WestJet’s pilots hold an information picket line in Calgary

ALPA issued this statement:

On May 8, 2018, while WestJet was introducing a new livery, more than 100 WestJet pilots, joined by other professional airline pilots from across the industry, lined the sidewalks of the WestJet Airlines campus for their first-ever informational picket to demand that WestJet management get serious about concluding the pilots’ contract negotiations. Shareholders entering the annual general meeting today were greeted by the picketing pilots who highlighted, among other things, that WestJet management must offer a fair contract that recognizes the real value the pilots bring to the airline.

“Today, ALPA pilots stand together to show our resolve for a fair contract that puts WestJet pilots in line with our peers at other airlines,” said Capt. Rob McFadyen, chairman of WestJet’s ALPA Master Executive Council (MEC), during today’s rally. “It is time to show management that this pilot group is not content with substandard wages and working conditions or the outsourcing of our jobs. We will fight for a contract with fair pay, reasonable work rules, and real job security.”

The informational picket comes near the end of the pilots’ strike authorization vote, which closes this Thursday, May 10, and a statutory 21-day cooling-off period, which ends May 18. If an agreement is not reached by May 18, the parties would be released to self-help, which could include a strike by the pilots. In the meantime, as McFadyen explained, the pilots hope to avoid taking job action.

After eight months of negotiations, including a 60-day conciliation period, the parties remain far apart on many issues, particularly those dealing with working conditions, compensation, and job security.

“We strongly believe that the WestJet pilots who built this airline must be flying WestJet airplanes, which includes Swoop. The company simply cannot outsource our jobs,” said McFadyen. “It’s time for Mr. [Ed] Sims [WestJet CEO] to join us at the table and conclude this negotiation.”

“We remain available 24/7 and expect to continue negotiating during the remainder of the voting process and the 21-day cooling off period,” Capt. McFadyen continued. “After the strike authorization vote announcement, management added 14 days to negotiate with us at the table. However, we have a lot of ground to cover that can only be accomplished if management comes to the table prepared to seriously address our open issues.”

ALPA will keep the public informed of any developments toward reaching a contract up until the strike deadline.

Photo: ALPA.

The first Airbus A350-900 for Iberia is painted

Iberia has 16 Airbus A350-900s on order. Here is a picture of the first copy, fresh out of the paint shop. It will become EC-MXV on delivery. Iberia made this announcement on social media:

The full report by Iberia in Spanish:

Photos of the Day: Austrian’s new OE-LPF arrives in Austria

From Austrian Airlines on social media:

Wo hoo! “Papa Fox” (OE-LPF) captured yesterday by a photographer of the Austrian Air Force. BTW: The friendly escort had to turn off earlier than planned because of a thunderstorm. It is possible to fly during a storm, but take-off and landing can be dangerous for any aircraft.

Emirates announces a yearly profit of $1.1 billion

Emirates Group made this announcement on its financial performance for the past fiscal year:

The Emirates Group on May 9, 2018 announced its 30th consecutive year of profit and steady business expansion.

Released today in its 2017-18 Annual Report, the Emirates Group posted a profit of AED 4.1 billion (US$1.1 billion) for the financial year ended March 31, 2018, up 67% from last year. The Group’s revenue reached AED 102.4 billion (US$27.9.billion), an increase of 8% over last year’s results, and the Group’s cash balance increased by 33% to AED 25.4 billion (US$6.9 billion) supported by the bond issued in March and strong sales due to the early Easter holidays at the end of March.

In line with the overall profit, the Group declared a dividend of AED 2.0 billion (US$ 545 million) to the Investment Corporation of Dubai.

His Highness (H.H.) Sheikh Ahmed bin Saeed Al Maktoum, Chairman and Chief Executive, Emirates Airline and Group, said: “Business conditions in 2017-18, while improved, remained tough. We saw ongoing political instability, currency volatility and devaluations in Africa, rising oil prices which drove our costs up, and downward pressure on margins from relentless competition. On the positive side, we benefitted from a healthy recovery in the global air cargo industry, as well as the relative strengthening of key currencies against the US dollar.

“We’ve always responded to the challenges of each business cycle with agility, while never losing sight of the future, and this year was no exception. In 2017-18, Emirates and dnata delivered our 30th consecutive year of profit, recorded growth across the business, and continued to invest in initiatives and infrastructure that will secure our future success.”

