Spring Airlines on October 22, 2018 took delivery of its first Airbus A320neo (B-303U, msn 8395).
The airliner flew from Toulouse, France, to Shanghai Pudong International Airport on delivery.
Above Copyright Photo: Gerd Beilfuss.
On December 3, 2015 the airline ordered 45 Airbus A320neo and 15 A321neo aircraft.
The airline currently operates 80 standard Airbus A320-200s.
Photos: Spring Airlines.
Southwest Airlines Company today reported its third quarter 2018 results:
Gary C. Kelly, Chairman of the Board and Chief Executive Officer, stated, “I want to congratulate our Employees on an excellent third quarter 2018 performance, resulting in record third quarter earnings per diluted share. The significant increase in our third quarter 2018 earnings per diluted share was driven by record third quarter operating revenues, lower federal income taxes, and a 4.8 percent year-over-year reduction in share count. Despite higher jet fuel prices and other cost pressures, we grew our third quarter 2018 net margin, year-over-year, which is a notable accomplishment.
“I am grateful to our People for their hard work and resilience, as we continue to consistently deliver stellar margins and returns. With these results, we accrued an additional $135 million in profitsharing for the benefit of our Employees and provided $591 million of share buybacks and dividends for our Shareholders.
“As we finish the year, our revenue momentum has continued into fourth quarter 2018, thus far. Unit revenue trends are stable and have recovered nicely from first half 2018. We are particularly pleased with the performance of our new revenue management tools. With our new reservation system in place since last year, we have more capabilities and are well-positioned to drive revenue growth. We expect $80 million to $90 million of year-over-year improvement in fourth quarter 2018 pre-tax results from these enhanced capabilities, which is in line with our annual 2018 pre-tax goal of $200 million.
“On the cost side, our third quarter 2018 unit cost performance was in line with our expectations. Our fuel hedge portfolio mitigated a significant portion of market jet fuel price increases, and we are pleased with the fuel hedge in place for both fourth quarter 2018 and annual 2019. Based on current trends, we continue to expect modest year-over-year inflation in our annual 2018 unit costs, excluding fuel and oil expense and profitsharing expense.
“Based on our second half 2018 revenue trends, we are well-positioned for year-over-year unit revenue growth in 2019, with easier year-over-year comparisons in first half. We also will continue to experience year-over-year unit cost inflation in 2019, excluding fuel and oil expense and profitsharing expense, of at least three percent, as we continue investing in and deploying new operations, technology, and airport infrastructure to support future growth. With the 2017 retirement of our Boeing 737-300 Classic fleet, launch of the 737 MAX, and implementation of our new reservation system, we continue with our efforts to modernize our fleet, optimize our network, and pursue additional revenue opportunities. Given our healthy revenue outlook, and despite expected cost increases, our 2019 goal is to expand margins year-over-year. We are refocusing our efforts to control costs and drive efficiency, and, as ever, we remain steadfast in our efforts to produce industry-leading margins and superior returns in excess of our cost of capital.
“For next year, Hawaii is our expansion focus, and we continue to expect 2019 available seat miles (ASMs, or capacity) to increase no more than five percent, year-over-year.”
Revenue Results and Outlook
The Company’s third quarter 2018 total operating revenues increased 5.1 percent, year-over-year, to a third quarter record $5.6 billion. Third quarter 2018 operating revenue per ASM (RASM, or unit revenues) increased 1.2 percent, year-over-year, driven largely by a passenger revenue yield increase of 2.3 percent, year-over-year, offset slightly by a load factor decline of 0.9 points, year-over-year, to 83.9 percent. Third quarter 2018 RASM also included an approximate one-half point year-over-year positive impact as a result of approximately 2,200 flight cancellations in third quarter 2018, due to thunderstorms and weather-related disruptions (the “weather cancellations”).
Based on current bookings and yield trends, the Company expects fourth quarter 2018 RASM to increase in the one to two percent range, compared with fourth quarter 2017 RASM of 13.88 cents, as recast in accordance with Accounting Standards Update (ASU) No. 2014-09, Revenue from Contracts with Customers (or the “New Revenue Standard”). The Company adopted the New Revenue Standard effective January 1, 2018, and utilized the full retrospective method of adoption allowed by the standard. As such, results for the three and nine months ended Septemberย 30, 2017, have been recast under the new standard in order to be comparable with current period results in the accompanying unaudited Condensed Consolidated Statement of Income. The Company’s third quarter 2018 year-over-year RASM increase included an approximate one point headwind from the change in the Rapid Rewards revenue recognition method as a result of the Company’s adoption of the New Revenue Standard. The Company continues to expect an immaterial impact to its fourth quarter and annual 2018 year-over-year RASM trends as a result of the New Revenue Standard.
