Monthly Archives: April 2021

American Airlines reintroduces beverage service as customers return

American Airlines has made this announcement:

Starting May 1, American Airlines will reintroduce full beverage service in all domestic premium cabins. Starting June 1, beverage service, including canned drinks, juice and water, will begin in the main cabin.

The safety and well-being of customers and flight crew on board is a top priority for American. This has been the guiding strategy for bringing back more inflight services in a careful and thoughtful way to ensure flight attendants and customers feel safe and comfortable. American worked hand-in-hand with the Association of Professional Flight Attendants (APFA) and experts from Vanderbilt University Medical Center as part of American’s Travel Health Advisory Panel to determine to the safest way to carefully return the food and beverage program.

“American’s reintroduction of beverage service is a careful and informed process to ensure everyone on board feels safe and comfortable,” said Brady Byrnes, Vice President of Flight Service. “When customers fly with American, they are trusting us with their safety. We worked closely with the union that represents our flight attendants, the Association of Professional Flight Attendants, and medical experts on this process. Through our partnership, we collectively determined that the timing is right to bring back this service, and we can do so while continuing to give customers peace of mind.”

Feedback from flight attendants and customers will be closely considered as more food and beverage service is introduced incrementally.

Customers will also be reminded of face covering guidelines throughout their time traveling with American. In accordance with federal guidelines, American requires face coverings to be worn at all times at the airport and onboard the aircraft and can only be briefly removed while the customer is eating or drinking.

To make flying easier for customers as they return to the skies, American will continue to update the travel experience page on for customers to reference as they plan future travel, especially as American incrementally builds back its food and beverage program.

Domestic beverage service details:

Domestic Premium Cabin

  • Beginning May 1: Full complimentary beverage service, including alcohol, canned drinks, juice and water.

Domestic Main Cabin

  • Beverage service is currently provided on flights longer than 2,200 miles (approximately four hours or more).
  • Beginning June 1: Complimentary beverage service, including canned drinks, juice and water.
  • Later this summer: Full main cabin beverage service, including alcoholic beverage options, along with American’s popular buy-on-board food program.

United Airlines a first quarter 2021 net loss of $1.4 billion

United Airlines (UAL) today announced first-quarter 2021 financial results. The company has its eyes on the future, making continued progress on its commitment to remove $2 billion in structural costs and investing in key customer programs that will position the airline to capitalize on the recovery of business travel and long-haul international demand.

Following its return to positive core cash flow1 in the month of March, the company is focused on returning to positive adjusted earnings before interest, taxes, depreciation and amortization (EBITDA) margins, even if business and long-haul international demand remain as much as 70% below 2019 levels. United is already moving to capitalize on emerging pent-up demand for travel to countries where vaccinated travelers are welcome. In fact, the company announced new international flying to GreeceIceland and Croatia earlier today, subject to government approval. These opportunistic steps help position United to return to positive net income even if business and long-haul international demand only returns to about 35% below 2019 levels.

“The United team has now spent a year facing down the most disruptive crisis our industry has ever faced and because of their skill and dedication to our customers, we’re poised to emerge from this pandemic with a future that is brighter than ever,” said United Airlines CEO Scott Kirby. “We’ve shifted our focus to the next milestone on the horizon and now see a clear path to profitability. We’re encouraged by the strong evidence of pent-up demand for air travel and our continued ability to nimbly match it, which is why we’re as confident as ever that we’ll hit our goal to exceed 2019 adjusted EBITDA margins in 2023, if not sooner.”

United’s efforts to improve the customer experience resulted in the company achieving its highest ever customer satisfaction in the first quarter. Looking ahead, the company is planning continued investment in customers, including continuing the United Polaris® retrofit program and starting retrofit on narrowbody aircraft, modernizing gates, upgrading and expanding United Club℠ locations in Newark and Denver, and rolling out tools that give customers the opportunity to pre-order onboard meals.

