• Today Heathrow confirms it can deliver an operational third runway for £21bn within a decade, unlocking jobs and growth across the whole of the UK, if the Government moves at pace with necessary policy changes and an appropriate regulatory framework
• The 100% privately financed proposal promises more choice, better value, and global reach for passengers, airlines and exporters — unlocking at least 30 new destinations, serving up to 150 million passengers on up to 756,000 flights each year, and driving down fares through increased choice and competition
• Expanding Heathrow would add 0.43% to the UK’s GDP with 60% of the benefit felt outside London and the South-East, and grow the UK’s most valuable port by 50%
• Thanks to years of work, engagement and research already completed, Heathrow is uniquely placed to meet the Government’s timelines and see jobs and supply chain spend take off this year and planning permission granted by 2029

Today (Friday 1 August) Heathrow confirms it has submitted its shovel-ready proposals for a 100% privately financed third runway, capable of flights taking off within a decade. With the right Government policies, Heathrow is ready to play its part to support the national mission for economic growth.

An expanded Heathrow would give passengers more choice – at least 30 new daily routes, extra domestic connections and a better selection of flight times to the most popular destinations.

Alongside more reliable journeys and cheaper fares through an expanded airline selection, terminals will be more spacious and accessible and flights quicker to take off, thanks to a once-in-a-generation redesign of the airfield.

Once completed, Heathrow’s plans would grow the UK economy by 0.43% GDP, add 50% capacity to the country’s most valuable trading port – already enabling more than £200bn of annual trade – while keeping its global competitive edge.

The blueprint submitted to Government today includes:

• A north-western runway up to 3,500m – a design that already has Parliamentary support
• Increased capacity to serve up to 756,000 flights and 150m passengers
• A brand-new terminal ‘T5X’, expanding Terminal 2 and three new satellite terminals

The investment consists of three main elements: £21bn for the new runway and airfield infrastructure (up from £14bn in 2018 due to construction inflation), £12bn for new terminal and stand capacity – the brand new T5X – and £15bn for modernising the current airport through expanding Terminal 2 and ultimately closing Terminal 3.

A third runway and supporting infrastructure can be ready within a decade, and the full investment across all terminals would take place over the coming decades.

Heathrow’s proposals include more choice and capacity on public transport, such as enhanced rail capacity and walking and cycling routes, reducing local and environmental impacts.

A new road tunnel, plans for two dedicated parkways and improvements to the country’s busiest bus and coach station will make it easier than ever before to reach the airport.

Crucially, Heathrow is confirming its commitment to reach net zero by 2050, and has a deliverable plan to get there, as well as setting targets on noise reduction and air quality.

The airport is already ahead of target on its decarbonisation journey, cutting carbon from flights by around 10% since 2019, and carbon on the ground by 15% and has plans to ramp up further its world leadership on the use of Sustainable Aviation Fuel (SAF).

Heathrow’s noise footprint has reduced by 41% since 2006 and all air quality monitors around the airport are meeting limits. A third runway and redesigned airspace will give communities and passengers more certainty and reliability on flight paths.

There will be tens of thousands of employment opportunities during design, construction and operation, unlocking lifelong careers for those who live closest. Meanwhile 60% of the wider supply chain spend will go to companies outside London and the South-East, a truly national endeavour.

For the airport’s nearest neighbours, a community fund is being proposed, and Heathrow will continue to engage on how to be a better neighbour to its local community.

An appropriate regulatory framework needs to be put in place – one that encourages growth and investment while remaining affordable for customers – to secure many tens of billions of private capital from equity shareholders and from debt investors.

Heathrow has a track record of delivering under pressure – Terminals 2 and 5 have consistently been ranked by passengers as among the best in the world, both delivered on-time and on-budget.

Feedback from the Government will be required by September to stay on track for Ministers’ ambitious timeline.

Heathrow CEO Thomas Woldbye said: “It has never been more important or urgent to expand Heathrow. We are effectively operating at capacity to the detriment of trade and connectivity. With a green light from Government and the correct policy support underpinned by a fit for purpose regulatory model, we are ready to mobilise and start investing this year in our supply chain across the country. We are uniquely placed to do this for the country; it is time to clear the way for take-off.”

