airlines can make these pivots and then reverse them when conditions improve.
\n
Regional Capacity Trends: Summer capacity comparisons show a mixed global picture. North and West Africa are seeing strong growth, while Central America, Mexico, and Canada are declining. Europe is broadly flat, partly due to airlines reconfiguring aircraft toward premium seating, with nearly 50% of seats on some aircraft now in premium or premium economy.
\n
World Cup Influence: While the World Cup has drawn large crowds locally, many attendees appear to be driving rather than flying, limiting the expected boost to air capacity and demand.
\n
Spirit Airways Impact: Spirit's collapse has reshaped competitive dynamics, particularly in Fort Lauderdale, where JetBlue was competing directly with Spirit. Almost all of Spirit's routes have been picked up by other carriers, with only the most obscure and marginal routes remaining uncovered. However, markets like Atlanta are still around 500,000 passengers down.
\n
New Route Development: Delta is set to launch Atlanta to Riyadh in October, with a partnership with Riyadh Air already in place. There is some uncertainty about long-term US to Riyadh passenger demand, but optimism that the route will proceed as planned.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
","postEmailContent":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Rebecca Francosky (Director, Air Service Development, Hartsfield-Jackson Atlanta International Airport) to explore the upcoming summer season in capacity and frequency terms.
\n\n
Key takeaways from the discussion:
\n
\n
Geopolitical Impact: Geopolitical disruptions can cause airlines to rapidly restructure their networks. During the latest Middle East conflict, European carriers — including British Airways — shifted capacity away from the region, redirecting flights to India, South Africa, and transatlantic routes. What's notable is just how quickly airlines can make these pivots and then reverse them when conditions improve.
\n
Regional Capacity Trends: Summer capacity comparisons show a mixed global picture. North and West Africa are seeing strong growth, while Central America, Mexico, and Canada are declining. Europe is broadly flat, partly due to airlines reconfiguring aircraft toward premium seating, with nearly 50% of seats on some aircraft now in premium or premium economy.
\n
World Cup Influence: While the World Cup has drawn large crowds locally, many attendees appear to be driving rather than flying, limiting the expected boost to air capacity and demand.
\n
Spirit Airways Impact: Spirit's collapse has reshaped competitive dynamics, particularly in Fort Lauderdale, where JetBlue was competing directly with Spirit. Almost all of Spirit's routes have been picked up by other carriers, with only the most obscure and marginal routes remaining uncovered. However, markets like Atlanta are still around 500,000 passengers down.
\n
New Route Development: Delta is set to launch Atlanta to Riyadh in October, with a partnership with Riyadh Air already in place. There is some uncertainty about long-term US to Riyadh passenger demand, but optimism that the route will proceed as planned.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Rebecca Francosky (Director, Air Service Development, Hartsfield-Jackson Atlanta International Airport) to explore the upcoming summer season in capacity and frequency terms.
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Rebecca Francosky (Director, Air Service Development, Hartsfield-Jackson Atlanta International Airport) to explore the upcoming summer season in capacity and frequency terms.
\n\n
Key takeaways from the discussion:
\n
\n
Geopolitical Impact: Geopolitical disruptions can cause airlines to rapidly restructure their networks. During the latest Middle East conflict, European carriers — including British Airways — shifted capacity away from the region, redirecting flights to India, South Africa, and transatlantic routes. What's notable is just how quickly airlines can make these pivots and then reverse them when conditions improve.
\n
Regional Capacity Trends: Summer capacity comparisons show a mixed global picture. North and West Africa are seeing strong growth, while Central America, Mexico, and Canada are declining. Europe is broadly flat, partly due to airlines reconfiguring aircraft toward premium seating, with nearly 50% of seats on some aircraft now in premium or premium economy.
\n
World Cup Influence: While the World Cup has drawn large crowds locally, many attendees appear to be driving rather than flying, limiting the expected boost to air capacity and demand.
