Southwest reports second quarter net income of $760 million, continues to retire its Boeing 737-700s

Southwest Airlines Company today reported its second quarter 2022 financial results:

  • Strong quarterly net income of $760 million1
  • Record quarterly net income, excluding special items2, of $825 million
  • Record quarterly operating revenues of $6.7 billion
  • Cash provided by operations of $1.9 billion
  • Liquidity3 of $17.4 billion, well in excess of debt outstanding of $10.5 billion

Bob Jordan, Chief Executive Officer, stated, “We are very pleased to report all-time record quarterly revenues and net income, excluding special items, representing a significant milestone in our pandemic recovery. Travel demand surged in second quarter, and thus far, strong demand trends continue in third quarter 2022. As anticipated, we experienced inflationary pressures and headwinds from operating at suboptimal productivity levels in second quarter, which we expect will continue in second half 2022; however, our fuel hedge continues to provide significant protection against higher jet fuel prices. Barring significant unforeseen events and based on current trends, we expect to be solidly profitable for the remaining two quarters of this year, and for full year 2022.

“We are making meaningful progress against our 2022 priorities, and I am very proud of our People and their heroic efforts to fight against the pandemic. Since April, we have been delivering a more reliable product for our Customers with cancellations representing less than one percent of scheduled flights in May and June 2022, which is a completion factor of more than 99 percent. We have added flights in second half 2022โ€”especially in short-haul business marketsโ€”to better support our operation and the restoration of our route network. We reached another milestone, returning to overall pre-pandemic staffing levels in May 2022. We plan to continue our hiring and training efforts in specific areasโ€”in particular, Pilotsโ€”to support further network restoration and future growth with plans to add over 10,000 Employees, net of attrition, this year. However, we plan to begin moderating overall hiring in second half 2022 as our focus shifts to 2023 planning and executing on our goals to better optimize staffing to flight schedules, reduce cost inefficiencies, and return to historic efficiency levels.

“We are experiencing delays in our aircraft deliveries from The Boeing Company (Boeing), and we now estimate 2022 deliveries to be 66 versus the previously expected 114, ending the year with 765 aircraft. Despite those delays, we are confident about our ability to fly our flight schedules as planned, which areย currently published through March 8, 2023. We continue to invest in technologies, airports, and facilities to further modernize our operation and allow us to scale for future growth.

“We are also investing in the Southwest Customer Experience, and I am thrilled about today’s announcement introducing yet another exciting Customer benefit that sets Southwest even further apart from the competition: Flight credits don’t expire4. We are famous for offering industry-leading flexibility for Customers, and it is a key differentiator of our brand. Based on research and feedback, we believe flexibility has become even more important to Customers over the past few years. This further extension of flexibility for our Customers reinforces Southwest as industry-leading and builds on our low-fare brand with no fees to change or cancel plans5; two bags fly freeยฎ6; Rapid Rewardsยฎย points that don’t expire; and transferable flight credits7. With flight credits that don’t expire and the addition of our new Wanna Get Away PlusTMย fare productโ€”along withย recently announced investments to enhance WiFi, install latest-technology onboard power ports, offer larger overhead bins, and enable new self-service capabilitiesโ€”we are making travel even easier. We believe we have the strongest route network and value proposition for Customers in the domestic U.S., and also believe this policy change will both win new Customers and increase Customer loyalty.”

Guidance and Outlook:

The following tables introduce or update selected financial guidance for third quarter 2022 and full year 2022, as applicable:

3Q 2022 Estimation

Operating revenue compared with 2019 (a)

Up 8% to 12%

ASMs compared with 2019 (b)

~Flat

Economic fuel costs per gallon2,8

$3.25 to $3.35

Fuel hedging premium expense per gallon

$0.02

Fuel hedging cash settlement gains per gallon

$0.46

ASMs per gallon (fuel efficiency)

76 to 78

CASM-X (c) compared with 20199

Up 12% to 15%

Scheduled debt repayments (millions)

~$55

Interest expense (millions)

~$90

Aircraft (d)

741

 


2022 Estimation

Previous estimation

ASMs compared with 2019 (b)

Down ~4%

No change

Economic fuel costs per gallon2,8

$2.95 to $3.05

$2.75 to $2.85

Fuel hedging premium expense per gallon

$0.04

No change

Fuel hedging cash settlement gains per gallon

$0.51

$0.54

CASM-X (c) compared with 20199

Up 12% to 16%

No change

Scheduled debt repayments (millions)

~$820

~$650

Interest expense (millions)

~$360

No change

Aircraft (d)

765

814

Effective tax rate

24% to 26%

No change

Capital spending (billions) (e)

~$4.0

~$5.0

 

(a) The Company believes that operating revenues compared with 2019 is a relevant measure of performance due to the significant impacts in 2020 and 2021 from the pandemic.

(b) Available seat miles (ASMs, or capacity).ย The Company’s flight schedule is currently published for sale through March 8, 2023.ย The Company currently expects fourth quarter 2022 capacity to be down in the range of 1 percent to 2 percent compared with fourth quarter 2019, and first quarter 2023 capacity to be up approximately 10 percent, compared with first quarter 2022.

(c) Operating expenses per available seat mile, excluding fuel and oil expense, special items, and profitsharing.

(d) Aircraft on property, end of period. The Company ended second quarter 2022 with 730 Boeing 737 aircraft. During third quarter 2022, the Company expects to take delivery of 23 Boeing 737 MAX 8 (-8) aircraft and retire 12 Boeing 737-700 (-700) aircraft to end the quarter with 741 aircraft. During fourth quarter 2022, the Company expects to take delivery of 31 -8 aircraft and retire seven -700 aircraft to end the year with 765 aircraft. The delivery schedule for the Boeing 737 MAX 7 (-7) is dependent on the Federal Aviation Administration (“FAA”) issuing required certifications and approvals to Boeing and the Company. The FAA will ultimately determine the timing of the -7 certification and entry into service, and the Company therefore offers no assurances that current estimations and timelines are correct. Furthermore, given the current ongoing status of the -7 certification and pace of expected deliveries for the remainder of this year, it is the Company’s assumption that it will receive no -7 aircraft deliveries in 2022, and that the remaining 48 Boeing 737 MAX (MAX) aircraft reflected in its 2022 contractual order book will shift into 2023.

(e) Represents the Company’s current expectation which assumes the exercise of its five remaining 2022 MAX aircraft delivery options, and a total of 66 -8 aircraft deliveries in 2022, compared with the Company’s previous estimation which assumed the delivery of 114 MAX aircraft in 2022. The Company continues to estimate $900 million in non-aircraft capital spending in 2022.

 

Revenue Results and Outlook:

  • Second quarter 2022 operating revenues were an all-time quarterly record $6.7 billion, increasing 13.9 percent compared with second quarter 2019โ€”in line with the Company’s previous guidance
  • Second quarter 2022 operating revenues per available seat mile (RASM, or unit revenues) increased 22.0 percent driven primarily by a passenger yield increase of 18.4 percent, coupled with a load factor increase of 0.7 points, all compared with second quarter 2019
  • Second quarter 2022 managed business revenues were down 24 percent compared with second quarter 2019โ€”in line with the Company’s previous guidance
  • Successfully launched new Wanna Get Away Plusโ„ข fare product in May 2022

The Company’s revenue performance in second quarter 2022 was a quarterly recordย primarily due to a surge in leisure demand, especially in June, which resulted in strong passenger bookings, yields, and load factors. In addition, the Company’s second quarter 2022 loyalty program revenue represented a quarterly record. June 2022 managed business revenues were down 19 percent, a sequential improvement compared with April and May 2022 managed business revenues, which were down 31 percent and 23 percent, respectively, all compared with their respective 2019 levels. While second quarter 2022 managed business revenues remained below 2019 levels, the Company was encouraged by the sequential improvement during the quarter, as well as managed business average fares that exceeded 2019 levels. June 2022 is estimated to represent a monthly peak for 2022 operating revenues based on first half 2022 results and current expectations for second half 2022.