In 2017-18, the Group collectively invested AED 9.0 billion (US$2.5 billion) in new aircraft and equipment, the acquisition of companies, modern facilities, the latest technologies, and staff initiatives.

Emirates announced two significant commitments for new aircraft during the year: a US$15.1 billion agreement for 40 Boeing 787-10 Dreamliners which will be delivered from 2022, and a US$16 billion agreement for 36 additional Airbus A380 aircraft, including 16 options.

DNATA’s key investments during the year included: acquisition of AirLogistix USA, marking its entry in the US cargo market; expansion of cargo handling capabilities with new warehouses and equipment at London Gatwick, Amsterdam-Schiphol, and Adelaide; new catering facilities in Dublin and Melbourne; and new marhaba lounges in Karachi and Melbourne.

Sheikh Ahmed said: “While expanding our business and growing revenues, we also tightened our cost discipline. Across the Group, we progressed various initiatives to rebuild and streamline our back office operations with new technology, systems and processes. In 2017-18, our reduced recruitment activity, coupled with restructured ways of working gave us gains in productivity, and a slowdown in manpower cost increases.”

Across its more than 80 subsidiaries, the Group’s total workforce declined by 2% to 103,363, representing over 160 different nationalities, as part of the overall productivity improvement initiatives in Emirates and dnata.

Sheikh Ahmed concluded: “Looking ahead, Emirates and dnata remain focussed on delivering safe, efficient and high quality services consistently to our customers. Our ongoing investments in our people, technology, and infrastructure will help us maintain our competitive edge, and ensure that we are ready to meet the opportunities and stay on course for sustainable and profitable growth.”

Emirates performance

Emirates’ total passenger and cargo capacity crossed the 61 billion mark, to 61.4 billion ATKMs at the end of 2017-18, cementing its position as the world’s largest international carrier. The airline moderately increased capacity during the year over 2016-17 by 2%, with a focus on yield improvement.

Emirates received 17 new aircraft, after last year’s record number during a financial year, comprising of eight A380s and nine Boeing 777-300ERs. At the same time, eight older aircraft were phased out, bringing its total fleet count to 268 at the end of March. This fleet roll-over involving 25 aircraft was again one of the largest managed in a year, keeping Emirates’ average fleet age at a youthful 5.7 years.

It underscores Emirates’ strategy to operate a young and modern fleet which is better for the environment, better for operations, and better for customers. The airline remains the world’s largest operator of the Boeing 777 and A380 – both aircraft being amongst the most modern and efficient wide-bodied jets in the sky today.

During the year, Emirates launched two new passenger destinations: Phnom Penh (Cambodia) and Zagreb (Croatia). It also added flight capacity to 15 existing destinations, offering customers more choice of flight timings and onward connections.

Emirates also grew its global connectivity and customer proposition through strategic partnerships. During 2017-18, Emirates entered into significant partnerships with flydubai and Cargolux, expanding the choice of air services on offer to passenger and cargo customers respectively. Emirates also received authorisation to extend its partnership with Qantas until 2023.

In spite of political challenges impacting traveller demand and fare adjustments due to a highly competitive business environment, Emirates managed to increase its revenue to AED 92.3 billion (US$ 25.2 billion). The decline of the US dollar against currencies in most of Emirates’ key markets for the first time in a number of years had an AED 661 million (US$ 180 million) positive impact to the airline’s bottom line.

Total operating costs increased by 7% over the 2016-17 financial year. The average price of jet fuel increased sharply by 15% during the financial year. Including a 3% higher uplift in line with capacity increase, the airline’s fuel billincreased substantially by 18% over last year to AED 24.7 billion (US$ 6.7 billion). Fuel is now 28% of operating costs, compared to 25% in 2016-17, and it remained the biggest cost component for the airline.

The airline successfully managed strong competitive pressure across all markets and increased its profit to AED 2.8 billion (US$ 762 million), an increase of 124% over last year’s results, and a profit margin of 3.0%.

Overall passenger traffic growth continues to demonstrate the consumer desire to fly on Emirates’ state-of-the-art aircraft, and via efficient routings through its Dubai hub.

Emirates carried a record 58.5 million passengers (up 4%), and achieved a Passenger Seat Factor of 77.5%. The increase in passenger seat factor compared to last year’s 75.1%, is a result of successful capacity management in response to political uncertainty and strong competition in many markets despite a moderate 2% increase in seat capacity.