\n
Spirit Airways Impact: Spirit's collapse has reshaped competitive dynamics, particularly in Fort Lauderdale, where JetBlue was competing directly with Spirit. Almost all of Spirit's routes have been picked up by other carriers, with only the most obscure and marginal routes remaining uncovered. However, markets like Atlanta are still around 500,000 passengers down.
\n
New Route Development: Delta is set to launch Atlanta to Riyadh in October, with a partnership with Riyadh Air already in place. There is some uncertainty about long-term US to Riyadh passenger demand, but optimism that the route will proceed as planned.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Rebecca Francosky (Director, Air Service Development, Hartsfield-Jackson Atlanta International Airport) to explore the upcoming summer season in capacity and frequency terms.
\n","postSummaryRss":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Rebecca Francosky (Director, Air Service Development, Hartsfield-Jackson Atlanta International Airport) to explore the upcoming summer season in capacity and frequency terms.
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Rebecca Francosky (Director, Air Service Development, Hartsfield-Jackson Atlanta International Airport) to explore the upcoming summer season in capacity and frequency terms.
\n\n
Key takeaways from the discussion:
\n
\n
Geopolitical Impact: Geopolitical disruptions can cause airlines to rapidly restructure their networks. During the latest Middle East conflict, European carriers — including British Airways — shifted capacity away from the region, redirecting flights to India, South Africa, and transatlantic routes. What's notable is just how quickly airlines can make these pivots and then reverse them when conditions improve.
\n
Regional Capacity Trends: Summer capacity comparisons show a mixed global picture. North and West Africa are seeing strong growth, while Central America, Mexico, and Canada are declining. Europe is broadly flat, partly due to airlines reconfiguring aircraft toward premium seating, with nearly 50% of seats on some aircraft now in premium or premium economy.
\n
World Cup Influence: While the World Cup has drawn large crowds locally, many attendees appear to be driving rather than flying, limiting the expected boost to air capacity and demand.
\n
Spirit Airways Impact: Spirit's collapse has reshaped competitive dynamics, particularly in Fort Lauderdale, where JetBlue was competing directly with Spirit. Almost all of Spirit's routes have been picked up by other carriers, with only the most obscure and marginal routes remaining uncovered. However, markets like Atlanta are still around 500,000 passengers down.
\n
New Route Development: Delta is set to launch Atlanta to Riyadh in October, with a partnership with Riyadh Air already in place. There is some uncertainty about long-term US to Riyadh passenger demand, but optimism that the route will proceed as planned.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton were joined by Rebecca Francosky (Director, Air Service Development, Hartsfield-Jackson Atlanta International Airport) to explore the upcoming summer season in capacity and frequency terms.
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
\n\n
Key takeaways from the discussion:
\n
\n
Central Asia's aviation growth:Central Asia, despite being the smallest region in aviation terms, is the fastest-growing. The region is witnessing rapid market growth, driven primarily by Kazakhstan and Uzbekistan.
\n
Emerging market dynamics: Central Asia is experiencing a shift with a rapidly growing population and increasing GDP, which are positively influencing the aviation market. However, there is a need for structural changes and market liberalisation to sustain growth.
\n
Market dependency: The region has a significant dependency on the Russian market, which poses a risk due to geopolitical instability. Diversification of markets is crucial for sustainable growth.
\n
Infrastructure and investment: There is substantial investment in aviation infrastructure, including new airports and fleet expansions, indicating a strong commitment to future growth.
\n
Future opportunities and challenges:Despite the challenges, there is optimism about the future due to strong fundamentals such as economic growth and tourism expansion. However, achieving this potential will require addressing regulatory issues and enhancing cross-sector collaboration.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
","rss_summary":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
\n","rss_body":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
\n\n
Key takeaways from the discussion:
\n
\n
Central Asia's aviation growth:Central Asia, despite being the smallest region in aviation terms, is the fastest-growing. The region is witnessing rapid market growth, driven primarily by Kazakhstan and Uzbekistan.
\n
Emerging market dynamics: Central Asia is experiencing a shift with a rapidly growing population and increasing GDP, which are positively influencing the aviation market. However, there is a need for structural changes and market liberalisation to sustain growth.