Currently, the Company continues to experience strong passenger bookings, yields, and load factors. Leisure bookings remain strong and in line with seasonal expectations in third quarter 2022, including post-Labor Day. Based on bookings thus far, the Company’s third quarter 2022 managed business revenues are currently estimated to be down in the range of 17 percent to 21 percent, compared with third quarter 2019. Although early in the booking curve, the Company is encouraged by current business bookings post-Labor Day and the expected sequential improvement from second quarter to third quarter 2022, of managed business revenues compared with the same periods in 2019. The Company increased short-haul trips in business markets in its third quarter 2022 published flight schedule, relative to first half 2022, in an effort to support both the reliability of its operational performance and expected business travel demand. Given the Company’s estimate that managed business revenues will remain below 2019 levels in third quarter 2022, the increase in short-haul trips in business markets is estimated to be a two point sequential operating revenue growth headwind from second quarter to third quarter 2022, compared with their respective 2019 levels.

In accordance with applicable accounting guidance and the Company’s revenue recognition policy, the amount of tickets that will expire unused, referred to as breakage, are estimated and recognized in Passenger revenue once the scheduled flight date has passed, in proportion to Customer behavior. Breakage estimates are based on historical experience over many years, and the Company has consistently applied this accounting method to estimate revenue from unused tickets at the date of scheduled travel. As a result of the COVID-19 pandemic, the Company had a significant amount of Customer flight credits that were set to expire on September 7, 2022. The Company’s policy change to eliminate expiration dates on qualifying flight credits, in particular those that were set to expire on September 7, 2022, results in a shift in the timing of revenue recognition and an estimated negative impact to third quarter breakage revenue in the range of $250 million to $300 million, or a five point sequential operating revenue growth headwind from second quarter to third quarter 2022, compared with their respective 2019 levels. The Company does not anticipate a material impact from this policy change beyond third quarter 2022, and estimates that breakage as a percentage of revenue will normalize to pre-pandemic levels. The Company expects that this policy change, combined with its other attractive brand attributes, will contribute to an increase in Customer loyalty and new Customers.

Fuel Costs and Outlook:

  • Second quarter 2022 fuel costs were $3.36 per gallonโ€”in line with the Company’s previous guidanceโ€”and included $0.05 per gallon in premium expense and $0.68 per gallon in favorable cash settlements from fuel derivative contracts
  • Second quarter 2022 fuel efficiency improved 2.1 percent compared with second quarter 2019 due to more MAX aircraft, the Company’s most fuel-efficient aircraft, as a percentage of the Company’s fleet
  • As of July 21, 2022, the fair market value of the Company’s fuel derivative contracts settling in third quarter 2022 through the end of 2024 was an asset of $1.0 billion

The Company’s multi-year fuel hedging program continues to provide insurance against spikes in energy prices and significantly offset the market price increase in jet fuel in second quarter 2022.ย The Company’s current fuel derivative contracts contain a combination of instruments based in West Texas Intermediate, Brent crude oil, and refined products, such as heating oil. The economic fuel price per gallon sensitivities8ย provided in the table below assume the relationship between Brent crude oil and refined products based on market prices as ofย July 21, 2022.

Estimated economic fuel price per gallon,
including taxes and fuel hedging premiums

Average Brent Crude Oil
price per barrel

3Q 2022

4Q 2022

$80

$2.85 – $2.95

$2.75 – $2.85

$90

$3.05 – $3.15

$2.95 – $3.05

Current Market (a)

$3.25 – $3.35

$3.00 – $3.10

$110

$3.45 – $3.55

$3.35 – $3.45

$120

$3.70 – $3.80

$3.60 – $3.70

$130

$4.00 – $4.10

$3.85 – $3.95

Fair market value

$235 million

$195 million

Estimated premium costs

$13 million

$13 million

(a) Brent crude oil average market prices as of July 21, 2022, were $100ย andย $94ย per barrel for third quarter 2022 and fourth quarter 2022, respectively.

 

In addition, the Company is providing its maximum percentage of estimated fuel consumption10ย covered by fuel derivative contracts in the following table:

Period

Maximum fuel hedged percentage

2022

63% (a)

2023

39% (b)

2024

17% (b)

(a) Based on the Company’s available seat mile plans for full year 2022. The Company is currently 59 percent hedged for third quarter 2022 and 62 percent hedged for fourth quarter 2022.

(b) Due to uncertainty regarding available seat mile plans in future years, the Company believes that providing the maximum percentage of fuel consumption covered by derivative contracts in 2023 and 2024 relative to 2019 fuel gallons consumed is a more relevant measure for future coverage.

 

Non-Fuel Costs and Outlook:

  • Second quarter 2022 operating expenses of $5.6 billion increased 12.7 percent compared with second quarter 2019
  • Second quarter 2022 operating expenses, excluding fuel and oil expense, special items, and profitsharing, increased 5.6 percent compared with second quarter 2019
  • Second quarter 2022 operating expenses per available seat mile, excluding fuel and oil expense, special items, and profitsharing (CASM-X), increased 13.1 percent compared with second quarter 2019โ€”favorable to the Company’s previous guidance
  • The Company accrued $81 million of profitsharing expense in second quarter 2022 bringing first half 2022 profitsharing expense to $118 million

The Company’s second quarter 2022 CASM-X increase was primarily due to continued unit cost headwinds from operating at suboptimal productivity levels, inflation in labor rates and airport costs, and accruals for expected future contractual wage rate increases. However, the Company’s second quarter 2022 CASM-X increase was lower than its previous guidance range primarily due to lower benefits costs, as well as the shifting of certain maintenance costs from second quarter to second half 2022.

The Company continues to experience cost inflation in third quarter 2022, in particular with higher rates for labor, benefits, and airports. The Company also expects cost headwinds from operating at suboptimal productivity levels as headcount is expected to increase in third quarter 2022 while capacity levels are expected to remain relatively in line with third quarter 2019. The Company has increased short-haul trips in second half 2022 in an effort to restore its route network and support the reliability of its operational performance, which results in a decrease to average stage length, and adds further unit cost headwinds. As a result of its successful hiring efforts and much improved operational reliability, the Company plans to begin moderating hiring where opportunities exist and intensify its focus on returning to historical efficiency levels.

Fleet and Capital Spending:

For first half 2022, the Company was scheduled to receive 28 -8 aircraft, of which only 12 were received, all during second quarter 2022. The Company ended second quarter 2022 withย 730ย aircraft, which reflects four owned -700 retirements. In addition, the Company had four -700 aircraft in storage as of June 30, 2022, all of which were subsequently retired from the Company’s fleet in July 2022. While the Company is contractually scheduled to receive 114 MAX deliveries, including options, this year, a portion of its deliveries are expected to shift into 2023 due to Boeing’s supply chain challenges and the current status of the -7 certification. Based on recent discussions with Boeing regarding the pace of expected deliveries for the remainder of this year, the Company is currently estimating it will receive a total of 66 -8 aircraft deliveries and no -7 deliveries in 2022.

Since the Company’s previous disclosure on April 28, 2022, the Company exercised seven -8 options for delivery in 2022;ย exercised two -7 options for delivery in 2023; accelerated and exercised seven 2023 -8 options for delivery in 2022; and shifted seven 2022 MAX firm orders into 2023, which are reflected as -7 firm orders in the Company’s updated order book. Additionally in July 2022, the Company converted 48 2023 -7 firm orders to -8 firm orders in 2023.

Based on these modifications and recent discussions with Boeing, the Company is currently assuming 23ย and 31 -8 aircraft deliveries in third quarter and fourth quarter 2022, respectively. The Company plans to retire 12 and 7 -700 aircraft in third quarter and fourth quarter 2022, respectively. As a result, the Company expects to end third quarter with 741 aircraft and end 2022 with 765 aircraft, compared with its previous guidance of 814 aircraft. The Company now expects to retire 29 -700 aircraft in 2022, compared with its previous guidance of 28 -700 retirements this year.

