Belavia, Belarusian Airlines, the national carrier of Belarus, took delivery today of their first E2 next generation Embraer aircraft in Brazil. The new aircraft is the first of three E195-E2 jets to be leased to the airline by AerCap.
The aircraft, configured in a comfortable dual class layout seating 125 passengers in total, seats 9 in business and 116 in economy. Belavia plans to deploy their new aircraft on popular routes such as London, Barcelona, Nur-Sultan, Munich, Paris, Sochi, and Amsterdam.
“Belavia’s passengers love our current Embraer aircraft and I hope they will love the next generation E2 even more. The E2 offers Belavia lower operating costs, as well as the lowest impact on the environment. At Belavia we like to keep our fleet young and fresh; with the addition of the E195-E2 we can take more passengers, further, in greater comfort, and more efficiently – the E2 is the perfect fit”, commented Anatoly Gusarov, CEO of JSC “Belavia”.
“It’s great to welcome another airline to the E2 family of operators. As airlines’ ramp up their operations, the E195-E2 is perfectly positioned to right size routes previously operated by narrowbodies, while keeping frequencies and adjusting capacity to new levels,” said Cesar Pereira, vice president of Europe, Middle East and Africa, Embraer Commercial Aviation. “We look forward to supporting Belavia as they continue to upgrade their offering to their customers.”
“We congratulate the team at Belavia on the delivery of their first E195-E2,” said Philip Scruggs, President and Chief Commercial Officer at AerCap. “We wish Belavia every success as they continue to modernize their fleet.”
Throughout the day, lounge staff will sanitise each seat and table after customers leave. In addition, the lounge will be sanitised and fumigated regularly.
Emirates is re-opening its lounges around the world, beginning with the Emirates lounge in Cairo International Airport. In the coming weeks, Emirates’ customers can look forward to once again enjoying Emirates lounge services in other destinations including New York’s JFK International and Manchester Airport.
The airline has redesigned its lounge offering and introduced additional health and safety measures. The new protocols will be rolled out in each lounge.
The buffet offering will be changed to an a la carte service with contactless menus activated by QR code. Throughout the day, lounge staff will sanitise each seat and table after customers leave. In addition, the lounge will be sanitised and fumigated regularly.
All employees working in the lounge will be wearing masks and social distancing protocols are in place throughout the lounge. Seating capacity will be halved as every other sofa seat is left unoccupied. To ensure food safety, catering staff will be wearing masks, gloves and personal protective equipment (PPE). Newspaper, magazines and other reading materials will not be available to minimise the risk of infection by touch.
The Emirates lounge in concourse B in Dubai International airport is also open with a redesigned service and designated First Class area. In the recent months, Emirates has been introducing services aimed at providing customers with a safe and seamless airport experience. The integrated biometric path at Dubai International airport is the latest in a host of initiatives by Emirates, allowing customers to go from check-in to boarding purely by facial recognition.
Emirates continues to gradually reinstate its signature services after rigorous review and careful redesign to ensure the health and safety of customers and employees.
On board, the celebrated A380 Onboard Lounge and Shower Spa have resumed operations, while Emirates’ onboard dining experience has returned to its signature service while observing strict hygiene protocols.
Emirates customers can travel with peace of mind with the airline’s flexible booking options and multi-risk travel insurance, including COVID-19 coverage on every flight. Emirates has also implemented a comprehensive set of measures at every step of the customer journey to ensure the safety of its customers and employees.
Emirates is re-opening its lounges around the world beginning with the Emirates lounge in Cairo International Airport. The airline has redesigned its lounge offering and introduced additional health and safety measures. The new protocols will be rolled out in each lounge.
Emirates announced plans to operate its popular A380 aircraft four times a day to London Heathrow from 27 November and six times a week to Manchester from 2 December, and to deploy additional A380 services to Moscow from the current two-a-week, to a daily service from 25 November.
