Professional Documents
Culture Documents
LUCRATIVE LEASING
Europes regional carriers find new business models Qatar Airways joins oneworld alliance
AVIANCAS
ASPIRATIONS Latin Americas newest power player
takes ight
change
Five years in the making and change has taken ight. Thanks to the collaboration of Bombardiers dedicated partners, suppliers, and employees, the CSeries aircraft is poised to bring meaningful change to the industry. Heres how: with 15% cash operating cost advantage, best-in-class cabin comfort, exceptional operational exibility and an unmatched environmental scorecard, the CSeries aircraft is the protable and responsible solution to take passenger experience to a new level. CSeries a new choice for a changed world.
Bombardier, CSeries, CS100 and The Evolution of Mobility are trademarks of Bombardier Inc. or its subsidiaries. All data and specications are estimates, subject to change in family strategy, branding, capacity, performance during the course of the design, manufacture and certication process. Performance has been estimated based on a 500 NM North American operating environment. 2013 Bombardier Inc. All rights reserved.
Volume 50 / Number 12
December 2013
This issue online www.atwonline.com/issue/December-2013
CONTENTS
20
27
On the Cover
20 AVIaNCaS aSPIRatIONS
By Aaron Karp
35
Three years after the Avianca-TACA merger, the airline is a force in Latin America.
Features
27 LUCRatIVE BUt RISKY
FLEET PLANNING By Robert Moorman
As the commercial airline business improves slowly, so does the leasing trade.
35 MaINtENaNCE INClUDED
By Henry Canaday
39
39 MaNaGING UNCERtaINtY
By Karen Walker
Lufthansa Groups approach to long-term fleet management is based on building in flexibility for good or bad times.
The European regional scene is all about adaptation and finding new business models.
By Victoria Moores
45 REGIONal ROUNDaBOUt
48 FIGHTING BACK
By Victoria Moores
45
48
Munich Airport is a dynamic hub with more than 220 destinations around the globe. Passengers enjoy the amazing 30-minute minimum connecting time and many other amenities that have made Munich Airport one of the best airports in Europe. Welcome to a prosperous business region, welcome to Munich Airport! munich-airport.com/brand
A i r Tr a n s p o r t Wo r l d
CONTENTS
A i r Tr a n s p o r t Wo r l d
9
A i r Tr a n s p o r t Wo r l d
12 14
16
51
59
5 EDITORIAL
DOJ blinked because it had to By Karen Walker
16 AnALYSIS
The New Southwest? As Southwest evolves, Spirit Airlines leads a new breed of US LCCs. By Aaron Karp
9 NeWSBRIeFS
SubScRIPTIOnS
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9 American, US Airways settle DOJ lawsuit 10 Final Airbus A350 XWB test aircraft enters FAL 11 Mexican LCC VivaAerobus orders 52 Airbus A320s 12 Delta posts $1.37 billion 3Q net profit; on pace for record year 13 Lufthansa Group 9-month net profit down 64.6% 14 15 Qatar Airways becomes first major Gulf carrier to join oneworld alliance Juneyao Airlines to launch Guangzhou-based LCC
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EDITORIAL
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or reasons that may never be publicly acknowledged, the US Department of Justice came dangerously close to being exposed as a crowd-pleaser with staggeringly little fundamental knowledge of antitrust law when it hovered on the brink of taking American Airlines and US Airways to trial over their merger proposal. In the end, DOJ blinked because it had to. It settled with the airlines, avoiding what surely would have been a public debacle for the government had the trial it sought gone to court. There never was an antitrust case. Certainly not in the made-for-public-consumption statements issued when DOJ filed its lawsuit in August to stop the merger, which largely focused on such things as ancillary fees, which although unpopular, do not constitute antitrust violations. Even for those who drank the antitrust Kool-Aid, there was a large and ominous hint to DOJs shaky legal foundation when it sought to postpone the court hearing until March 2014. If DOJs case was so strong, why delay? Perhaps because DOJmaybe even the White Housesought primarily to exploit this opportunity and score a popular anti-airline vote? Everyone loves to hate the airlines, right? There is only one rational explanation for the DOJ lawsuit, which is that Doug Parkers team may have pushed too hard and arrogantly against divesture of prime slots at Washington DC and New York airports. ATW does not know if this was the case, but American and US Airways must have known going into this merger proposal that slot give-ups would be part of the deala difficult but necessary and fair means to an end. And so the onus was on DOJ negotiators to strike that deal, not to fabricate an antitrust case. The only time such a lawsuit might have made sense was years ago, when the first and second US airline mega-mergers of Delta-Northwest
and United-Continental were proposed and which sailed through DOJ. This thirdand clearly finalmega-merger can only increase competition in an existing and approved consolidated market. Even the European Commission which has a natural tendency to paint any US corporate merger as anti-competitiveapproved the AA-US Airways deal, recognizing the consumer good it will bring to bear in the transatlantic market. By getting this close to a court hearing, the US government exposed two fundamental truths about its highly damaging attitude to the airline industry. First, it has one rule for other service and transportation industriesincluding hotels, restaurants and trainsand an entirely different rule for airlines. Second, the concept of the US airline industry being deregulated is laughable. Government has an important role in ensuring and regulating air transportation safety and consumer fairness, but it way overplays its hand when it micro-manages how airlines run their businesses. That is what DOJ attempted to do with American and US Airways. ATW has no interest in promoting one US mega-merged carrier over another, but there is clearly a strong competitive case for allowing the only un-aligned legacy major carriers to join forces and balance the marketplace. In competition, three is better than two. And while DOJ said it did not regard the merged Southwest-AirTran as a competitor to AA-US Airways, this was just another telltale sign of DOJs ignorance of the industry. In the US, which is the only market DOJ has jurisdiction over, Southwest is a huge and fiercely competitive rival. For American and US Airways, the hard work of fighting for its share of the market at a price it can afford is just beginning. But in a rare coup for the airline industry, the marketplace will decide if they are worthy of that trustnot the government.
atwonline.com | December 2013 | ATW 5
LEAP year
Were writing to confirm a date we made with our customers in 2008. The first LEAP engine began testing September 4, 2013. Right on schedule. Just like our last 21 engines. Adjust your calendars, weve made this a LEAP year. Go to cfmaeroengines.com
CFM International is a 50/50 joint company between Snecma (Safran) and GE.
MORE TO BELIEVE IN
Headed for record year For daily news stories, Enters final assembly linego to atwonline.com/dailynews
A350 XWB | 10
Qatar Airways | 14
Joins oneworld alliance
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US Airways and American Airlines tails Just 13 days before an antitrust trial was scheduled to start in a US federal court, American Airlines and US Airways settled with the US Department of Justice (DOJ) in November, agreeing with DOJ to divest slots and facilities at several airportsincluding 52 slot pairs at Washington National Airport (DCA)to enable the mega-merger of the two airlines to proceed. DOJ had filed a surprise antitrust lawsuit in August to stop the planned merger, but ultimately backed down and accepted a settlement the department said would enhance systemwide competition in the airline industry resulting in more choices and more competitive airfares for consumers. US Attorney General Eric Holder stated, This agreement has the potential to shift the landscape of the airline industry. By guaranteeing a bigger foothold for low-cost carriers at key US airports, this settlement ensures airline passengers will see more competition on nonstop and connecting routes throughout the country. The departments ultimate goal has remained steadfast throughout this processto ensure vigorous competition in airline travel. According to American and US Airways, the airlines have agreed to divest 52 slot pairs at DCA and 17 slot pairs at New York LaGuardia Airport (LGA). The airlines also will divest two gates and related support facilities at each of Boston Logan International Airport (BOS), Chicago OHare International Airport (ORD), Dallas Love Field (DAL), Los Angeles International Airport (LAX) and Miami International Airport (MIA). The divestitures will occur through a DOJ approved process following the completion of the merger, the airlines said. Despite the divestitures, the new American is still expected to generate more than $1 billion in annual net synergies beginning in 2015, as was estimated when the merger was announced in February [2013]. The divestures were necessary to get on with the merger, American chairman, president and CEO Tom Horton told ATW during a conference call with journalists. The impact of those divestitures is mostly going to be regional flying to small markets, Horton said, adding that the overall network strength of the combined US Airways-American and the mergers value are very much intact. Even at DCA, the new American will have more flying than US Airways does now, where it is the largest carrier, according to Horton. Though the airlines were disappointed by the DOJ lawsuit attempting to block the merger, We think weve made
NEWSBRIEFS
Airbus
MSN5, fifth and final A350 XWB test aircraft, enters final assembly line in Toulouse
Fifth and final Airbus A350 XWB test aircraft enters FAL
Airbus announced Nov. 4 that the fifth and final member of its A350 XWB flight test fleet, MSN5, is underway with the fuselage joining process. This follows the recent arrival of the three fuselage sections at the A350 XWB final assembly line in Toulouse, France. According to Airbus, MSN5 is the second of the A350 flight test aircraft that will feature a passenger cabin. This aircraft will fly for the first time in spring 2014 and will be used essentially to perform cabin-related flight tests. It will also participate in the early long flights where the passengers are Airbus employees. This allows the cabin and related systems to be submitted to near realistic operations in order to ensure a mature cabin at entry into service. In addition, MSN5 will carry out route proving flights to demonstrate to the certification authorities that the aircraft performs perfectly in airport operations, Airbus said. To date, the two A350 XWB test aircraftMSN1 and MSN3 have clocked more than 500 flight test hours in more than 100 test flights. The A350 XWB has won more than 760 firm orders from 39 customers worldwide. First delivery will be to Qatar Airways in the second half of 2014.
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Airbus
Airbus
Boeing
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Delta posts $1.37 billion 3Q net profit; on pace for record year
Delta Air Lines reported net income of $1.37 billion for the third quarter, up 31% over a net profit of $1.05 billion in the 2012 September period, on a 6% year-over-year rise in revenue to $10.49 billion. Deltas net profit through the first nine months of 2013 was $2.06 billion, more than doubling net income of $1 billion in the first three quarters of 2012, putting the Atlantabased airline pace to improve on 2012 full-year net income of $1.01 billion and 2011 full-year net income of $854 million. Delta president Ed Bastian cited a particularly strong [third-quarter revenue] performance in Atlanta, New York and London, adding, The revenue environment appears solid through the end of the year, including strong holiday bookings. The companys third-quarter expenses increased 4% yearover-year to $8.93 billion and quarterly operating profit was $1.56 billion, up 19% from operating income of $1.31 billion in the 2012 third quarter. Deltas consolidated thirdquarter traffic rose 2% yearover-year to 54.94 billion RPMs on a 3% lift in capacity to 63.89 billion ASMs, producing a load factor of 86%, down 0.4 point. Passenger yield increased 5% to 16.85 cents. The carriers mainline thirdquarter passenger revenue increased 8.2% year-over-year to $7.57 billion. Breaking down Deltas third-quarter mainline passenger revenue performance by region, the biggest improvement came in Latin America, where the carriers revenue rose 16% year-overyear to $548 million. Domestic revenue heightened 10.7% to $4.12 billion while transatlantic revenue lifted 9% to $1.85 billion. The one area that experienced a decline was transpacific, where passenger revenue fell 5% to $1.04 billion.