Supported by the weakening of the USD against most currencies, passenger yield increased to 25.3 fils (6.9 US cents) per Revenue Passenger Kilometre (RPKM).

To fund its fleet growth during the year with high ongoing new aircraft deliveries, Emirates raised AED 17.9 billion (US$4.9 billion), using a variety of financing structures, including the successful execution of a US$ 600 million sukuk in March to fund the acquisition of two A380 aircraft to be delivered in 2018.

Emirates continues to tap the Japanese structured finance market in conjunction with debt from a wide-ranging group of institutions in China, France, the United Kingdom, and Japan. The company raised in excess of AED 3.7 billion (US$ 1 billion) during the year from this source. Emirates has also refinanced a commercial bridge facility (due to non-availability of ECA cover) of AED 3.8 billion (US$ 1.0 billion) via an innovative finance lease structure for five A380-800 aircraft, accessing an institutional investor and bank market base from Korea, Germany, the United Kingdom and the Middle East.

These deals align with Emirates’ financing strategy and demonstrates its ability to unlock diverse financing sources through access to global liquidity. It also underscores its sound financials and the strong investor confidence in the airline’s business model.

Emirates closed the financial year with a healthy and increased level of AED 20.4 billion (US$ 5.6 billion) of cash assets.

Revenue generated from across Emirates’ six regions continues to be well balanced, with no region contributing more than 30% of overall revenues. Europe was the highest revenue contributing region with AED 26.7 billion (US$ 7.3 billion), up 12% from 2016-17. East Asia and Australasia follows closely with AED 25.4 billion (US$ 6.9 billion), up 12%. The Americas region recorded revenue growth at AED 13.4 billion (US$ 3.7 billion), up 7%. Gulf and Middle East revenue decreased by 2% to AED 8.5 billion (US$ 2.3 billion) whereas revenue for Africa increased by 8% to AED 9.4 billion (US$ 2.6 billion). West Asia and Indian Ocean revenue increased by 5% to AED 7.8 billion (US$ 2.1 billion).

Through the year, Emirates introduced product and service improvements on board and on the ground.

Key highlights include: the launch of fully-enclosed suites in First Class together with refreshed Business Class and Economy Class cabins on the 777-300ER aircraft; new, wider Business Class seats arranged in a 2-2-2 layout on the 777-200LR aircraft; and a refreshed version of the popular Onboard Lounge on the Emirates A380.

On the ground, Emirates added a new dedicated lounge in Boston for its premium passengers and frequent flyers; refurbished existing lounges in Singapore and Bangkok, and completed a US$ 11 million makeover of its lounges in Dubai airport Concourse B.

Emirates also invested in new channels and technology to offer even better and more personalised customer experiences online, on mobile, as well as via its retail and contact centres.

For 2018-19, Emirates has announced new routes to London Stansted in the UK, Santiago in Chile, Edinburgh in Scotland, and an additional flight between Dubai and Auckland via Bali, aside from capacity upgrades to existing destinations.

Emirates SkyCargo recorded a strong performance in a resurgent market, and continues to play an integral role in the company’s expanding operations, contributing 14% of the airline’s total transport revenue.

In an airfreight market with fast-changing demand patterns, Emirates’ cargo division reported a revenue of AED 12.4 billion (US$ 3.4 billion), an impressive increase of 17% over last year, while tonnage carried slightly increased by 2% to reach 2.6 million tonnes.

This year, freight yield per Freight Tonne Kilometre (FTKM) increased by 14%, reflecting a very positive market environment for the industry, and the weakening of the USD against major currencies.

Emirates’ SkyCargo’s total freighter fleet stood at 13 Boeing 777Fs. In addition to belly-hold capacity to Emirates’ new passenger destinations, Emirates SkyCargo launched new freighter services to Maastricht (Netherlands), Luxembourg, and Aguadilla (Puerto Rico).

Emirates SkyCargo continued to develop innovative, bespoke products tailored to key industry sectors. In November, it signed an MoU with Dubai CommerCity to develop new solutions for the e-commerce sector using Dubai as a hub.

During the year, Emirates SkyCargo launched Emirates Fresh for perishable commodities such as fresh cut flowers, fruits and vegetables. For temperature-sensitive Pharma products, Emirates SkyCargo rolled out a pharma corridors programme to offer enhanced origin-to-destination protection, and it also partnered with DuPont to introduce White Cover Xtreme, a next generation thermal blanket to protect sensitive cargo.