If the Government implements the necessary policy changes, Heathrow plans to consult with airlines, the local community, local authorities, businesses and others from next year. A planning application is expected to be submitted in 2028.

Support for Heathrow expansion comes from Chambers of Commerce across the whole of the UK, businesses wanting better access to global markets, trade unions reaffirming the career opportunities, while local Chambers of Commerce, educators and construction firms are ready to roll up the sleeves and get to work.

Heathrow’s role in the country’s economy is unique. Today it connects UK exporters to 92% of the world’s economy in a direct flight. Expanding Heathrow will deliver new long-haul routes to growing economies and increase cargo capacity by 50%, expanding trading opportunities for businesses of all sizes.

Without action, the UK is at risk of losing its global aviation hub status in the face of growing competition from European hubs. While international competitors have room to grow, Heathrow is already at capacity. Without expansion the UK’s hub will fall behind, harming opportunities for the country’s economy.

Confederation of British Industry, British Chambers of Commerce, MakeUK, Federation of Small Businesses, Institute of Directors

“The UK business community supports the expansion of Heathrow with a third runway — an investment in the nation’s future. The benefits are clear: for exporters, it opens up vital access to major and emerging markets; for visitors, it enhances global and domestic connectivity; and for businesses, it unlocks billions in private investment, strengthening supply chains, creating jobs, and driving skills across the country.”

Kenton Jarvis, CEO, easyJet

“Expansion at Heathrow will provide consumer and economic benefits and represents a unique opportunity for easyJet to operate from the airport at scale for the first time and bring with it lower fares for consumers.”

Heathrow Business Coalition Members

“The Heathrow Business Coalition firmly supports the proposal for a third runway at Heathrow. As representatives of the airport’s exporters, supply chain partners, and retailers, we have witnessed first-hand the advantages of a thriving, globally competitive hub. Expanding capacity at the UK’s busiest airport is essential to keeping British businesses at the forefront of international trade.”

Gareth Stace, Director-General, UK Steel

“UK Steel welcomes Heathrow’s commitment to the UK Steel Charter and its decision to prioritise UK-made steel in its multi-billion-pound investment programme. This is a strong vote of confidence in Britain’s steel sector, supporting skilled, well-paid jobs, driving economic growth, and reinforcing resilient national supply chains. Heathrow’s leadership will deliver long-term benefits to steel communities, local businesses, and regions that stand to gain most from industrial investment.”

Scottish Chambers of Commerce & FSB Scotland

“The Scottish business community endorses the development of a third runway at Heathrow, recognising it as a critical infrastructure investment with significant economic opportunities. This expansion will not only enhance Scotland’s connectivity to key international markets but also strengthen the UK’s position as a global trading hub. By facilitating greater trading access to emerging and established economies, we are empowering Scottish businesses to scale, export, and compete on the world stage, while driving inclusive economic growth across the country.”

Amy Smith, Managing Director (Interim), Cornwall Airport Newquay

“Cornwall Airport Newquay supports infrastructure development that enables true regional connectivity. The proposed third runway at Heathrow has the potential to deliver meaningful hub access for regions like Cornwall – but only if there is a clear and sustained commitment to slot accessibility and affordability for regional carriers and regional routes. Direct and reliable connectivity to a UK hub is vital for Cornwall’s economy, inward investment, and the future of sustainable regional aviation.”

https://www.soleretriever.com/news/articles/delta-air-lines-100th-birthday-exclusive-nike-air-force-1-collab-release-date-july-2025

Delta is giving Bostonians more reasons to celebrate Patriots’ Day next year with the addition of 40 nonstop flights to 10 iconic leisure destinations across the U.S., just in time for spring break travel, including new service to Panama City, Fla. (ECP) for the first time ever. 

Delta is giving Bostonians more reasons to celebrate Patriots’ Day next year with the addition of 40 nonstop flights to 10 iconic leisure destinations across the U.S., just in time for spring break travel, including new service to Panama City, Fla. (ECP) for the first time ever. 

