Taipei, 8 April 2021 – Tigerair Taiwan, the low cost subsidiary of China Airlines, has taken delivery of its first A320neo. This is the first of 15 A320neo Family aircraft scheduled to join the airline’s fleet. The aircraft is also the first A320neo to be introduced in Taiwan, and will be the optimal platform for Tigerair Taiwan to increase capacity and open new routes across the Asia region. The A320neo has a range of up to 3,200nm, enabling flights of up seven hours from Taipei.
With the A320neo, Tigerair Taiwan will benefit from the lowest operating costs and highest comfort levels in the single-aisle segment, while maintaining a high degree of commonality with the A320ceo. Tigerair Taiwan’s A320neos are powered by Pratt & Whitney PW1100G engines and configured in a single class layout with 180 seats.
The A320neo Family offers the widest single-aisle cabin in the sky and incorporates the latest technologies, including new generation engines and Sharklets, delivering a 20 per cent reduction in fuel consumption. At the end of March 2021, the A320neo Family had won nearly 7,400 firm orders from 120 customers worldwide.
Toulouse, 18 February 2021 – Air Côte d’Ivoire, Ivory Coast’s flagship carrier based in Abidjan, has taken delivery of its first A320neo, becoming the first operator of the type in the West-African region. This latest generation aircraft will join Air Côte d’Ivoire’s existing Airbus fleet of six aircraft.
With improved levels of efficiency, this new aircraft will be deployed on Air Côte d’Ivoire’s regional network to serve Senegal, Gabon, and Cameroon. Destinations like South Africa will be added at a later stage, highlighting the operational flexibility of the A320neo. Powered by CFM International LEAP-1A engines, the aircraft is configured in a comfortable two-class layout with 16 seats in Business and 132 seats in Economy Class. Passengers will benefit from the widest cabin of any single-aisle aircraft, high-speed Internet connectivity and latest generation in-flight entertainment system.
Air Cote d’Ivoire’s first A320neo took off from Toulouse carrying 1 tonne of humanitarian goods including medical equipment and toys. In partnership with Aviation sans Frontières and the Airbus Foundation, the mission is part of Air Côte d’Ivoire’s corporate social responsibility initiative. The transported goods will serve local NGOs in Abidjan, thus supporting the education and health sector in the country.
Air Cote d’Ivoire has a fleet of 10 aircraft, including three A319s and three A320s, serving 25 domestic and regional destinations in West and Central Africa.
The A320neo Family incorporates the very latest technologies including new generation engines, Sharklets and aerodynamics, which together deliver 20% in fuel savings and CO2 reduction. The A320neo Family has won 7,450 orders from nearly 120 customers.
Toulouse, 18 February 2021 – Air Côte d’Ivoire, Ivory Coast’s flagship carrier based in Abidjan, has taken delivery of its first A320neo, becoming the first operator of the type in the West-African region. This latest generation aircraft will join Air Côte d’Ivoire’s existing Airbus fleet of six aircraft.
With improved levels of efficiency, this new aircraft will be deployed on Air Côte d’Ivoire’s regional network to serve Senegal, Gabon, and Cameroon. Destinations like South Africa will be added at a later stage, highlighting the operational flexibility of the A320neo. Powered by CFM International LEAP-1A engines, the aircraft is configured in a comfortable two-class layout with 16 seats in Business and 132 seats in Economy Class. Passengers will benefit from the widest cabin of any single-aisle aircraft, high-speed Internet connectivity and latest generation in-flight entertainment system.
Air Cote d’Ivoire’s first A320neo took off from Toulouse carrying 1 tonne of humanitarian goods including medical equipment and toys. In partnership with Aviation sans Frontières and the Airbus Foundation, the mission is part of Air Côte d’Ivoire’s corporate social responsibility initiative. The transported goods will serve local NGOs in Abidjan, thus supporting the education and health sector in the country.
Air Cote d’Ivoire has a fleet of 10 aircraft, including three A319s and three A320s, serving 25 domestic and regional destinations in West and Central Africa.
The A320neo Family incorporates the very latest technologies including new generation engines, Sharklets and aerodynamics, which together deliver 20% in fuel savings and CO2 reduction. The A320neo Family has won 7,450 orders from nearly 120 customers.
New Caledonia’s Aircalin has taken delivery of its first A320neo. The aircraft joins two A330neo already delivered under the carrier’s fleet modernisation plan.
With its new fleet the airline benefits from the lowest operating costs in the respective size categories, as well as the unique commonality between variants of the Airbus Family.
Aircalin’s A320neo is powered by Pratt & Whitney PW1000 engines and configured in a single class layout with 168 seats.
With the A320neo, Aircalin will be able to increase capacity on its flights and open new routes across the Pacific region.