Emirates’ hotels recorded revenue of AED 746 million (US$ 203 million), a moderate increase of 1% over last year in a highly competitive market mainly in the UAE.

DNATA performance

In its 59 years of operation, 2017-18 has been dnata’s most profitable year, crossing AED 1.3 billion (US$ 359 million) profit for the first time. Building on its strong results in the previous year, dnata’s revenue grew to AED 13.1 billion (US$ 3.6 billion), up 7%. dnata’s international business now accounts for 68% of its revenue.

The strong performance was achieved through organic growth with key contract wins coupled with solid customer retention across its four business divisions, as well as the impact of acquisitions from previous year.

dnata continued to lay the foundations for future growth by investing AED 600 million in new facilities and equipment, acquisitions, leading-edge technologies and people development.

One of its key initiatives in 2017-18 was to embark on the journey to implement a new Enterprise Resource Planning (ERP) solution that will transform its business support functions, and provide real time information to enable better decision making, governance, efficiency and scalability for continued growth and expansion.

In 2017-18, dnata’s operating costs increased accordingly by 8% to AED 11.9 billion (US$ 3.2 billion), reflecting the impact of organic growth across all lines of business coupled with integrating the newly acquired companies mainly across its international airport operations.

dnata’s cash balance reached AED 4.9 billion (US$ 1.3 billion), a new record high. The business delivered an AED 1.9 billion (US$ 506 million) cash flow from operating activities in 2017-18, which is also a new record in line with the enhanced cash balance.

Revenue from DNATA’s UAE Airport Operations, including ground and cargo handling increased by 4% to reach AED 3.2 billion (US$ 859 million).

The number of aircraft movements handled by dnata in the UAE declined by 2% to 211,000 impacted by the geopolitical situation in the region, whereas Cargo handling increased by 2% to 731,000 tons, supported by the strong overall air cargo market.

In addition to the steady delivery of initiatives started in 2014 to optimise its operations, covering facility improvements, process changes, infrastructure upgrades and IT development, dnata also successfully tested the use of blockchain technology to further streamline and simplify its cargo delivery processes from origin to final destination.

DNATA’s International Airport Operations division grew revenue by 14% to AED 3.8 billion (US$1.0 billion), on account of increasing business volumes, opening of new locations and winning new contracts.

International airport operations continue to represent the largest business segment in dnata by revenue contribution. The number of aircraft handled by the division further increased substantially by 10% to 449,000, and Cargo noted a substantial growth of 10% to 2.4 million tonnes of handled goods.

DNATA continued to win over customers with its high quality standards, inking over 90 contracts with new and existing customers during the year.

During the year, dnata made significant investments which expanded its capability and global presence. In May, DNATA entered the US cargo market with its acquisition of AirLogistix USA. The investment includes state-of-the-art cargo handling facilities in Houston and Dallas Fort-Worth. dnata also expanded its cargo handling capabilities at Gatwick, opened an additional cargo warehouse in Schiphol, and a new airside cargo facility in Adelaide.

In the US, it received a new licence to provide ground handling services at John F. Kennedy International Airport’s (JFK) Terminal 4; and it commenced operations at JFK’s Terminal 8. In Singapore, dnata began operations at Singapore Changi Airport’s new Terminal 4; and opened a new maintenance base for ground service equipment.

DNATA’s Catering business accounted for AED 2.1 billion (US$ 585 million) of its total revenue, up 7%. The inflight catering business uplifted more than 55 million meals to airline customers.

During the year, dnata opened a state-of-the-art catering hub at Melbourne airport, the largest such facility in the southern hemisphere, and a second catering facility in Ireland at Dublin airport. It also entered the Canadian market when it was awarded a licence to provide flight catering services to airlines departing Vancouver International Airport, and has commenced plans to build a dedicated catering facility there.

DNATA strengthened its presence in the North American market with the acquisition of 121 in-flight catering, a New York-based in-flight and VIP caterer in March. This is pending approval from the Committee of Foreign Investments in the United States (CFIUS). In April 2018, dnata announced the acquisition of Qantas’ catering business, subject to the approval of the Australian Competition and Consumer Commission.