* Adjusted EBITDA margin is a non-GAAP financial measure calculated as Earnings Before Interest, Taxes, Depreciation and Amortization (EBITDA), excluding special charges and unrealized (gains) losses on investments, divided by total operating revenue. We are not providing a target or a reconciliation to profit margin (net income/total operating revenue), the most directly comparable GAAP measure, because we are unable to predict certain items contained in the GAAP measure without unreasonable efforts. Adjusted EBITDA margin does not reflect certain items, including special charges and unrealized (gains) losses on investments, which may be significant. For a reconciliation of adjusted EBITDA to net income for the three months ended March 31, 2021 and 2019 and the 12 months ended December 31, 2020 and 2019, please see the accompanying tables to this release. 

First-Quarter Financial Results

  • Reported first-quarter 2021 net loss of $1.4 billion, adjusted net loss2 of $2.4 billion.
  • Reported first-quarter total operating revenue of $3.2 billion, down 66% versus first-quarter 2019.
  • Reported first-quarter operating expenses down 49% versus first-quarter 2019, down 34% excluding special charges.
  • Reported first-quarter 2021 ending available liquidity3 of $21 billion.
  • Reported first-quarter capacity down 54% versus first-quarter 2019.
  • Reported first-quarter average core cash burn of $9 million per day, an improvement of about $10 million per day versus the fourth-quarter 2020.

Second-Quarter 2021 Outlook

  • Based on current trends, the company expects second quarter 2021 Total Revenue Per Available Seat Mile (TRASM) to be down approximately 20% versus the second quarter 2019.
  • Expects second quarter 2021 capacity to be down around 45% versus the second quarter 2019.
  • Expects second quarter operating expenses excluding special charges4 to be down approximately 32% versus the second quarter 2019, with second quarter 2021 fuel price per gallon estimated to be approximately $1.83.
  • Expects second quarter 2021 adjusted EBITDA margin5 of around (20%).

Key Highlights

  • Set a new diversity goal and plan for 50% of the 5,000 students the airline has committed to train by 2030 at the new United Aviate Academy to be women and people of color.
  • Created the Eco-Skies Alliance℠, a first-of-its-kind program, offering United’s corporate customers the opportunity to help reduce their environmental impact by allowing them to pay the additional cost for sustainable aviation fuel (SAF). Additionally, United is giving customers the ability to contribute funds for additional SAF purchases by United or for use on initiatives United believes will help decarbonize aviation – the first of any U.S. airline to do so.
  • Launched industry-exclusive “Travel-Ready Center” to ease the burden of COVID-19 travel restrictions. Customers can review COVID-19 entry requirements, find local testing options and upload any required testing and vaccination records for domestic and international travel, all in one place. United is the first airline to integrate all these features into its mobile app and website.
  • Announced an agreement to work with air mobility company Archer as part of the company’s broader effort to invest in emerging technologies that decarbonize air travel rather than relying on traditional combustion engines.
  • Returned to John F. Kennedy Airport after a five-year absence, and are now operating direct service to the airline’s West Coast hubs – Los Angeles International Airport and San Francisco International Airport.
  • Announced a new luxury bus collaboration for customers to travel to Breckenridge and Fort Collins, Colorado with convenient year-round ground transportation service connecting through its Denver hub. This is the first time Breckenridge has ever been served by an airline and will be Fort Collins’ first global network carrier service in 25 years.

Taking Care of Our Customers

  • The only airline that lets customers upload travel documents to the United app and have them certified allowing customers to get their boarding pass before arriving at the airport.
  • Announced plans to introduce United Premium Plus® service on seven Hawaii routes to Honolulu (Oahu), Kahului (Maui), and Kona (Hawaii) beginning in May 2021.
  • Expanded COVID-19 testing and pre-clearance program to make Hawaii travel easier.
  • Reducing stress of international travel by starting a test on Houston to Brazil flights, allowing customers to take an Abbott BinaxNOW test prior to their re-entry into the United States.
  • In partnership with the Centers for Disease Control and Prevention (CDC), launched a program to collect information from passengers, allowing them to be contacted in the event they are near a Covid-19 positive passenger while on a United aircraft.
  • Expanded rollout of virtual, on-demand customer service, now available at all U.S. hub airports.
  • Recognized by the Airline Passenger Experience Association (APEX) and SimpliFlying for providing a hospital-grade standard of cleanliness and safety during the travel journey. United is the first airline among the four largest U.S. carriers to receive the highest possible certification.