Emirates will also increase flights to Birmingham and Glasgow from the current four-a-week to daily services at both cities, from 27 November and 1 December respectively. Emirates’ services to Manchester will increase from the current eight-a-week to 10 flights per week from 1 December, of which six will be served by an Emirates A380 and four with a Boeing 777-300ER. At London Heathrow, Emirates’ current twice daily A380 and once daily Boeing 777 flights will become four daily A380 services from 27 November.
These represent a significant expansion of Emirates services to the UK, following the recent establishment of the UK-UAE air travel corridor which has led to increased demand. Under the air travel corridor, travellers entering the UK from the UAE will not longer be required to quarantine, which is a boon for travellers, and speaks to the UAE’s rigorous and effective pandemic response. In the other direction, UK travellers heading to Dubai can opt to do their COVID-19 PCR tests 96 hours in advance of their flight, or to do the test on arrival in Dubai, adding to the ease of travel.
Emirates’ enhanced services to Moscow will also meet increased demand from travellers seeking to holiday in Dubai, or at popular island destinations within easy reach through Dubai, such as the Maldives.
Dubai is open for international business and leisure visitors. From sun-soaked beaches and heritage activities to world class hospitality and leisure facilities, Dubai offers a variety of world-class experiences for visitors. In 2019, the city welcomed 16.7 million visitors and hosted over hundreds of global meetings and exhibitions, as well as sports and entertainment events. Dubai was one of the world’s first cities to obtain Safe Travels stamp from the World Travel and Tourism Council (WTTC) – which endorses Dubai’s comprehensive and effective measures to ensure guest health and safety.
Flexibility and assurance: Emirates’ booking policies offer customers flexibility and confidence to plan their travel. Customers who purchase an Emirates ticket for travel on or before 31 March 2021, can enjoy generous rebooking terms and options, if they have to change their travel plans. Customers have options to change their travel dates or extend their ticket validity for 2 years.
COVID-19 PCR testing: Emirates customers who require a COVID-19 PCR test certificate prior to departure from Dubai, can avail of special rates at clinics across Dubai by simply presenting their ticket or boarding pass. Home or office testing is also available, with results in 48 hours.
Free, global cover for COVID-19 related costs: Customers can now travel with confidence, as Emirates has committed to cover COVID-19 related medical expenses, free of cost, should they be diagnosed with COVID-19 during their travel while they are away from home. This cover is immediately effective for customers flying on Emirates until 31 December 2020, and is valid for 31 days from the moment they fly the first sector of their journey. This means Emirates customers can continue to benefit from the added assurance of this cover, even if they travel onwards to another city after arriving at their Emirates destination. For more details: www.emirates.com/COVID19assistance
Health and safety: Emirates has implemented a comprehensive set of measures at every step of the customer journey to ensure the safety of its customers and employees on the ground and in the air, including the distribution of complimentary hygiene kits containing masks, gloves, hand sanitiser and antibacterial wipes to all customers. For more information on these measures and the services available on each flight, visit: www.emirates.com/yoursafety
Tourist entry requirements: For more information on entry requirements for international visitors to Dubai visit: www.emirates.com/flytoDubai
JetBlue Airways Corp. (NASDAQ: JBLU) and American Airlines Group Inc. (NASDAQ: AAL) announced a strategic partnership that will create seamless connectivity for travelers in the Northeast and more choice for customers across their complementary domestic and international networks. In addition, the relationship will accelerate each airline’s recovery as the travel industry adapts to new trends as a result of the pandemic.