\n
Market dependency: The region has a significant dependency on the Russian market, which poses a risk due to geopolitical instability. Diversification of markets is crucial for sustainable growth.
\n
Infrastructure and investment: There is substantial investment in aviation infrastructure, including new airports and fleet expansions, indicating a strong commitment to future growth.
\n
Future opportunities and challenges:Despite the challenges, there is optimism about the future due to strong fundamentals such as economic growth and tourism expansion. However, achieving this potential will require addressing regulatory issues and enhancing cross-sector collaboration.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
\n\n
Key takeaways from the discussion:
\n
\n
Central Asia's aviation growth:Central Asia, despite being the smallest region in aviation terms, is the fastest-growing. The region is witnessing rapid market growth, driven primarily by Kazakhstan and Uzbekistan.
\n
Emerging market dynamics: Central Asia is experiencing a shift with a rapidly growing population and increasing GDP, which are positively influencing the aviation market. However, there is a need for structural changes and market liberalisation to sustain growth.
\n
Market dependency: The region has a significant dependency on the Russian market, which poses a risk due to geopolitical instability. Diversification of markets is crucial for sustainable growth.
\n
Infrastructure and investment: There is substantial investment in aviation infrastructure, including new airports and fleet expansions, indicating a strong commitment to future growth.
\n
Future opportunities and challenges:Despite the challenges, there is optimism about the future due to strong fundamentals such as economic growth and tourism expansion. However, achieving this potential will require addressing regulatory issues and enhancing cross-sector collaboration.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
","postBodyRss":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
\n\n
Key takeaways from the discussion:
\n
\n
Central Asia's aviation growth:Central Asia, despite being the smallest region in aviation terms, is the fastest-growing. The region is witnessing rapid market growth, driven primarily by Kazakhstan and Uzbekistan.
\n
Emerging market dynamics: Central Asia is experiencing a shift with a rapidly growing population and increasing GDP, which are positively influencing the aviation market. However, there is a need for structural changes and market liberalisation to sustain growth.
\n
Market dependency: The region has a significant dependency on the Russian market, which poses a risk due to geopolitical instability. Diversification of markets is crucial for sustainable growth.
\n
Infrastructure and investment: There is substantial investment in aviation infrastructure, including new airports and fleet expansions, indicating a strong commitment to future growth.
\n
Future opportunities and challenges:Despite the challenges, there is optimism about the future due to strong fundamentals such as economic growth and tourism expansion. However, achieving this potential will require addressing regulatory issues and enhancing cross-sector collaboration.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
","postEmailContent":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
\n\n
Key takeaways from the discussion:
\n
\n
Central Asia's aviation growth:Central Asia, despite being the smallest region in aviation terms, is the fastest-growing. The region is witnessing rapid market growth, driven primarily by Kazakhstan and Uzbekistan.
\n
Emerging market dynamics: Central Asia is experiencing a shift with a rapidly growing population and increasing GDP, which are positively influencing the aviation market. However, there is a need for structural changes and market liberalisation to sustain growth.
\n
Market dependency: The region has a significant dependency on the Russian market, which poses a risk due to geopolitical instability. Diversification of markets is crucial for sustainable growth.
\n
Infrastructure and investment: There is substantial investment in aviation infrastructure, including new airports and fleet expansions, indicating a strong commitment to future growth.
\n
Future opportunities and challenges:Despite the challenges, there is optimism about the future due to strong fundamentals such as economic growth and tourism expansion. However, achieving this potential will require addressing regulatory issues and enhancing cross-sector collaboration.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
\n\n
Key takeaways from the discussion:
\n
\n
Central Asia's aviation growth:Central Asia, despite being the smallest region in aviation terms, is the fastest-growing. The region is witnessing rapid market growth, driven primarily by Kazakhstan and Uzbekistan.
\n
Emerging market dynamics: Central Asia is experiencing a shift with a rapidly growing population and increasing GDP, which are positively influencing the aviation market. However, there is a need for structural changes and market liberalisation to sustain growth.