Reimagining the Route Network

  • In the first quarter, announced 41 new domestic routes and two new international routes and launched six domestic routes and four international routes, with 13 more international routes planned to launch in 2021.
  • The company resumed nonstop service on 12 domestic routes and five international routes compared to the fourth quarter of 2020.
  • Compared to December 2020, United had nonstop service in 12 more domestic and three more international routes in March 2021.
  • Announced plans to fly roughly 52% of its full schedule in May 2021 compared to May 2019.
  • Announced plans to expand the company’s global route network with new, nonstop service between Boston Logan International Airport and London Heathrow – the only U.S. carrier to offer nonstop service between the nation’s top seven business markets and London Heathrow.

Assisting the Communities We Serve

  • More than 7 million miles donated to charities in need of travel through United’s Miles on a Mission program.
  • Over 65,000 lbs. of food and beverages ($322,549 value) donated to Houston Food Bank for winter storm relief.
  • Unique Black History Month campaign raised over $255,000 for The Thurgood Marshall College Fund, The Leadership Conference Education Fund, The NAACP Legal Defense and Educational Fund, and United Negro College Fund.
  • In the first quarter of 2021, through a combination of cargo-only flights and passenger flights, United has transported nearly 290 million pounds of freight, which includes nearly 60 million pounds of vital shipments, such as medical kits, PPE, pharmaceuticals, and medical equipment, and more than 800,000 pounds of military mail and packages.

Additional Noteworthy Accomplishments

  • For the tenth consecutive year received a perfect score of 100% on the Corporate Equality Index (CEI), a premier benchmarking survey and report on corporate policies and practices related to LGBTQ+ workplace equality, administered by the Human Rights Campaign (HRC) Foundation.
  • Teamed up with Chase and Visa in honor of Black History Month to encourage and reward United Credit Cardmembers to make donations to non-profits focused on providing access to educational opportunities for Black students and supporting human and civil rights policies.


1. Core cash burn is defined as: Net cash from operations, investing and financing activities, adjusted to remove proceeds from the issuance of new debt (excluding expected aircraft financing), government grants associated with the Payroll Support Program of the CARES Act, issuance of new stock, net proceeds from the sale of short-term and other investments, changes in certain restricted cash balances, debt principal payments, timing of certain payments, capital expenditures (net of flight equipment purchase deposit returns), and investments in the recovery and severance payments. Core cash flow is defined in the same manner as core cash burn, except that the result is positive. The company’s management views “core cash burn” or “core cash flow” as an important measure in monitoring liquidity in order to assess the company’s operational cash needs without the impact of certain extraordinary actions or events, and the company believes this measure provides useful information to investors about the company’s core operational performance. See the tables accompanying this release for further information.

2.  Excludes operating and non-operating special charges, and unrealized gains and losses on investments. Reconciliations of non-GAAP financial measures to the most directly comparable GAAP measures are included in the tables accompanying this release.

3. Includes cash, cash equivalents, short-term investments, undrawn credit facilities and $7 billion available under the CARES Act loan program.

4. Excludes operating special charges. We are not providing a reconciliation to operating expenses, the most directly comparable GAAP measure, because we are unable to predict certain items contained in the GAAP measure without unreasonable efforts.

5. Adjusted EBITDA margin is a non-GAAP financial measure calculated as Earnings Before Interest, Taxes, Depreciation and Amortization (EBITDA), excluding special charges and unrealized (gains) losses on investments, divided by total operating revenue. We are not providing a reconciliation to profit margin (net income/total operating revenue), the most directly comparable GAAP measure, because we are unable to predict certain items contained in the GAAP measure without unreasonable efforts.