Cost Performance and Outlook
Third quarter 2018 total operating expenses increased 7.2 percent, year-over-year, to $4.8 billion. Total operating expenses per ASM (CASM, or unit costs) increased 3.1 percent, as compared with third quarter 2017. Excluding special items in both periods, third quarter 2018 total operating expenses increased 8.1 percent to $4.8 billion, or 4.1 percent on a unit basis, year-over-year.
Effective January 1, 2018, the Company early adopted ASU No. 2017-12, Targeted Improvements to Accounting for Hedging Activities. The new standard eliminated ineffectiveness for all derivatives designated in a hedge for accounting purposes, as well as changed the Company’s classification of premium expense associated with fuel hedges from Other (gains) and losses, net, to Fuel and oil expense within the unaudited Condensed Consolidated Statement of Income. As such, the classification of premium expense for the three and nine months ended Septemberย 30, 2017, has been recast under the new standard to be comparable with current period results.
Third quarter 2018 economic fuel costs1 were $2.25 per gallon and included $.06 per gallon in premium expense and $.10 per gallon in favorable cash settlements from fuel derivative contracts, compared with $2.07 per gallon in third quarter 2017, as recast, which included $.06 per gallon in premium expense and $.31 per gallon in unfavorable cash settlements from fuel derivative contracts. Third quarter 2018 ASMs per gallon, or fuel efficiency, improved 1.1 percent year-over-year, driven primarily by the retirement of the Classic fleet and the addition of more fuel-efficient 737-800 and 737 MAX 8 aircraft.
Based on the Company’s existing fuel derivative contracts and market prices as of October 19, 2018, fourth quarter 2018 economic fuel costs are estimated to be in the range of $2.30 to $2.35 per gallon4, including $.07 per gallon in premium expense and an estimated $.14 per gallon in favorable cash settlements from fuel derivative contracts, compared with $2.16 per gallon in fourth quarter 2017, as recast, which included $.07per gallon in premium expense and $.19 per gallon in unfavorable cash settlements from fuel derivative contracts. As of October 19, 2018, the fair market value of the Company’s fuel derivative contracts settling in fourth quarter 2018 was an asset of approximately $82 million, and the fair market value of the hedge portfolio settling in 2019 and beyond was an asset of approximately $521 million.
Based on the Company’s existing fuel derivative contracts and market prices as of October 19, 2018, annual 2019 economic fuel costs are estimated to be in the range of $2.35 to $2.40 per gallon4, including $.04 per gallon in premium expense and an estimated $.08 per gallon in favorable cash settlements from fuel derivative contracts. Additional information regarding the Company’s fuel derivative contracts is included in the accompanying tables.
Excluding fuel and oil expense and special items in both periods, third quarter 2018 operating expenses increased 7.0 percent, as compared with third quarter 2017. Third quarter 2018 profitsharing expense was $135 million, as compared with $127 million in third quarter 2017. Excluding fuel and oil expense, profitsharing expense, and special items, third quarter 2018 operating expenses also increased 7.0 percent, or 3.0 percent on a unit basis, year-over-year. This increase was due primarily to shifting of spending from first half 2018 into third quarter 2018, higher maintenance and advertising expenses, and a nearly one-point year-over-year negative impact as a result of the third quarter 2018 weather cancellations.
Based on current cost trends, the Company estimates fourth quarter 2018 CASM, excluding fuel and oil expense and profitsharing expense, to be flat to up one percent, compared with fourth quarter 2017’s 8.82 cents, as recast, which excluded fuel and oil expense, profitsharing expense, and special items. The Company continues to estimate annual 2018 CASM, excluding fuel and oil expense and profitsharing expense, to be flat to up one percent, compared with annual 2017’s 8.47 cents, as recast, which excluded fuel and oil expense, profitsharing expense, and special items.
Third Quarter Results
Third quarter 2018 netย income was a third quarter record $615 million, or a record third quarter $1.08 per diluted share, compared with third quarter 2017 net income of $528 million, or $.88 per diluted share. Excluding special items, third quarter 2018 net income was $614 million, or a third quarter record $1.08 per diluted share, compared with third quarter 2017 net income of $554 million, or $.93 per diluted share, and compared with First Call third quarter 2018 consensus estimate of $1.06 per diluted share.