\n
Market dependency: The region has a significant dependency on the Russian market, which poses a risk due to geopolitical instability. Diversification of markets is crucial for sustainable growth.
\n
Infrastructure and investment: There is substantial investment in aviation infrastructure, including new airports and fleet expansions, indicating a strong commitment to future growth.
\n
Future opportunities and challenges:Despite the challenges, there is optimism about the future due to strong fundamentals such as economic growth and tourism expansion. However, achieving this potential will require addressing regulatory issues and enhancing cross-sector collaboration.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
\n","postSummaryRss":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
\n\n
Key takeaways from the discussion:
\n
\n
Central Asia's aviation growth:Central Asia, despite being the smallest region in aviation terms, is the fastest-growing. The region is witnessing rapid market growth, driven primarily by Kazakhstan and Uzbekistan.
\n
Emerging market dynamics: Central Asia is experiencing a shift with a rapidly growing population and increasing GDP, which are positively influencing the aviation market. However, there is a need for structural changes and market liberalisation to sustain growth.
\n
Market dependency: The region has a significant dependency on the Russian market, which poses a risk due to geopolitical instability. Diversification of markets is crucial for sustainable growth.
\n
Infrastructure and investment: There is substantial investment in aviation infrastructure, including new airports and fleet expansions, indicating a strong commitment to future growth.
\n
Future opportunities and challenges:Despite the challenges, there is optimism about the future due to strong fundamentals such as economic growth and tourism expansion. However, achieving this potential will require addressing regulatory issues and enhancing cross-sector collaboration.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
","rssSummary":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Dmitry Martynenko (Commercial Director, Samarkand International Airport) to explore the rapid growth of Central Asia’s aviation market, highlighting key capacity trends, emerging routes, and the airlines shaping the region’s expanding connectivity.
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Hannah Pearson (Pear Anderson) and Mark Souter (Chief Airline Marketing Officer, Aboitiz Infracapital Cebu Airport Corporation) to take stock of where Southeast Asia's aviation market stands heading into summer 2026 - looking at capacity trends, demand shifts, and the long-term growth outlook for the region.
\n","post_body":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Hannah Pearson (Pear Anderson) and Mark Souter (Chief Airline Marketing Officer, Aboitiz Infracapital Cebu Airport Corporation) to take stock of where Southeast Asia's aviation market stands heading into summer 2026 - looking at capacity trends, demand shifts, and the long-term growth outlook for the region.
\n\n
Key takeaways from the discussion:
\n
\n
ASEAN capacity is growing strongly this summer - International capacity is up across all major markets, with Malaysia leading at nearly 20% year-on-year, followed by the Philippines (+9.8%) and Vietnam (+9.2%).
\n
Domestic markets are in good shape - The Philippines and Thailand are seeing strong domestic growth, while Indonesia - the region's largest domestic market - has moved back into positive territory with 5.2% growth this summer.
\n
Travel patterns are shifting - Ongoing disruption to Middle East air routes is affecting how passengers connect between Southeast Asia and Europe. A Pear Anderson/ASEANTA survey found that 64% of Southeast Asian travel businesses expect demand to redirect toward regional travel within Southeast Asia as a result.
\n
The Philippines is a standout market - With LCCs forecast to hold 61% of capacity by 2026 and secondary airports like Angeles/Mabalacat and Tacloban posting strong growth, the Philippines continues to demonstrate sustained, broad-based expansion.
\n
Longer-term fundamentals remain positive - Despite near-term external pressures, the underlying growth drivers for Southeast Asian aviation - rising middle-class travel demand, improving connectivity, and strong intra-regional flows - remain intact.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
","rss_summary":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Hannah Pearson (Pear Anderson) and Mark Souter (Chief Airline Marketing Officer, Aboitiz Infracapital Cebu Airport Corporation) to take stock of where Southeast Asia's aviation market stands heading into summer 2026 - looking at capacity trends, demand shifts, and the long-term growth outlook for the region.