The partnership includes an alliance agreement that proposes codeshare and loyalty benefits that will enhance each carrier’s offerings in New York and Boston, providing strategic growth and driving value for customers and crewmembers of both airlines. (Graphic: Business Wire)
The partnership includes an alliance agreement that proposes codeshare and loyalty benefits that will enhance each carrier’s offerings in New York and Boston, providing strategic growth and driving value for customers and crewmembers of both airlines. Customers will experience a number of benefits from the new partnership, including:
New and expanded routes: The partnership enables new strategic growth opportunities for both airlines. As a result, American will launch international service from New York (JFK) to Tel Aviv (TLV) and to Athens (ATH) and JFK to Rio De Janeiro (GIG) will return as a daily seasonal route in winter 2021, in addition to continuing to serve popular long-haul destinations like London (LHR) and Madrid (MAD). JetBlue will also accelerate its growth in key cities, bringing its award-winning service to more customers. JetBlue will grow in greater New York City, adding flights at LaGuardia (LGA) and Newark (EWR), while also increasing its presence at JFK for seamless connections to American’s expanded international network. JetBlue plans to enhance service to strategic markets on the East Coast, West Coast, and in the Southeast, building on JetBlue’s recently announced service between EWR and nine markets, including Mint® service to Los Angeles (LAX) and San Francisco (SFO).
More choice and loyalty benefits: Through their integrated networks,JetBlue and American will operate reciprocal codeshare flights, giving customers new options with improved schedules, competitive fares and nonstop access to more domestic and international destinations. JetBlue will gain connectivity to more U.S.destinations, a broad global network and an improved frequent flyer proposition, while American will complement JetBlue’s improved and expanded service with new international routes. JetBlue and American loyalty members will also enjoy new benefits while the carriers are exploring additional premium experiences for customers.
Seamless experience: Customers will enjoy a seamless experience across both airlines, including the ability to book a single itinerary on either website, convenient connections and an improved on-the-ground experience — resulting in a compelling proposition for both leisure and corporate customers. Additionally, customers seeking more comfort in transcontinental service will have access to both JetBlue’s Mint and American’s three-class Transcon service.
“Pairing JetBlue’s domestic network with American’s international route map creates a new competitive choice in the Northeast, where customers are longing for an alternative to the dominant network carriers,” said Joanna Geraghty, president and chief operating officer, JetBlue. “This partnership with American is the next step in our plan to accelerate our coronavirus recovery, get our crewmembers and our aircraft flying again, and fuel JetBlue’s growth into the future.”
“This is an incredible opportunity for both of our airlines,” said American Airlines President Robert Isom. “American has a strong history in the Northeast, and we’re proud to partner with JetBlue as the latest chapter in that long history. Together, we can offer customers an industry-leading product in New York and Boston with more flights and more seats to more cities.”
New routes from the Northeast
The partnership between American and JetBlue enables sustainable international growth for customers in the Northeast from JFK, which will continue to complement the robust international service from Philadelphia (PHL), for even more options.
Upon the implementation of the alliance agreement, American intends to launch service between JFK and TLV and will introduce new seasonal service between JFK and ATH next summer, to meet the strong local demand. The new nonstop service to TLV and ATH from JFK will be the first long-haul international flights that American has launched from New York in more than four years. American will also operate daily seasonal service to GIG beginning in winter 2021 during the peak summer travel period in Rio de Janeiro. And, once the coronavirus pandemic has ended, the new partnership is certain to facilitate American adding new long-haul markets in Europe, Africa, India and South America
As New York’s Hometown Airline®, JetBlue plans to increase flying out of New York’s three major airports, bringing its award-winning experience to more customers. Its growth at JFK will be aimed at offering even more connection opportunities to American’s growing international network of destinations. From both New York and Boston, JetBlue plans to enhance service to strategic markets, including those on the East Coast, West Coast, and in the Southeast. This will further build on JetBlue’s recently announced growth between EWR and nine markets, including Mint service to LAX and SFO.
More choice and loyalty benefits: Codeshare creates more options for customers
JetBlue and American will begin a new codeshare relationship, giving customers seamless access to more destinations, including international service. The codeshare will introduce JetBlue customers to more than 60 new routes operated by American and will introduce American’s customers to more than 130 new routes operated by JetBlue. Codesharing allows customers to book a single itinerary combining flights from both airlines, which will result in a one-stop check-in experience and seamless flight connections from origin to destination.
“JetBlue customers will have more routes and destinations to choose from through American Airlines’ extensive global network,” said Scott Laurence, head of revenue and planning, JetBlue. “Together we will offer customers better options than either of us could alone. This partnership enables JetBlue to bring our low fares and great service to even more customers by expanding our presence in our hometown, growing relevance in Boston, and supporting our successful Mint franchise.”