The Company’s second quarter 2022 capital expenditures were $987ย million driven primarily by aircraft-related capital expenditures, as well as technology, facilities, and operational investments. The Company now estimates its 2022 capital spending to be approximately $4.0 billion, which assumes the exercise of its five remaining 2022 options, and a total of 66 -8 aircraft deliveries in 2022, compared with its previous 2022 capital spending guidance of approximately $5.0 billion which assumed the delivery of 114 MAX aircraft in 2022. The Company’s 2022 capital spending guidance continues to include approximately $900 million in non-aircraft capital spending.

The following tables provide further information regarding the Company’s contractual order book and compare its contractual order book as of July 28, 2022, with its previous order book as of April 28, 2022. Given current supply chain and aircraft delivery delays, the Company will continue working with Boeing on its order book with focus on 2022 and 2023.

 

New 737 Contractual Order Book as of July 28, 2022:

The Boeing Company

-7 Firm Orders

-8 Firm Orders

-7 or -8 Options

Total

2022

14

95

5

114

(c)

2023

38

48

4

90

2024

30

โ€”

56

86

2025

30

โ€”

56

86

2026

15

15

40

70

2027

15

15

6

36

2028

15

15

โ€”

30

2029

20

30

โ€”

50

2030

15

45

โ€”

60

2031

โ€”

10

โ€”

10

192

(a)

273

(b)

167

632

(a) The delivery timing for the -7 is dependent on the FAA issuing required certifications and approvals to Boeing and the Company. The FAA will ultimately determine the timing of the -7 certification and entry into service, and the Company therefore offers no assurances that current estimations and timelines are correct.

(b) The Company has flexibility to designate firm orders or options as -7s or -8s, upon written advance notification as stated in the contract.

(c) Includes 12 -8 deliveries received through June 30, 2022, 23 expected -8 deliveries in third quarter 2022, and 31 expected -8 deliveries in fourth quarter 2022, for a total of 66 -8 deliveries in 2022. While the Company is contractually scheduled to receive 114 MAX deliveries, including options, this year, a portion of its deliveries are expected to shift into 2023 due to Boeing’s supply chain challenges and the current status of the -7 certification. Furthermore, given the current ongoing status of the -7 certification and pace of expected deliveries for the remainder of this year, it is the Company’s assumption that it will receive no -7 aircraft deliveries in 2022, and has the ability to convert -7s to -8s as noted in footnote (b).

 

Previous 737 Contractual Order Book as of April 28, 2022 (a):ย 

The Boeing Company

-7 Firm Orders

-8 Firm Orders

-7 or -8 Options

Total

2022

21

81

12

114

2023

77

โ€”

13

90

2024

30

โ€”

56

86

2025

30

โ€”

56

86

2026

15

15

40

70

2027

15

15

6

36

2028

15

15

โ€”

30

2029

20

30

โ€”

50

2030

15

45

โ€”

60

2031

โ€”

10

โ€”

10

238

211

183

632

(a) The ‘Previous 737 Contractual Order Book’ is for reference and comparative purposes only. It should no longer be relied upon. See ‘New 737 Contractual Order Book’ for the Company’s current aircraft order book.

 

Liquidity and Capital Deployment:

  • The Company ended second quarter 2022 with $16.4 billion in cash and short-term investments and a fully available revolving credit line of $1.0 billion
  • The Company had a net cash position11 of $5.9 billion, and adjusted debt12 to invested capital (leverage) of 53 percent as of June 30, 2022
  • The Company paid $231 million during second quarter 2022 to retire debt and finance lease obligations, including the extinguishment of $138 million in principal of the Company’s convertible notes for a cash payment of $178 million, the extinguishment of $30 million in principal of various unsecured notes for a cash payment of $31 million, as well as $22 million in scheduled debt payments
  • The Company’s 2022 total debt repayments is expected to be $820 million, compared with its previous guidance of $650 million, due to the unscheduled extinguishments noted above
  • The Company recently extended the maturity of its revolving credit facility agreement two years to August 3, 2025

Southwest Airlines aircraft photo gallery:

JetBlue and Spirit to merge and create a national low-fare challenger to the dominant big four airlines

JetBlue Airways Corporation (JetBlue Airways) and Spirit Airlines, Inc. today announced that their boards of directors have approved a definitive merger agreement under which JetBlue will acquire Spirit for $33.50 per share in cash, including a prepayment of $2.50 per share in cash payable upon Spirit stockholdersโ€™ approval of the transaction and a ticking fee of $0.10 per month starting in January 2023 through closing, for an aggregate fully diluted equity value of $3.8 billion1 and an adjusted enterprise value of $7.6 billion2.

โ€œWe are excited to deliver this compelling combination that turbocharges our strategic growth, enabling JetBlue to bring our unique blend of low fares and exceptional service to more customers, on more routes,โ€ said Robin Hayes, chief executive officer, JetBlue.โ€œWe look forward to welcoming Spiritโ€™s outstanding Team Members to JetBlue and together creating a customer-centric, fifth-largest carrier in the United States. Spirit and JetBlue will continue to advance our shared goal of disrupting the industry to bring down fares from the Big Four airlines. This combination is an exciting opportunity to diversify and expand our network, add jobs and new possibilities for Crewmembers, and expand our platform for profitable growth.โ€

โ€œCombining with Spirit will give JetBlue an even larger platform to deliver on our mission to inspire humanity,โ€ said Peter Boneparth, chair of the board, JetBlue. โ€œWith the best Crewmembers and Team Members in the industry, our Board and leadership team look forward to building long-term sustainable value for all our stakeholders as an even stronger, more competitive low-fare airline.โ€

Ted Christie, president and chief executive officer, Spirit, said, โ€œWe are thrilled to unite with JetBlue through our improved agreement to create the most compelling national low-fare challenger to the dominant U.S. carriers, and we look forward to working with JetBlue to complete the transaction. Bringing our two airlines together will be a game changer, and we are confident that JetBlue will deliver opportunities for our Guests and Team Members with JetBlueโ€™s unique blend of low fares and award-winning service. We especially appreciate the commitment of our Spirit Family throughout this process. Todayโ€™s exciting announcement reflects JetBlueโ€™s admiration for Spirit and a shared belief in what the combined airline can bring for our Guests.โ€

โ€œWe are pleased that the Spirit Board of Directorsโ€™ robust and diligent process has delivered additional value to our stockholders,โ€ said Mac Gardner, chairman of the board, Spirit. โ€œThis is a compelling combination that provides meaningful protections for stockholders against an adverse regulatory outcome with a significant cash premium that reflects the continued hard work and dedication of the Spirit Family.โ€

Increases JetBlueโ€™s relevance and offers consumers more choices by leveraging the airlinesโ€™ complementary networks and fleets

  • The airline will offer its combined 77 million customers more options and choices.
  • JetBlue plans to bring the JetBlue Experience to all aircraft, offering JetBlueโ€™s unique combination of low fares and award-winning service to more customers.
  • The acquisition will accelerate JetBlueโ€™s organic growth plan with 1,700+ daily flights to more than 125 destinations in 30 countries based on December 2022 schedules.
  • The acquisition will increase relevance for JetBlue in certain key focus cities (Fort Lauderdale, Orlando, San Juan, and Los Angeles) as well as Big Four airline hubs (Las Vegas, Dallas, Houston, Chicago, Detroit, Atlanta, and Miami).
  • The combined airline will have a fleet of 458 aircraft on a pro forma basis and an order book of over 300 Airbus aircraft with fuel-efficient, lower-carbon new engine option, or neo, engines, providing increased flexibility and efficiency while mitigating the risk of limited availability of aircraft.

Brings together the best of both airlinesโ€™ cultures and values to create job growth and career opportunities for Crewmembers and Team Members

  • The combined airline will provide more career growth options, broader travel benefits, more opportunities to make a difference in the communities JetBlue and Spirit serve, and a deeper bench of intellectual capital to support the future growth of the airline.
  • The mission-driven, customer-centric airline of more than 34,000 crewmembers will further job growth, including planned insourcing of Spiritโ€™s outsourced operations in cities where JetBlue has its own Crewmembers.
  • JetBlue will expand its no furlough commitment to Spiritโ€™s Team Members as they are welcomed into JetBlue after closing.
  • JetBlue will ensure a smooth transition for Spiritโ€™s corporate Team Members by retaining a Fort Lauderdalesupport center, in addition to JetBlueโ€™s other support centers.
  • JetBlue is committed to working with labor leaders at both airlines and JetBlue values committee representatives to ensure the combination supports the needs of those that operate the airline.