The Company estimates its effective tax rate to be approximately 23 percent for annual 2018. For annual 2019, the Company estimates its effective tax rate to be approximately 23.5 percent.
Liquidity and Capital Deployment
As of Septemberย 30, 2018, the Company had approximately $3.8 billion in cash and short-term investments, and a fully available unsecured revolving credit line of $1 billion. Net cash provided by operations during third quarter 2018 was $1.3 billion, capital expenditures were $454 million, and free cash flow was $817 million. The Company repaid $98 million in debt and capital lease obligations during third quarter 2018, and expects to repay approximately $87 million in debt and capital lease obligations during fourth quarter 2018.
During third quarter 2018, the Company returned $591 million to its Shareholders through the repurchase of $500 million in common stock and the payment of $91 million in dividends. The Company repurchased 8.2 million shares of common stock pursuant to a $500 million accelerated share repurchase program (ASR) launched during third quarterย 2018 and completed earlier this month. The Company’s third quarter ASR completed the remaining $350 million of its previous $2.0 billion share repurchase program that had been authorized by its Board of Directors in May 2017, and initiated the $2.0 billion share repurchase program authorized by its Board of Directors in May 2018. The Company has $1.85 billion remaining under its current authorization.
For the nine months ended September 30, 2018, net cash provided by operations was approximately $3.9 billion. Capital expenditures, including net proceeds from assets constructed for others, were approximately $1.3 billion, and free cash flow was $2.6 billion. This enabled the Company to return approximately $1.8 billion to Shareholders through the repurchase of $1.5 billion in common stock and the payment of $332 million in dividends.
The Company continues to estimate its annual 2018 capital expenditures to be in the $2.0 to $2.1 billion range. For annual 2019, capital expenditures are expected to be similar to 2018 levels.
Fleet and Capacity
The Company ended third quarter 2018 with 742 aircraft in its fleet. This reflects the third quarter delivery of five new 737-800s and seven new 737 MAX 8s. The Company continues to expect to end 2018 with 751 aircraft in its fleet based on the current aircraft delivery schedule. Additional information regarding the Company’s aircraft delivery schedule is included in the accompanying tables:
The Company now expects its annualย 2018 year-over-year ASM growth to be approximately four percent, slightly lower than previously expected, due primarily to the third quarter 2018 weather cancellations. The Company now expects fourth quarterย 2018 year-over-year ASM growth to be in the 6.0 to 6.5 percent range.
1See Note Regarding Use of Non-GAAP Financial Measures for additional information on special items, free cash flow, and ROIC. In addition, information regarding special items, ROIC, and economic results is included in the accompanying reconciliation tables.
2Operating margin is calculated as operating income divided by operating revenues.
3Net margin is calculated as net income divided by operating revenues.
4Based on the Company’s existing fuel derivative contracts and market prices as of October 19, 2018, fourth quarter 2018 fuel costs per gallon on a GAAP and economic basis are both estimated to be in the $2.30 to $2.35 range, and annual 2019 fuel costs per gallon on a GAAP and economic basis are both estimated to be in the $2.35 to $2.40 range.ย See Note Regarding Use of Non-GAAP Financial Measures.
Top Copyright Photo (all others by Southwest):ย Southwest Airlines Boeing 737-8 MAX 8 N8705Q (msn 42558) LAX (Michael B. Ing). Image: 944056.
Southwest aircraft slide show:
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Delta Air Lines is continuing the removal of a variety of single-use plastic items, including stir sticks, wrappers, utensils and straws from its aircraft and Delta Sky Clubs. The ongoing effort comes on the heels of the global airline’s leading move to remove plastic wrap from international Main Cabin cutlery in April, and is expected to eliminate more than 300,000 pounds in plastic waste annually โ that’s more than the weight of two Boeing 757 aircraft.
Other moves contributing to Delta’s long-time sustainability efforts include the elimination of unnecessary plastic wrapping from Delta One amenity kits, and reducing Styrofoam in the cafeterias at Delta’s Atlanta headquarters in favor of compostable and/or reusable alternatives. Delta’s Minneapolis office campus ditched Styrofoโam altogether in 2015.