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increased 3.4% to 18.95 billion RPKs on a 4.8% lift in capacity to 21.14 billion ASKs, producing a load factor of 60.9%, down 0.8 point. Six-month international traffic rose 5.2%
to 15.09 billion RPKs on a 9.1% heightening of capacity to 20.18 billion ASKs, producing a load factor of 74.8%, down 2.8 points. ANA continues to see
growing demand for travel between North America and Asia, via [Tokyo] Narita, and has responded by enhancing its North American route network, ANA said.
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Qatar Airways becomes first major Gulf carrier to join oneworld alliance
Qatar Airways on Oct. 29 became the 13th member of oneworld and the first major Gulf carrier to join a global alliance. In a signing ceremony in Doha, Qatar Airways CEO Akbar Al Baker said oneworld membership is a win for the alliance, for Qatar and for the carriers customers. We are convinced that the time is right to join a global alliance group and oneworld is clearly the best, Al Baker said. Qatar, which is just 16 years old, adds 21 new cities to oneworld, bringing the alliances number of destinations to more than 900. It will increase oneworlds total RPKs by 3.3% and RPKs in the Middle East region by 90%. British Airways was the sponsor for Qatars membership and the induction process was completed within one year, the quickest ever. IAG CEO Willie Walsh said Qatars membership was without question the most significant and positive event in oneworld for a long time. Al Baker said that as a young carrier, he wanted to wait and be sure to select the best alliance for Qatar and the alliance for which Qatar could bring the most benefit. We wanted to be a part of a high-class alliance so when we were invited [to join oneworld] we very quickly accepted and we assured our oneworld partners that we will never fail them, he said. Qatars membership comes at an interesting time for oneworld and the major Gulf carriers. Qantas, a oneworld founding member, has formed a five-year alliance with Emirates. Airberlin joined oneworld March 2012 and has a strategic alliance with Etihad, which has a 29% stake in the German carrier. Oneworld CEO Bruce Ashby said that one of the reasons the alliance is now growing so fast is because it does not believe in preventing its members from forging their own bilateral relationships. Oneworld has adopted a flexible approach to bilateral relationships, he said. We believe that an alliance that prevents its customers from doing whats best for their business should go the way of the dinosaur.
Jet Airways Boeing 737-800 Indias Jet Airways reported a net loss of Rs8.91 billion ($145 million) for the quarter ended Sept. 30, widened from a net loss of Rs997 million in the year-ago period. The Mumbai-based carrier was hurt by depreciating currency, high fuel prices and a sluggish Indian market. Income from operations rose marginally to Rs37.88 billion in the quarter from Rs37.6 billion a year earlier, Jet Airways said,
Kurt Hoffman
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ANaLYSIS
re the USs new, fastgrowing ultra low-cost carriers (LCCs)in particular Spirit Airlines and Allegiant Airstealing customers from the godfather of LCCs, Southwest Airlines? ATW asked Spirit, Allegiant and Southwest in November at the Boyd Group International Aviation Forecast Summit in Baltimore about competition between the new LCCs and Southwest. Our biggest competitor is Amazon.com or Best Buy, Spirit CEO Ben Baldanza said. Allegiant VP-network affairs Lukas Johnson seconded, We actually dont really compete with anyone Were flying surplus, stimulate-able traffic that no one [including Southwest] is going after Were taking away traffic from Home Depot or taking people away from their couch. Southwest agrees. It appears that it is new customers entering the market [on Spirit and Allegiant] as opposed to [those carriers] stealing [from Southwest or other airlines]. Certainly they are bringing new customers into the market, Southwest VP and chief marketing officer Kevin Krone said. For much of its history, Southwest was the carrier targeting passengers who otherwise likely wouldnt fly. What catapulted Southwest to success was a very simple, one-size-fits-all product, Krone explained. But Southwest, founded in 1971, is now the USs largest domestic carrier and a big part of its business has become competing directly against legacy airlines such as American Airlines and Delta Air Lines for premium passengers. Today when you fly on Southwest Airlines, we offer you a lot of services, Krone said. Now we offer things like
16 ATW | December 2013 | atwonline.com
our business select premium product Weve had to be smarter and think about segmenting [passengers] a little differently. Southwest, he said, is selling a more segmented, thoughtful product offering compared to during its strong growth years of the 1980s and 1990s. Allegiants Johnson noted, Southwest has really cut out a lot of the short-haul flying [for which the carrier was once well known]. They decided they needed to start reaching out to more and more business clients. Southwest soon will embark on international expansion for the first time, initially by transferring AirTran-branded international flights to Southwestbranded flying in 2014. In late 2015, the Dallas-based LCC will open a new, $156 million international terminal at Houston Hobby Airport (financed by Southwest) to accommodate flights to the Caribbean, Mexico and northern South American cities. Krone acknowledged that beyondUS flying means the carrier will have to engage in a lot more complex operations than before.
It also means that Southwest now looks more like Delta than Spirit or Allegiant. In the past, youd never mix up Deltas and Southwests financial metrics, JP Morgan airline analyst Jamie Baker said. Today, the fact of the matter is Delta has better metrics in most categories Southwest seems to be going through somewhat of an identity crisis right now. Cheap Seats Spirit, which has become famous (or infamous) for packing passengers into its Airbus A320 family aircraft as tightly as possible and charging low base fares with fees added for nearly all services, doesnt shy away from what it is offering passengers. A cheap seat for a cheap ass, Baldanza joked. More seriously, he added, Were the Ryanair of North America, if you will. The reality is were seeing a growing acceptance of what we do. Customers are choosing to nickel and dime themselves Were actually very similar to the original Southwest. Were positioned where Southwest was in 1985 or so.
There are differences between the business models of Fort Lauderdale, Fla.-based Spirit and Las Vegas-based Allegiantthe formers fleet is comprised of leased, newer A320 family aircraft while the latters consists mostly of owned, aging MD-80sbut there are a number of commonalities. Both are consistently profitable, are operating at a cost level well below the rest of the US industry and are growing aggressively in a mature market in which most airlines, including Southwest, have barely grown for years aside from mergers. Spirit had a 20.3% operating margin in the 2013 third quarter and its September quarter traffic rose 27% year-over-year to 3.24 billion RPMs. Load factor was 89.1%. Spirit plans to continue the fast pace of growth going forward predicting a 15% capacity boost in 2014 over 2013 and an average annual capacity increase of 22% for the two-year period spanning 2014 and 2015. We feel good about our growth because we think there are a lot of places we can grow, Baldanza said, noting that Spirit currently has just a 1.2% share of the US market. The absorption rate for our kind of business model is much, much greater than we have today Ryanair has 11% of Europe. Why not the same [market share] in the US for ultra LCCs? Allegiant plans to grow capacity 13%-15% year-over-year for 2013 and 10%-14% in the first quarter of 2014. Johnson pointed out that Allegiants third quarter fuel-cost per passenger was $54, the same as Southwest even though Allegiant operates much less efficient aircraft. Really, really high load factors and high-density aircraft in a single configuration lead to a low per-passenger fuel cost, Johnson said. Spirits third-quarter per passenger fuel cost led the US industry at a mere $45. Perhaps most importantly, say Spirit and Allegiant, is not promising passengers anything more than a safe, cheap trip. When you survey customers and ask them what they care about, price is by far the number one thing, Baldanza said.
FROM ATWONLINE.COM
The 777X is a paper aircraft and the A350 will be here from next year [on the market] I like to choose a stable, robust aircraft.Japan Airlines chairman Masaru Onishi
www.rolls-royce.com
Aviancas
T
here were two moments in 2013 signaling Aviancas arrival as a formidable player in the global airline industry. The first came in June at the Paris Air Show, where the Colombian carriers first ATR 72-600emblazoned with Aviancas liverywas prominently displayed throughout the event. The airline formally took delivery of the aircraft in a champagne-soaked handover ceremony under sunny skies at Le Bourget. The second moment came in November in New York, where CEO Fabio Villegas and other members of Aviancas management team gathered on the oor of the New York Stock Exchange (NYSE) to mark the companys initial public oering (IPO) and the beginning of Aviancas stock trading on the NYSE. High-prole appearances covered by international media in places like Paris and New York werent even far-fetched dreams for the Bogota-based airline back in 2004, when Avianca was rescued from bankruptcy restructuring by Bolivian-born Brazilian entrepreneur
20 ATW | December 2013 | atwonline.com
Aspirations
Three years after the Avianca-TACA merger, the airline is a force in Latin America By Aaron Karp
atwonline.com | December 2013 | ATW 21
German Efromovich, whose involvement in aviation was then limited to his Rio de Janeiro-based Synergy Group conglomerate owning the small Brazilian regional carrier OceanAir. When it entered bankruptcy restructuring in March 2003 after years of heavy losses, Avianca was in default on aircraft payments and lessors were beginning to repossess aircraft. It was fast running out of money, holding less than $500,000 in cash on hand, according to Seabury Group, which served as the airlines nancial adviser during the reorganization. Little known in international aviation circles, Efromovich put together a $63 million bid for Avianca, winning out over a $60 million bid by Panamas Copa Airlinesa more signicant development than was understood at the time in 2004 and one that continues to shape the contours of the Latin American airline market. (Copa countered by acquiring AeroRepublica, the second largest carrier in Colombia after Avianca. That airline now operates as Copa aliate Copa Airlines Colombia.) Synergy became majority owners of Avianca in 2004 and assumed more than $200 million in debt. Efromovich then boldly predictedmostly to skeptic shrugsthat he would turn the loss-making Colombian ag carrier into an airline that would reach far beyond its borders and be one of Latin Americas top carriers. Three years after the merger of Avianca and El Sal22 ATW | December 2013 | atwonline.com
vadors Grupo TACA and nine years after the bankruptcy rescue, the Avianca Holdings parent company (about 70%-owned by Efromovichs Synergy Group) has a string of airlines, making it Latin Americas second biggest airline company after TAM and LAN Airlines parent LATAM Airlines Group. Brand unity In addition to Avianca, one of the worlds oldest airlines with roots dating back to 1919, and San Salvador-based TACA, Avianca Holdings also controls Costa Ricas LACSA, Taca Peru, Guatemalas Aviateca, Ecuadors Aerogal, Brazils OceanAir (a Synergy holdover), Taca de Honduras and Colombian freight carrier Tampa Cargo (now known as Avianca Cargo). What had been called AviancaTaca Holdings since the 2010 merger formally rebranded earlier this year to Avianca Holdings and announced its intention to integrate TACA and the other airline subsidiaries under a single brand, Avianca. OceanAir, for example, is now known as Avianca Brazil. When looked at as a unied brand, Avianca oers an extensive network that makes it a powerful competitor to LATAM. Our strategically located hubs in Bogota, Lima and San Salvador provide coverage of the domestic markets in Colombia, Peru and Central America, which is unique for a single airline, and support a broad international network connecting the Andean
Latin America is a developing area now and customers are expecting more from airlines.