Delivers significant value to stockholders of both airlines

  • JetBlue will acquire Spirit for $33.50 to up to $34.15 per share in cash, depending on the timing of closing, including 1) an accelerated prepayment of $2.50 per share in cash, payable promptly after Spiritโ€™s stockholders approve the transaction, and 2) a ticking fee prepayment of $0.10 per share per month between January 2023 and the consummation or termination of the transaction.
    • In the event the transaction is consummated on or before December 2023, the transaction consideration will be $33.50 per share, increasing over time to up to $34.15 per share, in the event the transaction is consummated at the outside date in July 2024.
    • The transaction consideration of $33.50 per share implies an aggregate fully diluted equity value of approximately $3.8 billion3 and an adjusted enterprise value of $7.6 billion4.
  • JetBlue expects to achieve $600-700 million in net annual synergies once integration is complete, driven in large part by expanded customer offerings resulting from the greater breadth and depth of the combined network.
  • The combined company is projected to have annual revenues of approximately $11.9 billion based on 2019 revenues. JetBlue expects the transaction to be significantly accretive to earnings per share in the first full year following closing.
  • JetBlue expects to maintain balance sheet flexibility with post-transaction leverage of 3.0-3.5x, well inside historical levels, and to continue its deleveraging trajectory as it captures synergies.

Expands the reach of JetBlueโ€™s sustainability leadership

  • The all-Airbus combined fleet would include new A220s and A320neos, proven to deliver double-digit improvements in fuel and carbon emissions. After closing, JetBlue will leverage the order book for the combined company to accelerate the fleet transition to next generation, fuel-efficient aircraft.
  • JetBlue expects to extend its industry-leading climate commitments to the combined airline, including its target to achieve net zero carbon emissions by 2040, which is ten years ahead of the broader U.S. airline industryโ€™s goal.
  • JetBlue would extend its goal to convert 10% of jet fuel to sustainable aviation fuel (SAF) by 2030 to the combined airline, with plans to introduce regular use of SAF into Spirit’s West Coast operations after closing.

Path to regulatory approval

The completion of the acquisition is subject to customary closing conditions, including receipt of required regulatory approvals and approval of Spiritโ€™s stockholders. The companies expect to conclude the regulatory process and close the transaction no later than the first half of 2024.

โ€œWe believe we can uniquely be a solution to the lack of competition in the U.S. airline industry and the continued dominance of the Big Four,โ€ Hayes continued. โ€œBy enabling JetBlue to grow faster, we can go head-to-head with the legacies in more places to lower fares and improve service for everyone. Even combined with Spirit, JetBlue will still be significantly smaller than the Big Four, but weโ€™ll be much better positioned to bring the proven JetBlue Effect to many more routes and locations.โ€

  • The four largest carriers control more than 80% of the market. Creating a low-fare, customer-centric challenger with size and scale is the best opportunity to disrupt legacy carrier pricing in the current landscape.
  • Even as the fifth-largest carrier, JetBlue, with Spirit, would have only 9% market share, compared to 13% for the fourth-largest airline and 23% for the largest carrier. After the combination and with its committed upfront divestitures, the largest seat share a combined JetBlue-Spirit will have in any of its largest metro areas is 40%, compared to the 57-91% share legacy carriers have in their largest metro areas.
  • With its unique combination of everyday low fares and award-winning service, JetBlue has the best track record of disrupting legacy airlines. This has been at the heart of its approach since it first launched in 2000 with all-coach service, as it grew its much-loved brand on the East Coast and the Caribbean/Latin America, with its fresh take on transcontinental travel and premium experience with Mint, and most recently in transatlantic travel as it added flights to London.
  • JetBlueโ€™s acquisition of Spirit will give U.S. travelers the best of both worlds with a hefty boost in competition and choices as JetBlue accelerates its expansion and ultra-low-fare carriers continue to expand rapidly in number and routes.
  • The Northeast Alliance (โ€œNEAโ€) with American Airlines is accelerating growth of JetBlueโ€™s low-fare service in the Northeast where Delta Air Lines and United Airlines previously had limited competition, and where JetBlue was locked out of future growth in slot-constrained and congested airports. In connection with the agreement, JetBlue has made the upfront commitment to divest Spiritโ€™s holdings at the NEA airports to allow for allocation to other ultra-low-cost carriers.
  • JetBlue has also committed to divesting Spirit assets up to a material adverse effect on the combined JetBlue-Spirit, with a limited carve-out to this divestiture obligation for actions that would be reasonably likely to materially and adversely affect the anticipated benefits under JetBlueโ€™s NEA. In the unlikely event the proposed agreement is not consummated for antitrust reasons, JetBlue will pay (i) Spirit a reverse break-up fee of $70 million and (ii) stockholders of Spirit a reverse break-up fee of $400 million less any amounts paid to stockholders of Spirit prior to termination.

JetBlue and Spirit will continue operating independently until closing

The airlines will continue to operate independently until after the transaction closes and their respective loyalty programs remain unchanged and customer accounts will not be affected in any way.

Following completion of the acquisition, the combined airline will be based in New York and be led by Robin Hayes.

As previously announced, Spirit has terminated its prior merger agreement with Frontier. JetBlue has terminated its previously announced all-cash tender offer to acquire Spirit common stock.

Spirit Airlines brand will eventually disappear under this proposed acquistion.

Spirit Airlines aircraft photo gallery:

Alaska Airlines cooks up new vegan and plant-based options

Alaska Airlines made this announcement:

This summer, Alaska Airlines guests can veg out on board with more gluten friendly, plant-based and vegan meal options available in all cabins.

We’re listening to our guests who told us that they are looking for more plant-based menu options when traveling. Our new vegan option, called the “Soy Meets World,” is a vegan salad developed in partnership with Evergreens, a West Coast-based company that makes gourmet, freshly chopped salads.

We serve freshly prepared meals and snacks for breakfast, lunch and dinner & always include a vegetarian option. This summer, weโ€™re excited to offer guests our โ€Soy Meets Worldโ€ salad, a new vegan friendly option.

Most comprehensive menu in the sky

 

We’re proud to offer our guests a variety of fresh and seasonal meal selections and thirst-quenching beverages on our flights.

Today, we have the most comprehensive domestic food and beverage program in the industry. We offer three meal options in First Class, including our Signature Fruit & Cheese on flights as short as 550 miles.

We also offer ample food options in Premium Class and Main Cabin, which include up to four fresh options on flights over 1,100 miles and up to five snack items on flights over 223 miles, such as the Mediterranean Tapas Pack (vegan and gluten-free).

Now through October, guests can enjoy fresh summer flavors that include berries, summer squash, corn, citrus and tomatoes.

Our Soy Meets World vegan salad includes roasted broccoli, fresh cucumber slices, scallions, pickled carrots, fried tofu and brown rice served over a bed of crisp romaine and baby lettuce greens, topped with roasted cashews, fried onions and paired with a Tamari Chili-Lime dressing.

Pre-order meals before takeoff

 

Alaska makes it easy to get the meal(s) you want. Enjoy fresh ingredients inspired by the West Coast, from snacks to freshly prepared meals, by pre-ordering your favorites ahead of your flight using your reservation on our app or alaskaair.com.

Meal orders can be made starting 14 days before your flight, and up to 20 hours prior to departure.

 

Snacks and Picnic packs do not require pre-order and are available on board most flights over 2 hours.

Alaska Airlines aircraft photo gallery (Airbus):

TAP, Galp and ANA partner together on the first flight with SAF in Portugal

TAP-Transportes Aereos Portugueses Airbus A321-251N WL CS-TJR (msn 10105) ZRH (Andi Hiltl). Image: 956978.

