Emirates Group loses $6 billion in the past fiscal year, restarts service to Malta

Emirates Group made this announces:

Group records annual loss of AED 22.1 billion (US$6.0 billion) due to COVID-19 pandemic impact, its first non-profitable year in over three decades

  • Group revenue of AED 35.6 billion (US$ 9.7 billion) impacted by worldwide travel restrictions and border closures during the entire financial year
  • Results impacted by one-time impairment charges of AED 1.5 billion on Groupโ€™s non-financial assets
  • Ends year with solid cash balance of AED 19.8 billion (US$ 5.4 billion)

Emiratesย reports a loss of AEDย 20.3 billionย (US$ 5.5 billion) down from AED 1.1 billion (US$ 288 million) profit in the previous year

  • Revenue declined by 66% to AED 30.9 billion (US$ 8.4 billion), due to the temporary suspension of passenger flights at its hub in March 2020 and ongoing global travel restrictions
  • Airline capacity reduced to 24.8 billion ATKMs, with aircraft fleet size reduced by 11 aircraft

dnataย reports a loss of AEDย 1.8 billion (US$ย 496ย million) down from AED 618 million (US$ 168 million) profit in the previous year

  • Revenue declined by 62% to AED 5.5 billion (US$ 1.5 billion), reflecting the pandemic impact across all business divisions in the UAE and worldwide
  • Expands global footprint with the full acquisition of Destination Asia, and the opening of new catering and retail facilities

The Emirates Group today announced its first year of loss in over 30 years caused by a significant drop in revenue, fully attributed to the impact of COVID-19 related flight and travel restrictions throughout its entire financial year 2020-21.

Released in its 2020-21 Annual Report,ย the Emirates Group posted aย lossย of AED 22.1 billion (US$ 6.0 billion) for the financial year ended 31 March 2021 compared with an AED 1.7 billion (US$ 456 million) profit for last year. The Groupโ€™sย revenueย was AED 35.6 billion (US$ 9.7 billion), a decline of 66% over last yearโ€™s results. The Groupโ€™sย cash balanceย was AED 19.8 billion (US$ 5.4 billion), down 23% from last year mainly due to weak demand caused by the various pandemic related business and travel restrictions across all of the Groupโ€™s core business divisions and markets.

For the first time in the Groupโ€™s history, redundancies were implemented across all parts of the business. As a result, the Groupโ€™sย total workforceย reduced by 31% to 75,145 employees, representing overย 160ย different nationalities.

Keeping a tight control on costs, across the Group, financial obligations were restructured, contracts renegotiated, processes examined and operations consolidated. The various cost reduction initiatives returned an estimated saving of AED 7.7 billion during the year.

In 2020-21, the Group collectively investedย AEDย 4.7 billionย (US$ย 1.3 billion) in new aircraft and facilities, the acquisition of companies, and the latest technologies to position the business for recovery and future growth. It also continued to invest resources towards environmental initiatives, as well as supporting communities and incubator programmes that nurture talent and innovation to drive future industry growth.

Sheikh Ahmed said: โ€œNo one knows when the pandemic will be over, but we know recovery will be patchy. Economies and companies that entered pandemic times in a strong position, will be better placed to bounce back. Until 2020-21, Emirates and dnata have had a track record of growth and profitability, based on solid business models, steady investments in capability and infrastructure, a strong drive for innovation, and a deep talent pool led by a stable leadership team. These fundamental ingredients of our success remain unchanged. Together with Dubaiโ€™s undiminished ambitions to grow economic activity and build a city for the future, I am confident that Emirates and dnata will recover and be stronger than before.โ€

He concluded: โ€œIn the year ahead, we will continue to adopt an agile approach in responding to the dynamic marketplace. We aim to recover to our full operating capacity as quickly as possible to serve our customers, and to continue contributing to the rebuilding of economies and communities impacted by the pandemic.โ€

Emiratesย performance

Emiratesโ€™ย total passenger and cargoย capacity declined by 58% to 24.8 billion ATKMs at the end of 2020-21, due to pandemic related flight and travel restrictions including a complete suspension of commercial passenger services for nearly eight weeks as directed by the UAE government from March 25, 2020.

Emirates received threeย new A380 aircraftย during the financial year and phased out 14 older aircraft comprising of 9 Boeing 777-300ERs and 5 A380s, leaving its total fleet count at 259 at the end of March.ย Emiratesโ€™ average fleet age remains at a youthful 7.3 years.

Emiratesโ€™ order book for 200 aircraft remains unchanged at this time. The airline is firmly committed to its long-standing strategy of operating a modern and efficient fleet, which underscores its โ€œFly Betterโ€ brand promise, as young aircraft areย better for the environment, better for operations, and better for customers.

During the year, Emirates reactivated its strategic codeshare partnership with flydubai, and entered into agreements with new partners TAP Air Portugal, FlySafair, and Airlink in South Africa, to expand connectivity for its customers.

From zero scheduled passenger flights at the start of the financial year, to operations in over 120 destinations by March 31, 2021, Emirates has shown its ability to adapt and respond to challenges, and the resilience of its people and business model.

With significantly reduced and constrained capacity deployment across most markets, Emiratesโ€™ย total revenueย for the financial year declined 66% to AEDย 30.9 billion (US$ย 8.4ย billion). Currency fluctuations this year had no significant impact on airline revenue.

Totalย operatingย costs decreased by 46% from last financial year. Cost of ownership (depreciation and amortization) and employee cost were the two biggest cost components for the airline in 2020-21, followed by fuel, which accounted for 14% of operating costs compared to 31% in 2019-20. The airlineโ€™s fuel bill declined by 76% to AED 6.4 billion (US$ 1.7 billion) compared to the previous year, driven primarily by 69% lower uplift in line with capacity reduction.

Due to ongoing pandemic-related flight and travel restrictions, the airline reported aย lossย of AED 20.3 billion (US$ 5.5 billion) after last yearโ€™s AED 1.1 billion (US$ 288 million) profit, and a negativeย profitย marginย of 65.6%.ย This includes a one-time impairment charge of AED 710 million (US$ 193 million) mainly relating to certain aircraft which are currently grounded and are not expected to return to service before their scheduled retirement within the next financial year.

Emirates carried 6.6ย million passengers (down 88%) in 2020-21, withย seat capacityย down by 83%. The airline reports aย Passenger Seat Factorย of 44.3%, compared with last yearโ€™s passenger seat factor of 78.5%; and a 48% increase inย passenger yieldย to 38.9ย filsย (10.6ย US cents) per Revenue Passenger Kilometre (RPKM), due largely to a favourable route mix, fares and continued healthy demand for premium seats. Seat load factor and yield results cannot be compared against the previous yearโ€™s performance due to the unusual pandemic situation.

In response to the pandemic, Emirates led the industry in developing new service and operating protocols to protect its customers and employees. During the year, it launched numerous customer initiatives such as: providing the industryโ€™s first complimentary COVID-19 medical cover for all passengers; waiving fees so customers can rebook their travel without penalty; expediting refunds handling; and fast-tracking biometric processing and other technology projects that enhanced the travel experience while reducing contact at airport touchpoints.

Emirates invested to upgrade its signature A380 experience with new Premium Economy seats and other product enhancements. It also launched new technology platforms Emirates Partners Portal and Emirates Gateway, to better engage and serve travel trade partners.

For frequent flyers,ย Emiratesย Skywardsย offered generous extension on Tier status and Miles validity until 2022, and launched various initiatives to help its members earn and redeem rewards even if they are unable to immediately travel.

Emirates SkyCargoย put in a stellar performance by rapidly responding to new demand in a changed global marketplace, contributing to 60% of the airlineโ€™s total transport revenue.

Emirates SkyCargo quickly scaled up operations and rebuilt its cargo network to meet strong demand from shippers who faced a capacity crunch when the pandemic forced airlines to drastically reduce flights. It supplemented its existing freighter capacity by bringing into service 19 โ€œmini freightersโ€ – modified Boeing 777-300ER passenger aircraft with seats in the economy cabin removed to make room for more cargo. The cargo division also introduced new loading protocols to safely utilize overhead bins and passenger seats to carry cargo.

In addition to supporting global supply chains for food, medical and other trade items, Emirates SkyCargo also tapped on its pharma capabilities and infrastructure to support the worldwide distribution of COVID-19 vaccines and humanitarian relief to Lebanon in the aftermath of the Port of Beirut explosions.

In October, Emirates SkyCargo set up a dedicated GDP-certified airside hub in Dubai for COVID-19 vaccines, and later it partnered with UNICEFย to facilitate the rapid transport of COVID-19 vaccines to developing nations through Dubai.

With the strong demand in air freight throughout the year, Emiratesโ€™ cargo division reported aย revenueย of AED 17.1 billion (US$ 4.7 billion), an increase of 53% over last year.

Freight yieldย per Freight Tonne Kilometre (FTKM) increased strongly by 88%, due to the unique pandemic situation which led to significantly reduced cargo capacity in the market worldwide.

Tonnageย carried decreased by 22% to reach 1.9 million tonnes, due to the reduced available bellyhold capacity for the entire year. At the end of 2020-21, Emiratesโ€™ SkyCargoโ€™s total freighter fleetย stood unchanged at 11ย Boeing 777Fs.

Emiratesโ€™ hotels portfolio recorded revenue of AED 296 million (US$ 81 million), a decline of 49% over last year as the events business dried up and facilities had to shut temporarily due to the pandemic.

During the year, Emirates successfully restructured various aircraft leases and loans. The support from aviation lessors and financing partners during these challenging times reflects the financial communityโ€™s confidence in Emiratesโ€™ business model, and its mid to longer term prospects.

In addition to the AED 14.5 billion financing that was raised for aircraft and general corporate purposes in 2020-21, Emirates has already received committed offers to finance two aircraft deliveries due in 2021-22 and continues to tap the financial market for further liquidity to provide a cushion for the potential impact of COVID-19 on the business cash flows in the near term.

Emirates closed the financial year withย cash assetsย of AED 15.1 billion (US$ 4.1 billion), a position which would have stronger if not for a one-time payout of AED 8.5 billion for customer refunds.

In other news, Emirates resumed three weekly services to Malta via Larnaca, Cyprus, on July 14, 2021, further expanding its European network to 34 destinations, and offering customers worldwide more travel choices and enhanced connectivity via Dubai.

Flights to/from Malta will operate three times weekly through the airlineโ€™s existing Larnaca service on its two-class Boeing 777-300ER, offering 42 lie-flat seats in Business and 386 ergonomically designed seats in Economy class.

British Airways to fly the British and Irish Lions to South Africa this summer

British Airways has today announced it will fly the 37-strong British & Irish Lions squad to South Africa on June 27, 2021 for the eagerly awaited Lions Tour.

The team will be heading directly to Johannesburg on a charter flight from Edinburgh, following The Vodafone Lions 1888 Cup clash against Japan at BT Murrayfield Stadium on Saturday 26 June at 3pm.

The Lionsโ€™ arrival in Johannesburg sees the best players from England, Ireland, Scotland and Wales embarking on an eight-game Tour of South Africa, including three Tests against World Champions, the Springboks. Both The British & Irish Lions and Springboks will be carried across the country to matches by British Airwaysโ€™ franchise partner, Comair.

British Airways is also reinforcing its commitment to sport as the airline is currently the Principal Partner to Twickenham Stadium, Official Airline Partner to England Rugby and has been the Official Airline Partner to Team GB and Paralympics GB since 2008.

The British and Irish Lions have toured South Africa on 13 previous occasions, with the first Tour taking place in 1891. In that time, the Lions have won four Test series, lost eight with one drawn. Their overall record against the Springboks is played 46, won 17, lost 23 and drawn six.

 

Finnair introduces a Business Light ticket

Finnair will introduce a totally new Business Light ticket and renew its other ticket types on June 15, 2021, addressing the increasing trend for personalization of the travel experience.

Customers can choose a ticket for their needs from three ticket typesย โ€“ย Light, Classic and Flexย โ€“ย that are available for both Business and Economy Class for all short-haul and most intercontinental journeys. When booking a ticket, customers select the travel class experience they prefer and the level of flexibility for making reservation changesย โ€“ย along with someย additional services included in the ticket. The rest of the experience can be tailored withย aย wide selection of travel extras.

Business Light is a totally new ticket type designed especially for leisure travelers who want to travel light and affordably while enjoying Business Class comfort. Business Light includes carry-on baggage only. Reservation changes, refunds, airport priority services, lounge access and onboard internet are not included in the ticket price. Customers can always elevate their experience by choosing the travel extras that matter most for them.

The Classic ticket is the most popular option allowing ticket date changes and including one piece of checked baggage. With a Classic ticket bought on June 15 or later, customers can make travel date changes flexibly, paying only the possible fare difference between the original and new tickets. A refund is not possible in the case of a customer cancelling their reservation.

The Flex ticket is a fully flexible and refundable ticket option serving those whose plans can change. When changing travel dates with a Flex ticket, customers only pay the possible fare difference between the original and new tickets. In case a customer wants to cancel their trip, the ticket will be refunded. Flex tickets include checked baggage and advance seat reservation. A Flex ticket bought after June 15 doesnโ€™t include airport priority services.

 

Southwest Airlines celebrates 50 Years with a special podcast series

Best Seller - The original three Boeing 737-200s, original titles

Southwest Airlines this week celebrates the 50th Anniversary of the carrier’s first commercial flights, which took place on June 18, 1971. To offer Customers and Employees a unique perspective on stories from the airline’s colorful history, Southwestยฎ, L.A. Times Studios, and At Will Media partnered to create the airline’s first public-facing episodic podcast series, called “Is This Seat Open?” which includes 20 episodes.

The podcast title, “Is This Seat Open?” draws upon Southwest’s open-seating policy, which is one of the ways the Company uniquely stands out in the industry and has been in place since the airline’s founding in 1971. “Is This Seat Open?” is available on all podcast platforms, including iHeartRadio, Stitcher, Apple Podcasts, Spotify, and more. There are currently 10 episodes available, with additional episodes launching on June 15 and June 22 for a total of 20 episodes in the series.

Stories are best told by the people who experienced them firsthand, so the narratives in this podcast are vibrantly depicted by some of the People who were a part of Southwest’s iconic moments through the carrier’s 50-year history. Southwest Employees Quinnie Jenkins, a Manager in Community Outreach, and Lucas Hershberger, an Inflight Supervisor, host the podcast.

The podcast project includes a companion website,ย latimes.com/isthisseatopen,ย which features photos, archival content, videos, news clips, and write-ups for further context and information about each story.

The podcast episodes feature moments throughout Southwest’s history, beginning with stories from the early years of the airline up to present-day, including:

  • Who Was Herb?ย Hear about Southwest Founder, Herb Kelleher, from the perspective of his daughter, Ruth.
  • Fare Play & Bottle of Booze:ย Southwest’s Senior Vice President and Chief Marketing Officer Ryan Green shares how a 1973 marketing masterstroke saved the fledgling airline and helped it turn its first annual profit.
  • Bringing Dad Home:ย Now retired Southwest Pilot Bryan Knight reveals how Southwest helped him honorably lay to rest his late father, a Vietnam veteran who had been missing for 52 years.
  • Go-Go Boots, Khakis, & Jams: Southwest Employee uniforms have been iconic throughout the carrier’s 50 years of flying. Kelli Bartlett, a Flight Attendant who has been with Southwest for more than four decades, recalls each unique uniform throughout the years and describes the current 75 bold, striking, and casual-yet-professional pieces worn today.

Anyone can tune in to the podcast on the ground, and Southwest Customers can listen to “Is This Seat Open?” via iHeartRadio free of charge through the Inflight Entertainment Portal on their personal devices. Customers who already have the iHeartRadio app installed on their devices can play the podcast directly from the app while onboard Southwest flights.

To learn more about Southwest’s 50th Anniversary and the five-decade-long history of friendly, reliable, and low-cost air travel, visitย Southwest50.com.

Due to licensing restrictions, iHeartRadio may not be available onboard WiFi-enabled international flights. The iHeartRadio product is available only on WiFi-enabled aircraft. “Is This Seat Open?” is funded by Southwest Airlines and produced by L.A. Times Studios and At Will Media. The Los Angeles Times newsroom was not involved in the production of this podcast.