Alexander Bialer, Avianca board member
Region, Central America, the Caribbean, North America and Europe, Avianca Holdings said in a ling with the US Securities and Exchange Commission (SEC) made in advance of its IPO. Our strong presence within the Andean region and Central America enables us to consolidate regional passenger trac in our hubs and provide connectivity to international destinations, making us a leader in terms of international air passengers carried from our home markets to both North America and South America. Avianca Holdings carriers operate more than 730 daily scheduled ights to over 100 destinations in Latin America, North America and Europe. Avianca joined Star Alliance in 2012, giving its passengers access to a global network comprised of 27 airlines. Avianca has formal codesharing arrangements with Aeromexico, United Airlines, US Airways, Air Canada, Iberia, Lufthansa, Satena and Sky Airline. Aviancas combined eet totals 151 aircraft, including six freighters. The passenger eet is dominated by 95 Airbus A320 family aircraft and the group carriers also have nine A330s, 12 Embraer E-190s and 29 turboprops in the fold. Avianca began taking delivery of ATR 72-600s, of which it has 15 on rm order, this year. Protable growth Growth has been steady. In the 11 months after the Avianca/TACA merger was nalized Feb. 1, 2010, the airline group operated 21.07 billion RPKs. In 2011, RPKs totaled 26.37 billion and, in 2012, grew another 10.2% to 29.07 billion. The growth is expected to continue with a robust order book of new aircraft coming on board over the next six years. In addition to the ATR 72-600s, it has 15 Boeing 787s, 37 A320ceo family aircraft and 33 A320neo family aircraft on order. The rst three 787s will arrive in 2014 and the last three of the 15 Dreamliners are slated for delivery in 2019. I think well continue to grow because all of the countries were serving are growing, Alexander Bialer, a member of the Avianca board of directors, told ATW at the ATR 72-600 handover ceremony in Paris.
Latin America is one of the fastest-growing air trac regions in the world and I think were playing our role and taking our share of it, and hopefully improving our share as we go. But theres room for everyone in this market. We just want to be focused on being seen as the airline of choice. He noted the decision to add ATR next-generation turboprops to its eet was driven by rising expectations among the passengers Avianca is targeting. We have been expanding the company over the last few years, he said. Latin America is a developing area now and customers are expecting more from airlines. So we have provided them with more comfort, more reliable service and more capacity [The ATR 72-600] is the perfect aircraft to serve all these [short-haul] markets that, because of distance, are inappropriate for a jet, yet people demand the comfort of a jet. One of Aviancas primary planks is providing premier customer service, which it believes can serve as a dierentiator in a region where top service is far from standard. Superior customer service is a
FACT FILE
2013 1st Half 2,223,100 138,000 147,506 11,924 18,858,000 14,995,000 79.5 654,000 375,000
2012 Full Year 4,269,656 280,898 38,257 22,425 36,545,000 29,072,000 79.6 1,198,000 748,000
2011 Full Year 3,794,428 202,383 99,876 19,909 33,136,000 26,368,000 79.6 1,087,000 695,000
FACT FILE
FACT FILE
cornerstone, Avianca said in the SEC ling. We believe we can dierentiate ourselves from our competitors by combining worldclass operating performance with a warm, Latin American service culture We also intend to leverage our LifeMiles frequent yer program to increase customer loyalty and attract new customers by providing top quality benets, including priority seat availability, check-in and baggage handling and VIP lounge access. Avianca Holdings has been protable since the merger, earning net income of $38.3 million in 2011 and $99.9 million in 2012. Net prot through the rst half of 2013 was $147.5 million. Revenue grew 12.7% year-over-year in 2012 to $4.27 billion. Revenue for the rst six months of 2013 totaled $2.22 billion. Avianca Holdings, which remains majority-controlled by Synergy Group, raised $409 million in the November IPO by oering 27.2 million shares priced at $15 each. Villegas said the funds will be put toward eet modernization, calling Avianca trading on the NYSE a key milestone in the [Avianca Holdings group of ] airlines consolidation and globalization process. We have no doubt that this capitalization will drive our intended modernization and growth plans, while simultaneously reassuring the reliability the investment community expects as a result of our companys value and strength. Future plans Avianca noted in its pre-IPO SEC ling that it has grown signicantly post-merger. We believe we have already achieved many revenue-enhancing synergies from the integration of Aviancas and Tacas networks, which was the initial focus of the combination, Avianca stated. We are now ready to implement a second stage of our integration plan focused primarily on achieving costoriented synergies from greater operating and administrative eciencies and economies of scale. Avianca will seek cost synergies by consolidating maintenance procedures across the regions we serve and optimizing our ight operations, increasing aircraft utilization through interchangeability of aircraft, better crew planning and more
ecient use of our regional hubs. We also intend to achieve synergies by unifying our IT platforms in nance, maintenance and operations. The company cites its position on the map as a big strength going forward. We have a leading presence in the Colombian domestic market and also in the market for international passenger service within the Andean region and Central America, a region with approximately 136million inhabitants as of Dec.31, 2012, and what we believe to be dynamic and growing economies, it said. Our passengers carried increased 27.4% in 2011 and 12.9% in 2012, outperforming Latin America average growth We believe our strong presence in the regions in which we operate positions us well to benet from economies of scale and grow from a position of strength. Avianca said it expects to add new destinations, routes and ight frequencies in Latin America to meet or stimulate demand for our services, in particular by adding new long-haul and other international destinations to be served from our Bogota and Lima hubs We also expect to continue to evaluate selectively additional growth opportunities through strategic alliances with other airlines as well as potential acquisitions and strategic opportunities that would complement our existing operations. The airline group is also planning to grow its cargo business. It now operates one Airbus A330F and ve Boeing 767Fs. Avianca has a signicant opportunity to increase our footprint in the cargo business by leveraging our leadership position in Colombia to grow in other Latin American markets, the company told prospective investors. We plan to enhance our competitiveness in the cargo sector by adding three new Airbus A330-200 freighters [by the end of 2013] dedicated exclusively to cargo transport. In addition, our modernized passenger eet will have greater cargo capacity and allow us to continue to earn incremental revenues by complementing our cargo routes with cargo transported in the bellies of our passenger ights. Edvaldo Pereira Lima contributed to this article.
FLEETS
Lucrative
By Robert W. Moorman
but Risky
As the commercial airline business improves slowly, so does the leasing trade
n improving economy worldwide, record orders for new commercial airliners, plus an emerging market for used equipment is for now improving the aircraft leasing business. But industry analysts worry about overcapacity of new aircraft with marginal airline growth expected in some areas for the foreseeable future. On the demand side, the developing economies are slow, but things appear to be getting better, Norman C.T. Liu, president and CEO of GE Capital Aviation Services (GECAS) said. On the emerging side, things are slower than before. GECAS has just under $50 billion in assets. Operating leases account for $35 billion roughly; debt nancing, $8 billion; and around $3 billion in spare engine leasing. One reason for the improving fortunes of leasing companies is the growth of operating leases, even among legacy airlines. For years, operating leases were
the nancing vehicle of choice for undercapitalized new starts. How much of a legacy airlines or lessors eet is on operating leases today depends largely on who you ask. Anywhere between 35% and 50% is what ATW is hearing. Operating leases represent about 40% of the [commercial aircraft] market and it is trending toward 50%, CIT Aerospace president Tony Diaz said. CIT had 161 commercial aircraft on order as of March 31, 2013, with deliveries scheduled through 2029. Legacy carriers in the US have not done a lot of operating leases historically, in part, because the capital markets are stronger in the US. That is still true in some cases, Diaz said, but major airlines like the exibility of operating leases, which dont appear as debt on the balance sheet. Operating leases are not a panacea, but they enable a carrier to grow without assuming more debt.
BOEING ANNOUNCED from the 2013 Paris Air Show that CIT Aerospace has placed an order for 30 737 MAX 8s.