TAP Air Portugal, Galp and ANA Aeroportos de Portugal have entered into a strategic partnership to develop, produce and supply Sustainable Aviation Fuels (SAF) on a large scale, from waste, recycled used oils and other sustainable raw materials.

It heralds the start of a new aviation era in Portugal using SAF provided by Galp, in line with the European framework on mandatory SAF incorporation of SAF in aviation.

The first flight in Portugal fuelled with SAF departed last Friday (July 22),for a flight between Lisbon and Ponta Delgada in an Airbus 321neo, painted in TAP’s retro colors and called โ€˜Portugalโ€™.

The fuel included 39% material of renewable origin (HEFA), with fewer total emissions when compared to the high carbon alternative. The reduction in emissions on this first flight was 7.1 tonnes of CO2eq, which represents a 35% decrease in total CO2 emissions.

The partnership includes the ‘RefuelEU Aviation’ legislative initiative aimed at increasing the supply and demand for SAF in the European Union and its use by 2% by 2025, 5% by 2030 and 63% by 2050.

TAP is a signatory to the International Air Transport Association (IATA) resolution which, in October 2021, committed to achieving zero carbon emissions by 2050.

The SAF used on TAP flights will be supplied by the leading producer of sustainable aviation fuel, Neste.

Sustainable jet fuel has the advantage of offering similar performance to traditional jet fuel and can be used in the same engines as fossil fuel, but with a significantly smaller carbon footprint, with a reduction in emissions of up to 80%.

Neste’s SAF is produced from sustainably sourced raw materials, including used cooking oil and animal fat.

The Portuguese flag carrier, operates flights from Heathrow, Gatwick, Manchester and Dublin to destinations in Portugal, including the capital Lisbon.

Video:

Top Copyright Photo: TAP-Transportes Aereos Portugueses Airbus A321-251N WL CS-TJR (msn 10105) ZRH (Andi Hiltl). Image: 956978.

TAP aircraft photo gallery:

Boeing reports its second quarter results

Second Quarter 2022

  • Operating cash flow of $0.1 billion; continue to expect positive free cash flow for 2022
  • Increased 737 production to 31 per month; working with FAA on final actions to resume 787 deliveries
  • Successfully completed CST-100 Starliner uncrewed Orbital Flight Test-2 (OFT-2)
  • Revenue of $16.7 billion; GAAP earnings per share of $0.32 and core (non-GAAP)* loss per share of ($0.37)
  • Total backlog of $372 billion; including over 4,200 commercial airplanes

Table 1. Summary Financial Results

Second Quarter

First Half

(Dollars in Millions, except per share data)

2022

2021

Change

2022

2021

Change

Revenues

$16,681

$16,998

(2)ย %

$30,672

$32,215

(5)ย %

GAAP

Earnings/(Loss) From Operations

$774

$1,023

(24)ย %

($395)

$940

NM

Operating Margin

4.6

%

6.0

%

(23)ย %

(1.3)

%

2.9

%

NM

Net Earnings/(Loss)

$160

$567

(72)ย %

($1,082)

$6

NM

Earnings/(Loss) Per Share

$0.32

$1.00

(68)ย %

($1.73)

$0.09

NM

Operating Cash Flow

$81

($483)

NM

($3,135)

($3,870)

NM

Non-GAAP*

Core Operating Earnings/(Loss)

$490

$755

(35)ย %

($962)

$402

NM

Core Operating Margin

2.9

%

4.4

%

(34)ย %

(3.1)

%

1.2

%

NM

Core (Loss)/Earnings Per Share

($0.37)

$0.40

NM

($3.11)

($1.12)

NM

*Non-GAAP measure; complete definitions of Boeing’s non-GAAP measures are on page 6, “Non-GAAP Measures Disclosures.”ย 

The Boeing Company reported second-quarter revenue of $16.7 billion, GAAP earnings per share of $0.32 and core loss per share (non-GAAP)* of ($0.37), driven by lower defense volume and unfavorable performance, partially offset by higher commercial volume (Table 1). Boeing recorded positive operating cash flow of $0.1 billion.

“We made important progress across key programs in the second quarter and are building momentum in our turnaround,” said Dave Calhoun, Boeing President and Chief Executive Officer. “As we begin to hit key milestones, we were able to generate positive operating cash flow this quarter and remain on track to achieve positive free cash flow for 2022. While we are making meaningful progress, we have more work ahead. We will stay focused on safety, quality and transparency, as we drive stability, improve performance, and continue to invest in our future.”

Table 2. Cash Flow

Second Quarter

First Half

(Millions)

2022

2021

2022

2021

Operating Cash Flow

$81

($483)

($3,135)

($3,870)

Less Additions to Property, Plant & Equipment

($263)

($222)

($612)

($513)

Free Cash Flow*

($182)

($705)

($3,747)

($4,383)

*Non-GAAP measure; complete definitions of Boeing’s non-GAAP measures are on page 6, “Non-GAAP Measures Disclosures.”ย 

 

Operating cash flow improved to $0.1 billion in the quarter, reflecting higher commercial deliveries and timing of receipts and expenditures (Table 2).

Table 3. Cash, Marketable Securities and Debt Balances

Quarter-End

(Billions)

Q2 22

Q1 22

Cash

$10.0

$7.4

Marketable Securities1

$1.4

$4.9

Total

$11.4

$12.3

Debt Balances:

The Boeing Company, net of intercompany loans to BCC

$55.7

$56.2

Boeing Capital, including intercompany loans

$1.5

$1.5

Total Consolidated Debt

$57.2

$57.7

1 Marketable securities consist primarily of time deposits due within one year classified as “short-term investments.”

 

Cash and investments in marketable securities decreased to $11.4 billion, compared to $12.3 billion at the beginning of the quarter, primarily driven by debt repayment (Table 3). The company has access to credit facilities of $14.7 billion which remain undrawn.

Total company backlog at quarter-end was $372 billion.

Segment Results

Commercial Airplanes

Table 4. Commercial Airplanes

Second Quarter

First Half

(Dollars in Millions)

2022

2021

Change

2022

2021

Change

Commercial Airplanes Deliveries

121

79

53ย %

216

156

38ย %

Revenues

$6,219

$6,015

3ย %

$10,380

$10,284

1ย %

Loss from Operations

($242)

($472)

NM

($1,101)

($1,328)

NM

Operating Margin

(3.9)

%

(7.8)

%

NM

(10.6)

%

(12.9)

%

NM

 

Commercial Airplanes second-quarter revenue increased to $6.2 billion, driven by higher 737 deliveries,ย partially offset by lower 787 deliveries (Table 4). Operating margin of (3.9)% also reflects abnormal costs and period expenses, including higher R&D expense.

Boeing has nearly completed the global safe return to service of the 737 MAX and the fleet has flown more than 1.5 million total flight hours since late 2020. The 737 production rate increased to 31 airplanes per month during the quarter.

On the 787 program, the company continues to work with the FAA to finalize actions to resume deliveries and is readying airplanes for delivery. The program is producing at a very low rate and will continue to do so until deliveries resume, with an expected gradual return to five per month over time. The company still anticipates 787 abnormal costs of approximately $2 billion, with most being incurred by the end of 2023, including $283 million recorded in the quarter.

Commercial Airplanes secured orders for 169 737 MAX airplanes and 13 freighters, including seven 777-8 Freighters from Lufthansa Group. Commercial Airplanes delivered 121 airplanes during the quarter and backlog included over 4,200 airplanes valued at $297 billion.Boeing

At quarter-end, Boeing Capital’s net portfolio balance was $1.6 billion. The change in loss from other unallocated items and eliminations was primarily due to the recognition of deferred compensation income as compared to expense recorded in the second quarter 2021. The second quarter effective tax rate primarily reflects tax expense on pretax earnings and an increase to the valuation allowance.