United Airlines adds new flights to Croatia, Greece and Iceland

"Her Art Here" - California winner - Unveiled October 13, 2019

United Airlines is adding three new flights to its international network, giving travelers more options for summer travel by flying direct to countries that are starting to reopen to vaccinated visitors. Starting in July, United will offer new direct flights from Newark Liberty International Airport to Dubrovnik, Croatia, from Washington Dulles International Airport to Athens, Greece and from Chicago O’Hare International Airport to Reykjavik, Iceland, all subject to government approval.

United plans to add the only nonstop service between the U.S. and Croatia on July 8, with service to Dubrovnik on Croatia’s Dalmatian Coast. The airline will operate three weekly flights between Newark and Dubrovnik through October 3 on a Boeing 767-300ER with 30 United Polaris business class seats. Flights will operate Monday, Thursday, and Saturday from Newark and on Tuesday, Friday, and Sunday from Dubrovnik and will be timed to connect in Newark to over 65 cities in North America.

United will expand its service to Athens with daily flights from Washington Dulles beginning July 1 and operating through October 3. This new route marks the first time daily nonstop flights have been available between Washington D.C. and Athens. The schedule is timed for connections in Washington Dulles to over 95 cities in North America and will be operated by a Boeing 787-8 Dreamliner with all-aisle-access Polaris business and United Premium Plus seats. This builds on United’s existing daily summer service to Athens from Newark Liberty International Airport, which resumes on June 3.

United is expanding its service to Iceland with the first U.S. carrier service from Chicago to Reykjavik, beginning July 1 and running daily through October 3. The schedule is timed for connections in Chicago O’Hare to over 100 cities in North America and will be operated by a Boeing 757-200 with 16 lie flat business class seats in the Polaris cabin. This new service builds upon United’s existing service to Reykjavik from Newark, with daily flights resuming June 3 and operating through October 29.

These new routes are just the latest adjustments United is making to its international schedule in response to increased demand. In addition:

  • United is adding three new markets in Africa*, with service three times weekly to Accra, Ghana from Washington Dulles beginning May 14, three times weekly service to Lagos, Nigeria from Washington Dulles set to begin later this year and daily service to Johannesburg, South Africa from Newark beginning June 3 (*subject to government approval).
  • United is expanding its India portfolio to 5 daily flights with new service from San Francisco to Bangalore beginning May 27
  • United is growing service to Tel Aviv as Israel prepares to welcome back group tourists, with Chicago service resuming three times weekly on May 7 and expansion of San Francisco to daily service on June 3, for a total of 24 weekly frequencies.
  • In May, United will resume service from Newark to Rome and Milan, and from Chicago to MunichAmsterdam, and Tokyo Haneda
  • In June, United will resume flights between San Francisco and Tahiti.

Vaccinated travelers may still be subject to local country restrictions related to quarantines, testing, curfews and other requirements.

Top Copyright Photo: United Airlines Boeing 757-224 WL N14106 (msn 27296) (Her Art Here) MIA (Ken Petersen). Image: 948858.

United Airlines aircraft slide show (Boeing):

Smartavia adds its first Airbus A320neo

Smartavia Airlines has taken delivery of its first of three Airbus A320neo, powered by CFM International Leap-1A engines.

Social media:

Airbus A320-251N VP-BOS (msn 7523, ex XA-JRM) was formerly operated by Interjet. It was delivered on April 13.

Smartavia Airlines operates scheduled and charter air services under trade mark Smartavia (since March, 2019) and the designation code 5N to more than 60 airports in Russia and abroad. The Airline has dominant position in the market of passenger air service in the North-West of the Russian Federation.

The airline has bases at Moscow (Domodedovo), St. Petersburg (Pulkovo) and Arkhangelsk.

Smartavia aircraft photo gallery:

Smartavia aircraft slide show:

Ryanair loses court challenges to SAS, Finnair state aid in new setbacks

Ryanair Boeing 737-8 MAX 8 (200) N1779B (EI-HGJ) (msn 62325) BFI (Joe G. Walker). Image: 953464.