Revenue from DNATA’s Travel Services division has seen a turnaround after last year’s decline with an increase of 8% to AED 3.4 billion (US$ 922 million). The underlying total transaction value (TTV) of travel services sold increased by 6% to AED 11.3 billion (US$ 3.1 billion).

This solid performance was supported by dnata’s ability to tap on the upswing in both inbound and outbound tourism demand in the Middle East, and a healthy increase in long-haul travel and cruise bookings in Europe and Australia.

In 2017-18, dnata completed its acquisition of a stake in Destination Asia, a leading destination management company with operations across 11 Asian countries, making its entry into South East Asia’s inbound travel market. Its UK-based Imagine Cruising business, completed a successful first year of trading in Australia, and acquired Holiday Planet, a leading travel company in Perth to boost growth in this market.

During the year, dnata invested in technology to provide enhanced functionality and a better service experience for its partners and customers. This included the creation of two travel reservation systems for Emirates Holidays and dnata Travel’s B2B business, to replace existing ones.

Emirates aircraft slide show:

Transport Canada reinstates West Wind Aviation’s Air Operator Certificate

Transport Canada has reinstated West Wind Aviation’s Air Operator Certificate for its commuter operations after a review of the company’s operations. The reinstatement is effective immediately and allows the company to provide commercial air service in Canada.

West Wind Aviation has addressed Transport Canada’s concerns regarding the deficiencies in its Operational Control System. Transport Canada will closely monitor West Wind Aviation to verify that the company remains compliant with aviation safety regulations.

On December 22, 2017, Transport Canada suspended West Wind Aviation’s Air Operator Certificate because of deficiencies in the company’s Operational Control System. An effective Operational Control System ensures that a company’s day-to-day actions are compliant with safety requirements for things such as the dispatching of personnel and aircraft. The safety and security of Canadians is a top priority and the department will not hesitate to take swift action when a deficiency is detected.

Tianjin Airlines launches its London Heathrow – Xi’an flight

Tianjin Airlines launched a new nonstop flight from London (Heathrow) to Xi’an on Monday, May 7, 2018, connecting the UK capital to the eastern departure point of the ancient Silk Road for the first time. Xi’an is the capital city of Shaanxi province.

The Airbus A330-200 aircraft, departs at 3:15 pm from Xi’an Xianyang International Airport and will arrive at London Heathrow Airport after a 14-hour journey.

Flight GS7987 offers a twice-a-week service on every Monday and Friday, carrying up to 260 passengers.

The service is the airline’s second Britain–China air route after Tianjin–Chongqing–London flight that started in June 2017, linking Beijing’s neighboring megacity Tianjin and Chongqing to Britain.

The airline connects Xi’an to more than 40 cities and operates over 200 flights per week with 15 aircrafts. Tianjin Airlines is the 4th largest airline by market share in Xi’an. Connecting Europe and Asia is only part of the airline’s global expansion plan. It also launched a cross-hemisphere service from Xi’an to New Zealand in December 2017. Flights to America are also planned.

Tianjin Airlines will celebrate its 9th anniversary on June 8.

Tianjin Airlines aircraft slide show:

WestJet unveils its new Boeing 787 Dreamliner and ‘Spirit of Canada’ new livery

WestJet today unveiled its new Boeing 787-9 Dreamliner livery, logo and cabin interior including the airline’s first-ever business class cabin. The reveal is part of WestJet’s lead-up to the arrival of its Boeing 787-9 Dreamliners in early 2019.

“The introduction of Boeing’s 787-9 Dreamliner, a state-of-the-art aircraft, is the dawn of a new era for WestJet and the next step in our transformation to a global network airline,” said Ed Sims, WestJet President and CEO. “The updated livery is modern and dynamic while the interior is world-class, distinctly Canadian and uniquely WestJet. Both reflect WestJet’s transition from a regional airline in 1996 to a new era of connecting Canada with the world and bringing the world to Canada.”

WestJet has firm orders of 10 Boeing 787-9 Dreamliner aircraft and options for another 10, all of which will feature the new livery, logo and interior.

THREE-CLASS CABIN

The WestJet Boeing 787-9 Dreamliner features a three-class cabin including business class seating, premium economy and economy seating. The design was created by PriestmanGoode, a design consultancy firm located in London, England, specializing in transportation and travel branding.

Drawing from Canadian themes, the cabin interior welcomes guests with a rich colour palette: a soothing alpine lake blue in Economy class; aurora‑inspired shades and tones in Premium Economy; and in Business Class, luxuriously rich earth tones inspired by the splendour of Canadian summers.

Business Class will feature touchscreen service and on-demand dining that allows the traveller to define exactly how they like to fly. When it’s time to relax and fully unwind, lay-flat mattresses, bedding and turn-down service will offer WestJet guests the opportunity to enjoy a tranquil flight.

Premium Economy will offer comfort enhancements and service with an elevated guest experience. WestJet will also offer a premium menu, a self-serve social area, and more space to move and relax.

In Economy, guests will discover oversized, self-dimming windows, and leading-edge in-flight entertainment and connectivity with in-seat device charging.

AIRCRAFT LIVERY AND LOGO

The updated logo and livery was overseen by Ove Brand Design. Boeing and Teague, a Seattle-based design firm, implemented the design on the aircraft.

The font has been updated to Bliss, give the WestJet wordmark a more uniform and current style, while retaining the Maple Leaf symbol in a more contemporary and bold look. The logo also now uses a single colour to soften the regional emphasis on “west.”

In addition to the updated stylized Maple Leaf on the aircraft tail, another nod to WestJet’s heritage is in the form of the Canadian flag appearing at the front of the aircraft. The new livery will also marry both of Canada’s official languages with, “The Spirit of Canada” appearing on one side of the aircraft and the French translation, “L’esprit du Canada” on the other, both extending across the middle of the aircraft fuselage.

The livery will gradually appear across WestJet’s entire fleet as new aircraft are delivered in 2018 and as aircraft are repainted in their normal cycle. The Boeing 737 MAX 8 will be the first aircraft in the new livery appearing in June.

This summer, WestJet’s growing fleet will operate an average of 777 daily flights to 90 destinations. The airline recently announced its first foray to the European mainland with daily direct flights between Halifax Stanfield International Airport (YHZ) and Charles de Gaulle Airport (CDG) in Paris starting May 31.

ADDITIONAL QUOTES

Louis Saint-Cyr, Vice-President Guest Experience, WestJet
“Throughout the aircraft cabin, the interior design takes inspiration from iconic Canadian landscapes. Our guests’ inflight comfort is enhanced by the uncompromising quality of the interior finish and custom details. Both WestJet and our guests are on their way to bigger things, but as only WestJet can, we will make the journey as enjoyable as the destination.”

Richard Bartrem, Vice-President Marketing Communications, WestJet
“WestJet is a proudly Canadian, modern, and innovative airline. With our distinctly Canadian guest experience delivered by our more than 13,000 WestJetters, we are truly bringing the Spirit of Canada to the world. We are an international airline with headquarters and roots in Western Canada, yet we will never forget where we started in 1996.”

Michel Viau, President and CEO, Ove
“This updated design retains the WestJet wordmark, but in a more modern font and with a more refined feel. Although WestJet is an airline based in Western Canada, it is an international carrier, which is the reasoning behind using a single colour across the full WestJet wordmark. This is the most Canadian airline and it’s now truly reflected in the new look and logo.”

Ben Rowan, Director PriestmanGoode and Design Lead
“We set out to create a design tour of Canada on-board WestJet’s new fleet of Boeing Dreamliners, taking inspiration from the country’s stunning landscapes. From the luxurious, rich, earthy tones of the Canadian summer that has inspired Business Class, to the aurora inspired Premium Economy, and the fresh, invigorating tones of an Alpine lake in Economy, this new interior scheme will provide an enhanced and complete passenger experience that is uniquely WestJet. We believe this new in-cabin design will ensure WestJet can compete confidently in new markets.”

Watch the full presentation: CLICK HERE

All images by WestJet.

Video:

JetBlue grows international presence with expanded service in Havana and Mexico City

JetBlue Airways today announced it is expanding its presence in Havana and Mexico City with three new routes and more flights from the airline’s northeast and south Florida focus cities.

JetBlue will offer New England’s first nonstop service to Cuba with flights on Saturdays between Boston’s Logan International Airport (BOS) and Havana’s Jose Marti International Airport (HAV) beginning November 10, 2018. JetBlue will further expand service to Cuba with up to three daily flights between Fort Lauderdale-Hollywood International Airport (FLL) and Havana on Sundays through Fridays beginning November 11, 2018. The new service is the result of frequencies granted to the airline by the U.S. Department of Transportation. The routes are subject to government approval and will go on sale in the coming weeks.

JetBlue also announced plans to introduce two new daily nonstop flights to Mexico City with service from Boston and New York’s John F. Kennedy International Airport (JFK) beginning October 25, 2018. The new routes, subject to government approval, will add to JetBlue’s existing service to Mexico City from Orlando International Airport (MCO) and Fort Lauderdale/Hollywood. With this new service, JetBlue will offer six daily flights between the U.S. and Mexico’s capital city.

JetBlue’s new service to Mexico City follows a decision by the U.S. Department of Transportation to require certain airlines to divest airport slots in order to enhance competition at Mexico City International Airport.

All new service to Cuba and Mexico will be operated on JetBlue’s Airbus A320 aircraft.

JetBlue’s became the first airline to operate commercial flights between the U.S. and Cuba in 2016. Commercial service followed nearly five years of successful charter service operating multiple routes between Cuban markets and U.S. cities. In that time, JetBlue built strong relationships with airport authorities and worked closely together to make the successful launch of commercial service possible.

All U.S. customers traveling to Cuba must be authorized to do so under the U.S. government’s Cuban Assets Control Regulations and they must certify that they qualify for one of the twelve approved travel categories outlined by the U.S. Department of Treasury. All travelers to Cuba must make their own determinations with respect to the appropriate travel category, as well as the type of visa required by Cuba for their purpose of travel.

JetBlue aircraft slide show:

Frontier Airlines adds another two new cities and nine routes

Frontier Airlines has announced service on nine new routes and the addition of two new cities.

Frontier will bring its low fares to Norfolk, Virginia and Wichita, Kansas In August, the carrier will continue its rapid growth at Jacksonville International Airport with six new flights, doubling the number of destinations served from JAX and makes the airline the largest airline in JAX by destinations served.

Summary of New Service

DENVER (DEN) to/from NORFOLK (ORF)

F9 1459 Depart DEN: 6:05 a.m. Arrive ORF: 11:30 p.m.

F9 273 Depart ORF: 6 p.m. Arrive DEN: 8:08 p.m.

Aircraft: Airbus A320

Frequency: Thursday, Sunday

Service Start: August, 12

DENVER (DEN) to/from WICHITA (ICT)

F9 186 Depart DEN 2:40 p.m. Arrive ICT: 5:09 p.m.

F9 187 Depart ICT: 6 p.m. Arrive DEN 6:39 p.m.

Aircraft: Airbus A320

Frequency: Tuesday, Thursday, Sunday

Service Start: August, 30

JACKSONVILLE (JAX) to/from BUFFALO (BUF)

F9 1416 Depart JAX: 2:35 p.m. Arrive BUF: 4:44 p.m.

F9 1417 Depart BUF: 5:35 p.m. Arrive JAX: 9 p.m.

Aircraft: Airbus A320

Frequency: Monday, Friday

Service Start: August, 13

Seasonal

JACKSONVILLE (JAX) to/from KANSAS CITY (MCI)

F9 811 Depart JAX: 7:50 a.m. Arrive MCI: 9:26 a.m.

F9 810 Depart: MCI: 10:16 a.m. Arrive JAX: 1:41 p.m.

Aircraft: Airbus A320

Frequency: Monday, Friday

Service Start: August, 13

Seasonal

JACKSONVILLE (JAX) to/from LAS VEGAS (LAS)

F9 763 Depart JAX: 8:45 p.m. Arrive LAS: 10:25 p.m.

Frequency: Monday, Tuesday, Thursday, Friday, Sunday

F9 763 Depart JAX: 5:55 p.m. Arrive LAS: 10:35 p.m.

Frequency: Wednesday, Saturday

F9 762 Depart LAS: 11 p.m. Arrive JAX: 6:20 a.m.

Aircraft: Airbus A320

Frequency: Daily

Service Start: August, 12

JACKSONVILLE (JAX) to/from MILWAUKEE (MKE)

F9 815 Depart JAX: 2:30 p.m. Arrive MKE: 3:53 p.m.

F9 814 Depart MKE: 4:43 p.m. Arrive JAX: 8:01 p.m.

Aircraft: Airbus A320

Frequency: Wednesday, Saturday

Service Start: August, 15

Seasonal

JACKSONVILLE (JAX) to/from MINNEAPOLIS/ST. PAUL (MSP)

F9 1165 Depart JAX: 8:05 a.m. Arrive MSP: 10:20 a.m.