Boeing President and CEO Dave Calhoun shared the following message with employees today addressing the companyโ€™s second-quarter results:

Team,

This month, Boeing marked its 106th anniversary. Throughout our history, we have seen moments of triumph and moments of challenge. Through it all, our people have made the difference, and that could not ring truer today. As we report our second-quarter results, you will see that we are building momentum in our turnaround. Even as we navigate a difficult environment, we are making progress across key programs and are beginning to hit significant milestones.

Thanks to these efforts, we generated positive operating cash flow in the second quarter, and we remain on track to achieve positive free cash flow for 2022. This is underpinned by strong demand and our efforts to improve performance.

In our Commercial Airplanes business, we increased 737 MAX production and improved deliveries, while working to drive stability in our factory and within the supply chain. We also continued to support the growing fleet, which has now safely flown more than 1.5 million flight hours with greater than 99% schedule reliability since the ungrounding.

Our 787 team is in the final stages of preparing to restart deliveries and continues to work through the comprehensive and transparent process with our regulator. There is no doubt that it has been a long road, but I am proud of our team for raising their hands, sharing information transparently and doing the hard work it takes to position us for success. Iโ€™ve spent a lot of time with our teams in North Charleston and Everett, and the work our mechanics, technicians and engineers are doing is exceptional. Itโ€™s detailed, disciplined and rigorous โ€“ and your efforts will have a positive impact for decades to come.

As we improve performance, the commercial market recovery is also gaining traction and customers are demonstrating their confidence and trust in Boeing, our products and our people. We are honored to have announced more than 200 airplane orders and commitments at the Farnborough International Airshow last week, including key orders for the 737 MAX, 787, freighters and services.

In our Defense, Space and Security business, our successful uncrewed CST-100 Starliner mission with NASA was a key moment for Boeing and I was proud to be with our team at Cape Canaveral for the launch. This orbital flight test was an important reminder of what weโ€™re capable of achieving and a demonstration of our focus on engineering excellence. That said, we continue to work through hurdles on our fixed-price development programs amidst a challenging macro-economic environment, which had an impact on our results.

Meanwhile, our Global Services team had another strong quarter supporting commercial and government customers. As the commercial market recovers, and thanks to our teamโ€™s performance, BGS has largely returned to pre-pandemic levels faster than our expectations, demonstrated by strong revenue and operating margins this quarter.

As demand grows across our markets, we are partnering with our supply chain to ensure our industry can meet that demand now and into our future. Supply chain constraints and inflation continue to challenge our world โ€“ and our industry is no exception. Even with demand high, we wonโ€™t chase production rates or push our system too fast. With safety and quality at the forefront, we will prioritize stability and predictability because when we get those right, all other metrics will follow.

While we are making progress, we have more work to do. And as we focus on improving our performance today, we are making research and development investments to lay the foundation for our next generation of products and advance our sustainability efforts. Most importantly, weโ€™re also investing in our people and hiring in key areas of engineering and manufacturing.

This is a pivotal moment in our 106-year legacy โ€“ and this team has the opportunity to define our future. Together, we are taking the right actions and heading in the right direction. Our programs are beginning to meet key milestones and our financials are starting to reflect our efforts. Our team is tested, prepared and ready to deliver โ€“ and I am confident in our future. Thank you for all that you do every day to support our customers, our company and each other.

Dave

Kenya Airways and Virgin Atlantic sign an interline agreement

Kenya Airways and Virgin Atlantic Airways have signed an interline agreement:

Kenya Airways (KQ), and Virgin Atlantic (VS) announced an interline agreement that will provide greater convenience to customers.

Under the interline agreement, Kenya Airways will extend its reach in the US, the Caribbean, and Israel via London. Kenya Airways customers flying to London will be able to connect with Virgin Atlantic-operated flights to Boston, Washington, Atlanta, Austin, Miami, Orlando, Las Vegas, Seattle, San Francisco, Los Angeles, Antigua, Barbados, The Bahamas, Jamaica, Grenada, and Tel Aviv among others.

The agreement further enables Virgin Atlantic passengers to book a through ticket to Nairobi and enjoy seamless connections to Kenya Airways destinations across Africa including Tanzania, Uganda, Seychelles, Mauritius, Zambia, Zimbabwe, and Madagascar among others.

Previously,ย Kenya Airways (KQ) and South African Airways (SAA) have signed a codeshare agreement that opens more destinations for seamless travel opportunities. As demand for air travel rebounds, the code-sharing agreement will see each airline sell, under its own code, flights operated by each other; South African Airways or Kenya Airways. SAAโ€™s customers will continue to have the ability to earn Voyager Miles on these new codeshare flights. The deal enables travelers to combine flight segments and baggage on a single ticket.

Passengers travelling out of South Africa will have more options to travel to African destinations including Nairobi, Dar es Salaam, Entebbe, Mombasa, and Kisumu while KQ passengers will have more choices for travel into Southern Africa including Cape Town, Durban, and Harare immediately. The growth of the partnership will see the addition of Zanzibar, Kilimanjaro, Juba, Douala, Lusaka Ghana and Nigeria subject to government approval as the airlines seek to offer more options for travelers within Africa.

Kenya Airways aircraft photo gallery:

Oman Air increases flight frequencies from Muscat to Southeast Asia

Oman Air made this announcement:

Fly to Bangkok, Kuala Lumpur, Manila, and Jakarta with Oman Air and explore more than 40 other destinations in Southeast Asia and Australia.

As demand grows during the summer holiday season, Oman Air, the Sultanate of Oman’s national carrier, has increased the weekly number of flights from its Muscat hub, offering 10 flights to Bangkok, 7 flights to Kuala Lumpur, 5 flights to Manila, and 4 flights to Jakarta, providing more options to discover an array of cities and experiences across Southeast Asia. The additional flights offer greater convenience and connectivity for Oman Air guests to discover more than 40 other exciting destinations in Southeast Asia and Australia.

Oman Air is optimizing its network through increased cooperation with alliance partners to link passengers to more locations as quickly and as seamlessly as possible. This will result in increased travel connections and an expanded network of destinations. Oman Air currently has four partner airlines in Southeast Asia, allowing guests to fly to 44 destinations across Southeast Asia and Australia from Bangkok, Kuala Lumpur and Jakarta. In total, Oman Air has entered into strategic codeshare agreements with 18 different partner airlines. These agreements enable Oman Air to market 229 different sectors, which, when combined with the 45 sectors that the airline itself operates, brings the total number of sectors it serves to 274.

Oman Air is renowned for its exceptional award-wining products and services, both in the air and on the ground, and for the signature Omani hospitality accessible to guests on every flight. The airline offers wide-body service, including the Boeing 787 Dreamliner and Airbus A330, between Muscat and destinations in Southeast Asia.

Oman Air:

Jetstar reconnects Australia and Japan after more than two years

Jetstar Airways has made this announcement:

Jetstarโ€™s flights between Tokyo and Cairns were restarted on July 20 after nearly two and a half years, with the airline preparing to welcome thousands of visitors from Japan into tropical north Queensland each week.

While restrictions remain in place for independent tourists travelling from Australia to Japan, Japanese citizens are now able to travel freely between the two countries, driving strong demand for Jetstarโ€™s relaunch of direct services to Cairns.

The airline will operate up to five return flights per week between Cairns and Narita (Tokyo), bringing up to 1,600 people into Australia from Japan every week and providing an important boost to local tourism.

The first return flight from Tokyo to Cairns, which is close to sold out, will take off on Thursday night and touch down early Friday morning.

Jetstar will also resumed services between Cairns and Osaka (Kansai) on July 26, 2022.