“Patriots’ Day is a uniquely Boston celebration, and we’re excited to offer nearly 6,000 additional seats on flights out of Boston to give our customers even more ways to make the most of the long weekend,” said Amy Martin, Vice President – Network Planning. “Whether you’re chasing sunshine, reuniting with loved ones or just taking a well-earned break, these new routes make it easier than ever to take off from Boston and land somewhere sunny.” 

Additional capacity for Patriots’ Day will operate on April 17, 18, 23, 24, 25 and 26, and will depart from Boston Logan International Airport (BOS) to: 

• Panama City, Fla. (ECP) 

• Charleston, S.C. (CHS) 

• Jacksonville, Fla. (JAX) 

• Orlando, Fla. (MCO) 

• Myrtle Beach, S.C. (MYR) 

• West Palm Beach, Fla. (PBI) 

• Pensacola, Fla. (PNS) 

• Fort Myers, Fla. (RSW) 

• Savannah, Ga. (SAV) 

• Sarasota, Fla. (SRQ) 

These additions will be operated on a mix of Delta and Delta Connection and build on Delta’s commitment to Boston as a key coastal hub, offering customers more convenient options to escape the lingering chill of New England spring and enjoy warm-weather getaways with ease. 

Delta’s expanded schedule will offer seamless connections, award-winning service and the reliability travelers expect, whether they’re heading to the historic charm of Charleston or the sugar-white sands of Florida’s Gulf Coast. 

DELTA IN BOSTON 

As Boston’s No. 1 premium global airline, Delta operates 165 peak day departures with service to 62 total destinations, including 11 international destinations and San Juan, Puerto Rico.  

With over 2,000 Bay State-based employees, Delta Air Lines and the Delta Air Lines Foundation partner with over a dozen local organizations to foster a vibrant and flourishing community for Bostonians. 

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Rakesh Gangwal steps down as independent Chair, remains on the Board

Doug Brooks appointed as new independent Chair

Board forms new Ad Hoc Fleet Oversight Committee

DALLAS, July 31, 2025 /PRNewswire/ — Southwest Airlines Co. (NYSE: LUV) today announced the appointment of Doug Brooks as the new independent Chair of the Board, effective Aug. 1, 2025. This appointment follows Rakesh Gangwal’s decision to step down from his role as Chair, effective Aug. 1, 2025, due to additional time commitments unrelated to Southwest. The Company also announced the formation of a new Fleet Oversight Committee to assist the Board in its oversight of the Company’s aircraft fleet acquisition strategy. Gangwal will serve as Chair of the newly formed Fleet Oversight Committee and continue to serve on the Finance Committee and the Nominating & Corporate Governance Committee.

“In a short period of one year, Southwest implemented a massive overhaul of its business model that will serve it well for years to come. Not many companies have the courage and conviction to fundamentally change ingrained aspects of their business model for the benefit of all their stakeholders. The transformation of Southwest Airlines is well underway,” said Gangwal. “Bob Jordan and the management team deserve enormous credit for stepping up to unlock value for all our stakeholders. I am pleased with the current trajectory and traction of the Company and delighted that Doug will lead the Board and continue to build on the transformation underway. I look forward to continuing to serve as an active director, supporting Doug in his new role, and presiding over the newly formed Fleet Oversight Committee.”

Doug Brooks said, “I am deeply honored to serve Southwest in this new leadership position during this evolutionary time in the Company’s history. The Board is well-positioned to oversee the advancement of the Company’s strategic priorities and efforts to deliver superior financial performance, and I look forward to Rakesh’s continued involvement.”

“Doug is a decisive leader and has a proven track record of creating shareholder value. He is well-prepared to take on this important role and has a strong appreciation for and understanding of Southwest’s history and future direction,” said Bob Jordan, President, Chief Executive Officer, and Vice Chairman of the Board of Southwest. “I am immensely grateful to Rakesh for his leadership, vision, and tireless dedication. Under his guidance, the Board has challenged and inspired the Leadership Team to work with relentless determination and pace to propel our Company forward. Southwest will continue to benefit from his insight and expertise.”