Additionally, Delta has formed a Youth Advisory Council to help guide the airline’s efforts to minimize the use of single-use plastics and support other sustainability initiatives. Initial members include Georgia natives Carter and Olivia Ries, who founded One More Generation, and California resident Shelby O’Neil, who founded Jr Ocean Guardians. Carter, Olivia and Shelby have been instrumental over the past year in driving sustainability efforts on Delta’s campuses, including No-Straw November during which they spoke to employees about the importance of reducing single-use plastics. Emma Kavanaugh, founder and president of a Surfrider Youth Club at St. Thomas Aquinas High School in Florida will join the trio as an initial member, while a partnership with the Captain Planet Foundation will seek additional members through an application process launching in November that seeks diversity in geographic location and eco-passions. The council will complement the airline’s employee-led GreenUp group that connects with Delta employees to find meaningful ways for the airline to positively impact the environment.
“We’re looking broadly at how we can adjust our sourcing and behaviors to have greater impact on the local and global communities where we live, work and serve,” said Christine Boucher, Managing Director โ Global Environment, Sustainability & Compliance. “Reducing single-use plastics is a natural extension of the work we’ve been doing for years to lead the industry in efforts to reduce our impact on the environment, and we’re looking forward to working with young thought leaders like Carter, Emma, Olivia and Shelby to build an even more creative and impactful approach.”โ
Delta customers will already notice red plastic straws and stir sticks being replaced in Delta Sky Clubs with environmentally friendly bamboo drink stirrers and birch stir sticks, and customers onboard will see the elimination of red plastic straws and stir sticks in favor of the same alternatives starting in mid-2019. Together, the changes will eliminate more than 183 million plastic straws and stir sticks from Delta’s aircraft and clubs. Compostable straws will be available in clubs for customers upon request.
Delta Sky Clubs have also started moving toward compostable alternatives for service ware. Delta has partnered with the airports in Seattle and Minneapolis since 2016 and 2017, respectively, to help manage those clubs’ compostable waste, and the airline is now identifying the best ways to expand composting at all 51 airports that feature its clubs.
Customers are already starting to see these sustainable changes happening at Delta Sky Clubs:
Customers can watch for these sustainable improvements coming to their onboard Delta experience starting in mid-2019:
As of April 2018, international Main Cabin plastic-wrapped utensils no longer have an outer plastic wrapper and are rolled in a napkin instead.
Delta’s move to reduce unnecessary single-use plastics is part of its industry-leading sustainability strategy that drove a route analysis to better align the amount of food, beverage and other items on board with customer demand, resulting in significant reductions in waste and emissions. It also positioned Delta as the first U.S. airline to offer carbon offsets to customers and the only airline to voluntarily cap carbon emissions at 2012 levels by purchasing carbon offsets โ more than 2.5 million in 2017 alone, and almost 9 million carbon offsets since it started. Delta was the first U.S. airline to recycle aluminum cans, plastic bottles and cups, newspapers and magazines from aircraft and has recycled more than 3 million pounds of aluminum from onboard waste โ equivalent to 22 Boeing 747s โ over 10 years. The funds from that program and recycling oil and scrap metal in Tech Ops have been used to construct 12 of the 264 homes Delta has built with Habitat for Humanity globally. In 2018 Delta sought out opportunities to upcycle its frontline uniformsas part of its new uniform launch, and developed first-of-their-kind partnerships with Duke University Athletics and the Seattle Seahawks to offset travel with local benefits. These kinds of efforts and more speak to why Delta was selected as Keep America Beautiful’ s 2017 Vision For America Awardย recipient, and has been named to the Dow Jones Sustainability North America Index for eight consecutive years and the FTSE4Good Index for four consecutive years.
Air Canada announced today it will enhance services to North Carolina beginning next spring, including with the launch of a new, nonstop daily flight between Raleigh/Durham and Montreal.
The airline will also deploy larger aircraft on flights between Toronto and Raleigh/Durham and Charlotte to increase capacity on these routes and introduce Business Class service.
New Raleigh–Montreal daily, nonstop service begins June 3, 2019 using a 50-seat Canadair Regional Jet (CRJ200).