The A320neo Family offers the widest single-aisle cabin in the sky and incorporates the latest technologies, including new generation engines and Sharklets, delivering a 20 per cent reduction in fuel consumption, as well as 50 per cent less noise compared to previous generation aircraft.
At the end of November 2020, the A320neo Family had received 7,455 firm orders from over 120 customers worldwide.
New agreement to focus on enhancing performance and unprecedented sustainability for world’s fastest commercial aircraft
Collins Aerospace Systems, a unit of Raytheon Technologies (RTX), has signed a collaboration agreement with Boom Supersonic, the aerospace company building the world’s fastest airliner, to advance nacelle technology on Boom’s forthcoming flagship supersonic airliner, Overture. Overture will be the world’s fastest airliner and is designed and committed to industry-leading standards of speed, safety, and sustainability.
Collins Aerospace engineers will work in concert with Boom to develop inlet, nacelle and exhaust system technologies that enable fuel-burn reduction and cutting-edge acoustics for cleaner and quieter supersonic flight. They will do this via lightweight aerostructures and variable nacelle geometry. Collins Aerospace has been providing innovative nacelle technology for more than 70 years, including development of the first commercial variable fan nozzle for high-bypass-ratio geared turbofan (GTF) engines.
“Through improved acoustics and lightweight materials systems, we can provide the next generation of supersonic propulsion systems with the nacelle technologies that not only enable higher performance and lower fuel burn, but also quieter operation,” said Marc Duvall, president, Aerostructures, Collins Aerospace. “Having completed 19 nacelle certification programs over the past decade, we’re uniquely positioned to collaborate with Boom Supersonic to create new propulsion-system solutions that will be key enablers of Overture’s success.”
The combined engineering team will be exploring the development of advanced acoustics and variable inlet and exhaust technologies required to minimize aircraft noise for passengers and airport communities while enhancing performance.
“Boom is taking an all-encompassing approach to sustainability — from our commitment to make Overture 100% carbon neutral to minimizing community noise and emissions, we’re dedicated to making mainstream supersonic travel environmentally and economically sustainable,” said Blake Scholl, Boom founder and CEO. “We are leveraging Collins’ experience in developing more fuel efficient and noise attenuating technologies for nacelles to help us develop Overture as an environmentally responsible supersonic jet.”
Boom’s mission is to make the world dramatically more accessible by making supersonic travel mainstream. Overture is in its design phase with plans to finalize the configuration and begin building the first airliner while XB-1 is flying supersonic. Boom will roll out the first completed Overture aircraft in 2025, with entry into service planned for 2029.
– Boeing signs 15-year renewable energy agreement with SRPAgreement supports Boeing’s emission reduction goalsSRP solar photovoltaic plant scheduled to open in 2021
Boeing [NYSE: BA] and the Salt River Project (SRP) utility have signed a multi-year agreement to power Boeing’s Mesa site with renewable solar energy.
Boeing will be one of several companies to receive power from SRP’s soon-to-be-built 100-megawatt solar photovoltaic plant in Eloy, Arizona. Boeing’s Mesa site will receive about 25% of its electricity needs from this plant over the next 15 years. This supports the company’s overall goal to reduce greenhouse gas emissions 25% by 2025, and ultimately power operations with 100% renewable energy.
“It makes sense to take advantage of renewable solar energy at a location that enjoys 295 days of sunshine a year,” said Beth Schryer, Boeing vice president of Facilities & Asset Management. “This will help offset the same amount of energy equivalent to that used in one year by 670 average U.S. homes.”
SRP’s 700-acre Eloy plant is expected to begin operation in December 2021. Located approximately 50 miles from the plant is Boeing’s Mesa site. The Mesa site produces Apache helicopters and houses various corporate, commercial and defense teams in more than 40 buildings. Boeing employs more than 4,600 people in Arizona, with most based in Mesa.
“Boeing’s longstanding vision of improving the environment and reducing carbon emissions is a natural fit for the SRP Sustainable Energy Offering,” said Jim Pratt, SRP Associate General Manager and Chief Customer Executive. “We appreciate customers like Boeing working with us on this collaborative initiative to invest in renewable energy that not only helps them achieve their aerospace industry sustainability goals, but does so at an affordable cost.”
This agreement expands Boeing’s leadership in the use of renewable energy and energy efficiency. Two Boeing sites – Renton, Washington, and Charleston, South Carolina – use 100% renewable energy today. The company is also ranked 17th on the EPA’s Green Power Partnership Fortune 500® Partners List, and has been named an EPA ENERGY STAR® Partner of the Year for 10 years running.