From Reuters:

“The Luxembourg-based General Court said aid granted to SAS and Finnair complied with the bloc’s state aid rules.”

Read the full article.

Top Copyright Photo: Delivery of the first high-density MAX aircraft is imminent. Ryanair Boeing 737-8 MAX 8 (200) N1779B (EI-HGJ) (msn 62325) BFI (Joe G. Walker). Image: 953464.

Ryanair aircraft slide show:

Turkish Airlines resumes Boeing 737 MAX operations, restructures its remaining orders


Turkish Airlines resumed Boeing 737 MAX operations on April 15 with its 12 MAX aircraft already delivered.

According to a public disclosure, the airline has cancelled 10 out of its 75 MAX jets on order. An additional 40 aircraft will be changed to options.

Of the 13 MAX jets already built and awaiting delivery, the company has reached agreement with Boeing to delay the delivery of the aircraft until the company can handle the financial strain.

Top Copyright Photo: Turkish Airlines Boeing 737-8 MAX 8 TC-LCN (msn 60056) PAE (Nick Dean). Image: 945930.

Turkish Airlines aircraft slide show:

Air Nostrum seeks €103 million from the fund for strategic companies

Celebrating 100 years of Valencia CF football club

Air Nostrum is hurting due to COVID-19 travel restrictions. The company is seeking a loan to cover salaries and other expenses in order to continue operating.

The company issued this statement:

Air Nostrum has been forced to turn to the fund managed by the SEPI due to the length of the coronavirus crisis and its restrictions on passenger traffic, and given the forecast of a slower recovery than originally expected, in order to ensure its work integrating all territories and driving tourism.

The company has submitted its request for access to the Solvency Support Fund for Strategic Companies (Fasee) to secure the resources needed to overcome the declining revenue after the sharp drop in passenger traffic caused by the pandemic, and to ensure connectivity and protect employment.

The company has estimated the amount it requires in the form of loans at €103 million, which the company plans to repay in 7 years.

In 2019, Air Nostrum marked its sixth consecutive year with profit, following the financial crisis from 2009 to 2013.

Last year, as a result of the pandemic, the company recorded losses of €129 million, pending approval at the next annual shareholder general meeting.

Throughout its almost 27 years of existence, its operational quality has been matched with financial profitability, thus reaching solvency and credit quality ratios that have enabled the signing of large fleet contracts and the construction of its own maintenance hangar.
At the end of the 2019 financial year, the company enjoyed a healthy equity and treasury position.

Air Nostrum Route Map:


Top Copyright Photo: Air Nostrum-Iberia Regional Bombardier CRJ1000 (CL-600-2E25) EC-MXA (msn 19064) (Valencia CF – 1919-2019) PMI (Javier Rodriguez). Image: 951271.

Air Nostrum aircraft slide show:

Cathay Pacific’s traffic is down 94% in March 2021

Cathay Pacific Airways Airbus A321-251NX WL D-AZAD (B-HPE) (msn 10171) XFW (Gerd Beilfuss). Image: 953389.

Cathay Pacific has released its traffic figures for March 2021 that continued to reflect the airline’s substantial capacity reductions in response to significantly reduced demand as well as travel restrictions and quarantine requirements in place in Hong Kong and other markets amid the ongoing global COVID-19 pandemic.

Cathay Pacific carried a total of 18,539 passengers last month, a decrease of 94% compared to March 2020. The month’s revenue passenger kilometers (RPKs) fell 95.7% year-on-year. Passenger load factor dropped by 28 percentage points to 21.2%, while capacity, measured in available seat kilometers (ASKs), decreased by 90%. In the first three months of 2021, the number of passengers carried dropped by 98.4% against a 91.7% decrease in capacity and a 98.2% decrease in RPKs, as compared to the same period for 2020.

The airline carried 83,329 tonnes of cargo and mail last month, a decrease of 30.1% compared to March 2020. The month’s revenue freight tonne kilometers (RFTKs) fell 32.4% year-on-year. The cargo and mail load factor increased by 8.9 percentage points to 86.4%, while capacity, measured in available freight tonne kilometers (AFTKs), was down by 39.4%. In the first three months of 2021, the tonnage fell by 29.6% against a 39.6% drop in capacity and a 26.5% decrease in RFTKs, as compared to the same period for 2020.



Cathay Pacific Group Chief Customer and Commercial Officer Ronald Lam said: “Our passenger business continues to face significant challenges. With the tightened crew quarantine requirements in Hong Kong, we only managed to maintain a skeleton schedule in March, operating passenger services to just 18 destinations. That represented a capacity decline of 47% when compared with February. Average daily passenger numbers decreased even further to just 598, compared to 755 in February.


“Our overall cargo capacity was constrained by the stringent crew quarantine requirements in Hong Kong, resulting in a 39.4% year-on-year reduction in capacity. This was despite our efforts to operate more cargo-only passenger flights as well as chartered freighter flights from our subsidiary, Air Hong Kong.

“Cargo demand was strong in March, particularly from Northeast Asia and the Americas, while demand from Hong Kong and the Chinese mainland also ramped up during the latter half of the month. Load factor improved to an all-time high of 86.4%, whilst the revenue share for our Priority LIFT product continued to increase as customers sought express solutions for their critical shipments.

“Just this week, the Government announced that it would lift the mandatory quarantine requirement for fully vaccinated Hong Kong-based aircrew on freighters and cargo-only passenger flights from today. This will have a positive impact on our cargo business while also progressively reducing our monthly operating cash burn.

“Health and safety remain our top priority; we will remain vigilant and our aircrew will continue to adhere to our stringent risk-mitigation measures. Vaccinated aircrew will add a further layer of protection and risk mitigation against the spread of COVID-19.

“Our tight overseas layover control measures, and our crew’s professionalism in adhering to them, have been very effective in safeguarding the health and wellbeing of our customers, our people and the public. As a result so far this year, there have been zero positive tests among the more than 18,500 tests that our operating Hong Kong-based aircrew have taken in the days following their arrival in Hong Kong.


“We welcome and support the government’s plan to use ‘vaccine bubbles’ as the basis for introducing further relaxation measures, including those relating to cross-boundary travel. This provides a framework under which fully vaccinated people could benefit from shorter or no quarantine requirements when traveling, such as via an Air Travel Bubble, which we are eagerly anticipating.

“Community-wide vaccination is pivotal to the global COVID-19 recovery. We have recently launched a campaign to encourage all of our employees, including aircrew, to get vaccinated as soon as possible, and we are very pleased to see that this has already received a positive response. We are grateful to all of our people who have already received or booked their vaccination, and we will continue with our efforts. This will not only help facilitate the return of regular international air travel and preserve vital connections between Hong Kong and the rest of the world, but most importantly it will also safeguard the health and wellbeing of them and their families.

“We’ve also continued to build on the momentum in moving vaccines both to Hong Kong and across our network, and earlier this week we passed the significant milestone of having so far shipped 15 million doses of COVID-19 vaccines.”



MAR % Change Cumulative %


  2021 VS MAR 2020


MAR 2021 YTD


RPK (000)        
 – Chinese mainland 9,649 -69.5% 24,710 -96.7%
 – North East Asia 3,466 -93.0% 14,051 -99.3%
 – South East Asia 11,501 -94.8% 46,643 -97.9%
– South Asia, Middle East  & Africa -100.0% -100.0%
 – South West Pacific 2,914 -99.1% 35,277 -98.8%
 – North America 34,146 -94.2% 161,569 -96.8%
 – Europe 15,245 -96.6% 40,882 -98.9%
RPK Total (000) 76,921 -95.7% 323,132 -98.2%
Passengers carried 18,539 -94.0% 70,083 -98.4%
Cargo and mail revenue tonne km (000) 503,057 -32.4% 1,687,540 -26.5%
Cargo and mail carried (000kg) 83,329 -30.1% 274,556 -29.6%
Number of flights 961 -48.3% 3,176 -73.6%



MAR % Change Cumulative %


  2021 VS MAR 2020


MAR 2021 YTD


ASK (000)        
 – Chinese mainland 36,680 -39.9% 119,834 -89.8%
 – North East Asia 29,681 -77.9% 118,040 -95.9%
 – South East Asia 55,187 -89.5% 251,296 -92.7%
– South Asia, Middle East  & Africa -100.0% -100.0%
 – South West Pacific 19,759 -96.9% 508,493 -88.0%
 – North America 185,288 -83.9% 940,682 -86.9%
 – Europe 35,480 -95.8% 247,530 -95.3%
ASK Total (000) 362,075 -90.0% 2,185,875 -91.7%
Passenger load factor 21.2% -28.0pt 14.8% -54.5pt
Available cargo/mail tonne km (000) 582,431 -39.4% 2,072,724 -39.6%
Cargo and mail load factor 86.4% 8.9pt 81.4% 14.5pt
ATK (000) 616,888 -52.7% 2,280,650 -61.7%

Top Copyright Photo: Cathay Pacific Airways Airbus A321-251NX WL D-AZAD (B-HPE) (msn 10171) XFW (Gerd Beilfuss). Image: 953389.

Cathay Pacific aircraft slide show:

ExpressJet Airlines wants to return to scheduled operations with its own brand again

ExpressJet Airlines has filed with the Department of Transportation (DOT) to resume airline passenger operations under its own brand once again.

The airline, which was dropped by United Airlines as a United Express carrier on September 30, 2020, is  planning to resume service to small and medium-size destinations in the United States.

Operations would commence initially in May with two Embraer ERJ 145s as the fleet would grow to 12 aircraft by the same time next year.

ExpressJet Airlines Embraer ERJ 145XR (EMB-145XR) N17169 (msn 145844) BWI (Tony Storck). Image: 906069.

Above Copyright Photo: ExpressJet once operated scheduled flights under its own brand. ExpressJet Airlines Embraer ERJ 145XR (EMB-145XR) N17169 (msn 145844) BWI (Tony Storck). Image: 906069.

The company expressed its vision of the future:

ExpressJet Airlines has a 33-year history of superior service and performance and is the amalgamation of Atlantic Southeast Airlines (ASA) and Continental Express, former subsidiaries of Delta Air Lines and Continental Airlines. Our company is positioned to provide Scheduled Service or Charter flights to much of the United States, Canada and Mexico.

ExpressJet’s current aircraft fleet includes the 50 seat ERJ145 jet aircraft and our certificate qualifies us to also fly the EMB 170/175/190, CRJ 200/700/900 and the ERJ135.

ExpressJet’s plans for 2021 and beyond are to provide high-quality, reliable, efficient point-to-point flying to small and medium sized cities that have lost service in recent years as a result of U.S. airline industry consolidation and COVID-19 driven route reductions.

Ethiopian Airlines transports vaccine to São Paulo, Brazil

Ethiopian Airlines Group, Africa’s leading Airline, has transported 3.5 Million doses of COVID-19 vaccine from Shanghai to São Paulo, Brazil, via Addis Ababa. The vaccine arrived in Brazil on Thursday, 15 April 2021. So far, Ethiopian Cargo and Logistics Services has transported over 20 Million vaccines to more than 20 countries.

Ethiopian Airlines has beefed up its cargo shipment capacity by reconfiguring its passenger aircraft and introducing new technologies. The airline has become the choice of cargo partners as a result of its agility, capability to store and carry time-sensitive shipments such as pharmaceuticals. It played an exemplary role in the distribution of PPE across the globe which led to the selection of Addis Ababa Bole International Airport as a humanitarian air hub by UN agencies.

Currently, Ethiopian is developing an in-house dry ice manufacturing facility that is capable of producing 9,000kg of ice daily to fulfill the need for additional coolants for vaccines produced by Pfizer-BioNTech and Moderna that require ultra-cold environment for transport.