\n","rss_body":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Hannah Pearson (Pear Anderson) and Mark Souter (Chief Airline Marketing Officer, Aboitiz Infracapital Cebu Airport Corporation) to take stock of where Southeast Asia's aviation market stands heading into summer 2026 - looking at capacity trends, demand shifts, and the long-term growth outlook for the region.
\n\n
Key takeaways from the discussion:
\n
\n
ASEAN capacity is growing strongly this summer - International capacity is up across all major markets, with Malaysia leading at nearly 20% year-on-year, followed by the Philippines (+9.8%) and Vietnam (+9.2%).
\n
Domestic markets are in good shape - The Philippines and Thailand are seeing strong domestic growth, while Indonesia - the region's largest domestic market - has moved back into positive territory with 5.2% growth this summer.
\n
Travel patterns are shifting - Ongoing disruption to Middle East air routes is affecting how passengers connect between Southeast Asia and Europe. A Pear Anderson/ASEANTA survey found that 64% of Southeast Asian travel businesses expect demand to redirect toward regional travel within Southeast Asia as a result.
\n
The Philippines is a standout market - With LCCs forecast to hold 61% of capacity by 2026 and secondary airports like Angeles/Mabalacat and Tacloban posting strong growth, the Philippines continues to demonstrate sustained, broad-based expansion.
\n
Longer-term fundamentals remain positive - Despite near-term external pressures, the underlying growth drivers for Southeast Asian aviation - rising middle-class travel demand, improving connectivity, and strong intra-regional flows - remain intact.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Hannah Pearson (Pear Anderson) and Mark Souter (Chief Airline Marketing Officer, Aboitiz Infracapital Cebu Airport Corporation) to take stock of where Southeast Asia's aviation market stands heading into summer 2026 - looking at capacity trends, demand shifts, and the long-term growth outlook for the region.
\n\n
Key takeaways from the discussion:
\n
\n
ASEAN capacity is growing strongly this summer - International capacity is up across all major markets, with Malaysia leading at nearly 20% year-on-year, followed by the Philippines (+9.8%) and Vietnam (+9.2%).
\n
Domestic markets are in good shape - The Philippines and Thailand are seeing strong domestic growth, while Indonesia - the region's largest domestic market - has moved back into positive territory with 5.2% growth this summer.
\n
Travel patterns are shifting - Ongoing disruption to Middle East air routes is affecting how passengers connect between Southeast Asia and Europe. A Pear Anderson/ASEANTA survey found that 64% of Southeast Asian travel businesses expect demand to redirect toward regional travel within Southeast Asia as a result.
\n
The Philippines is a standout market - With LCCs forecast to hold 61% of capacity by 2026 and secondary airports like Angeles/Mabalacat and Tacloban posting strong growth, the Philippines continues to demonstrate sustained, broad-based expansion.
\n
Longer-term fundamentals remain positive - Despite near-term external pressures, the underlying growth drivers for Southeast Asian aviation - rising middle-class travel demand, improving connectivity, and strong intra-regional flows - remain intact.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
","postBodyRss":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Hannah Pearson (Pear Anderson) and Mark Souter (Chief Airline Marketing Officer, Aboitiz Infracapital Cebu Airport Corporation) to take stock of where Southeast Asia's aviation market stands heading into summer 2026 - looking at capacity trends, demand shifts, and the long-term growth outlook for the region.
\n\n
Key takeaways from the discussion:
\n
\n
ASEAN capacity is growing strongly this summer - International capacity is up across all major markets, with Malaysia leading at nearly 20% year-on-year, followed by the Philippines (+9.8%) and Vietnam (+9.2%).
\n
Domestic markets are in good shape - The Philippines and Thailand are seeing strong domestic growth, while Indonesia - the region's largest domestic market - has moved back into positive territory with 5.2% growth this summer.
\n
Travel patterns are shifting - Ongoing disruption to Middle East air routes is affecting how passengers connect between Southeast Asia and Europe. A Pear Anderson/ASEANTA survey found that 64% of Southeast Asian travel businesses expect demand to redirect toward regional travel within Southeast Asia as a result.
\n
The Philippines is a standout market - With LCCs forecast to hold 61% of capacity by 2026 and secondary airports like Angeles/Mabalacat and Tacloban posting strong growth, the Philippines continues to demonstrate sustained, broad-based expansion.
\n
Longer-term fundamentals remain positive - Despite near-term external pressures, the underlying growth drivers for Southeast Asian aviation - rising middle-class travel demand, improving connectivity, and strong intra-regional flows - remain intact.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
","postEmailContent":"
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Hannah Pearson (Pear Anderson) and Mark Souter (Chief Airline Marketing Officer, Aboitiz Infracapital Cebu Airport Corporation) to take stock of where Southeast Asia's aviation market stands heading into summer 2026 - looking at capacity trends, demand shifts, and the long-term growth outlook for the region.
\n\n
Key takeaways from the discussion:
\n
\n
ASEAN capacity is growing strongly this summer - International capacity is up across all major markets, with Malaysia leading at nearly 20% year-on-year, followed by the Philippines (+9.8%) and Vietnam (+9.2%).
\n
Domestic markets are in good shape - The Philippines and Thailand are seeing strong domestic growth, while Indonesia - the region's largest domestic market - has moved back into positive territory with 5.2% growth this summer.
\n
Travel patterns are shifting - Ongoing disruption to Middle East air routes is affecting how passengers connect between Southeast Asia and Europe. A Pear Anderson/ASEANTA survey found that 64% of Southeast Asian travel businesses expect demand to redirect toward regional travel within Southeast Asia as a result.
\n
The Philippines is a standout market - With LCCs forecast to hold 61% of capacity by 2026 and secondary airports like Angeles/Mabalacat and Tacloban posting strong growth, the Philippines continues to demonstrate sustained, broad-based expansion.
\n
Longer-term fundamentals remain positive - Despite near-term external pressures, the underlying growth drivers for Southeast Asian aviation - rising middle-class travel demand, improving connectivity, and strong intra-regional flows - remain intact.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Hannah Pearson (Pear Anderson) and Mark Souter (Chief Airline Marketing Officer, Aboitiz Infracapital Cebu Airport Corporation) to take stock of where Southeast Asia's aviation market stands heading into summer 2026 - looking at capacity trends, demand shifts, and the long-term growth outlook for the region.
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Hannah Pearson (Pear Anderson) and Mark Souter (Chief Airline Marketing Officer, Aboitiz Infracapital Cebu Airport Corporation) to take stock of where Southeast Asia's aviation market stands heading into summer 2026 - looking at capacity trends, demand shifts, and the long-term growth outlook for the region.
\n\n
Key takeaways from the discussion:
\n
\n
ASEAN capacity is growing strongly this summer - International capacity is up across all major markets, with Malaysia leading at nearly 20% year-on-year, followed by the Philippines (+9.8%) and Vietnam (+9.2%).
\n
Domestic markets are in good shape - The Philippines and Thailand are seeing strong domestic growth, while Indonesia - the region's largest domestic market - has moved back into positive territory with 5.2% growth this summer.
\n
Travel patterns are shifting - Ongoing disruption to Middle East air routes is affecting how passengers connect between Southeast Asia and Europe. A Pear Anderson/ASEANTA survey found that 64% of Southeast Asian travel businesses expect demand to redirect toward regional travel within Southeast Asia as a result.
\n
The Philippines is a standout market - With LCCs forecast to hold 61% of capacity by 2026 and secondary airports like Angeles/Mabalacat and Tacloban posting strong growth, the Philippines continues to demonstrate sustained, broad-based expansion.
\n
Longer-term fundamentals remain positive - Despite near-term external pressures, the underlying growth drivers for Southeast Asian aviation - rising middle-class travel demand, improving connectivity, and strong intra-regional flows - remain intact.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Hannah Pearson (Pear Anderson) and Mark Souter (Chief Airline Marketing Officer, Aboitiz Infracapital Cebu Airport Corporation) to take stock of where Southeast Asia's aviation market stands heading into summer 2026 - looking at capacity trends, demand shifts, and the long-term growth outlook for the region.