“Leisure travel is important to our customers, and JetBlue’s network paired with their award-winning service, are the perfect fit,” said Vasu Raja, Chief Revenue Officer at American Airlines. “Both airlines’ customers value access to more destinations, whether it’s a JetBlue customer who wants more direct access to South America from New York, or an American customer who wants more robust service to Florida. Together, we can give our customers the best of both worlds.”
ALSTOM; IBRE ; experienced designer and producer and brake discs & levers; IBRE , experienced designer and producer and brakedisc & levers; 89100 Saint-Denis-lès-Sens.Autorisation image OK
Alstom is taking a new step forward in the implementation of its AiM (Alstom in Motion) strategic plan in France with the acquisition of Ibre, a company specialised in the development, manufacture and supply of cast iron or steel brake discs for high-speed, intercity, regional and suburban trains, trams and metros. Alstom and Ibre already had a long working relationship on projects for SNCF.
With the acquisition, Alstom will reinforce its internal capabilities regarding railway braking systems, which are essential to the overall dynamic performance of trains.
Ibre employs around 30 people at its Sens site in the region of Bourgogne Franche Comté and had a turnover of approximately €10 million in 2019. It is a company with an international scope, with more than half of its sales in France, of both original equipment and replacements. The rest primarily serves customers in Austria, Australia, Belgium, Scandinavia, England, India and Germany.
“This acquisition represents very promising development potential for Ibre and its employees and is in line with Alstom’s strategy to extend its know-how,” says Jean-Baptiste Eyméoud, Senior Vice President Alstom France.
Railway brake discs are one of the critical components of the braking system. Alstom’s acquisition of Ibre represents a unique opportunity to extend its offer. Ibre products will be offered as original equipment and as part of maintenance contracts. Following completion of the transaction, which took place on 30 June, the company, renamed “Alstom Ibre”, becomes a wholly owned subsidiary of Alstom.
IBRE is an experienced designer and producer and brake discs & levers
LONDON (Reuters) – Irish airline Aer Lingus said it was reviewing its social distancing procedures after a flight on Monday was packed with passengers.
European flights have all but come to a standstill during the coronavirus pandemic with only a few services operating for essential travel such as people going to work or being repatriated, or for cargo.
While there is no visibility on when travel restrictions will ease, airlines are considering how to safely restart services and give passengers confidence to fly.
Aer Lingus, owned by IAG <IAG.L>, said it would consider how it operates after its Belfast to London Heathrow flight on Monday had “unexpectedly high loads” and that due to the level of the demand for the route, it could need to make changes.
“Aer Lingus is reviewing its processes and procedures applicable to the operation of this service,” an Aer Lingus spokeswoman said, adding that safety was its top priority.
Some airlines have discussed leaving middle seats empty on flights to enable social distancing, while other airlines such as Germany’s Lufthansa <LHA.DE> and Hungary’s low cost airline Wizz Air <WIZZ.L> have made it compulsory for passengers to wear face masks on flights.
(Reporting by Sarah Young and Ian Graham; Editing by Kirsten Donovan)
FILE PHOTO: The Aer Lingus EI-DER Airbus A320 makes its final approach for landing at Toulouse-Blagnac airport
LONDON (Reuters) – Airbus <AIR.PA> will furlough around 3,200 staff at its Broughton factory in Wales, the European planemaker said on Monday after it warned staff that the coronavirus crisis had put its survival at stake.
Airbus has given its starkest assessment yet of damage from the crisis, telling the company’s 135,000 employees to brace for potentially deeper job cuts as it grapples with the impact of the COVID-19 pandemic on the aerospace sector.
Earlier this month, the group said it would furlough some 3,000 French workers by tapping a government-backed scheme for four weeks.
“Airbus confirms it has agreed with its social partners to apply the government’s Job Retention Scheme for approximately 3,200 production and production-support employees at its commercial aircraft site in Broughton,” it said in a statement.