From Toronto, starting May 1, 2019, three-times daily flights to Raleigh and twice-daily service to Charlotte will be upgauged to a 76-seat, Embraer E175 from a CRJ.
|
Flight |
Departs |
Arrives |
Flight |
Departs |
Arrives |
|
AC7691 |
Toronto 8:20 |
Raleigh 10:08 |
AC7692 |
Raleigh 06:00 |
Toronto 07:56 |
|
AC7693 |
Toronto 16:05 |
Raleigh 17:53 |
AC7694 |
Raleigh 10:45 |
Toronto 12:41 |
|
AC7695 |
Toronto 20:55 |
Raleigh 22:43 |
AC7696 |
Raleigh 18:30 |
Toronto 20:26 |
|
AC7582 |
Toronto 09:05 |
Charlotte 11:04 |
AC7583 |
Charlotte 11:40 |
Toronto 13:38 |
|
AC7584 |
Toronto 16:00 |
Charlotte 17:59 |
AC7585 |
Charlotte 18:35 |
Toronto 20:33 |
|
AC8178 |
Montreal 13:35 |
Raleigh 15:45 |
AC8179 |
Raleigh 16:15 |
Montreal 18:20 |
Top Copyright Photo:ย Air Canada Express (Sky Regional Airlines) Embraer ERJ 170-200SU (ERJ 175) C-FRQM (msn 17000137) BWI (Brian McDonough). Image: 942608.
Air Canada Express-Sky Regional aircraft slide show:
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GECAS has delivered the third of 10 new Airbus A320ceo (HK-5273, msn 8519) aircraft to Viva Air Colombia.
Named “Claudia Obando”, the aircraft has a special pink livery for Breast Cancer Awareness.
The aircraft was delivered from Hamburg to Bogota, Colombia via Keflavik and Bangor.
Top Copyright Photo (all others by GECAS and Viva Air Colombia):ย Vivaair.com (Viva Air Colombia) Airbus A320-214 WL D-AXAF (HK-5273) (msn 8519) (Tocate) XFW (Gerd Beilfuss). Image: 943932.
Viva Air Colombia aircraft slide show:
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GECAS has announced the signing of a lease contract for seven Airbus A320neos to enter service with Vistara, the India based full-service carrier and joint venture of Tata Sons and Singapore Airlines, following deliveries from Airbus in the latter part of 2019 and continuing into 2020.
Commencing operations in January 2015 as one of Indiaโs premier operators, Vistara, with its hub at Delhiโs Indira Gandhi International Airport, has flown over 11 million customers.ย Operating an all-A320 fleet (with both 200s & neos), Vistara is the first airline in India to introduce premium economy class on domestic routes.
Photo: GECAS.
Austrian Airlines made this announcement:
Starting at the end of March 2019, Austrian Airlines will operate six weekly flights from Vienna to Tokyo. As of the beginning of May until the end of October 2019 a daily connection will be offered. Up until now five flight connections per week were planned in the summer flight schedule of 2019.
โWith this step we are reacting to the ongoing high level of demand on this routeโ, states Austrian Airlines CCO Andreas Otto.
The additional flights will be operated with a Boeing 767-300 aircraft from existing capacities.
As a result, Austrian Airlines as well as its Star Alliance and joint venture partner ANA will each operate daily flights between Vienna and Tokyo as of 2019. Austrian Airlines flies to Narita Airport, whereas ANA departs from Haneda. โMore than 37 million people live in Tokyo and its surroundings. Moreover, Japan is becoming an increasingly interesting destination for European tourists, for example due to the 2020 Summer Olympicsโ, explains Andreas Otto. โFor this reason, the outlook is also good,โ he adds.
Top Copyright Photo (all others by Austrian):ย Austrian.com – my Austrian (Austrian Airlines) Boeing 767-31A ER WL OE-LAT (msn 25273) VIE (Tony Storck). Image: 939149.
Austrian aircraft slide show:
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Hawaiian Holdings,ย Inc., parent company of Hawaiian Airlines,ย Inc., today reported its financial results for the third quarter of 2018.
|
Third Quarter 2018 – Key Financial Metrics |
||||||||
|
GAAP |
YoY Change |
Adjusted |
YoY Change |
|||||
|
Net Income |
$93.5M |
+$21.9M |
$96.7M |
$(3.0)M |
||||
|
Diluted EPS |
$1.84 |
+$0.50 |
$1.91 |
+$0.05 |
||||
|
Pre-tax Margin |
15.4% |
(0.6) pts. |
15.9% |
(6.3) pts. |
||||
“Through back-to-back hurricanes in Hawai’i and a typhoon in Japan, my colleagues minimized disruptions to operations, kept our guests safe, and supported community relief efforts all while delivering our authentic Hawaiian hospitality that is unmatched in the industry,” said Peter Ingram, Hawaiian Airlines president and CEO.ย “Our healthy financial and operational performance in this eventful quarter once again demonstrated that the Hawaiian team is second to none.”
Statistical information, as well as a reconciliation of the non-GAAP financial measures, can be found in the accompanying tables.
Shareholder Returns, Liquidity and Capital Resources
The Company returned $37.3 million to shareholders in the third quarter through $31.2 million in shares repurchased and $6.1 million in dividends paid.
On October 19, 2018 the Company’s Board of Directors declared a quarterly cash dividend of 12 cents per share to be paid on November 30, 2018 to all shareholders of record as of November 16, 2018.
As of Septemberย 30, 2018, the Company had:
Third Quarter 2018 Highlights
Commercial
Operational
Partnerships
New Routes
Copyright Photo: Michael Carter.
Fleet and Financing
Fourth Quarter and Full Year 2018 Outlook
The table below summarizes the Company’s expectations for the fourth quarter and full year ending December 31, 2018 expressed as an expected percentage change compared to the recast results for the quarter and year ended December 31, 2017, as applicable.
As a result of discretionary contributions to defined benefit and other postretirement plans made by the Company in the third quarter, and the resulting impact of the Tax Cuts and Jobs Act, the Company expects its effective tax rate for the full year ending December 31, 2018 to be in the range of 21 percent to 23 percent.
Top Copyright Photo: Hawaiian moves one step closer to the retirement of the Boeing 767-300 fleet, now down to five aircraft.ย Hawaiian Airlines Boeing 767-3CB ER WL N588HA (msn 33466) LAX (Ron Monroe). Image: 944044.
Hawaiian aircraft slide show:
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Setouchi Seaplanes is the first seaplane airline in 50 years in Japan.
The company was established in 2014 and launched charter services in 2016, and is based in Hiroshima Prefecture.
On October 21, 2018 the pictured Quest Kodiak 100 registered as JA07TG visited Yokohama harbor.
In Yokohama, there used to be scheduled seaplane services until around 80 years ago. The airline visited Yokohama for the first time on this day, to bring back a glimpse of seaplane operations as part of the festival held in this seaside area.
Akira Uekawa reporting from Japan.
Copyright Photo:ย Setouchi Seaplanes Quest Kodiak 100 JA07TG (msn 100-0168) Yokohama Harbor (Akira Uekawa). Image: 944041.
Video:
KLM Royal Dutch Airlines launches a new meal service for Business Class passengers on its KLM Cityhopper (KLC) flights from the forthcoming winter schedule onwards starting 28 October 2018. The new, high quality meals are both more substantial and varied.ย They will be served in the Europe Business Class (EBC) Box.
More choice based on more individual elements
More individual elements have been added to the meal box. For example, granola and jam are now served separately to the yoghurt, and dressing and nuts separately to the salads, enabling customers themselves to determine how they would like to put their meals together.
Sustainable products
Until noon, our customers will receive a box containing a breakfast with fresh fruit and cold cuts consisting of cheese and meat with a hot roll. During the rest of the day, the EBC Box will contain a salad and side dishes including a slice of apple pie, for example. All of the products will be sustainable, and produce from local suppliers will be used as far as possible. The meat and eggs will carry โBeter Levenโ certification and all products containing fish will bear the MSC stamp of approval. The cardboard used for the boxes will also be sustainable and recyclable.
Choice & control service on six flights
On KLCโs six longest flights (Cagliari, Helsinki, Ibiza, Porto, Split and Valencia), Business Class passengers themselves will be able to determine the time when they would like to eat. KLC thus meets the needs of its customers to have more control and choice. In addition to the meal box, customers will be able to enjoy a second service: a Dutch croquette snack or a spinach-and-feta pastry.
Luxurious look & feel and more refined format
Not only have the contents and look & feel of the meal box beenย revitalised, but the format has also been adjusted providing more space for something to drink, for example. The luxury box now also fits onto the tray table of the Embraer even better. This is a big plus point since KLCโs fleet now consist exclusively of Embraers. With 49 Embraer E-Jets, 32 E190s and 17 E175s, KLC now operates the biggest E-Jet fleet in Europe.
KLM has the ambition of being Europeโs most successful, customer-centric, innovative and efficient network carrier. This means creating memorable experiences for customers on the ground and in the air by pursuing the โMoving Your Worldโ approach. KLCโs new meal concept contributes towards achieving this ambition.
Photos: KLM.
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