A โ€œretrojetโ€ plane

1971 โ€“ Present

Pure Heart: The Evolution of the Southwest Corporate Logo

On June 18, 1971, a Boeing 737 โ€œred bellied warriorโ€ with the Southwest name took off from Love Field in Dallas, carrying its first paying Customers and launching a revolution that democratized the skies.

At a time when air travel typically was limited to elite โ€œjet setters,โ€ and airlines were introducing more class-based fare structures, Southwest was leveling the playing field. Its low fares; first-come, first-served mentality; and Fun-LUVing Attitude marked a departure from traditional airlines and helped define the Southwest business model. By the mid-1970s, Southwest had emerged as a true industry disruptor, but capturing the airlineโ€™s Heart in a corporate identity wasnโ€™t a task for the faint of heart.

For its first 10 years, Southwest never formalized its corporate logo. But its identity was still unmistakably uniqueโ€”from what were known as Hostesses (Flight Attendants) in go-go boots and hot pants to its desert gold, red, and orange airplanes. These planes were so much a part of the Companyโ€™s early identity that two Southwest planes today are painted desert gold as โ€œretrojetโ€ livery.

Although it didnโ€™t become the official brand mark of the airline until 1981, the tri-color parallelogram had been used in one way or another since Southwest took flight in 1971. Inspired by a Ramp Agentโ€™s uniform, the colorsโ€”orange, red, and desert goldโ€”mirrored the paint on Southwest jets and were intended to create the illusion of an airplane tail in motion.

On its 20th anniversary in 1991, with the introduction of the โ€œheart with wingsโ€ logo, the Company introduced the Heart that has since become synonymous with Southwest.

โ€œThe Heart, of course, is for LUV,โ€ said Colleen Barrett, Southwest President from 2001 to 2008. The addition of wings was a given. โ€œAfter all, we issue wings to first-time flyers and Unaccompanied Minors, and . . . Flight Attendants wear winged name tags,โ€ she said. โ€œWhen we decided that we were going to have an anniversary logo, it seemed natural that wings would be a part of that.โ€ Even after the anniversary year, the wings stuck.

While it was never an official logo, the โ€œtakeoff imageโ€ became an important visual component of Southwest marketing in the 1990s and early 2000s. The Company had built its following around a brand promise that gave people the โ€œfreedom to fly,โ€ so using imagery that reflected that sense of freedom was a natural extension of the brand. It appeared frequently in Southwest advertising and was featured in early iterations of the Southwest website.

The next evolution of the Southwest logo came in 2014โ€”a big year for the airline on all counts. With the Wright Amendment finally repealed, Southwest expanded into big-time markets like New York and Washington, D.C., and added international destinations, as well. It also successfully integrated AirTran Airways into its operations. No longer the underdog of the 1970s, Southwest was ready for a brand identity that better reflected its status as an industry trailblazer and trendsetter.

Southwest assembled a creative task force to tap more than 40 years of the Companyโ€™s history in an epic evolution of its visual identity. The task, was to take everything Customers and Employees love about Southwest and turn it into a one-of-a-kind brand visualization.

Even as the identity evolved, the livery remained the sameโ€”with the bold brand colors reminding the world that Southwest isnโ€™t like other airlines, and the Heart symbol on the belly of the plane conveying it as the airline with Heart and Hospitality. Every decision backs up the fact that the Values that put Southwest in the air in 1971 are the same Values that will take it into the future. The modern refresh stays true to Southwestโ€™s DNA while incorporating bolder, more modern colors, reflected across all facets of the business: planes, airports, corporate communicationsโ€”even snack packaging.

When it comes to the business of branding and marketing, Colleen said, โ€œwe must never allow the marketing of Southwest to be so strategic that we lose our heart and soul.โ€ With the Heart as the emotional punctuation of the brand moving forward, Southwest reaffirms its commitment to keeping its Values and Culture at the core of its corporate expression.

Top Copyright Photo: The “Original Three 737s” rest at the DAL base on a slow day in the early days. Southwest Airlines Boeing 737-2H4 N21SW (msn 20345) (original fleet and livery) DAL (Bruce Drum). Image: 101942.

Southwest Airlines aircraft slide show (old liveries):

WestJet introduces service to Amsterdam from Calgary

WestJet today announced that it is expanding its international network to include one of the world’s most connected cities, Amsterdam, Netherlands. As the airline with the most flights from Calgary, the new service from WestJet’s hub will operate on the 787 Dreamliner, starting August 5, 2021.

WestJet’s service between Amsterdam Airport Schiphol (AMS) and Calgary International Airport (YYC) will operate two-times weekly beginning August 5, 2021 and will increase to three-times weekly as of September 9.

The route will be operated on WestJet’s 787 Dreamliner, featuring the airline’s lie-flat seats available in the business cabin along with on-demand dining and entertainment. The new service is timed to ensure that transatlantic flights departing from Calgary to Amsterdam are scheduled to support late-day departures and daytime arrivals. Convenient connections are available via Amsterdam to dozens of world-class destinations, including Athens, Berlin, Edinburgh, Lisbon, Madrid, Manchester, Milan, Munich, Vienna, Venice and more.

787 service to London, Gatwick returns in July

As of July, WestJet will be operating to London, Gatwick (LGW) from Calgary International Airport (YYC) and Toronto Pearson Airport (YYZ). Service from Calgary will operate two-times weekly, while flights from Toronto will depart three-times weekly.

Details of WestJet’s service between Calgary and Amsterdam:

Route Frequency Start Date
Calgary โ€“ Amsterdam 2x weekly Aug. 5 โ€“ Sept. 5, 2021
3x weekly Sept. 9 โ€“ October 31, 2021
Amsterdam โ€“ Calgary 2x weekly Aug. 6 โ€“ Sept. 6, 2021
3x weekly Sept. 10 โ€“ November 1, 2021

Details of WestJet’s service to London, Gatwick:

Route Frequency
Calgary โ€“ London, Gatwick 2x weekly
Toronto โ€“ London, Gatwick 3x weekly

 

Icelandair reduces annual use of disposable plastic by 20 tons

Icelandair has made this announcement:

Icelandair Groupโ€™s corporate responsibility strategy puts great emphasis on reducing the airlineโ€™s environmental footprint. One of the projects Icelandair is working on now is to greatly reduce the use of Single use plastics onboard. A large step in that direction is the recent decision to minimize the use of bottled water. The airline estimates this change will reduce the use of plastic by up to 20 tons per year, compared to 2019.

Icelandair had planned to make this change in 2020, but it was delayed because of changes in onboard service related to COVID-19 safety measures. In 2019, Icelandair passengers used 1.6 million bottles of water. Icelandair is still committed to offering excellent service, and passengers will of course be offered water, free of charge.

This is one of many projects Icelandair is working on towards a greener and more sustainable future.ย Icelandair Groupโ€™s corporate responsibility strategy is based on the United Nationsโ€™ Sustainable Development Goals (SDGs).ย ย The company has focus on four of the UNโ€˜s Sustainable Development Goals;ย Responsible Consumption and Productionย (Goal 12),ย Climate Actionย (Goal 13),ย Gender Equalityย (Goal 5), andย Decent Work and Economic Growthย (Goal 8).

Air Canada to put its first Boeing 767-300F into service from Toronto to Miami,ย Quito,ย Lima,ย Mexico Cityย andย Guadalajara

Air Canada and Air Canada Cargo today announced the initial list of planned routes for the Boeing 767-300ER freighters scheduled to enter service this fall. Airย Canadaย is in the process of fully converting several of its Boeing 767 aircraft into dedicated freighters in order to fully participate in global cargo commercial opportunities.

When the first converted 767 freighters enters service in October, they will fly primarily out of Toronto Pearson International Airport, and will operate on routes linkingย Torontoย toย Miami,ย Quito,ย Lima,ย Mexico Cityย andย Guadalajara, the first time Air Canada Cargo will serve this destination. Additional destinations to be served in early 2022, includeย Halifax,ย St. John’s,ย Madridย andย Frankfurtย as more freighters enter service.

Airย Canadaย has begun the process of converting certain of its Boeing 767s that have been retired from its passenger fleet into fully dedicated freighters. As part of that process, all seats are removed from the aircraft, a large door is cut into the fuselage to allow for loading of palletized cargo, and the floor is reinforced to carry additional weight. Air Canada Cargo plans to have two freighters in service by the end of 2021, with more to join the fleet in 2022.

The addition of dedicated freighter aircraft to Air Canada’s fleet will allow Air Canada Cargo to provide consistent capacity on key air cargo routes, which will facilitate the movement of goods globally. With these freighters, Air Canada Cargo will enhance its capabilities to transport goods such as automotive and aerospace parts, oil and gas equipment, pharmaceuticals, perishables, as well as handling the growing demand for fast, reliable shipment of e-commerce goods.

In the fall of 2020, Air Canada successfully concluded a collective agreement amendment with its pilots represented by the Air Canada Pilots Association for contractual changes to enable Air Canada to competitively operate dedicated cargo aircraft in the cargo marketplace.

Sinceย March 2020, Air Canada has operated more than 9,000 all-cargo flights using its wide-body passenger aircraft as well as certain temporarily modified Boeing 777 and Airbus A330 aircraft, which have additional available cargo space due to the removal of seats from the passenger cabin.

South Africa to sell its 51% share of SAA to Takatso

South African Airways is being saved with new private investors. The government has agreed to sell 51% of the stock in the flag carrier.

Under the agreement, SAA will now be majority owned by the Takatso Consortium (meaning โ€œaspireโ€ in SeSotho) with a 51% control of the shares.

The South African government will hold the remaining 49% of the shares.

The Takatso Consortium is composed of Harith General Partners (which owns Lanseria Airport) and Global Aviation, which will together control 51% of the national carrier.

SAA through reorganization, has cut its workforce by almost 80% and cut its liabilities to around N$2.6 billion.

Global Aviation partially owns Lift, the new South African airline which launched operations on December 10, 2020.

Lift is a joint venture between former Kulula.com CEO Gidon Novick, former Uber executive Jonathan Ayache, and aircraft leasing company Global Airways, a South African-basedย ACMI (Aircraft, Crew, Maintenance, and Insurance) company operating a fleet of Airbus A320 and A340 aircraft.

Lift currently operates three Airbus A320s.

Aer Lingus announces details of Aer Lingus Regional replacement schedule

Aer Lingus has announced details of a replacement schedule for Aer Lingus Regional customers.

Aer Lingus Regional had been operated by Stobart Air under a franchise agreement. Late on the evening of 11th June, Stobart Air notified Aer Lingus that it was ceasing operations with immediate effect.

Teams across Aer Lingus have been working through the night progressing alternative flying operations from tomorrow to provide a service for Aer Lingus Regional customers.

Photo: Embraer

Of the twelve routes immediately impacted by Stobart Airโ€™s decision to cease trading, Aer Lingus will operate five routes and for at least the next week BA CityFlyer will operate two. Alternative operations for the outstanding routes are still being determined.

All impacted customers are being contacted directly and offered details of an alternative flight where feasible. All impacted customers also have the option of a full refund.

Aer Lingus wishes to apologise to Aer Lingus Regional customers who have been affected by Stobart Air ceasing operations.

Aer Lingus (Mainline) will operate the following routes:

Dublin / Edinburgh; Dublin / Manchester; Belfast City / Manchester; Belfast City / Birmingham; Belfast City / Edinburgh;

BA City Flyer will operate the following routes:

Belfast City / Exeter; Belfast City / Leeds Bradford

Alternative operations for flights on following outstanding routes are still being determined.

Dublin / Kerry; ย Dublin / Donegal;

Customers scheduled to travel on the Belfast City / East Midlands; Dublin / Glasgow; Dublin / Newquay routes are being offered alternative flights

African Premier Airlines is looking for a Part 121 AOC

African Premier Airlines is a prospective new U.S. international airline. The company is a U.S.-based company, headquartered in the Washington, D.C. area, that is in search of a Part 121 carrier license which is suitable for the company to acquire and convert for their international use.

Wayne L. Sprauve is the Chairman and CEO (240 883-2041).