Brooks has served as a Director of the Company since 2010. He formerly served as Chairman, President, and CEO of Brinker International, Inc. (“Brinker”), a multinational portfolio of restaurants. Brooks also served in other executive capacities for Brinker, including as its Chief Operating Officer and as President of Chili’s Grill & Bar. In his tenure at Brinker, Brooks led the company’s portfolio optimization efforts through the sale of its interests in multiple restaurant brands to focus its efforts on its two core restaurant assets. Brooks has also served as a director of multiple public companies, including AutoZone, Inc., which delivered a total shareholder return of over 450% over his tenure. Brooks also serves on the Professional Advisory Board of St. Jude’s Children’s Research Hospital.

While undated, this photograph of United Airlines McDonnell Douglas DC-10-10 Friend Ship “N1825U” at San Francisco likely was shot in the mid- to late-1970’s. Many people know and love United’s “pre-Saul Bass” four-star livery. What many do not know is that there are actually two distinct versions of the “Star’s and Bar’s” color scheme. Starting in late 1973, just a year before United introduced the also very popular “Tulip” design, a decision was made to change all the “United” titles on the company’s aircraft from black to a thicker blue lettering style. Print advertising featuring the new font began to appear in the spring of 1973, but it appears the modification on existing aircraft in the fleet (several new aircraft were delivered this way) did not appear until very late that year. One thing this livery wasn’t was subtle. Like many 1970’s-era colors on U.S. carriers the “Blue Friend Ship” look really jumped out at you and was quite distinctive. When a United aircraft flew over your head or taxied by your gate there was no way you were not going to know what airline that airplane belonged to! Even after the Saul Bass-designed “Tulip” look was introduced with great fanfare in 1974 the sheer size of United’s fleet (it was the largest airline in the “Free World” at the time) meant that it took several years for the “Friend Ships” to disappear. Several were still carrying this old livery well into the late 1970’s.

• We’ll launch seven new city pairs starting in late October, including three in Burbank
• New seasonal service from San Diego will take winter sports lovers to Idaho’s popular Sun Valley
• With the addition of the Palm Springs service, we’ll add our eighth destination from Santa Rosa

SEATTLE, July 31, 2025 /PRNewswire/ — Alaska Airlines is further expanding our network between California and the Pacific Northwest with seven new routes starting this October.

We’ve added three new flights from Hollywood Burbank Airport, located north of downtown Los Angeles, to destinations in Oregon and Washington state. As the holiday season gets underway, we’ll offer new wintertime service linking sunny San Diego and snowy Sun Valley. Boise lands a new flight to yet another Southern California airport. And we’ll begin flying a Palm Springs-Santa Rosa route that bridges the warm desert and the coolness of wine country.

Tickets are available for purchase now at alaskaair.com.

“We’re the only global airline based on the West Coast, and we’re proud to offer the most flights and seats between California, Washington and Oregon. These new additions further expand our ability to take our guests between growing markets in California and the Pacific Northwest for leisure and business travel,” said Kirsten Armine, vice president of revenue management and network planning at Alaska Airlines.

Our new nonstop routes

• Burbank-Eugene: Hollywood Burbank Airport will be our fifth nonstop destination from Eugene, Oregon.
• Burbank-Pasco: Alaska will be the only carrier connecting Pasco and the Tri-Cities region in Washington state with two Los Angeles area airports: Burbank and LAX.
• Burbank-Redmond: In Redmond, Oregon, we’re the number one carrier and look forward to continuing to provide the most unique destinations, with Burbank being our sixth.
• Boise-Ontario: Another nonstop connecting the Idaho capital to Southern California. With this new service, we’ll serve the most destinations between Boise and the Los Angeles Basin airports (LAX, Burbank, Orange County and Ontario).
• Palm Springs-Santa Rosa: A seasonal route that connects a pair of popular destinations within California. With the addition of the Palm Springs service, we’ll add our eighth destination from Santa Rosa. Alaska is the largest airline at both airports. And don’t forget about our Wine Flies Free program.
• San Diego-Sun Valley: Sun Valley in the Sawtooth Mountains of central Idaho is an exciting addition to our ski portfolio of destinations from San Diego. With this new route, Alaska and Hawaiian will offer 45 nonstop destinations from San Diego – the most of any airline.
• Spokane-Orange County: Orange County in Southern California is the largest unserved destination from Spokane, providing our guests in eastern Washington a new option when flying to the LA region.