Jetstar aircraftb photo gallery:

Aeroflot Group’s 2Q results “affected by the current geopolitical situation”

Aeroflot Group issued this financial statement for the second quarter:

Aeroflot PJSC (Moscow Exchange ticker: AFLT) today announces
Aeroflot Group operating results for Q2 and 6 months 2022

Key highlights of Q2 2022:

  • Groupโ€™s operating results in Q2 2022 were affected by the current geopolitical situation
    and significant flight restrictions.
  • Aeroflot Group actively recovered transportation volumes after a decrease in March 2022, the average monthly growth rate in Q2 was 19.5%: international flights were partially restored, dynamics
    of domestic flights improved.
  • In domestic segment Groupโ€™s RPK increased by 0.4% year-on-year, Aeroflotโ€™s RPK increased
    by 23.7% vs. 2021.
  • In international segment in June the Group recovered RPK to 50.8% of 2021 levels, which compares to 15.4% recovery level in April 2022.
  • Operational efficiency has improved: passenger load factor amounted to 83.7%, up by 5.6 percentage points year-on-year. Pobeda Airlines recorded the highest absolute load indicator: passenger load factor was 95.3%, up 1.5 percentage points vs. Q2 2021.

Key highlights of 6 months 2022:

  • Aeroflot Group carried 17.2 million passengers, including 14.7 million passengers in domestic segment.
  • Passenger load factor was 79.9%, up by 1.0 percentage point year-on-year, in domestic segment passenger load factor was 82.6%, a 1.5 percentage points increase vs. 2021.
  • Groupโ€™s total RPK increased by 3.7% year-on-year, in domestic segment Groupโ€™s RPK improved by 4.9% year-on-year.

Aeroflot Airlines Operating Results

Q2 2022

Q2 2021

Change

6M 2022

6M 2021

Change

Passengers carried, thousand PAX

4,182.1

5,094.6

(17.9%)

7,945.8

8,364.8

(5.0%)

– international

408.1

1,223.3

(66.6%)

1,684.2

1,900.1

(11.4%)

– domestic

3,774.0

3,871.3

(2.5%)

6,261.6

6,464.7

(3.1%)

Revenue Passenger Kilometres, mn

11,205.1

12,165.1

(7.9%)

21,341.2

19,790.9

7.8%

– international

1,441.2

4,270.5

(66.3%)

6,042.4

6,741.2

(10.4%)

– domestic

9,763.9

7,894.5

23.7%

15,298.8

13,049.7

17.2%

Available Seat Kilometres, mn

13,881.2

16,889.2

(17.8%)

28,577.4

27,226.2

5.0%

– international

1,664.2

6,053.5

(72.5%)

9,017.6

9,778.5

(7.8%)

– domestic

12,217.0

10,835.6

12.7%

19,559.8

17,447.7

12.1%

Passenger load factor, %

80.7%

72.0%

8.7 p.p.

74.7%

72.7%

2.0 p.p.

– international

86.6%

70.5%

16.1 p.p.

67.0%

68.9%

(1.9 p.p.)

– domestic

79.9%

72.9%

7.1 p.p.

78.2%

74.8%

3.4 p.p.

Revenue flights

28,010

39,883

(29.8%)

57,920

67,280

(13.9%)

– international

2,212

7,460

(70.3%)

12,078

12,773

(5.4%)

– domestic

25,798

32,423

(20.4%)

45,842

54,507

(15.9%)

Flight hours

81,879

105,653

(22.5%)

173,704

178,808

(2.9%)

Pobeda Airlines Operating Results

Q2 2022

Q2 2021

Change

6M 2022

6M 2021

Change

Passengers carried, thousand PAX

2,459.0

3,642.7

(32.5%)

5,568.3

6,397.7

(13.0%)

– international

2.9

62.2

(95.4%)

245.4

222.8

10.2%

– domestic

2,456.1

3,580.4

(31.4%)

5,322.9

6,174.9

(13.8%)

Revenue Passenger Kilometres, mn

4,815.7

5,906.3

(18.5%)

10,530.1

10,488.1

0.4%

– international

2.4

154.3

(98.4%)

672.9

549.5

22.5%

– domestic

4,813.2

5,752.0

(16.3%)

9,857.2

9,938.6

(0.8%)

Available Seat Kilometres, mn

5,054.5

6,298.2

(19.7%)

11,286.4

11,267.8

0.2%

– international

2.7

194.4

(98.6%)

778.6

661.5

17.7%

– domestic

5,051.8

6,103.9

(17.2%)

10,507.8

10,606.3

(0.9%)

Passenger load factor, %

95.3%

93.8%

1.5 p.p.

93.3%

93.1%

0.2 p.p.

– international

89.6%

79.4%

10.2 p.p.

86.4%

83.1%

3.4 p.p.

– domestic

95.3%

94.2%

1.0 p.p.

93.8%

93.7%

0.1 p.p.

Revenue flights

13,701

20,568

(33.4%)

31,655

36,412

(13.1%)

– international

17

416

(95.9%)

1,494

1,424

4.9%

– domestic

13,684

20,152

(32.1%)

30,161

34,988

(13.8%)

Flight hours

34,932

44,696

(21.8%)

79,566

80,477

(1.1%)

Rossiya Airlines Operating Results

Q2 2022

Q2 2021

Change

6M 2022

6M 2021

Change

Passengers carried, thousand PAX

2,039.5

2,449.5

(16.7%)

3,670.5

3,794.8

(3.3%)

– international

241.7

262.6

(8.0%)

517.6

330.2

56.8%

– domestic

1,797.8

2,186.9

(17.8%)

3,152.9

3,464.6

(9.0%)

Revenue Passenger Kilometres, mn

4,462.9

5,676.2

(21.4%)

8,557.8

8,711.6

(1.8%)

– international

484.5

845.2

(42.7%)

1,572.4

1,051.3

49.6%

– domestic

3,978.4

4,831.0

(17.6%)

6,985.4

7,660.3

(8.8%)

Available Seat Kilometres, mn

5,536.6

7,229.1

(23.4%)

10,760.9

10,957.4

(1.8%)

– international

620.2

982.5

(36.9%)

1,894.0

1,218.8

55.4%

– domestic

4,916.4

6,246.6

(21.3%)

8,866.9

9,738.6

(9.0%)

Passenger load factor, %

80.6%

78.5%

2.1 p.p.

79.5%

79.5%

0.0 p.p.

– international

78.1%

86.0%

(7.9 p.p.)

83.0%

86.3%

(3.2 p.p.)

– domestic

80.9%

77.3%

3.6 p.p.

78.8%

78.7%

0.1 p.p.

Revenue flights

20,717

21,658

(4.3%)

36,810

33,550

9.7%

– international

3,495

1,631

2.1ั…

5,209

2,214

2.4ั…

– domestic

17,222

20,027

(14.0%)

31,601

31,336

0.8%

Flight hours

49,525

51,493

(3.8%)

90,049

80,582

11.7%

Aeroflot Group Operating Results

Q2 2022

Q2 2021

Change

6M 2022

6M 2021

Change

Passengers carried, thousand PAX

8,680.6

11,186.7

(22.4%)

17,184.7

18,557.3

(7.4%)

– international

652.7

1,548.1

(57.8%)

2,447.3

2,453.0

(0.2%)

– domestic

8,027.9

9,638.6

(16.7%)

14,737.4

16,104.2

(8.5%)

Revenue Passenger Kilometres, mn

20,483.7

23,747.5

(13.7%)

40,429.1

38,990.6

3.7%

– international

1,928.1

5,270.1

(63.4%)

8,287.7

8,342.0

(0.7%)

– domestic

18,555.6

18,477.5

0.4%

32,141.4

30,648.6

4.9%

Available Seat Kilometres, mn

24,472.3

30,416.5

(19.5%)

50,624.7

49,451.5

2.4%

– international

2,287.1

7,230.4

(68.4%)

11,690.3

11,658.8

0.3%

– domestic

22,185.2

23,186.1

(4.3%)

38,934.4

37,792.7

3.0%

Passenger load factor, %

83.7%

78.1%

5.6 p.p.

79.9%

78.8%

1.0 p.p.

– international

84.3%

72.9%

11.4 p.p.

70.9%

71.6%

(0.7 p.p.)

– domestic

83.6%

79.7%

3.9 p.p.

82.6%

81.1%

1.5 p.p.