If you want to grow at 8% per year, you can probably do pure equity purchases, but if you want to grow 15%-20%, youd better do some leasing, said John Feren, EVP Aviation Capital Group (ACG), the aircraft leasing arm of Pacic Life Insurance Co. ACG has over 250 owned and managed commercial aircraft leased to 90 airlines in 40 countries. In late October, the US 10-year lease rate stood at around 2.7%, which is higher than it was six months ago, but still a very good rate, said Steve Fortune, founder of Fortune Aviation, a commercial aircraft trading and leasing rm. The jet leasing business is strong thanks to a happy combination of eager customers and eager cash providers, said Richard Aboulaa, VP analysis at The Teal Group. Financiers have access to money at very lower rates, and there arent a lot of other great investment opportunities. Most of the growth in the leasing business is in blue chip narrowbodies, such as the Airbus A320/ A321 and Boeing 737-800, and will likely continue for the next generation A320neo and 737 MAX aircraft. Narrowbodies represent around 40% of GECAS eet value. Widebodies represent around 20% of GECAS leasing portfolio, Liu said. While operating leases are gaining in popularity among airlines, it is unlikely they will supplant debt nancing anytime soon. Some of my peers might say there is a massive shift to operating leasing, Liu said. I dont see that much change at major carriers, particularly with the
airlines availing themselves to the bond market. Others agree. The capital markets have come back very nicely, with the number of Enhanced Equipment Trust Certicate (EETC) transactions on the rise, Feren said. EETC transactions, in which a trust certicate is sold to investors to nance an aircraft purchase, had been the province of US major carriers. But now, a number of international airlines have done EETC transactions quite successfully, Feren said. Those companies include the International Airlines Groupparent of British Airways and IberiaAir Canada, Emirates and Virgin Atlantic Airways. Overcapacity Concerns The record number of orders for new equipment has lessors excited, but some industry analysts worry about aircraft overcapacity in light of some legacy carriers current strategy of shrinking capacity to maintain protability. Orders and deliveries are growing quite substantially, but I am not positive that the demand will be there, said Adam Pilarski, SVP at Avitas, an aviation consulting rm. Were already in a bubble environment. There are a number of potential problems on the macro level and, if they occur, it could cause the bubble to burst, he said. Aboulaa took another view. Despite the potential risk of overcapacity, jet nance returns are still higher than most other investment opportunities, Aboulaa said. This dynamic has
FLEETS
helped boost the jetliner market to a new peak, with a record level of transactions funded by third-party nanciers. Domestic capacity of Airlines for America (A4A) member airlines rose just .8% from January to September 2013 versus the same period in 2012, according to gures compiled by A4A. Capacity over the Atlantic and Pacic oceans dipped -1.7% and -0.8%, respectively, while Latin America rose 7.1%. For 2012, worldwide ASKs rose 4.2% over 2011 to 6.9 trillion, according to IATA. For North America (US and Canada), ASKs rose 0.5% to 1.77 trillion. Most lessors doubt there will be a surplus of white tails hanging about or put on the used market once the initial lease has expired. From the airline perspective, the orders seem sized sensibly, Liu said. For many network carriers, the orders will replace existing aircraft. In emerging markets, the new aircraft will support growth, he added. Another point: airlines seem more deliberate and conservative in their order patterns these days. The biggest thing that has changed is the balance between growth and replacement, Feren said. Diaz shares this view. The US airlines have been able to sustain protability because they have showed capacity discipline in controlling growth. Yet the overall pie of aircraft needed is still growing, primarily because of tremendous demand in Asia, China in particular, and India, he said. [Boeing announced in late October 2013 it had secured commitments for up to 200 MAX aircraft from numerous Chinese customers.] Ten years ago, 70% of the airline orders were for growth and 30% were to replace aircraft, Feren said. By 2008, the numbers were 60%/40%, respectively, and the replacement gures continue to rise. There is another factor that could help reduce the possibility of overcapacity of new commercial aircraft. Leasing companies have a tremendous amount of power within the aircraft manufacturing and sales market. They own a sizable portion of the backlog for Boeing and Airbus aircraft. Over 50% of the Boeing 737-800s and Aibus A320 family of aircraft are owned by leasing companies, according to ACG. Consequently, input from lessors will help balance scales to help prevent against over-ordering. But what could turn the leasing market onto a more traditional track of debt nancing over operating leases is for interest rates to spike and fuel prices to go down. Then you will see a shift of second and third-tiered carriers taking older aircraft again because they would lose the advantage of low-cost nancing and the better fuel economy of new airplanes, Fortune said.
New Opportunities Leasing companies have found revenue opportunities in the slightly used aircraft market. Some airlines are looking at used equipment as a bridge vehicle until their Neos and MAXs arrive, Liu said. So larger carriers are willing to have ve- to seven-year operating leases. Pockets of demand exist for this type of equipment, several lessors said.
SLOW FREIGHTERs
Steve Fortune is brief and blunt on the state of the freighter leasing business: There isnt one. The freighter market is in the worse shape I have ever seen it, said the founder of Fortune Aviation, which specializes in aircraft acquisition and passenger-to-freighter-conversion management. The number of widebody conversions is extremely small, he said. Many widebody aircraft are parked today, including various Boeing 747 models and Airbus A300s. Fortune cites the less-than-stellar world economy as the principal reason for the lack of freighter lift, which adversely affects leasing. Another problem for the all-freighter trade is that passenger airlines are putting additional, larger aircraft on long-haul routes. I think this is contributing to the glut in capacity, said Brandon Fried, executive director at the Airforwarders Association. The reality is that the passenger fleet is getting bigger and putting a dent in the all-freighter market. The passenger aircraft with ample belly cargo space include the Boeing 747-400s, 777s and 787 Dreamliners. The ultra-large Airbus A380 is not considered ideal for belly cargo, Fried said. The wing-box is so large that it constricts the belly cargo. The 787 is considered an ideal aircraft for carrying belly cargo on very long, thin routes, he added. On the narrowbody side, the picture is slightly better, Fortune said. A number of narrowbody aircraft, such as Boeing 757s and McDonnell Douglas MD-80s are being converted to freighters, but the numbers are smaller than in years past. Lease rates are steady for freighters, but higher than for passenger aircraft because freighters fly fewer hours per year. Fortune is working on financing an MD-80 freighter, which logs around 11,000 flight hours per year. Compare that to Delta Air Lines [passenger] MD-80s/90s, which record twice as much flight time annually, Fortune said. Robert W. Moorman
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1 4 1 1
%
The jet leasing business is strong, thanks to a happy combination of eager customers and eager cash providers.
Richard Aboulafia, VP analysis at The Teal Group
ILFCS FIRM contract for 50 additional Airbus A320neo Family aircraft announced at Paris increases its total firm neo order tally to 150.
Take the case of American Airlines. American has sold and leased back several of its new aircraft orders to leasing companies. Part of the reason was Americans desire to horde cash as it goes through a period of uncertainty. But American and other legacy carriers also like the exibility of operating leases, according to leaders of several leasing companies. If an airline is transitioning from one aircraft type to another, and wants to eliminate the residual risk, the carrier can engage in a sale-leaseback agreement and let the lessor absorb the risk. Southwest Airlines is another carrier that will engage in a sale-leaseback arrangement to achieve better eet management, Diaz said. Southwest will lease used aircraft to add capacity because it cant get new equipment from the aircraft manufacturer fast enough. It takes four- to ve-years lead-time to order and receive a new Boeing airliner, Diaz said. What were seeing is perfectly good 10-year-old A320s and 737s coming o lease because carriers are being oered new equipment by manufacturers at rates lower than the aircraft they were leasing presently, Fortune said, which further seeds the used aircraft leasing market. Financing vehicles Banks are starting to lend money for the acquisition of new aircraft. But there is a lack of nancing available for aircraft that are four and ve years old, Diaz said. And there is still the prevalent problem that banks dont understand the airline business.
Another new nancing vehicle is being oered. Doric Lease Corp., an asset management company, is attracting retail investors for nancing Airbus A380s. Doric has worked on a number of transactions in which investors buy a piece of an A380. The nancing vehicle remains untested, but lessors consider this a novel approach for airlines to secure nancing for their equipment. In conjunction with Nimrod, an investment fund specialist, Doric sold shares to investors, who get quarterly dividends tied to A380 lease revenues, providing the airlines pay. Once the A380 comes o lease, the investors get the proceeds when the A380s are sold. Not everyone is buying into this concept. A380 residual values are likely to be hugely disappointing to these investors, said Aboulaa. Doric is a nancial lessor, with little experience in remarketing aircraft. Theres no guarantee of any kind of secondary market, which would be devastating for a lessor. ATW could not reach Doric for comment on its new nancing vehicle. At the 2013 Paris Air Show, Doric announced an MOU to acquire 20 A380s in a deal valued at $8 billion. Airbus is projecting a need for 29,220 new passenger aircraft, according to its Global Market Forecast 2013-2032, a 4.7% growth per year. And Boeings forecast is equally rosy. If these projections are correct, lessors too will benet for many years to come, provided airlines balance capacity between growth and replacement.
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FLEETS
Maintenance
INClUdEd
ong-term support of engines costs far more than the initial purchase, and engine maintenance is the largest element in aircraft maintenance costs. Engine support options are a critical consideration in fleet planning. Engine manufacturers lead the way in oering maintenance and overhaul packages, charged per ight hour, commonly referred to as power-bythe-hour. These arrangements convert some xed infrastructure costs into variable costs per revenue-
earning ying. But they come at a price and must be examined against alternatives: all or partial in-house maintenance; ight-hour contracts with independent providers; and one-o repairs. Rolls-Royce pioneered power-by-hour support. GE Aviation, Snecma, CFM International and Pratt & Whitney oer similar deals, with more exibility. GE and Pratt have developed long-term support plans aimed at increasingly important leased aircraft and engines.
atwonline.com | December 2013 | ATW 35
Rolls-Royce head of customer marketing services Mark Kerr divides customers into those that manage and perform maintenance themselves and those that use providers to plan and deliver engine maintenance. Self-managers obtain Rolls foundation services, some free and some not. These include customer support, technical support and readiness planning. Self-managers also get operational support, technical knowledge and basic tools to manage eets. For example, self-managers get an Engine Management Program to create best-practice overhaul work-scopes. If they transmit Engine Health Monitoring data, they receive basic EHM service from Rolls OSyS unit to plan engine management and maintenance. They get online access to Aeromanager to order parts and request training or overhaul slots, plus service bulletins and airworthiness directives. And they get answers to technical queries, troubleshooting and technical solutions. Under TotalCare, Rolls absorbs all the costs and risks of engine management and maintenance, for which operators pay additional charges. Customers pay when engines y a xed rate per ying hour. TotalCare monitors and looks after engine condition and includes full EHM, deployed non-routine line maintenance, engine-shop maintenance and engine durability and reliability improvements. High TotalCare uptake About 90% of operators with Trent engines use TotalCare. Kerr expects the program will be as popular on newer engines. TotalCare allows operators to exploit Rolls engineering knowledge and eet-wide data. Kerr estimates it would take an airline 90 years to accumulate the ying hours Rolls monitors each year. One result: Customers with TotalCare have engines that stay on-wing longer, about 25%, than those choosing to self-manage. For engines on leased aircraft, Kerr says Rolls foundational services typically satisfy the lessor, and operators can add optional services, such as line replaceable unit (LRU) management, transportation, and non-dedicated spare engine service, to customize TotalCare for specic needs. As with Rolls, if an airline chooses to buy a GE engine without a maintenance package, it receives a minimum level of service, guarantees and warranties and access to GEs operating center. At overhaul time, it can choose any shop certied by regulators and licensed by GE. GEs OnPoint covers basic engine overhauls, including parts, labor, repairs, tests, eet management and remote diagnostics. OnPoint general manager Mahendra Nair said, customers can choose one or
36 ATW | December 2013 | atwonline.com
more of these services. The package can also include OnPoints maintenance cost per hour (MCPH) program, one- or two-way transportation, upfront or a la carte on-wing support, coverage of life limited parts, LRUs and foreign object damage. Customers that do overhauls in-house can also choose material-by-hour support, sending all or a portion of materials to GE for repair. Of 27,000 GE engines operating, 9,000 are under OnPoint and 80-85% of these are MCPH. These portions are increasing as CFM LEAP and GEnx
FLEETS
relatively small portion of the PML ight-hour charges monthly and then pays the rest at shopvisit time, accommodating a lessors preference to hold maintenance reserves. The base prices are xed up front by a table in the PML contract that takes into account operating conditions of each airline lessee: leg length, thrust ratings, ambient temperature and so forth. CFM can then sign an activation agreement with each airline lessee to authorize maintenance be performed under the PML agreement. CFM has already signed a master PML agreement with GE Capital Aviation Services and hopes to get a couple of airlines signed up under this contract by year end. It is in discussions with two other major aircraft leasing companies, plus engine lessor ELFC. Snecma also oers a exible set of rate-peright-hour contracts as well as Time & Materials support. Pratt & Whitneys primary oer is its eet management program (FMP) for airlines or leasing companies that want overhauls done in Pratts network, Pratt director of service programs Jim Pennito said. The manufacturer also oers materials management (MMP) to carriers that want to do overhaul disassembly, assembly and testing in their own shops. FMP and MMP, charged per hour, represent 95% of Pratts long-term support. FMP and MMP have been oered mostly for Pratt PW4000s and IAE V2500s, engines that customers plan to operate for a while. They cover half of ight hours own by PW4000s, evenly split between FMP and MMP, and 60% of V2500 hours, all FMP. For older JT8Ds, JT9Ds and PW2000s, Pratt oers material-repair agreements. Variations are allowed under FMP and MMP. Some customers pay monthly, others at time of shop visits. Agreements can cover dierent time periods or numbers of shop visits. engines are ordered. GEs support has worked slightly dierently for engines on leased aircraft, as eventual operators are not known at the time of sale, and operating conditions aect the ight-hour rate GE can charge. Brian Ovington, principal market manager for engine services, said GE has begun to oer lessors a product that integrates the interests of their lease contract with GEs OnPoint agreements made directly with airlines. CFM has also introduced a Portable Maintenance for Lessors (PML) program. The lessor pays a GTF support program Pratt oers FMP and MMP on geared turbofan engines, typically with a 15-year term. The programs have captured almost all of the 80% of GTF customers that are airlines, but not the 20% that are lessors. So, like GE, Pratt has been developing a program for leasing companies that puts operating conditions in a matrix and will adjust the hourly rate according to how engines are eventually own. Pennito says he is close to a deal on these terms with one leasing company.
atwonline.com | December 2013 | ATW 37
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FLEETS
MANAGING uncertainty
By Karen Walker
Lufthansa Groups approach to long-term fleet management is based on building in flexibility for good or bad times.
he head of Lufthansa Groups fleet management team takes a highly analytical approach to filling the future new aircraft requirements of the airlines that make up the Group. Looking out to 2025, Lufthansa has crunched all the numbers, calculated the best and worst case scenarios, and has planned for a fleet that will give the Group the most flexibility regardless of circumstance. Lufthansa Group EVP eet management Nico Buchholz told journalists in a New York brieng in November that the Groups strategy for new aircraft acquisitions is based on rm orders that will enable 3% growth through 2025. We see three scenarios of growth through that time1%, 3% or 5%, Buchholz said. Our basic scenario assumes a growth path of 3%, but at the same time we have the exibility to adapt if things go bad or good. So we have the exibility for 1% or 5%.
We can do that through either retiring more aircraft or doing more roll-over. More growth will be covered by new aircraft options and also keeping aircraft in service longer. We have a completely breathing production system through 2025. Lufthansa Group has 295 new aircraft on order for delivery between 2015 and 2025. They include four Airbus A380s, 25 A350s, three A330s, 15 Boeing 747-8s and 45 777s. Also in that total, valued at approximately 36 billion ($48.3 billion) at list prices, is a mix of Airbus A320s, Bombardier CSeries and Embraer E-195s. The goal is to have fewer aircraft types and a more homogenous eet structure across the Group, Buchholz said. He also pointed out that the key drivers for airlines in their eet choices have changed. Speed, range and size were the historic drivers of the industry, he said. Todays airline focuses on economic and
atwonline.com | December 2013 | ATW 39
FLEETS
ecologic awareness. You need low seat-mile costs and high performance. It is a much more complex and much more complicated market. Lufthansa Group focuses on having the best class cost position over the life cycle of the aircraft and continuous, sustainable aircraft procurement. Those are the two key topics for us. That focus on continuous, sustainable aircraft procurement was part of the reason behind Lufthansas decision to buy the CSeries jetliner. Buchholz said the CSeries order was part of Lufthansa Groups wider determination to maintain a competitive airframe OEM environment. We had a requirement in that market segment but we also knew that we would get a signicantly better product from Airbus and Boeing [if we bought the CSeries], he said. However, Buchholz also acknowledged he would like to see Bombardier log more CSeries sales. We are not worried yet, but we need to see it happen and we are focused a lot on the entry into service date for that, he said. So we want Bombardier to deliver [CSeries] -100s and -200s and to get a couple more sales. We think there is potential to stretch it further. Bombardiers maiden CSeries airliner ight was conducted from Montreal-Mirabel Sept. 16. First ight was originally planned for the end of 2012, but in November that year Bombardier announced a six-month postponement to the end of June 2013, citing delays in nal assembly of the aircraft. First Forward Thinking Beyond maintaining a competitive OEM landscape, however, Lufthansa Group focuses on life cycle costs and adaptability. We work to understand the merits of our aircraft over the long term. We play the what ifs?, which include what if fuel prices double? Load factors of 65% used to be good. Now, an airline with 65% load factors would be dead. So we get involved with the manufacturers very early on because once an aircraft is being produced you cant change much and you certainly cant change the big things, including life cycle costs. It becomes a bit like buying a car. The only way you can reduce your fuel burn is to lift your foot. Lufthansa has a unique quick-change policy for its aircraft cabins. It can shrink or grow its business class cabins in one day at its Frankfurt hub, enabling it to react rapidly to market changes. The system comes out of its Lufthansa Technik unit and it is important to Group operations, but its another factor in the emphasis on close and early talks with OEMs on new aircraft. It also requires a lot of forward thinking and sometime means spending more upfront for the right long-term costs. For example, the quick-change system is more dicult to accomplish and is less costeective if aircraft oors have to be reinforced before adding seats. We have to think forward and maybe put a dollar more in at the front to save in the future, Buchholz said. We also focus a lot of reliability. Every single unit has to work because otherwise you get disruption and that is costly. We have to evaluate all criteria, including ight performance and operating costs. Buchholz added that for Lufthansa, dispatch reliability is expected to be above 99%. In its eet procurement decisions, Lufthansa also factors in the knowledge that its customer products will probably change three times over the life of the aircraftanother reason why in-built exibility is important. We also look at engine exibility. Engine choice can be decisive for exibility, Buchholz said. With the A330 engine, two out of the three choices had the protability we needed. Even when there is no engine choice, there is choice because we can choose another aircraft. Buchholz also dismisses the idea that older aircraft are more expensive to operate. The technical reliability of our 747-400 eet has increased slightly over time and there is hardly any capital cost against them, he said. There is no dispatch reliability/age correlation. The -400 works very well on reliability. If you maintain them properly, there is no reason why they should not be a reliable operation.
Even when there is no engine choice, there is choice because we can choose another aircraft.
Airbus, its logo and the product names are registered trademarks.
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Personal space isnt any less personal on a twelve hour long-haul ight. Yet some aircraft manufacturers are dreaming about matching our economics by reducing the width of their standard economy class seat in many cases less than the seat width found on many commuter aircraft. This shouldnt be the standard for personal space. Thankfully, these days you have a choice. Demand the Airbus standard for personal space. With the 18 inch standard economy class seat on the A330 and A350 XWB and the 18.5 inch economy class seat offered standard on the A380, itll make a massive difference. So, the next time youre feeling squeezed on a plane, at least now youll know why: Its not you, its the seat.
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regional roundabout
The European regional scene is all about adaptation and finding new business models By Victoria Moores
ver the last 12 months there has been a shake-up among Europes regional carriers. SAS has sold Wideroe, Air France has created the amalgamated regional brand HOP! and put CityJet on the auction block, bmi regional has completed its first year as an independent, and UK regional Flybe has hit hard times. What is driving this change? SAS was forced to sell Norwegian regional Wideroe as a pure cash-generation exercise following its near-collapse late in 2012. It was a matter of survival. If we had been in a dierent nancial position, we wouldnt have gone down this path, but we need to demonstrate to the bank consortium that we can reduce our cost base and build cash quickly, SAS CEO Rickard Gustafson told ATW in February. A group of Norwegian investors has now acquired 80% of Wideroe and SAS is planning to divest the remaining 20% in 2016. This reluctant disposal formed part of SAS 4XNG plan, which is one of the many Restructuring Plan 2.0s being rolled out, placing regionals under further scrutiny. Similarly, Air France is demanding an 18% cost reduction from its regionals under its Transform 2015 program. Its three French regionalsBrit Air, Regional and Airlinairwere unied under the HOP! brand in March. They retained their individual air operators certicates (AOCs), but have essentially become fully owned wet-lease suppliers. HOP! provides the airlines with pooled-back oce functions and also has its own AOC so it can sell tickets under
its A5 designator. We needed to nd a solution to adapt our eet and labor [costs] to the real size of the market, HOP! EVP restructuring and strategy Philippe Micouleau told ATW in Salzburg. We are close to our objective of reducing our capacity and global costs. We just leave it to the management [of each airline]. They have to be protable while selling to us at a dened transfer price per ight hour. By creating HOP! Air France has dodged the thorny issue of integrating the diverging labor agreements, eets and bases of its regionals. It has also stripped out three veteran brands and turned them into production platforms. But is this enough? I respect where Air France is coming from, but this is a bit like trying to get an elephant to ballet dance, said Patrick Edmond, principal at strategic
atwonline.com | December 2013 | ATW 45
I respect where Air France is coming from, but this is a bit like trying to get an elephant to ballet dance.
Patrick Edmond, e2consult principal.
aviation advisory rm e2consult. If all you have is an elephant and you know youre going to have a ballet performance, you will do your best to teach the elephant to ballet dance, but that doesnt necessarily mean its going to be an elegant performance of Swan Lake. On one hand, you have the market saying is this too little, too late. On the other you have the Air France Group, which I greatly respect, but it is quite slow moving. I think HOP! is Air France and its subsidiaries moving pretty much as fast as they can at the moment. Things are also moving slowly for Air Frances Irish regional, CityJet, which was put up for sale last summer. Germanys Intro Group emerged as a likely buyer, although exclusive negotiations ended in September without a deal. That said, CityJet CEO Christine Ourmieres was seen speaking with Intro executives at the ERA General Assembly in October, indicating they could still be in the frame. I am hoping the sale will be concluded as soon as possible, for the team, and ahead of the 2014 summer season. I think the end of the calendar year could be possible, Ourmieres told ATW in Salzburg. Regional Independence While waiting news of its potential new owners,
46 ATW | December 2013 | atwonline.com
CityJet has reinvented itself as an independent carrier. From April 1, 2014, it will operate scheduled ights under its own WX code for the rst time since it was acquired by Air France. With guidance from consultancy rm Conztanze, Ourmieres is also overseeing the roll-out of new revenue management, accounting and departure control systems. This has been a fantastic opportunity to reinvent ourselves as we move out of the Air France cocoon, Ourmieres said. We have done it now so that by the [2014] summer season we can take a more independent approach to the market. CityJet is following a similar path to that of bmi regional, which became independent when bmis mainline business was acquired by British Airways. Last year was a bit of a haze of activity, bmi regional CEO Cathal OConnell told ATW. We had to create all of our infrastructure from scratch. It was like needing an engine change in ight. OConnell believes the secret to success as an independent regional lies in providing high-frequency links for the business market, taking passengers directly from A to C, avoiding a connecting hub. The biggest challenge is making sure regional carriers recognize what they are. You have to respect the operating economics of regional aircraft and nd ways
FLEETS
to compete with what your aircraft allows you to do that your competition cant. This gets to the heart of the regional model, serving niche business routes on a high-frequency, point-to-point basis when the total trac cannot justify a larger aircraft. However, successfully identifying these routes is a challenge. That is the sweet spot for regionals and it is complimented by hub feed, which regionals have a big part in. Those are the focus niches the regionals have to chase. The days when regional carriers were isolated from low-cost carrier driven market realities are over. A regional carrier cant charge 200 ($268) a seat on a market that is anywhere close to a low-cost carrier, charging fares from 30. Low-cost carriers have durably set price expectations. The value proposition for regionals, which was always a little bit challenging, is getting even more challenging, Edmond said. While regionals may not be able to match a lowcost carrier fare, business travelers will pay a premium to avoid an overnight stay, but this does not work for a low frequency, high price service. Getting home that evening is a real inuencer, said OConnell. Flybe restructures Demand-led pricing pressure means regionals are under increasing pressure to optimize their cost base,
so could someone step in to become the regional version of easyJet or Ryanair, akin to Azul in Brazil, setting up a country-agnostic brand and gaining the scale needed to oer low regional fares? Regional heavyweight Flybe is the only one to have come close, but recently it has demonstrated that scale is not a magic remedy. With its acquisition of BA Connect, coupled with an ambitious aircraft order book, Flybe became the poster child for regional low-cost operations. But this year it has been forced to cut 300 jobs, roll out a 35 million ($46.8 million) restructuring plan, sell its Gatwick slots and overhaul its senior management team. Flybe has had a bit of a stumble more recently and I hope and believe they will get their act together, Edmond said. My personal take at the moment is that if a meteorite were to wipe out 20 aircraft on ight line at Southampton, theyd probably open the champagne. They are just a little bit over-dimensioned at the moment. They could subsequently sell tickets to the crater as a tourist attraction. Flybe has set up a franchise operation for Finnair. Likewise, Aer Arann is franchise ying for Aer Lingus. Europes majors seem to be increasingly looking for franchise partners where the regional is willing to take on some of the risk. They need feed and this still hinges on a number of routes in Europe which only suit regional carriers, OConnell said. The model I see is an evolution where the regional carriers continue to take commercial risk, but they have a close feeder relationship with the network carrier that mitigates that risk. I was talking with one regional airline CEO and his comment was that the majors are desperate to have us feed them, Edmond said. That suggests to me there is scope for a little bit of negotiation on who takes the risk. If regionals are suering and closing down, its a risk for the European network carriers because if they cant get feed into their hubs, the giant sucking sound of passengers being sucked into the Middle East will just get louder. The ght for survival and cost containment is undoubtedly the common denominator linking all the changes the regional sector has seen over the last 12 months. It is undisputed that regionals play an essential role linking Europes regions and economies, but they also have to be sustainable in todays market place. Unfortunately regional airlines have to operate in the world we have, rather than the world they would like it to be. Virtue tends not to be lucrative, otherwise social workers would be paid more than bankers, Edmond noted.
atwonline.com | December 2013 | ATW 47
Rob Finlayson
interview:
Fighting Back
When Peter Davies joined Air Malta in March 2011, the airline was technically insolvent and in dire need of a rescue loan, which the European Commission had just approved. Drawing on his experience as CEO of UK regional Air Southwest, Caribbean Airlines and SN Brussels Airlines, Davies has already made significant headway in narrowing Air Maltas losses. by victoria moores
How is the turnaround progressing? We are half way through the restructuring plan and on track nancially, in terms of reducing the losses. For the year ending March 31, 2013, we had a 13 million [operating] loss ($17.5 million), the previous year was -30 million and the year before that was over -35 million, so we are headed in the right direction. We have achieved this by losing 500 people out of a sta of 1,300, changing really outdated processes and procedures, and weve got a new pricing policy in place. The rst half of this year is looking pretty good. Weve got some big hurdles to jump in the future and we have every condence that will be achieved. What are the main items that still need to be addressed? We need to start looking at the eet. Our leases begin to run out in 2016-19, so were in the process of deciding on our future network and that will determine the eet. We have ve A319s and ve A320s at the
48 ATW | December 2013 | atwonline.com
moment, but were talking to Airbus, Boeing, Bombardier and Embraer to see what the options are. At the moment the gauge is about right, but Malta and Air Malta have ambitions that might not necessarily be met by the type of aircraft we currently have. We are looking at larger aircraft because of distances and the sort of loads that we carry, but we are too small to have a mixed eet. However, if we grow, which is naturally what we want to do, then at some point a mixed eet becomes nancially justiable. I would say the range were looking at is 120- to 220-seat narrowbodies. You operate 10 Airbus A320 family aircraft now. How many aircraft do you see in the future Air Malta eet? If you take the total number of aircraft well need in three or four years time, with the sort of network I think we can build as a company, then youre looking at 18 to 21 aircraft. Our issue is that Malta is a very seasonal destination and you have to be very
ThE mESSaGE iS SimPLE: aS SOON aS wE GEt tO PROFit, wE aRE UNDER OUR OwN CONtROL, aND I CaNt wait FOR that tO haPPEN.
conscious of what you do with those aircraft during the winter. Ive got some good ideas about how you could use that equipment during that time. What are the timelines for the order? Weve been working on the network for some time now and we have started conversations with aircraft manufacturers over the last nine months, so we are some way into that process. Certainly by April next year well be in a position to make a recommendation to the board in terms of the short- and long-term view. Its then up to the shareholderthe governmentto decide how they want to go. Certainly by this time next year the company should be in a position where it knows what it is doing and will have started, if not concluded, negotiations. Some of these airplanes are not available until 2016, when our rst leases come up, so theres a two-step approach. As far as I am concerned you would be looking at [deliveries in] 2017, 2018 onwards. If theres a need to supplement our eet with aircraft that can give us immediate commercial advantage, then obviously well take those. We really cant aord to make a mistake, so we want to make sure we get it right and take our time. How do you see Air Maltas network developing? The EU-approved restructuring plan restricts how many ASKs we are allowed to operate until we break even. The message is simple: as soon as we get to prot, we are under our own control, and I cant wait for that to happen. Then we will become ambitious in terms of new routes. Weve just started ying to Algeria and we are looking at Egypt and Casablanca. I think there are some sub-Saharan Africa opportunities, too. Huge volumes of commodities that go into Chinese manufacturing come out of West Africa. Malta could therefore be a fantastic distribution and logistics point. Its not just about going north to people who want to go on holiday. We also ought to be able to sell Malta as a country [to] middle-income India, middle-income China, and other parts of Asia. There are millions of people who have the opportunity to y now, and therefore connections over the Middle East will become important for us, so were certainly looking at that. Your contract ends in six months. What have been your greatest successes and disappointments during your time with Air Malta? My own contract ends on March 31 and theres a number of interesting opportunities on the horizon Im looking at. I have achieved what I wanted to achieve, in terms of making sure we are on track with the business plan and nancially. I am particularly pleased we have created a new management team involving Maltese people and established Air Malta more rmly in the international market. We have initiated a cultural revolution in the company, which has gained some traction, but not enough as far as I am concerned. I still maintain that the biggest competitor to Air Malta is Air Malta. We need to get over this feeling internally that life owes us a living. This is a hard-nosed business and competitors are trying to get rid of us, so we have got to ght back. If you were king of aviation for one day, what would you change? I would create a law that allows us to operate as a business, lifting the rules and regulations that apply to aviation but not to other industries like the electronics industry. I think too many people still see airlines as instruments for raising taxes. Aviation has now replaced the tobacco industry. We are now seen as the [industry on which taxes should be raised], instead of cigarette smokers.
atwonline.com | December 2013 | ATW 49
November 2006
A Penton Publication
Order online now at www.ATWOnline.com Or complete the order form and mail or fax to: Penton Media 24653 Network Place Chicago, IL 60673 Fax: +1 913-514-3893 The ATW 2014 calendar features original photos, suitable for framing, of some of the worlds most fascinating classic aircraft including: de Havilland DH-104 Dove Channel Airways Avro York Dan-Air Nord 262 Lake Central 1049E Super Constellation Air India Douglas DC-7 Spantax McDonnell Douglas DC-9 Allegheny Douglas C-54 Air France British Aerospace 146 American Boeing 377 Stratocruiser Transocean Nihon Aircraft Manufacturing Company YS-11 ANA Tupolev TU-104 Aeroflot McDonnell Douglas DC-9-30 Southern Airways Convair 600 Texas International ADDITIONAL FEATURES INCLUDE: Descriptive text and history for each photo Key industry dates Roll out and first flight dates for historical aircraft Size: 14 x 10 (36 x 25cm) ORDER YOUR COPY TODAY!
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MAY DAY A AY Y 2014 S M T W T F 1 2 S 4 5 3 6 7 8 9 10 11 12 13 14 15 16 18 19 17 20 21 SpeedN 22 23 25 26 24 Aerosp ews 2nd Annual 27 28 ace Manufa 29 30 Confere cturing 31 nce, Charles Place Hotel, Charles ton April 1-2 ton, SC, Fokker 70 rst ight 1993
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TRENDSAircraft Values | 52
Deliveries | 53
Traffic | 54
TRENDS
1. July . 2. June *Includes RegionalairliNES operations. toP 20 REPORTING Source: ATW Research, direct airline reports.
RPKs (000) 278,283,650 265,557,347 192,941,000 187,398,292 155,954,721 140,475,896 131,697,000 124,714,590 110,344,000 106,659,200 91,233,380 89,155,924 88,512,000 81,962,000 77,981,794 77,939,709 76,985,220 71,465,800 48,108,000 47,683,000
1. January-September 2013. * Includes Regional operations. Source: ATW Research, direct airline reports.
2012 % CHG 650,574 815,067 275,847 79.1 24,283 2.7 1.6 1.7 0.9 0.9
AsIa-PaCIfIC RPKs (mil.) ASKs (mil.) Pass. (000) Pass. LF (%) FTKs (mil.)