F9 1164 Depart MSP: 11:10 a.m. Arrive JAX: 3:13 p.m.

Aircraft: Airbus A320

Frequency: Wednesday, Saturday

Service Start: August, 15

Seasonal

JACKSONVILLE (JAX) to/from ST. LOUIS (STL)

F9 1875 Depart JAX: 2:45 p.m. Arrive STL: 4 p.m.

F9 1874 Depart STL: 4:50 p.m. Arrive JAX: 7:55 p.m.

Aircraft: Airbus A320

Frequency: Tuesday, Thursday, Sunday

Service Start: August, 12

Seasonal

ORLANDO (MCO) to/from Norfolk (ORF)

F9 1459 Depart MCO: 3:15 p.m. Arrive ORF: 5:10 p.m.

F9 273 Depart ORF: 12:20 p.m. Arrive MCO: 2:25 p.m.

Aircraft: Airbus A320

Frequency: Thursday, Sunday

Service Start: August, 12

In addition, according to Airline Route, Frontier is also dropping five routes in July:

Atlanta – Providence on July 5

Austin – Providence on July 4

Islip – Detroit on July 5

Islip – Minneapolis/ST. Paul on July 4

Philadelphia – Birmingham on July 4

Copyright Photo: Frontier Airlines (2nd) Airbus A320-251N WL N303FR (msn 7249) (Poppy, the Prairie Dog) SNA (Michael B. Ing). Image: 941692.

Frontier aircraft slide show:

WestJet reports first quarter net earnings of $37.2 million as it prepares to make its Dreamliner presentation today

WestJet today announced its first quarter results for 2018, with net earnings of $37.2 million, or $0.32 per fully diluted share. While remaining profitable in a challenging quarter, this result compares with net earnings of $46.7 million, or $0.40 per fully diluted share reported in the first quarter of 2017. WestJet achieved its 52^nd consecutive quarter of profitability and flew an all-time quarterly record of 6.1 million guests. Based on the trailing twelve months, the airline achieved a return on invested capital of 9.5 per cent, down from to 10.1 per cent in the first quarter of 2017.

“Even though winter 2018 brought many operational challenges, we successfully achieved record load factors and increased revenue by 6.9 per cent on a capacity increase of 4.3 per cent,” Ed Sims, WestJet President and CEO. “I want to thank every individual WestJetter for rising to the challenge through a very difficult operating quarter. Nonetheless, the quarter saw net earnings and margin decline as we continue to invest in the strategy laid out at Investor Day, in a higher fuel environment. We remain laser-focused on strategic execution to ensure we drive shareholder returns.”

Operating highlights (stated in Canadian dollars)

	Q1 2018	Q1 2017	Change
Net earnings (millions)	$37.2	$46.7	(20.4%)
Diluted earnings per share	$0.32	$0.40	(20.0%)
Total revenue (millions)	$1,191.7	$1,114.7	6.9%
Operating margin	4.7%	7.1%	(2.4 pts.)
ASMs (available seat miles) (billions)	8.029	7.699	4.3%
RPMs (revenue passenger miles) (billions)	6.810	6.393	6.5%
Load factor	84.8%	83.0%	1.8 pts.
Segment guests	6,088,954	5,687,659	7.1%
Yield (revenue per revenue passenger mile) (cents)	17.50	17.44	0.3%
RASM (revenue per available seat mile) (cents)	14.84	14.48	2.5%
CASM (cost per available seat mile) (cents)	14.15	13.45	5.2%
Fuel costs per litre (cents)	73	64	14.1%
CASM, excluding fuel and employee profit share (cents)*	10.57	10.30	2.6%

*Refer to reconciliations in the accompanying tables for further information regarding calculations.

Dividend declaration
On May 7, 2018, WestJet’s Board of Directors declared a cash dividend of $0.14 per common voting share and variable voting share for the second quarter of 2018, to be paid on June 29, 2018, to shareholders of record on June 13, 2018. All dividends paid by WestJet are, pursuant to subsection 89(14) of the Income Tax Act, designated as eligible dividends, unless indicated otherwise. An eligible dividend paid to a Canadian resident is entitled to the enhanced dividend tax credit.

Image: Boeing. WestJet has a commitment for 10 Boeing 787-9s, with options for 10 more.