Britain’s job retention scheme allows employers to furlough staff and claim cash grants up to 80% of wages, capped at 2,500 pounds per worker.
Airbus will top up gross salaries to bring pay up to 85-90% of pay, in accordance with an agreement signed with trade union representatives.
The deal affects the majority of the production and production support teams in Broughton, the north Wales factory which assembles wings.
Furlough periods will be staggered, with all starting in the next three weeks and lasting for at least three weeks.
The move does not affect Airbus’ 3,000 staff in Filton, western England, where wings are designed and supported.
(Reporting by Alistair Smout; editing by Stephen Addison)
FILE PHOTO: EasyJet planes parked at Luton airport after the airline grounded its entire fleet
LONDON (Reuters) – EasyJet can survive a nine-month shutdown thanks to its measures to contend with the coronavirus crisis and is planning for a slow recovery, the British airline said on Thursday.
As airlines worldwide battle for survival after lockdowns and travel bans brought the sector to a virtual standstill, EasyJet announced a new fleet plan to manage its emergence from the enforced hibernation.
The UK-based company said it will start to shrink its fleet and the number of planes it operates will not reach pre-crisis levels until 2022, signalling that it does not expect a quick recovery for the industry.
“We’ve been able to adapt ourselves to reduced demand for the next couple of years, then have the flexibility to increase as demand picks up again,” Chief Executive Johan Lundgren told reporters.
The industry is split on how quickly the sector can recover. Lufthansa, plane manufacturers and airline body IATA have warned that it will be a slow process. EasyJet’s bigger low-cost rival Ryanair, meanwhile, has predicted a swift rebound in traffic.
Lundgren said that, while he does not expect the grounding of easyJet’s fleet to last nine months, the company would remain cash-positive even if that were the case and could survive for longer than that by seeking additional funding.
Among the steps it is taking, easyJet is in talks over the sale and leaseback of some planes to leasing companies, with expected proceeds of up to 550 million pounds ($687 million).
“Overall, the company has presented a very credible response to the crisis,” said Goodbody analyst Mark Simpson.
In addition to the deferral of new orders and non-renewal of leases, easyJet said it now plans to sell six aircraft.
The airline, however, has faced calls from its founder and biggest shareholder, Stelios Haji-Ioannou, to terminate its 4.5 billion pound order with Airbus for 107 new jets.
He escalated his row with management on Thursday, issuing a statement saying he planned to call for the removal of Lundgren as well as chairman John Barton at forthcoming meetings. He said Lundgren should not send money to Airbus for planes while running an “aircraft parking lot”.
CASH PILE
Through various funding initiatives, easyJet expects to generate total additional liquidity of about 1.85 billion to 1.95 billion pounds, leading to a notional cash balance of about 3.3 billion pounds.
Given the level of continued market uncertainty, the company said it is not possible to provide guidance for the remainder of the 2020 financial year.
However, it said winter bookings are well ahead of those at the same stage last year, with Lundgren adding that he expects there to be pent-up demand for holidays as people emerge from lockdown.
But travel restrictions are likely to ease slowly and easyJet will have to be flexible, the CEO said. “I don’t think this is going to be a case of let’s just open everything up,” he added.
Measures under consideration include disinfecting aircraft and steps to ensure social distancing on planes.
“We will clearly look to have the middle seat empty as we start,” Lundgren said. “I think that is actually what the customers would like to see.”
EasyJet shares were up 2.2% at 616 pence at 1207 GMT, having lost more than 50% year to date.
($1 = 0.8007 pounds)
(Reporting by Sarah Young; Editing by Kate Holton and David Goodman)
Provides more efficient service to improve the travel experience and benefit customers throughout New England and the greater Northeast
NEW YORK – Amtrak continues to prioritize upgrading the customer experience as travelers along the Northeast Corridor (NEC) will now benefit from increased weekday service on Northeast Regional trains at popular stations in Mystic, CT and Westerly, RI to receive more access to the region’s major markets. The new schedule, which largely alternates trains at these stations to provide more meaningful service, will go into effect beginning Monday, March 16.