Source: AAPA
2012 % CHG 578,676 740,607 154,983 78.1 43,984 4.8 4.2 5.5 0.5 -1.7
US * RPKs (mil.) ASKs (mil.) Pass. (000) Pass. LF (%) FTKs (mil.)
* January-July. Source: US DOT BTS.
2012 % CHG 778,756 943,035 433,000 82.6 52,686 1.7 0.8 0.4 0.7 -3.1
LatIN AMerICa RPKs (mil.) ASKs (mil.) Pass. (000) Pass. LF (%) FTKs (mil.)
Source: ALTA
2012 % CHG 169,042 221,199 111,530 76.4 3,555 7.1 6.0 6.2 0.8 4.2
TRENDS
US CONsuMer COMPlaiNts
sePteMBer 2013
Southwest ExpressJet Alaska Delta Mesa Endeavor * AirTran Hawaiian JetBlue American Eagle SkyWest Virgin America US Airways American United Frontier
TYPE
A319
OrDereD By
OHA CENTRE STREET AIRCRAFT HOLDCO
TOtal 1 6 52 35 6 7 1 2 4 31
8 10 5 20 1 2 42 5 6 1 2 1 5 10 20 1 2 3 289
AIRBUS AIRBUS
n.a.
EASYJET VIVAAEROBUS JETBLUE AIR CHINA CHINA EASTERN CHINA SOUTHERN HAINAN AIRLINES SAS JAPAN AIRLINES
SAS NORDIC AVIATION CAPITAL NORDIC AVIATION CAPITAL AEROLINEAS ARGENTINAS BOEING BUSINESS JET EL AL UNDISCLOSED KOREAN AIR KOREAN AIR KOREAN AIR UNDISCLOSED LUXAIR CDB LEASING CDB LEASING INDUSTRIAL BANK FINANCIAL LEASING AURIGNY AIRLINES BELAVIA AIR SEYCHELLES
2013 2012
11.27
0.0
0.5
1.0
1.5
2.0
2.5
3.0
Ranked by complaints per 100,000 passengers. Source: US DOT. * Endeavor Air, formerly Pinnacle Airlines, was ranked for the rst time in January 2013.
BOEING
AIRCRAFT VALUES
Aircraft ATR 42-300 ATR 42-500 ATR 72-200 ATR 72-500 DHC-8-300 DHC-8-Q400 Year Built 1992 2004 1992 2004 2000 2009 FBV @ 1.5% Inflation 2013* $2.5 $6.8 $3.5 $8.9 $7.3 $14.0 2018** $1.1 $4.4 $1.5 $5.9 $4.3 $9.7 2023** $0.1 $2.9 $0.1 $3.9 $2.6 $6.7 2028** $0.0 $1.5 $0.0 $2.1 $1.0 $4.3
BOEING BOEING BOEING BOEING BOEING BOEING BOMBARDIER BOMBARDIER BOMBARDIER COMAC EMBRAER EMBRAER VIKING Grand Total
Values assume half-life, half-time condition. * Current Market ValueMost likely trading price under current market, 2013=new conditions, rounded to nearest US$ million. ** Future Base Valuevalue in a balanced market, inated at 1.5% p.a., rounded to nearest US$ million. Source: AVITAS, Inc.
ASK (%)
4.8 6.7 2.1 4.8 11.5 1.5 4.3
PLF (%)
70.7 78.1 81.0 77.7 78.3 83.8 80.1
TRENDS
AIRCRAFT DELIVERIES
OCTOBER 2013
CURRENT OPERATOR
DELTA DELTA DELTA ALL NIPPON AIRWAYS AIR EUROPA SPICEJET GARUDA INDONESIA SHANGHAI AIRLINES THAI LION AIR THAI LION AIR CHINA SOUTHERN CHINA SOUTHERN JET AIRWAYS SHANDONG AIRLINES SHENZHEN AIRLINES HAINAN AIRLINES MALAYSIA AIRLINES QANTAS XIAMEN AIRLINES MALAYSIA AIRLINES FLYDUBAI COPA AIR CHINA AEROFLOT OKAY AIRWAYS SKYMARK AIRLINES CHINA EASTERN AIR CHINA EL AL ALASKA AIRLINES UTAIR UNITED AIRLINES UNITED AIRLINES ALASKA AIRLINES NIPPON CARGO AIRLINES AIR ASTANA FEDEX GARUDA INDONESIA GARUDA INDONESIA BRITISH AIRWAYS SAUDI ARABIAN THAI AIRWAYS Int'l. CATHAY PACIFIC AIRWAYS KENYA AIRWAYS EMIRATES ROYAL BRUNEI AIRLINES ROYAL BRUNEI AIRLINES CHINA SOUTHERN CHINA SOUTHERN AEROMEXICO AEROMEXICO AIR INDIA QATAR AIRWAYS LAN CHINA EASTERN CORPORATE OWNER AMERICAN AIRLINES AMERICAN AIRLINES CHINA WEST AIR JETSTAR HONG KONG AIR CHINA JETSTAR HONG KONG JETSTAR HONG KONG BRITISH AIRWAYS ETIHAD AIRWAYS VOLARIS
TYPE
MODEL
ENGINE
CFM56-7B27E CFM56-7B27E CFM56-7B27E CFM56-7B24/3 CFM56-7B CFM56-7B CFM56-7B CFM56-7B CFM56-7B CFM56-7B CFM56-7B CFM56-7B CFM56-7B24E CFM56-7B CFM56-7B CFM56-7B CFM56-7B CFM56-7B24E CFM56-7B CFM56-7B CFM56-7B27E CFM56-7B26E CFM56-7B CFM56-7B CFM56-7B CFM56-7B CFM56-7B CFM56-7B CFM56-7B CFM56-7B27E CFM56-7B CFM56-7B CFM56-7B27E CFM56-7B27E GEnx2B67B PW4060 CF6-80C2B6F GE90-115BL2 GE90-115BL2 GE90-115BL2 GE90-115BL2 GE90-115BL2 GE90-115BL2 GE90-115BL2 GE90-110B1 Trent 1000 Trent 1000 GEnx-1B64 GEnx-1B64 GEnx-1B70 GEnx-1B70 GEnx-1B67 GEnx-1B64 Trent 1000-A V2527M-A5 CFM56-5B7/3 CFM56-5B6/3 CFM56-5B6/3 CFM56-5B4/3 V2527-A5 CFM56-5B4/3 V2527-A5 V2527-A5 V2527-A5 V2527-A5 V2527E-A5
CURRENT OPERATOR
SILKAIR JETSTAR JAPAN TIANJIN AIRLINES LAN AIR FRANCE SPIRIT AIRLINES TIGERAIR THAI SMILE INDIGO GOAIR GOAIR THAI AIRASIA JETSTAR ASIA JETSTAR IBERIA EXPRESS LAN ETIHAD AIRWAYS VIETJET AIR CHINA EASTERN AIRASIA THAI SMILE INDIGO CHINA SOUTHERN JAZEERA AIRWAYS CHINA EASTERN ASIANA UTAIR JETBLUE AEROFLOT US AIRWAYS US AIRWAYS FINNAIR EVA AIR PHILIPPINE AIRLINES PHILIPPINE AIRLINES AVIANCA CARGO SAUDI ARABIAN US AIRWAYS PHILIPPINE AIRLINES DRAGONAIR AIR CHINA PHILIPPINE AIRLINES CHINA EASTERN BRITISH AIRWAYS THAI AIRWAYS Int'l. KOREAN AIR EMIRATES AZUL LINHAS AEREAS WINGS AIR FLYME JET TIME LIAT AVIANCA ENDEAVOR AIR ENDEAVOR AIR ENDEAVOR AIR MASWINGS HORIZON AIR WESTJET ENCORE DONGHAI AIRLINES CORPORATE OWNER AIR CHARTER SCOTLAND REPUBLIC AIRLINES REPUBLIC AIRLINES REPUBLIC AIRLINES JETBLUE
TYPE
MODEL
ENGINE
V2527E-A5 V2527-A5 CFM56-5B4/3 CFM56-5B4/3 CFM56-5B4/3 V2527-A5 V2527-A5 V2527-A5 V2527-A5 CFM56-5B4/3 CFM56-5B4/3 CFM56-5B6/3 V2527-A5 V2527-A5 CFM56-5B4/3 CFM56-5B4/3 V2527-A5 CFM56-5B4/3 V2527-A5 CFM56-5B6/3 V2527-A5 V2527-A5 V2527-A5 CFM56-5B4/3 V2533-A5 V2533-A5 CFM56-5B3/3 V2533-A5 CFM56-5B3/3 V2533-A5 V2533-A5 V2533-A5 CFM56-5B3/3 V2533-A5 V2533-A5 Trent 772B-60 Trent 772B-60 Trent 772B-60 Trent 772B-60 Trent 772B-60 Trent 772C-60 Trent 772B-60 Trent 772C-60 Trent 970-84 Trent 970-84 GP7270 GP7270 PW127M PW127M PW127M PW127M PW127M PW127M CF34-8C5 CF34-8C5 CF34-8C5 PT6A-34 PW150A PW150A AE 3007A2 AE 3007A2 AE 3007A2 CF34-8E CF34-8E CF34-8E CF34-10E6
737 900ER 737 900ER 737 900ER 737 800 737 800 737 800 737 800 737 800 737 900ER 737 900ER 737 800 737 800 737 800 737 800 737 800 737 800 737 800 737 800 737 800 737 800 737 800 737 800 737 700 737 800 737 800 737 800 737 800 737 800 737 900ER 737 900ER 737 800 737 900ER 737 900ER 737 900ER 747 8F 767 300ER 767 300F 777 300ER 777 300ER 777 300ER 777 300ER 777 300ER 777 300ER 777 300ER 777 200F 787 8 787 8 787 8 787 8 787 8 787 8 787 8 787 8 787 8 A319 100 A319 100CJ A319 100 A319 100 A320 200 A320 200 A320 200 A320 200 A320 200 A320 200 A320 200 A320 200
A320 200 A320 200 A320 200 A320 200 A320 200 A320 200 A320 200 A320 200 A320 200 A320 200 A320 200 A320 200 A320 200 A320 200 A320 200 A320 200 A320 200 A320 200 A320 200 A320 200 A320 200 A320 200 A320 200 A320 200 A321 200 A321 200 A321 200 A321 200 A321 200 A321 200 A321 200 A321 200 A321 200 A321 200 A321 200 A330 200F A330 300 A330 200 A330 300 A330 300 A330 200 A330 300 A330 200 A380 800 A380 800 A380 800 A380 800 ATR7 600 ATR7 600 ATR7 600 ATR7 600 ATR7 600 ATR7 600 CRJ9 900 CRJ9 900 CRJ9 900 DHC6 400 DHC8 400 DHC8 400 E135 135BJ E135 135BJ E135 135BJ E175 200LR E175 200LR E175 200LR E190 100AR
TRENDS
AFRICA
El Al Emirates Tunisair 5,906 32,298 2,875 58,451 8,736 32,708 77,480 28,612 12,459 35,830 2,763 14,895 894 9,276 -0.6 16.0 -4.4 7.4 -10.0 -0.8 6.6 14.6 28.8 1.9 2.6 3.8 2.9 1.2 13,808,000 155,954,721 4,057,961 106,659,200 20,718,000 47,267,664 124,714,590 42,795,995 34,586,700 81,962,000 4,452,400 71,465,800 933,434 12,885,000 3.7 16.7 -7.8 9.5 1.7 5.0 10.1 1.2 27.9 -1.9 6.4 3.2 -0.2 2.5 83.2 NA 70.2 81.7 84.1 66.0 80.3 66.8 80.8 76.0 69.3 79.2 NA 79.1 68,900 7,639,430 NA 3,676,000 NA NA 3,494,200 NA 1,471,400 NA NA 5,383,029 1,024 NA -2.0 12.9 NA 1.7 NA NA 3.0 NA 6.8 NA NA -5.4 -16.7 NA Sept. Sept. Sept. Sept. Sept. Sept. Oct. Sept. Sept. Sept. Oct. Oct. Oct. Oct.