Boeing is the world’s largest aerospace company and leading provider of commercial airplanes, defense, space and security systems, and global services. As a top U.S. exporter, the company supports commercial and government customers in more than 150 countries. Boeing employs more than 160,000 people worldwide and leverages the talents of a global supplier base. Building on a legacy of aerospace leadership, Boeing continues to lead in technology and innovation, deliver for its customers and invest in its people and future growth.
The Qantas Group has today announced a reduction to its Group Management Committee as it continues to respond to the expanding COVID-19 crisis.
CEO of Qantas International, Tino La Spina, will leave the Group in light of what is likely to be the extended grounding of this part of the airline.
Responsibilities currently held by Mr La Spina will transfer to CEO of Qantas Domestic, Andrew David. Mr David’s role will change as a result, adding functional responsibility for Qantas International in addition to his existing responsibility for Qantas Domestic and Qantas Freight, reporting to Group CEO Alan Joyce. John Gissing (Group Executive of Associated Airlines and Services) will continue to have responsibility for regional carrier, QantasLink.
Mr Joyce said: “The COVID crisis is forcing us to rethink our business at every level. It’s increasingly clear that our international flights will be grounded until at least mid-2021 and it will take years for activity to return to what it was before. Under those circumstances, we’ve made the decision to consolidate the domestic and international business units under a single divisional CEO.
“Tino has done a superb job throughout his 14 years at Qantas. He’s a talented executive who brings his trademark enthusiasm to every challenge. I know I speak for the rest of the executive team and for the Board in thanking him sincerely for the huge contribution he has made, particularly as Deputy CFO and then CFO for most of that time.”
The change announced today will take effect from 1 September 2020.
As part of its response to the COVID crisis, the Qantas Group Management Committee took three months of zero pay in the last quarter of FY20 and is on reduced pay (65 per cent for the CEO and 85 per cent for other executives) until November 2020.
OSLO (Reuters) – Norwegian Air <NAS.OL> shareholders backed its financial survival plan on Monday, with more than 95% of votes cast supporting the conversion of nearly $1 billion of debt into equity and raising more cash from its owners.
Approval of the scheme is a vital part of the struggling airline’s plan to tap government credit guarantees as it seeks to overcome the coronavirus crisis, which has compounded its already deep financial problems.
Airlines around the world have been hit hard by the impact on travel of the pandemic, with many forced to turn to governments for state aid to avoid bankruptcy.
The airline, which at the end of last year had amassed debts of around $8 billion, said ahead of the meeting that it had won “strong support” from aircraft lessors for its plan.
With 95% of its fleet grounded due to the coronavirus pandemic, Norwegian Air has said it could run out of cash by mid-May unless shareholders supported the plan.
On Sunday it said bondholders had signed up to the plan, which was narrowly rejected in a vote on Thursday.
Norwegian Air said lessors are now willing to convert at least $730 million of debt into equity, up from $550 million earlier, and talks are ongoing for possible further conversion.
“With the significant contributions from lessors and bondholders, the company expects to convert more than 10 billion crowns ($958 million) in debt to equity,” it said.
Based on the results from the shareholders’ meeting, the company will now proceed with the conversion of bonds and lease debt to shares, as well as the public offering of up to 400 million ($38.4 million) from the sale of new stock, it said.
The debt conversion and share sale will allow Norwegian Air to tap government guarantees of up to 2.7 billion crowns, which hinge on a reduction in leverage, on top of 300 million crowns it has already received.
The plan will hand majority ownership to the airline’s creditors and could leave current shareholders with just 5.2%.
The loan could keep Norwegian Air going until the end of 2020, although further cash may be needed as it eyes a gradual ramp-up next year and normalisation in 2022, albeit with a reduced fleet.
Norwegian Air is only paying invoices vital to maintaining minimum operations, such as salaries for staff still employed and critical IT infrastructure. It has put payments for ground handling, debt and leases on hold.
The Oslo Bourse said it had halted trade in Norwegian Air’s shares until the outcome of the vote is presented.
(Reporting by Terje Solsvik; Editing by Christian Schmollinger, Jason Neely and Alexander Smith)
FILE PHOTO: A Norwegian Air plane is refuelled at Oslo Gardermoen airport
PRNewswire/ — Volaris (NYSE: VLRS), the ultra-low-cost airline serving Mexico, the United States and Central America, announces that pursuant to a decree published in the Official Gazette of the Federation, the Government of the United Mexican States, acting through the General Health Council (Consejo de Salubridad General (“GHC”)) declared a health emergency due to force majeure, as a result of the disease epidemic caused by the virus SARS-CoV-2 (COVID-19), known as Coronavirus, which will be in effect until April 30, 2002 (the “Declaration of Emergency”)
The Declaration of Emergency and the health security measures announced by the GHC, such as the suspension of non-essential activities in the public, private and social sector, as well as the call to the population to comply with stay at home, will impact the demand for passenger air transportation whilst the Declaration of Emergency is in effect.