City Pair	Start Date	Season	Frequency	Aircraft
Burbank – Eugene	Oct. 26, 2025	Year-round	Daily	E175
Burbank – Pasco	Oct. 26. 2025	Year-round	Daily	E175
Burbank – Redmond	Oct. 26, 2025	Year-round	Daily	E175
Palm Springs – Santa Rosa	Oct. 26, 2025	Winter	5x Weekly	E175
San Diego – Sun Valley	Dec. 18, 2025	Winter	3x Weekly	E175
Boise – Ontario	Jan. 7, 2026	Year-round	Daily	E175
Spokane – Orange County	Jan. 7, 2026	Year-round	Daily	E175

The Embraer 175 aircraft is designed for short to mid-range flights. It features 76 comfortable, wide seats with no middle seats, so every passenger has either a window or aisle seat. Onboard entertainment and Wi-Fi are available, and First Class seats offer power outlets.

Focus on long-haul expansion, fleet renewal, and synergies with Lufthansa Group

Rome, July 30th, 2025 – ITA Airways’ Board of Directors has approved today the Company’s 2026–2030 Business Plan.

The Plan is structured around three fundamental strategic pillars:

• Strengthening the competitive position: ITA Airways aims to establish itself as Italy’s reference carrier—efficient and innovative—offering high-quality connectivity in close collaboration with the key sectors of tourism and international trade. At the core of the Company’s strategy is delivering exceptional service to both business and leisure travelers, with a continuous focus on economic, social, and environmental sustainability through responsible resource management.

• Network and fleet development: The Plan focuses on expanding the long-haul segment and increasing intercontinental destinations from the Rome Fiumicino hub. Connectivity will also be enhanced through commercial agreements and strategic partnerships with other Airlines. Meanwhile, the fleet renewal process will continue, prioritizing energy efficiency and reducing environmental impact, in line with the Company’s sustainability commitments and EU regulations—such as the elimination of ETS free allowances. By the end of the plan period, the fleet will be almost entirely made up of next-generation aircraft.

• Strengthening integration with the Lufthansa Group, the world’s fourth largest Airline group, as a strategic advantage to leverage significant operational, commercial, and technological synergies, boosting competitiveness, the access to new markets, and driving continuous innovation in passenger services.

Below are the key development priorities outlined in the Business Plan.

Network
The 2026–2030 business plan places great emphasis on expanding and strengthening the network, particularly long-haul routes. ITA Airways plans to launch new routes connecting Rome Fiumicino with key destinations in North America, South America, Asia, and Africa, tapping into growing markets and meeting the needs of an increasingly global customer base. These new routes will not only promote inbound tourism to Italy but also increase commercial and cultural exchanges, reinforcing ITA Airways’ role as a bridge between Italy and the world.

In addition to intercontinental growth, the plan also targets expansion within Europe and the Mediterranean, leveraging partnerships to provide fast, efficient connections. The network strategy is designed with flexibility, enabling adaptation to market trends, regulatory and economic changes, and evolving geopolitical dynamics, which will be continuously monitored.

Special attention is also given to innovating onboard and ground services, aiming to enhance the passenger experience through advanced digital solutions, modern comfort, and initiatives focused on environmental and social sustainability. The goal is to build an Airline that combines operational efficiency, service excellence, and responsibility towards the Country and the communities it serves.

Fleet
The Plan calls for adding one new additional long-haul aircraft each year starting in 2026, as part of a strategy to introduce next-generation aircraft while gradually retiring older models. The fleet is expected to average around 100 aircraft, which by 2030 will be entirely composed of new-generation models. This supports network growth and promotes the use of the most advanced and environmentally friendly aviation technologies in terms of fuel consumption and CO2 emissions.

Alliances and Synergies with the Lufthansa Group
Over the five-year period, operational and strategic synergies with the Lufthansa Group will be progressively strengthened, expected to deliver benefits in terms of revenue gains and cost savings. The plan also foresees full integration into Star Alliance from early 2026, along with pending approval of joint ventures for flights between Europe and North America (A++) and Europe and Japan (J+). These alliances are key to expanding the range of destinations and ensuring seamless passenger services, supported by partnerships between loyalty programs (Volare and Miles&More), cargo synergies, and a broad range of codeshare agreements.

Workforce
Starting in 2026, a program will be launched to grow and develop staff, closely aligned with the Company’s evolving fleet and network. At the same time, initiatives will foster a stronger sense of belonging, helping make ITA Airways an increasingly competitive and sustainable player in the global aviation market.

“I would like to express the warmest appreciation from myself and the entire Board of Directors to the people who worked in the last weeks for the Business Plan approved today, which will guide and ensure the development of the Company in the next five years,” said Sandro Pappalardo, President of ITA Airways. “We are laying the groundwork to continue being Italy’s reference carrier with a strategic role for the national economic system and to increase connectivity with the rest of the world.”

Joerg Eberhart, CEO and General Manager of ITA Airways, added:
“Today marks another milestone for the Company. The approved Business Plan makes it possible for ITA Airways to continue developing sustainably through Lufthansa Group synergies. With the expansion of our network, the adoption of cutting-edge technologies, partnerships with major global players, and our commitment to service excellence, we will be able by 2030 to bring more and more passengers—departing to and from Italy—to choose ITA Airways. This will create attractive job opportunities and generate a positive economic impact for the air transport industry.”

Travellers can now plan ahead for the winter season with greater choice and convenience with the World’s Best Airline

DOHA, Qatar – Qatar Airways has introduced increased flights to over 15 global destinations for this year’s winter season. The airline is facilitating demand for its services for travellers from all around the globe and continues to offer greater choice and connectivity through its Doha hub, the award-winning Hamad International Airport.

The World’s Best Airline, as voted by Skytrax in 2025 for a record ninth time, has also announced its landmark frequency to London. Qatar Airways marks up to 10 daily flights to London as its highest-ever frequency, which is complemented by British Airways’ double daily flights.

Qatar Airways Chief Commercial Officer, Mr. Thierry Antinori, said: “Qatar Airways is consistently witnessing a steady rise in demand for our 5-star services to some of the most prominent destinations in the world, most notably for London, Dublin, Cape Town, and São Paulo. This winter, in partnership with Qatar Airways, Virgin Australia will launch flights from Melbourne to Doha, increasing capacity to three daily flights between the two cities. Qatar Airways will also restart services to Canberra, reinforcing its commitment to enhance connectivity between Australia and the world.

“The latest increase in flight frequency is testament to our continual and unmatched enhancements of experiences for our passengers travelling through the Best Airport in the Middle East – our hub, Hamad International Airport.”

Passengers have greater choice when travelling with Qatar Airways this winter:

Abu Dhabi – increased from five daily flights to up to six
Berlin – increased from 18 weekly flights to up to 21
Cape Town – increased from 10 weekly flights to up to 12
Casablanca – increased from four weekly flights to five
Dublin – increased from 14 weekly flights to 17
Frankfurt – increased from 18 weekly flights to up to 21
Johannesburg – increased from 14 weekly flights to 18
London Heathrow – increased from eight daily flights to up to 10
Madrid – increased from 14 weekly flights to 17
Maldives – increased from three daily flights to up to four
Manchester – increased from 21 weekly flights to up to 24
Phuket – increased from three daily flights to up to four
São Paulo – increased from 14 weekly flights to 18
Sharjah – increased from three daily flights to up to seven
Tokyo Narita – increased from 11 weekly flights to up to 14
Toronto – increased from five weekly flights to seven

The airline’s global connectivity is supported by its diverse fleet of young aircraft that includes 54 Boeing 777s equipped with ultra-high-speed Starlink on-board Wi-Fi that is free for all passengers. Qatar Airways is the first airline in the world to fully equip and operate over 50 widebody aircraft with Starlink, and the only carrier in the MENA region offering the service. Passengers in both Premium and Economy cabins enjoy free, gate-to-gate Wi-Fi speeds of up to 500 Mbps per aircraft.

The airline is now equipping its Airbus A350 fleet, aiming to complete Starlink installation within the next year.

Qatar Airways, a benchmark for excellence in the industry, remains a prominent leader in global connectivity. The World’s Best Airline enhances its network by continually anticipating market trends and evolving travel demands for destinations to cater to its global community of leisure and business travellers alike.

WASHINGTON, D.C. — Statement from Ken Diaz, president of the United Airlines chapter of the Association of Flight Attendants-CWA (AFA), on the United tentative agreement vote:

“United Flight Attendants today voted to send a strong message to United Airlines management by rejecting a tentative agreement that didn’t go far enough to address the years of sacrifice and hard work to make the airline the success it is today. This is democracy in action.

“Flight Attendants need substantial improvements as soon as possible. Our union will survey members as quickly as possible to identify the key issues Flight Attendants are ready to fight to achieve in an agreement they want to ratify. We always said no matter the outcome of the vote, we will fight forward and that is what we will do with the power of 28,000 Flight Attendants and our whole union standing together.”

Over 92% of the eligible voters cast a ballot with 71% voting not to ratify the agreement.

Air New Zealand has today announced the appointment of Nikhil Ravishankar as its next Chief Executive Officer, succeeding Greg Foran who steps down in October after almost six years leading the airline through one of the most challenging periods in aviation history.

Currently the airline’s Chief Digital Officer, Nikhil will officially take over as CEO on 20 October 2025. In the nearly five years that Nikhil has been at Air New Zealand he has gained a deep understanding of the aviation sector, and the airline. He has also led major advances in the airline’s technology backbone, loyalty programme and customer proposition.

Air New Zealand Board Chair, Dame Therese Walsh, says the appointment marks the beginning of the next chapter for the airline, reflecting the strong momentum underway and a new generation of leadership for the future.

“Across Air New Zealand we are very clear on what matters most – connecting our communities and country to each other and the world, delivering value and excellence, and running a world-class airline that all Kiwi are proud of.

“We have always been bold and not afraid to adapt and lead. Nikhil brings the mindset and contemporary leadership we need to build on our strong foundations and focus on the future. The Board undertook an extensive international search and were delighted to see Nikhil come through the process so strongly. His ambition for the airline’s future and his people leadership skills, coupled with his pursuit of excellence, digital literacy, global outlook and relationships, and his deep care for the airline and New Zealand shone through.

“Airlines will continue to face immense challenges, whether that’s climate change, customer expectations, technology, cost pressures or geopolitics. Nikhil brings a fresh perspective that is grounded in New Zealand values and a deep knowledge of the airline and critical infrastructure across different sectors. He’s not afraid to challenge how things are done and ask questions,” says Dame Therese Walsh.

Prior to Air New Zealand, Nikhil was Chief Digital Officer at Vector and Managing Director of Accenture.

“I’m both thrilled and humbled to be given this opportunity to lead Air New Zealand,” says Nikhil. “This airline is an institution with a deep legacy but also a fantastic future. It’s a privilege to step into the CEO role and take on that responsibility for our people, our customers, and our country.

“Airlines are complex, and safety underpins every decision we make. I truly believe that New Zealand is one of the most innovative nations in the world and one of the greatest destinations to visit. Our airline is amongst the very best and I get to work with some of the most dedicated people in the country, from our cabin crew, engineers and pilots to our ground teams, corporate and digital teams behind the scenes. At the end of the day, we are a people business – purposeful, ambitious, and deeply rooted in Aotearoa New Zealand, and I’m excited to help shape what this next stage of Air New Zealand looks like,” says Nikhil Ravishankar.