“By providing additional service for Mystic and Westerly, travelers and residents will reap the benefits of a more efficient travel experience,” said Amtrak President and CEO Richard Anderson. “The benefits will also expand beyond these two stations as it allows Amtrak to better serve populations and cities along the NEC by offering additional access to and from urban areas in Boston, New York, and Virginia.”
In addition to the customer benefits and improvements to quality of travel via the expanded service, Amtrak also remains committed to continuous improvement and innovation throughout the entirety of its rail network, on its trains and at its stations. Amtrak recently announced the expansion of its popular assigned seating offering in Business Class for Northeast Regional trains, which provides a more seamless onboarding process and the option for customers to select their preferred seat.Northeast Regional trains, as part ofAmtrak’s NEC fleet, are also the country’s only all-electric intercity trains, providing a more environmentally friendly way to travel as part of Amtrak’s goal to reduce its carbon footprint.
Weekday Southbound trains will now stop at Westerly and Mystic at the following times (new service highlighted in blue):
Weekday Northbound trains will now stop at Westerly and Mystic at the following times:
There are no changes to weekend trains at this time; Schedules are subject to change. Tickets are now on sale on Amtrak.com, the Amtrak app, via our ticket agents or by calling 1-800-USA RAIL.
LONDON/FRANKFURT, Feb 5 (Reuters) – China’s HNA Group is resuming efforts to find a buyer for airport luggage handler Swissport despite facing a loss of several hundred million dollars on its initial $2.8 billion investment, four sources familiar with the matter told Reuters.
The Chinese conglomerate has rekindled talks with several heavyweight investment funds as it needs to raise cash to cut its debts, the sources said.
Rothschild is helping HNA identify prospective bidders, who are hoping to buy the Zurich-based business on the cheap after previous attempts to sell it stalled last year, the sources said, speaking on condition of anonymity because the process is not public.
U.S. buyout funds Apollo Global Management Inc and Cerberus as well as Canadian asset manager Brookfield have come forward to revisit a possible acquisition of Swissport, the sources said.
Two other U.S. investors – Bain Capital and Centerbridge Partners – are also looking to take part in a new auction, two of the sources said, adding interest from industry buyers had waned.
HNA is hoping to limit its losses and recoup at least $2.3 billion from the sale, one of the sources said.
But offers are expected to value Swissport at about $2 billion, two of the sources said, with one adding Apollo had previously offered $2.1 billion.
This means HNA may need to swallow a loss of more than $500 million to offload the business, which has annual core earnings of about $270 million, they said.
HNA, Apollo, Cerberus, Brookfield and Bain declined to comment, while Centerbridge was not available.
HNA bought Swissport for 2.7 billion Swiss francs ($2.8 billion) in 2016 in a deal that was meant to complement its sprawling portfolio of investments in aviation, logistics and tourism.
But the Chinese giant had to look into cashing out at the start of 2018 when its liquidity challenges turned it into one of China’s most indebted companies and forced it to quickly sell assets.
The 20-year old company, led by chairman Chen Feng, came under pressure after embarking on an aggressive M&A spree in the United States and Europe with deals worth an overall $50 billion.
It made a push into the travel and tourism industry, buying a 25% stake in Hilton Worldwide Holdings Inc in 2016 and then branched out into financial services, becoming the leading investor in Deutsche Bank.
But its M&A binge resulted in cash flow problems, prompting a review of all its business interests overseas.
HNA initially considered a possible listing of Swissport on the Swiss SIX Exchange in 2018, but then opted for an outright sale.
Apollo and Cerberus, which bought Paris-based Worldwide Flight Services (WFS) in 2018, were both initial contenders for Swissport, but negotiations stalled after the Swiss company secured a refinancing package in August.
($1 = 0.9727 Swiss francs)
(Reporting By Pamela Barbaglia and Clara Denina in London and Arno Schuetze in Frankfurt; Editing by Mark Potter)