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Hannah Pearson (Pear Anderson) and Mark Souter (Chief Airline Marketing Officer, Aboitiz Infracapital Cebu Airport Corporation) to take stock of where Southeast Asia's aviation market stands heading into summer 2026 - looking at capacity trends, demand shifts, and the long-term growth outlook for the region.
\n\n
Key takeaways from the discussion:
\n
\n
ASEAN capacity is growing strongly this summer - International capacity is up across all major markets, with Malaysia leading at nearly 20% year-on-year, followed by the Philippines (+9.8%) and Vietnam (+9.2%).
\n
Domestic markets are in good shape - The Philippines and Thailand are seeing strong domestic growth, while Indonesia - the region's largest domestic market - has moved back into positive territory with 5.2% growth this summer.
\n
Travel patterns are shifting - Ongoing disruption to Middle East air routes is affecting how passengers connect between Southeast Asia and Europe. A Pear Anderson/ASEANTA survey found that 64% of Southeast Asian travel businesses expect demand to redirect toward regional travel within Southeast Asia as a result.
\n
The Philippines is a standout market - With LCCs forecast to hold 61% of capacity by 2026 and secondary airports like Angeles/Mabalacat and Tacloban posting strong growth, the Philippines continues to demonstrate sustained, broad-based expansion.
\n
Longer-term fundamentals remain positive - Despite near-term external pressures, the underlying growth drivers for Southeast Asian aviation - rising middle-class travel demand, improving connectivity, and strong intra-regional flows - remain intact.
\n
\n
Watch the full panel discussion below, and download the slide deck for the complete data.
\n
\n
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In this month's webinar, OAG Chief Analyst John Grant and Deirdre Fulton (MIDAS Aviation) were joined by Hannah Pearson (Pear Anderson) and Mark Souter (Chief Airline Marketing Officer, Aboitiz Infracapital Cebu Airport Corporation) to take stock of where Southeast Asia's aviation market stands heading into summer 2026 - looking at capacity trends, demand shifts, and the long-term growth outlook for the region.
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\n
John Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\n
John Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\n
John Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
\n
","postBodyRss":"
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\n
John Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
\n
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\n
John Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
Or search for OAG On Air on your preferred podcast provider! 🎧
\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\".
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Fasten your seat belt, sit back and tune in!
\n
You can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
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In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
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In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
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The real heart of aviation is the small regional carriers, like Pascan Aviation, that provide connectivity to small cities and make sure that commercial business can continue in those communities.
\n
Pascan Aviation have worked their way through the pandemic and are now seizing new opportunities as they expand out from Quebec. Listen to this podcast where Julian Roberts explains the difficulties and challenges faced by regional airlines and the importance of being the \"people's regional airline\".
\n
Fasten your seat belt, sit back and tune in!
\n
You can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
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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
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In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
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In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
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In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
\n\n
The real heart of aviation is the small regional carriers, like Pascan Aviation, that provide connectivity to small cities and make sure that commercial business can continue in those communities.
\n
Pascan Aviation have worked their way through the pandemic and are now seizing new opportunities as they expand out from Quebec. Listen to this podcast where Julian Roberts explains the difficulties and challenges faced by regional airlines and the importance of being the \"people's regional airline\".
\n
Fasten your seat belt, sit back and tune in!
\n
You can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
\n
\n
\n
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In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
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With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
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With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
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","rss_summary":"
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
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With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
Or search for OAG On Air on your preferred podcast provider! 🎧
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With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
Or search for OAG On Air on your preferred podcast provider! 🎧
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","postBodyRss":"
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
Or search for OAG On Air on your preferred podcast provider! 🎧
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With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
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With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
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With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
Or search for OAG On Air on your preferred podcast provider! 🎧
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With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
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On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
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On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
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Fasten your seat belt, sit back and tune in!
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Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\n","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.
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In fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
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We also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\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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