Cargo and mail carried, tonnes

35,634.3

64,445.8

(44.6%)

89,026.3

126,644.7

(29.7%)

– international

3,848.0

19,499.9

(80.2%)

22,958.8

44,478.7

(48.4%)

– domestic

31,786.3

44,945.9

(29.2%)

66,067.6

82,166.0

(19.6%)

Revenue Cargo Tonne Kilometres, mn

151.4

265.8

(43.0%)

378.3

541.1

(30.1%)

– international

16.8

104.5

(83.9%)

118.0

248.6

(52.5%)

– domestic

134.6

161.3

(16.5%)

260.3

292.5

(11.0%)

Revenue Tonne Kilometres, mn

1,995.0

2,403.0

(17.0%)

4,016.9

4,050.2

(0.8%)

– international

190.4

578.8

(67.1%)

863.9

999.4

(13.6%)

– domestic

1,804.6

1,824.2

(1.1%)

3,153.0

3,050.9

3.3%

Available Tonne Kilometres, mn

2,878.9

3,788.9

(24.0%)

6,056.7

6,356.8

(4.7%)

– international

266.9

1,046.7

(74.5%)

1,529.2

1,905.0

(19.7%)

– domestic

2,612.0

2,742.2

(4.7%)

4,527.5

4,451.8

1.7%

Revenue load factor, %

69.3%

63.4%

5.9 p.p.

66.3%

63.7%

2.6 p.p.

– international

71.3%

55.3%

16.0 p.p.

56.5%

52.5%

4.0 p.p.

– domestic

69.1%

66.5%

2.6 p.p.

69.6%

68.5%

1.1 p.p.

Revenue flights

62,428

82,109

(24.0%)

126,385

137,242

(7.9%)

– international

5,724

9,507

(39.8%)

18,781

16,411

14.4%

– domestic

56,704

72,602

(21.9%)

107,604

120,831

(10.9%)

Flight hours

166,336

201,842

(17.6%)

343,319

339,867

1.0%

Aeroflot Group Operating Results in Q2 2022

Aeroflot Group airlines: All flights

April

May

June

Total

Passengers carried, thousand PAX

2,177.8

2,746.8

3,756.1

8,680.6

Change vs. 2021, %

(27.9%)

(23.5%)

(17.9%)

(22.4%)

Revenue Passenger Kilometres, mn

4,999.2

6,463.5

9,021.0

20,483.7

Change vs. 2021, %

(20.4%)

(14.6%)

(8.8%)

(13.7%)

Passenger load factor, %

82.6%

81.0%

86.4%

83.7%

Change vs. 2021, %

4.6 p.p.

5.2 p.p.

6.5 p.p.

5.6 p.p.

Aeroflot Group airlines: Domestic flights

April

May

June

Total

Passengers carried, thousand PAX

2,086.7

2,529.0

3,412.2

8,027.9

Change vs. 2021, %

(19.8%)

(18.2%)

(13.5%)

(16.7%)

Revenue Passenger Kilometres, mn

4,779.8

5,822.6

7,953.2

18,555.6

Change vs. 2021, %

(1.5%)

(0.1%)

2.0%

0.4%

Passenger load factor, %

83.2%

81.0%

86.0%

83.6%

Change vs. 2021, %

3.6 p.p.

3.8 p.p.

4.2 p.p.

3.9 p.p.

 

 

Aeroflot Group airlines: International flights

April

May

June

Total

Passengers carried, thousand PAX

91.1

217.8

343.8

652.7

Change vs. 2021, %

(78.2%)

(56.5%)

(45.4%)

(57.8%)

Revenue Passenger Kilometres, mn

219.5

640.9

1,067.7

1,928.1

Change vs. 2021, %

(84.6%)

(63.2%)

(49.2%)

(63.4%)

Passenger load factor, %

71.2%

81.2%

89.8%

84.3%

Change vs. 2021, %

(1.8 p.p.)

9.6 p.p.

15.8 p.p.

11.4 p.p.

Aeroflot is listing leased aircraft in its profile:

Aeroflot has one of the youngest fleets in the world. As of 31ย mayย 2022, the Aeroflot fleet consisted of 184ย aircraft: Airbus ะ320, ะ330, ะ350, Boeing 737-800, Boeing 777-300ER, as well as the Russian-made Superjet 100. In 2020, new wide-body Airbus A350-900 aircraft, the newest long-haul planes, and in 2021, new medium-haul Airbus A320/321 neo aircraft joined the Aeroflot fleet.

As of May 31, 2022, the fleet includes:

Rossiya Airlines aircraft photo gallery:

 

Akasa Air to offer 28 weekly flights between Bengaluru and Mumbai

Akasa Air made this announcement:

In keeping with a phased approach to grow its network, Akasa Air, India’s newest airline, has announced an additional 28 weekly direct flights on its newly launched sector between Bengaluru and Mumbai starting on August 19, 2022.

With this, Akasa Air will have completed the inaugural phase of its network development across key cities like Ahmedabad, Mumbai, Kochi and Bengaluru, making a total of 82 weekly flights available within the first few weeks of its operations.

The airlineโ€™s network expansion strategy is committed to progressively connecting more cities along new sectors to establish a strong pan-India presence, with a focus on metro to tier 2 & 3 route connectivity.

On July 22, 2022, Akasa Air opened bookings for ticket sales of its first commercial flight and unveiled its customer experience strategy with several category-first services & product choices for a happy travel experience which is tech-forward, inclusive & environmentally progressive.

Flying with the airline code QP, Akasa Air will begin commercial operations with two aircraft from August 7, 2022, It will add an additional two aircraft each month andย by the end of 2023, it will have inducted 18 aircraft. It plans to add another 12 to 14 planes every 12 months, which will make up its order of 72 Boeing 737 MAX aircraft, delivered over five years.

Flight Schedules and Commencement Dates:

Flt Number From
City (Airport)
Dep Time (Local Time) To
City (Airport)
Arr Time (Local Time) Operating Days Non-Stop / Connecting
Commences August 7, 2022
QP 1101 Mumbai (BOM) 10:05 Ahmedabad (AMD) 11:25 Daily except Wed Non-Stop
QP 1102 Ahmedabad (AMD) 12:05 Mumbai (BOM) 13:25 Daily except Wed Non-Stop
QP 1107 Mumbai (BOM) 14:05 Ahmedabad (AMD) 15:25 Daily Non-Stop
QP 1108 Ahmedabad (AMD) 16:05 Mumbai (BOM) 17:15 Daily Non-Stop
Commences August 12, 2022
QP 1353 Bengaluru (BLR) 11:00 Kochi (COK) 12:30 Daily Non-Stop
QP 1354 Kochi (COK) 13:10 Bengaluru (BLR) 14:15 Daily Non-Stop
Commences August 13, 2022
QP 1351 Bengaluru (BLR) 7:15 Kochi (COK) 8:30 Daily Non-Stop
QP 1352 Kochi (COK) 9:05 Bengaluru (BLR) 10:25 Daily Non-Stop
Commences August 19, 2022
QP 1104 Bengaluru (BLR) 11:40 Mumbai (BOM) 13:15 Daily Non-Stop
QP 1105 Mumbai (BOM) 13:55 Bengaluru (BLR) 15:40 Daily Non-Stop
QP 1106 Bengaluru (BLR) 16:20 Mumbai (BOM) 18:00 Daily Non-Stop
QP 1306 Mumbai (BOM 18:40 Bengaluru (BLR) 20:15 Daily Non-Stop

About Akasa Airย 

Akasa Air will be Indiaโ€™s newest and most dependable airline, offering warm and efficient customer service, reliable operations, and affordable fares – all in the Akasa Way. Akasaโ€™s youthful personality, employee-centric philosophy, tech-led approach, and culture of service will make this commitment a reality for all Indians. The carrier plans to offer commercial flights starting in the summer of 2022 to support the growing demand across India.

ย With a commitment to being socially responsible, Akasa Air has placed a firm order of 72 Boeing 737 MAX airplanes, powered by CFM fuel efficient, LEAP-1B engines. The 737 MAX family aircraft deliver superior efficiency in reducing fuel use and carbon emissions, fulfilling the airline’s promise of being an environmentally friendly company with the youngest and greenest fleet in the Indian skies.

Akasa Air aircraft slide show: