ANA to establish a low-cost 300+ seat 787 brand based on the Air Japan unit, will retire 22 Boeing 777s

ANA Holdings has announced transformative measures to a new business model, designed to strengthen the company’s operations and position itself for future growth. Through the ongoing crisis, ANA has taken steps to independently maintain our business operations, ranging from the suspension of flights to cost cutting measures. However, as the outbreak of COVID-19 is yet to settle, the ANA Group will carry out structural business reforms to address how travel has changed to build resilience toward any future global risks.

Overview
Qualitative and Quantitative Shifts in Air Travel Demand

① Demand from business travel will decrease and likely not fully return to previous levels due to changes to the nature of work, such as the widespread popularity of online conferences and meetings.
② Demand for leisure and visiting friends and relatives （VFR） will likely continue to remain robust, with potential growth from new segments including new working environments and multiple residency.
③ New potential for demand is expected from untapped markets with preference for greater hygiene during travel, airlines with high ESG policies, adoption of contactless and automated options, simplistic services as well as more customization options.

“ANA HD is embarking on an ambitious transformation that will strengthen operations and position it for long term growth and success in a market still reeling from COVID-19,” said Shinya Katanozaka, President and Chief Executive Officer of ANA HOLDINGS INC. “As we work to fully account for the current situation, we will introduce a new business structure based on two major strategies. This comprehensive transformation initiative is not simply about cutting costs, instead it will address how travel has changed so that ANA HD has a framework for an entirely new, future-oriented operational strategy.”

1. Transform the Group Airline Business Model
- ・In addition to ANA and Peach Aviation Limited, establish a third airline brand based on the Air Japan unit, and pursue sustainable growth through transforming the services of the Group’s airlines to cater to a wider range of customer needs in price range and services.
- ・Transform the services of each airline to match the values of the “new normal” during and post COVID-19, and through strengthening the cooperation in its marketing activities and smooth migration among the brands, actively promote measures to maximize the lifetime value of our customers.

① ANA brand
- ・As the premium airline brand of the ANA Group, transform into an airline that places an emphasis on “universal service” by providing new products and services that meet the needs of the post-COVID customers as a brand that is considerate to the well-being of people and the environment.
- ・Utilizing digital technology, promote integrated services with a focus on “personalization” and “customized service.”
- ・Realize a growth model that can continuously generate profits in the post-COVID era by improving productivity with more automated operations and improving work efficiency.
② Peach Aviation
- ・In addition to the existing leisure demand, expand the customer base to business passengers and families through wider cooperation in marketing with ANA through the addition of initiatives such as the exchange of ANA mileages to Peach Aviation’s points.
- ・Further develop the Peach Aviation business by increasing cooperation with regional entities on new work and vacation styles and the utilization of customer information in promoting social media activity.
- ・With its relocation to Terminal 1 at Narita Airport on October 25, expand demand through its improved convenience and synergies with ANA for travelers around the Tokyo metropolitan area.
- ・Expand the medium-distance international routes with new A321LR aircraft-based products/services.
- ・Enter the air cargo business in collaboration with ANA and ANA Cargo (ACX).
③ New Airline Brand
- ・ANA Group will establish a third airline brand around fiscal 2022, to raise profits by targeting demand for low-cost, medium-distance flights to destinations in Southeast Asia and Oceania.
- ・By using the current Air Japan entity as the foundation, the brand will be capable of responding to sudden changes in demand and begin operations quickly after its establishment.
- ・Low unit cost operations will be delivered on this brand through the utilization of the 787 aircraft configured with 300+ seats.

2. ANA Group’s Transformation to a New Business Model
- ・ANA Group will launch a data platform business based on the point-of-contact with all of our customers that we engage with in the airline business, travel business and business from our ANA branded credit cards to increase profits from our non-airline operations.
- ・Through employing the strategies ANA Group has accumulated for more than 10 years from its regional and metropolitan businesses, redefine the business in regional areas and by making use of a wide range of resources, deliver value to both the local regions and ANA.

① Realization of a New Data-Driven Platform Business
- ・Led by ANA X, create a data platform business that best utilizes the customer data accumulated from the ANA apps, website and other digital touchpoints of the ANA Group.
- ・With a focus on the airline, travel and ANA branded credit card business with transaction volume of approximately 4 trillion yen (based on 2019 figures), create value beyond the airline operations by maximizing the lifetime value of our customers through all businesses of the ANA Group.

② Reorganization and Digitization of the Travel Business
- ・ANA Sales Co., Ltd. will be split off, and its travel business unit will be merged with ANA X Co., Ltd., to build a data-driven platform business unit (aimed to launch in April 2021).
- ・Digitizing the travel business will help the customers be introduced to ANA Group’s platform business.
③ Evolve the Airline Sales Business to a Regional Business Development Entity
- ・The efficiency of the airline sales business at ANA Sales will be improved and in addition, the unit will evolve into a regional business company that will serve a range of trade purposes and raise the presence of the ANA Group and develop new attractions in regional areas. The unit will develop goods and services for a digital platform in each local area and deliver ANA Group goods and services to each region simultaneously as well.

3. Temporary Downsizing of Operations, and Other Measures to Offset the Impact of COVID-19
- ・Through reviewing the cost structure to overcome the COVID-19 crisis, ANA Group will strategically plan a profitable route network and temporarily reduce the scale of the airline operations by further cost cuts centered on fixed costs such as reducing the aircraft fleet.
- ・To transform into a new business model and position us for future growth, we will implement various measures to protect jobs.
- ・The cost reduction effects is expected to be approximately 150 billion yen* for this fiscal year, and approximately 250 billion yen* in fiscal 2021.
  - *Comparison with our initial plan for FY2020 with total cost cut impact from reducing fixed costs.

1) Review and adjust the scale and route network of the Group’s airline operations

① ANA brand
- ・International route network: Based on the immigration control, public health quarantine measures and passenger demand, resume operations on routes from Haneda Airport. Position Narita airport as a key location as well, and gradually resume operations.
- ・Domestic route network: Prioritize the operations and business centered around destinations with higher demand, and manage the scale of operations through utilizing smaller aircrafts.
② Peach Aviation brand
- ・International route network: Resume operations flexibly based on trends in demand.
- ・Domestic route network: Through maximizing the strengths as a LCC and strategically differentiating with ANA, prioritize the operations and business centered around Kansai and Narita. In December 2020, expand network at Chubu airport.

2) Reform the Cost Structure Focusing on Fixed Costs

① Downsize fleet through reducing large-sized aircrafts
- ・ANA will retire a total of 35 aircraft in 2020, an addition of 28 aircraft from its initial plan of seven.
- ・Out of the 35 aircrafts to be retired, 22 are the Boeing 777 models. The delayed delivery is for one Boeing 777 and one A380 aircraft, resulting in a reduction of 24 large-sized aircrafts compared to the initial plan for the end of FY2020.
- ・The entire ANA Group’s fleet, including Peach Aviation, will be reduced by 33 aircraft compared to the initial plan for the end of FY2020.
- ・Investments on capital expenditure will be reduced or delayed for preexisting orders of aircrafts.

② Cost reduction in procurement
- ・Centralize procurement functions on goods for inflight services, maintenance components, vehicles and expendable goods to cut costs and raise efficiency in the negotiation and purchasing process.
- ・Through centralizing the procurement functions, improve the accuracy in purchasing, delivery, and warehouse management.
③ Cost reduction in office space rent
- ・Reduce office space rent by downsizing and consolidating offices based on the usage level of each office from the changed work styles.
④ Review unprofitable businesses and assets
- ・Dissolve the PanAM International Flight Academy in USA.
⑤ Increase cooperation among the maintenance units
- ・Deepen the cooperation between ANA, Peach Aviation and partner airlines to build a productive maintenance structure.

3) Measures to Maintain Employment for Future Growth
ANA Group will reduce labor costs through shifting outsourced business to in-house development and temporarily relocating employees internally and externally, and protect the laborforce for future growth.

① Shift outsourced business to in-house development
- • Shift to in-house management of previously outsourced tasks such as the maintenance of aircrafts and engines, ground handling at airports and maintenance facilities.
② Reorganization and relocation of staff within the ANA Group
- • Maximize efficiency and productivity through the relocation of staff among different airports, locations and business units.
③ Dispatch ANA Group employees to external entities
- • Dispatch employees to improve hospitality and service skills to companies with a laborforce shortage.
- • The jobs at the external entities will be call center work, hotel concierge, reception and secretarial jobs, and by December 2020, we plan to dispatch about 100 employees to 10 companies. We will continue to expand the scale and expect more than 400 employees to be dispatched by next spring.
④ Measures related to wages
- • Curb wage-related costs through a proposal to the labor union on reducing wages, bonuses, expansion of unpaid leaves and other measures.

ANA reports a net loss of 188.4 billion yen for 6 months ended September 30, 2020

ANA Holdings has made this announcement:

ANA Holdings Inc. has reported its financial results for the six months ended September 30, 2020.

Overview
In the first six months of fiscal year 2020 (April 1, 2020 – September 30, 2020; hereinafter the “six months ended September 30, 2020”), although the Japanese economy is naturally in a difficult position due to the effects of COVID-19, including a sudden decrease in corporate earnings and a weakening trend in terms of employment, we are now seeing movement toward a recovery.

The airline industries environment have faced an unprecedented worldwide severe condition, because the passenger demand dramatically decreased by immigration restrictions and stay-at-home requests.

Under these economic conditions, operating revenues decreased rapidly to 291.8 billion yen due to the severe impact on all segments. ANA Group implemented cost reduction measures of 333.0 billion yen by decreasing the fixed expenses, in addition to reducing variable expenses due to curbing the scale of operations. However, due to the extremely large reduction in operating revenues, operating loss was 280.9 billion yen, ordinary loss was 268.6 billion yen and net loss attributable to owners of the parent was 188.4 billion yen due to the recording of deferred tax asset of about 76 billion yen, etc.

“Compared with the first quarter, the second quarter has recovered significantly, which proves that we’ve already bottomed out and are seeing dramatic recovery.”, said Ichiro Fukuzawa, Executive Vice President and Chief Financial Officer of ANA HOLDINGS INC. “Though we have faced cumulative losses in the first half of the fiscal year, the entire organization has shown strength and resolve in uniting to make the necessary sacrifices and support the required changes to get us through this COVID-19 outbreak and positioned for the future. I am confident that the shared spirit of the ANA Group and its employees, combined with our Business Structure Reform Plan, we will lead to future growth and success.”

・Due to the effects, customer demand decreased dramatically and operating revenues have significantly decreased year on year.
・Although passenger demand for domestic routes has recovered steadily since the emergency travel restrictions were lifted in May, demand for international routes remains greatly diminished.
・In addition to reducing fuel costs and airport landing fees by constraining the scale of operations to match the decline in demand, the ANA Group also took steps to reduce personnel costs, such as remuneration for officers, wages of managerial personnel and bonuses, but a large operating loss was still recorded.
・Furthermore, as the impact of COVID-19 continues, the ANA Group has engaged in the creation of clean and sanitary environments in airports, lounges, and aircraft cabins to enable customers to use aircraft safely and with reassuring comfort.

Air Transportation

1. International Passenger Service (ANA)
- ・In the international passenger services, both passenger numbers and revenue decreased significantly year on year. This was due to continuation of the substantial decline in passenger demand from April onward due to the continuation of immigration restrictions in countries worldwide caused by the effects of COVID-19.
- ・In terms of the route networks, Large-scale operation suspensions, and reduced flight numbers persist in route networks, and we have worked to ascertain the demand of personnel stationed overseas, personnel returning to Japan from overseas, etc., and to select which routes to continue operating and to set temporary flights. As a result, the scale of operations was 15.6 percent compared to the same period last year.
- ・In terms of sales and services, we set temporal discounted fares for one-way trips flying out of Japan in order to draw in demand for personnel being stationed overseas and foreign exchange students from August. Furthermore, starting from September we began offering customers the option to search, reserve, and pay for flights on “Google Flights,” a function offered by Google that compares airplane tickets, without going to the ANA official website, making it even easier for customers to reserve and purchase tickets for international flights.

As a result, revenue from international passenger service decreased by 318.9 billion yen (down 94.2 percent year-on-year).

2. Domestic Passenger Service (ANA)
- ・Domestic passenger services have been heavily affected by COVID-19, with passenger numbers and revenues decreasing significantly compared to the same period in the previous year. After the emergency restrictions were lifted in May, although passenger demand has steadily recovered, this demand may still be readily affected by trends in the number of people infected with COVID-19.
- ・In terms of the route networks, the scale of operations for the first quarter was 26.7 percent year-on-year, but by increasing the number of flights in tandem with the recovery in demand, this number went up to 50.7 percent for the second quarter (July-September, 2020). We will continue our focus on the state of the spread of COVID-19 and demand trends, and work to flexibly optimize the scale of operations.
- ・In terms of sales and services, although we had previously offered, in light of the effects of COVID-19, special measures to refund the tickets or change the boarding date without any additional fee until June, starting in July we began “Free and Easy Change Campaign” that would allow our customers to change flight dates and destinations without handling fees so that our customers could safely use fly with us without worry even as the future degree to which COVID-19 would spread remained uncertain. Furthermore, as the number of flights increased, in July we also reopened a portion of Terminal 2 of Haneda Airport that had been closed off, and introduced our self-service baggage drop machine, “ANA Baggage Drop” at Osaka(Itami) Airport, the fifth airport in Japan at which we have used these machines, in order to better improve our convenience as a full-service carrier.

Revenue from domestic passenger service decreased by 289.7 billion yen (down 78.6 percent year-on-year).

3. Cargo Service (ANA)
- ・With respect to international cargo, even as the effects of COVID-19 caused suspensions and reductions of passenger flights at a global scale, and the amount of supplied cargo space trended low, an increase in demand for emergency cargo such as masks combined with a steady recovery in demand for completed vehicles and vehicle components, as well as semiconductors and other electronic equipment has prolonged the tightness of demand from August. In these conditions, the ANA Group has worked to draw in this demand by setting temporary flights and charter flights using cargo aircraft, and assertively promoting the operation of temporary cargo flights using passenger aircraft. As a result, although transportation loads have decreased significantly compared to the same period last year due to the effects of large scale operation suspensions and flight reductions of passenger flights, we were able to ensure revenues at levels comparable to the previous year.

Revenue from international cargo service decreased by 0.3 billion yen (down 0.6 percent year-on-year) and revenue from domestic cargo service decreased by 3.9 billion yen (down 31.6 percent year-on-year).

4. LCC (Peach Aviation)
- ・Both passenger numbers and revenue of Peach Aviation decreased significantly year on year due to the suspension and reduction of flights in tandem with the decline in demand caused by the effects of COVID-19. Although passenger demand for domestic routes has been recovering steadily since the emergency restrictions were lifted in May, demand is still lower when compared to the same period for the previous year.
- ・With respect to route networks, although the scale of operations for domestic routes in the first quarter were 42.0 percent year-on-year, we restored routes and expanded on our routes, such as our newly established Narita to Kushiro and Narita to Miyazaki routes, in our network to coincide with increases in passenger demand, thereby resulting in the scale of operations for the second quarter (July – September, 2020) that was 112.4 percent year-on-year.
- ・With respect to international routes, flights on all routes have been suspended since the middle of March due to immigration restrictions imposed by each nation, but as these restrictions ease, and other changes take hold, we will flexibly adapt to changes in our environment by, for example, restarting the following flights in October on a 3 round-trips per week schedule: Haneda-Taipei (Taoyuan), Narita-Taipei (Taoyuan), and Kansai-Taipei (Taoyuan).

As a result, revenue from the LCC segment decreased by 37.7 billion yen (down 81.7 percent year-on-year).

5. Others
- ・Other revenue in Air Transportation was 68.1 billion yen (down 37.5 percent year-on-year). This includes revenue from the mileage program, in-flight sales revenue, and revenue from maintenance contracts, etc.

Airline Related, Travel Services, Trade and Retail, and Others
- ・As a result of a decrease in contracts for ground handling services, such as passenger check-in and baggage handling at all airports, and the decrease in contracts related to in-flight meals due to the impact of suspension and reduction of flights of various airlines due to COVID-19, operating revenues decreased to 119.8 billion yen (down 19.6 percent year on year). Meanwhile, operating income increased to 8.7 billion yen (up 17.6 percent year on year) due to the reduction of personnel expense.
- ・Travel services have been heavily affected by the spread of COVID-19 with respect to both domestic and overseas travel services. Due to the effects of travel restrictions on overseas travel services, all tours operated by the ANA Group have been suspended. Furthermore, although domestic travel services are steadily recovering through various factors such as the support of our “Go To Travel” campaign, domestic travel services remain significantly below the levels seen during the same period of time last year. As a result of the foregoing, operating revenues have decreased to 13.8 billion yen (down 83.2 percent year-on-year) and an operating loss of 4.0 billion yen (compared to operating proft of 1.3 billion yen in the same period last year) was recorded.
- ・The spread of COVID-19 has significantly impacted our retail division, primarily centered around ANA DUTY FREE SHOP airport tax-free stores, and ANA FESTA shops in airports. Although ANA FESTA is seeing a steady recovery in tandem with the recovery in domestic passenger service numbers, revenue losses are still significant when compared to the same period last year. Furthermore, in the lifestyle-industries business, trade in food, beverages, and amenities also decreased significantly. As a result, operating revenue decreased to 38.2 billion yen (down 49.6 percent year-on-year), and an operating loss of 2.8 billion yen (compared to operating proft of 1.9 billion yen in the same period last year) was recorded.
- ・The revenue in the airline security business and the facility management business decreased due to closures of airport facilities and a decrease in construction projects caused by COVID-19. As a result, operating revenues decreased to 18.5 billion yen (down 11.6 percent year-on-year) and operating income decreased by 43.5 percent year-on-year to 0.8 billion yen.

Outlook for the FY2020 (April 2020 – March 2021)

・The ANA Group is to announce its earnings forecast based on decisions made in line with information available at the present time; a forecast that has not been confirmed to date due to difficulties in making proper and rational calculations as a result of the effects of COVID-19, which has led to extreme uncertainty on income trends and similar factors.
・There has been a significant declined in passenger demand, which has been severely affected by the immigration restrictions around the world and the voluntary restraints on movement within Japan that have accompanied the spread of COVID-19. While demand is gradually recovering in the second half, it is not expected to return to the level of the previous year and operating revenues for the year ending March 31, 2021 are predicted to be down about 60 percent on those for the year ended March 31, 2020. Meanwhile, operating revenues have suffered a significant downturn and profits of the year are significantly lower than those for the year ended March 31, 2020 despite efforts to cut variable costs by curtailing the scale of flights and to also make savings on fixed costs such as personnel and aircraft expenses. Consequently, as mentioned above, ANA Group expects to record an operating loss, an ordinary loss and a net loss attributable to owners of the parent for the year ending March 31, 2021.
・Furthermore, it is expected that a special loss of 110.0 billion yen will be recorded, which includes 73.0 billion yen of impairment losses incurred as a result of the large-scale retirement of aircraft, which is being made to improve earnings as reported in “ANA Group’s Transformation to a New Business Model” announced today; note that these impairment losses include those on facilities and equipment.
・At present, the forecast for consolidate results for the fiscal year ending March 31, 2021 is as follows: operating revenues 740.0 billion yen (down 62.5 percent year-on-year); operating loss 505.0 billion yen (from an operating income of 60.8 billion yen in the previous fiscal year); ordinary loss 500.0 billion yen (from an ordinary income of 59.3 billion yen in the previous fiscal year); and net loss attributable to owners of the parent was 510.0 billion yen (from a net income of 27.6 billion yen in the previous fiscal year).
・These calculations were made based on the assumptions that the exchange rate is 110 yen to one U.S. dollar, and indices for fuel costs as follows; the market price for crude oil on the Dubai market is 40 U.S. dollars per barrel, while Singapore kerosene costs are 50 U.S. dollars per barrel.

SA Airline officially becomes Airlink

Airlink, the privately-owned airline, has officially changed its company name from “SA Airlink” to “Airlink”, as part of its strategy to distinguish itself as a totally independent airline.

Earlier this year Airlink ended its 23 year franchise agreement with South African Airways and began operating and issuing tickets on its own “4Z” code and designator. This has liberated Airlink and enabled it to forge commercial ties with other international airlines that carry passengers and cargo to and from destinations across Southern Africa. It has subsequently signed collaborative “interline” agreements with Qatar Airways, Emirates, British Airways, KLM, Air France and United.

Airlink is a privately-owned regional airline serving a comprehensive network of smaller destinations throughout Southern Africa. We are now operating independently under our own unique 4Z flight code offering more freedom, more choices and more travel opportunities. When you see the sunbird icon on our aircraft, think Airlink. You’ll know that you’re travelling with Southern Africa’s largest (measured by flight movements) independent airline. Airlink has more than 50 commercial jetliners operating throughout Southern Africa. Last year we carried 2 million customers on more than 63 000 flights, on 55 routes to 39 destinations in nine African countries and St Helena Island.

El Al resumes service to Miami

El Al Israel Airlines resumed nonstop flights from Tel Aviv to Miami International Airport on October 25, 2020 bringing direct service to Israel back to the Sunshine State for the first time since the beginning of the pandemic in March.

El Al will operate one weekly roundtrip flight with Boeing 787-9 Dreamliner aircraft seating 271 until November 15, when the service is scheduled to increase to three times per week.

British Airways Boeing 747-400 G-CIVB to be preserved at Cotswold Airport

British Airways has made this announcement:

Cotswold Airport will be the permanent home to an iconic British Airways 747 aircraft for locals and visitors to enjoy.

The Boeing 747-400, registration G-CIVB, will be permanently retired at Cotswold Airport, near Kemble in Gloucestershire. The aircraft is painted in the unique Negus livery which adorned British Airways planes in the 1970s and 1980s. The aircraft was one of four painted in heritage liveries to mark the airline’s centenary last year. It was also one of the final two British Airways 747s to leave Heathrow last month.

The airport will maintain the aircraft and plans to convert an area of its interior to be used as a unique business, conferencing and private hire venue, as well as a cinema for locals and an educational facility for school trips. It is planned that the aircraft will be open to the public from Spring 2021.

Since entering the British Airways fleet on February 15, 1994, G-CIVB operated 13,398 flights and flew for 118,445 hours over nearly 60 million miles. Its last passenger flight was from Miami to Heathrow on April 6, 2020.

A large percentage of all money raised from events on the aircraft will be used to support Cotswold Airport’s scholarship program and charities. Every year the scholarship helps 10 students who have an interest in aviation related sectors or careers to undertake instructional flight time or experience various aviation career environments. This programme gives the students a fabulous insight, and many have gone on to careers in the Navy and RAF.

Above Copyright Photo: British Airways Boeing 747-436 G-CIVB (msn 25811) (Negus) LHR (SPA). Image: 946137.

British Airways aircraft slide show (Boeing):

Finnair Cargo is ready for the COVID-19 vaccine challenge

Finnair Cargo is preparing to carry COVID-19 vaccines. Several pharmaceutical companies have stated they are in the latter stages of testing a vaccine for Covid-19, suggesting it is time to start planning the supply chain. It is anticipated that air cargo will be one of the main forms of transportation.

Finnair Cargo was the first airline in the world to receive IATA’s CEIV Pharma certificate in 2015.

For the logistics chain, there is not yet publicly available information on the exact requirements for transporting vaccines.

Finnair Cargo has partnered with all major active container manufacturers to further ensure the safe transportation of the vaccines.

Finnair aircraft photo gallery:

Swoop reaffirms its commitment to Edmonton

Swoop reaffirmed its commitment to Edmonton International Airport with the launch of its winter schedule including the addition of nonstop service to Toronto Pearson International Airport.

The inaugural winter schedule operations this week will also include a return to popular sun destinations such as Puerto Vallarta, Mazatlán and Phoenix-Mesa, while continuing to serve Abbotsford and Hamilton from Edmonton International Airport.

Swoop aircraft photo gallery:

Swoop takes off from Toronto Pearson Airport

Swoop today launched its operations at Toronto Pearson Airport, safely completing flights from Toronto to destinations in Montego Bay, Edmonton, Kelowna and Halifax. The inaugural operations continue this week with additional flights to destinations such as Abbotsford and Cancun.

Swoop Takes Off From Toronto Pearson Airport (CNW Group/Swoop)

This begins the airline’s winter schedule which includes the return to Kelowna International Airport and the addition of nonstop service to popular sun destinations. With its accessible and affordable airfares, Swoop is connecting more Canadians in the GTA with a safe and responsible travel option.

The airline’s scheduled winter service from Toronto Pearson International Airport includes direct flights to Kelowna, Abbotsford, Halifax and Edmonton. Popular sun destinations are also available such as Las Vegas, Orlando, Tampa Bay, Montego Bay and Cancun supported by Swoop Getaways flight plus hotel packages, powered by Expedia. As part of its winter schedule and Swoop’s commitment to the region, the airline will continue to serve Hamilton with multiple flights per week to Edmonton and Abbotsford.

Swoop Takes Off From Toronto Pearson Airport (CNW Group/Swoop)

Some of the health and safety measures Swoop has introduced includes stricter boarding processes allowing for shorter queue wait times, traveller screening measures, increased sanitization, and enforcing face masks to be worn for the duration of the flight.

Additionally, every transborder and international round-trip Swoop flight and Getaways booking now includes no-charge COVID-19 travel insurance coverage. This complimentary coverage is automatically included on eligible bookings at time of purchase for bookings made on and after October 15, 2020, for travel until April 24, 2021, and is valid for up to 21 days. One-way travel is excluded.

The start of its winter schedule marks the next step in Swoop’s recovery efforts while remaining true to its mission of offering accessible and affordable air travel to Canadians. As the country’s largest ultra-low cost carrier, the airline is uniquely positioned to help drive industry recovery with price-sensitive travellers.

Highlights about Swoop’s service from Toronto for travel between October 25, 2020 – April 24, 2021 are outlined below. Schedules are subject to change due to travel advisories, health and safety conditions and traveller demand. For peace of mind, travellers can purchase ModiFly, which allows them to make a one-time change to the date and time of their booking.

Toronto and Abbotsford will operate up to 6x weekly, with service every day except Saturday
Toronto and Edmonton will operate 6x weekly with service every day except Saturday
Toronto and Kelowna will operate up to 4x weekly with service on Monday, Thursdays, Fridays and Sundays
Toronto and Halifax will operate daily
Toronto and Las Vegas will operate up to 4x weekly on Monday, Thursday, Friday and Sunday
Toronto and Orlando will operate up to 5x weekly on Mondays, Thursdays, Fridays, Saturdays and Sundays
Toronto and Tampa Bay will operate up to 4x weekly on Mondays, Thursdays, Fridays and Sundays
Toronto and Cancun will operate up to 5x weekly, with service on Mondays, Thursdays, Fridays, Saturdays and Sundays
Toronto and Montego Bay will operate up to 5x weekly, with service on Mondays, Thursdays, Fridays, Saturdays and Sundays

American Eagle ERJ 145 N674RJ skids off the runway at Freeport, Bahamas

American Eagle Embraer ERJ 145 N674RJ operating as flight AA 4194 from Miami skid off the runway at Freeport, Bahamas while landing on October 24, 2020 due to “an issue with the rear landing gear”.

The flight from the Miami hub was operated by Envoy Air.

Ryanair announces a travel corridor between the UK and the Canary Islands

Ryanair has announced green light flights from the UK to the Canary Islands from only £29.99 one way, following the UK’s removal of the popular island group from its travel danger list.