Asia-Pacific
Air China Air New Zealand ANA China Southern Airlines Japan Airlines Malaysia Airlines Qantas Group Silkair Singapore Airlines
eUrope
Adria Airways Aer Lingus
Airberlin
Air France KLM Austrian Airlines British Airways 4 Brussels Airlines
27,709
66,245 9,643 NA 4,998
-5.8
1.2 -1.5 NA 1.0
42,378,300
192,941,000 15,029,000 110,344,000 8,293,830
-4.3
2.2 -2.3 3.4 5.5
85.5
84.2 78.9 81.9 70.0
NA
8,348,000 NA 3,825,000 139,886
NA
-5.2 NA -6.3 11.0
Oct.
Oct. Oct. Oct. Oct.
1,589 7,921
NA 65,254 NA 22,848 14,554
-8.0 6.4
NA 1.2 NA 1.0 0.7
1,184,294 21,260,800
35,245,000 131,697,000 NA 28,276,659 32,667,000
-8.2 7.0
-17.0 2.5 NA 5.0 4.0
69.3 80.6
79.7 79.6 NA 74.3 84.0
1,326 740,100
817,000 NA 7,219,000 4,661,731 1,285,000
-7.2 -4.3
-15.9 NA -0.8 11.0 2.9
Oct. Oct.
Oct. Oct. Oct. Oct. Oct.
40,597 8,243 NA
NA NA 8,940
24.0 13.7 NA
NA NA -0.4
23.7 16.5 NA
17.4 -9.3 4.1
NA NA NA
NA NA NA
NA NA NA
NA NA NA
Latin america
Copa Airlines Gol Grupo Aeromexico
55,279
7,337
4.1
21.8
88,512,000
11,867
3.3
18.2
80.6
83.2
3,663,000
NA
0.5
NA
Oct.
Oct.
NortH america
Air Canada Alaska Airlines Allegiant AMR Corp. 1 Delta 3 Frontier Airlines Hawaiian Airlines JetBlue Republic Airways SkyWest Inc. 2 Southwest Airlines NA 16,536 5,950 91,153 138,768 8,912 8,350 25,444 26,755 50,963 90,205 NA 6.8 5.8 0.9 -0.3 -1.0 6.0 5.4 4.0 3.6 -1.8 77,981,794 35,209,747 9,017,517 187,398,292 265,557,347 13,217,299 18,442,995 48,108,000 26,935,332 42,913,692 140,475,896 1.9 7.8 11.7 1.6 0.8 -8.0 14.0 6.7 -4.0 5.8 0.9 83.4 86.3 89.1 82.8 84.0 91.0 81.8 84.3 83.0 81.0 79.9 NA NA NA 2,187,795 2,862,178 NA NA NA NA NA NA NA NA NA 2.2 -1.9 NA NA NA NA NA NA Oct. Oct. Oct. Oct. Oct. Oct. Oct. Oct. Oct. Oct. Oct.
Spirit Airlines
United Airlines US Airways WestJet
NA
116,804 47,485 NA
NA
-1.5 4.6 NA
15,844,241
278,283,650 89,155,924 26,225,000
24.1
-0.6 5.3 7.4
86.8
83.8 85.2 81.9
NA
2,643,822 NA NA
NA
-12.3 NA NA
Oct.
Oct. Oct. Oct.
1. Combined American Eagle, Executive Airlines and American Connection. 2. Combined traffic for SkyWest Airlines, Atlantic Southeast Airlines and ExpressJet Airlines. 3. Includes Regional operations. 4. Subsidiary of IAG. To submit your airline traffic data to ATW, please contact Kathy Young at kathy.young@penton.com. For more airline traffic, visit ATWOnline, Data & Research. Source: ATW Research and direct airline reports.
TRENDS
Impact on the global airline industry's fuel bill this year: New fuel price average for 2013 Impact on 2013 fuel bill
Source: IATA
US Gulf Coast Kerosene-Type Jet Fuel Spot Price. Source: U.S. Energy Information Administration.
US MIsHANDLED BAGGAGE
SEPTEmbER 2013
US ONTImE PERFoRmANCE
sEPTEmbER 2013
Virgin America JetBlue Delta Endeavor * Frontier US Airways American Hawaiian Alaska United Mesa Southwest ExpressJet AirTran American Eagle SkyWest 0
n.a.
2013 2012
1.0
0.8
0.6
0.4
0.2
Hawaiian Delta Endeavor * n.a. US Airways Alaska AirTran Virgin America United Mesa American ExpressJet SkyWest JetBlue American Eagle Frontier Southwest
6
2013 2012
0.0
20
40
60
80
100
Ranked by reports per 1,000 passengers. Source: US DOT. * Endeavor Air, formerly Pinnacle Airlines, was ranked for the rst time in January 2013.
Ranked by % of arrivals ontime at all reported airports. Source: US DOT. * Formerly Pinnacle Airlines.
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Engine Alliance, LLC, a joint company of General Electric Co. and Pratt & Whitney
interview:
Team
Qatar Airways became the 13th airline to join oneworld in October, making it the first of the major Gulf carriers to join a global alliance. In a signing ceremony in Doha, Qatar Airways CEO Akbar Al Baker said oneworld membership was a win for the alliance, for Qatar and for the carriers customers. Qatar, which is just 16 years old, adds 21 new cities to oneworld, bringing the alliances number of destinations to more than 900. It will increase oneworlds total RPKs by 3.3% and RPKs in the Middle East region by 90%. British Airways was the sponsor for Qatars membership and the induction process was completed within one year, the quickest ever. IAG CEO Willie Walsh said Qatars membership was without question the most significant and positive event in oneworld for a long time. Qatars membership comes at an interesting time for oneworld and the major Gulf carriers. Qantas, a oneworld founding member, has formed a five-year alliance with Emirates. Airberlin joined oneworld March 2012 and has a strategic alliance with Etihad, which has a 29% stake in the German carrier. Karen Walker attended the oneworld event and recorded key comments by Al Baker to a group of journalists, delivering his unique combination of shrewd observation and sharp wit. What was Qatars thinking behind joining a global alliance and selecting oneworld?
We are convinced that the time is right to join a global alliance group and oneworld is clearly the best. We wanted to wait and be sure to select the best alliance for Qatar and the alliance for which Qatar could bring the most benet. It is a win for oneworld, for Qatar and particularly for our customers. It gives them a wider range of point-to-point connectivity. We wanted to be a part of a high-class alliance so when we were invited [to join oneworld] we very quickly accepted and we assured our oneworld partners that we will never fail them. right. We will place an order [at the Dubai Air Show in November], but I wont tell you what.
What about Qatars interest in the Boeing 78710, the largest version of the Dreamliner?
We are not interested. The size and economics of the -10 are very similar to the [Airbus] A350-9, plus it sits slightly over.
Qatar is the launch customer for the Airbus A350 with 80 A350s on order43 -900s and 37 -1000s. How condent are you on the rst delivery happening next year?
The rst A350 is contractually scheduled to be delivered in the second half of 2014. I think [Airbus] will surely
atwonline.com | December 2013 | ATW 59
Kurt Hofmann
Player
THeRe wiLL be aLLiaNceS KNocKiNg oN dooRS oF tHe GULF caRRieRS, bUt tHeY HaVe miSSed tHe beSt oNe.
deliver it at that time. They dont have any lithium batteries on their plane. The rst A380 is scheduled to be delivered in April 2014.
Do you see more partnerships between [British Airways parent] IAG and Qatar?
The alliance is exactly about serving its partners so that we complement each other and serve each others passengers and this will provide a huge expansion to the alliance.
So we have many synergies and we can work as a team. But we also compete. Its not an issue for us at all [what Emirates and Etihad do]. This is a global industry and you cannot isolate pockets of it. There is a saying: If you cannot beat them, join them.
Is the market large enough for three Gulf hubs and all its airline players?
The world population is growing and the middle-class populations are growing in places like India, Brazil and China. I was discounted when I relaunched Qatar in 1997, and one CEO said he had no time for an airline that had a goat for its logo. But that just showed his ignorance because our logo is the most beautiful antelope and we have outstripped him big time. There is room for all.
What is your observation on Emirates forging a ve-year alliance with oneworld founding member Qantas and the possible implications?
You never know. Maybe Emirates will one day join oneworld.
What about the rumors that you may soon retire as Qatar CEO?
I am a soldier of my government and as long as my ruler wants me to be here, I will be. There are people who would like Qatar Airways to disappear by spreading these rumors.
In 2014, Qatar Airways will host the IATA AGM in Doha. Are there particular issues you would like to see focused on at that meeting?
I am on the board of governors of IATA now and we have joined oneworld. I used to have to shout to be heard when I was on the outside, but now I will raise my issues internally. But at the AGM, we would like carriers that are part of IATA to stop criticizing other airlines and concentrate instead on making our business strategies as an industry. Its about eciencies and ineciencies; its not about Gulf carriers.
EmbraerCommercialAviation.com