As a result, from the date hereof, Volaris will make an additional capacity reduction to that which was advised on March 24, 2020. Capacity measured by available seat miles (ASMs) for the month of April, 2020 will reduce to approximately 80% of total operation versus the schedule originally published.
Volaris will continue to provide relevant market updates should further capacity, governmental travel restrictions or other liquidity preserving measures need to be implemented.
JetBlue (NASDAQ: JBLU) has issued the following message to its 23,000 crew members.
It has been a very tough few weeks. We are so proud to see once again how the JetBlue culture brings us together during times of crisis. Thank you for continuing to serve our Customers and deliver the JetBlue experience, particularly when your own lives are being disrupted in so many ways.
With safety our #1 value, we continue to take the measures necessary to protect your health. But as it relates to our business, we are not going to sugarcoat it. Demand continues to worsen, and the writing is on the wall that travel will not bounce back quickly.
We’d like to give you some color on what we are seeing. Last year on a typical day in March we took in about $22 million from bookings and ancillary fees. Throughout this March, our sales have fallen sharply and in the last several days we have taken in an average of less than $4 million per day while also issuing over $20 million per day of credits to Customers for canceled bookings. This is a stunning shift, which is being driven by fewer new bookings, much lower fares, and a Customer cancel rate more than 10 times the norm. If you do the math, $4 million per day does not come anywhere close to covering our daily expenses. It is hard to predict how long these conditions will last and how much more challenging the environment may become.
We are not alone. Virtually every major carrier is taking actions that were almost unthinkable a few weeks ago, making huge schedule reductions and parking significant portions of their fleets.
Even though we entered this from a position of strength with a strong balance sheet and cash in the bank, because of the dramatic fall-off in bookings, we need to reduce our spending immediately so that we can continue to fund JetBlue’s operations and ensure your jobs are protected. We have already announced an initial capacity reduction, pay cuts for our officers (VPs and above), voluntary time off programs, re-negotiated Business Partners agreements, and other spending reductions.
We’ve taken swift and decisive actions to protect you, but we must do more and do so quickly to weather this storm.
Reducing our flying to reflect demand We are reducing our capacity in the coming months, with a reduction of at least 40% in April and May. We also expect substantial cuts in June and July, and given the unpredictability of this event, we will ground some of our aircraft. We know this is not an easy move – it will impact hours for many frontline Crewmembers, but it is also essential that we reduce capacity in the face of dramatically falling demand.
We will be notifying Customers of their specific cancellations in a phased approach so that we do not overwhelm Customer Support as they continue to receive exponentially more calls than they ever have before.
Reviewing our fleet plan One of our most substantial capital expenses is the purchase of new airplanes. In collaboration with Airbus, we are looking at our order book for opportunities to slow deliveries and reduce aircraft pre-delivery payments (PDPs). We will also defer the four previously used airplanes that we announced earlier this year.
Cutting our capital and operational spending We will reduce spending wherever we can to preserve our cash, and both of us will be taking a 50% pay reduction during this crisis.
We entered the year with a list of major initiatives to invest in our infrastructure, technology and real estate. As of today, we have paused or stopped more than 75% of these projects and will continue to stand down work wherever we can.
Increasing our cash reserves The dramatic loss of revenue in recent days means we will have to start dipping into our cash savings. Although we came into this with about $1.2 billion, our expenses total millions of dollars each day. The good news is we have secured a new liquidity facility – an extra credit line – which allowed us to borrow $1 billion. This is not free money – it’s a band-aid solution that holds us over and we have to pay it back with interest. Even with these cash reserves we, like the rest of the industry, will need significant government support to help us through these losses.
Calling for government intervention The governmental warnings and actions taken to manage this health crisis have hit both domestic and international travel hard. We have been coordinating with Airlines for America (A4A) and other U.S. airlines to ensure government leaders understand the threat to our global economy if air travel is not supported. When this pandemic passes – and it will – air travel will play a major role in getting life back to normal and supporting economic recovery. We are going to need significant government help to do that. This is not a position we’d like to be in, but government assistance will help us protect our 23,000 Crewmembers who are our most important priority as we navigate these turbulent times.
From the beginning we have faced many challenges and, against all odds, we have thrived through some incredibly difficult events. Now we are faced with what is by far the biggest challenge our company and our industry has ever seen. While we know this is an incredibly difficult time for all of you as you work to juggle your own concerns around coronavirus, we have come through other challenges in our 20 year history and we can – and will – come through this together.
The next few months won’t be easy, but please know that all the steps we’re taking today are focused on protecting the health and safety of our Crewmembers and Customers and ensuring JetBlue remains a great place for you to work well into the future.
