Booking an international trip often comes with one uncomfortable question: what happens if your plans change?

A meeting gets moved. A family commitment comes up. Airspace disruption affects the journey. Sometimes, travellers simply need a few more days before they are ready to fly.

Emirates is putting more flexibility into that equation by introducing a series of measures covering date changes, refunds, travel insurance and disrupted journeys as it looks to give passengers greater confidence from the time they book until they reach their destination.

For passengers travelling to Dubai, one of the biggest changes took effect on Aug 10, 2026.

Emirates now allows customers to change their travel dates as many times as they need without paying a change fee, across a wide range of fares.

The unlimited free changes apply to Saver through Flex fares in Economy Class, as well as Special, Saver and Flex fares in Business Class.

Economy Flex Plus, Premium Economy, Business Flex Plus and First Class tickets remain fully flexible.

Passengers may still have to pay any difference in fare when moving to another travel date, but the removal of the change fee gives travellers more freedom when their schedules remain uncertain.

Lower cost to cancel a Dubai trip

Emirates has also reduced the amount passengers have to pay if they decide to cancel eligible tickets to Dubai.

Refund fees are now US$50 for Economy Saver fares and US$25 for Economy Flex fares.

For Business Class, the airline charges US$50 for Special and Saver fares, while the refund fee for Flex tickets is US$25.

No-show fees remain unchanged.

The change gives customers another option when postponing a journey is no longer practical and they need to cancel the booking altogether.

One free date change across the Emirates network

The flexibility extends beyond passengers whose final destination is Dubai.

For tickets booked from April 2, 2026, Emirates customers travelling anywhere across its network receive one free date change, including passengers connecting through Dubai.

Customers can also hold a fare for 24 hours without charge while deciding whether to proceed with their booking.

Again, a fare difference may apply when moving to a new travel date.

The measures are particularly relevant for long-haul journeys involving multiple flights, where changing one part of the itinerary can affect the rest of the trip.

Travel insurance with conflict cover

Emirates has also expanded the protection available before and during a journey through its Comprehensive Travel Cover.

The airline describes the insurance product as an industry first with protection covering several situations that can disrupt international travel.

Among them is conflict cover, which provides reimbursement of medical expenses of up to US$25,000 and allows a trip to be extended by up to 30 days at no additional cost under the policy.

According to Emirates, this protection is not restricted by government travel advice.

The policy also covers trip cancellation, baggage delays and lost baggage, together with unlimited worldwide medical expenses and emergency evacuation.

The insurance is available in 27 countries and can be purchased while booking through Emirates’ website or added later through the Manage Booking function.

For passengers travelling across several countries or through regions where operating conditions can change quickly, the additional cover gives them another layer of protection beyond the air ticket itself.

What happens when the journey is disrupted?

Flexibility becomes more important once a passenger has already started travelling.

Emirates says that when its flights are disrupted, the airline will arrange accommodation directly for affected customers where required.

If a passenger’s onward journey on another airline is affected, or Emirates services are unavailable, the airline says customers will be rebooked to their destination without additional cost.

That also applies when cancellations are caused by airspace disruption.

This is particularly important for Emirates’ connecting model, where Dubai serves as the hub linking passengers between Asia, Europe, Africa, the Middle East and the Americas.

For a traveller making a connection, disruption to one sector can affect the entire itinerary.

More flexibility for Skywards members

Emirates is also giving its frequent flyers more opportunities to earn status and use their Miles.

Until Aug 31, 2026, Emirates Skywards members require 20 per cent fewer Tier Miles to reach Silver, Gold and Platinum status.

Members can also earn 20 per cent bonus Tier Miles when flying with Emirates and flydubai during the promotional period.

Emirates has also temporarily increased the value offered through Cash+Miles.

Members using their Miles towards Emirates or flydubai flights, excess baggage, lounge access or seat selection can redeem 2,000 Miles for US$30, compared with the usual US$15.

For travellers, these changes mean greater flexibility now starts well before the aircraft leaves the gate from holding a fare for a day, changing the travel date and cancelling an eligible booking, to having additional protection if disruption happens along the way.

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Some journeys begin with the destination. This one began with the aircraft.

As someone who grew up watching Spider-Man and who has a particular fondness for the Boeing B787 Dreamliner, flying to Hangzhou aboard Scoot’s Spider-Man: Brand New Day-themed aircraft made this trip very special.

My journey took me from Kuala Lumpur (KL) to Hangzhou via Singapore with a short transit at Changi Airport before continuing to China.

The best part is I checked-in for both flights in KL and only took my luggage when I arrived in Hangzhou.

Scoot is the low-cost subsidiary of Singapore Airlines, which means passengers can choose and pay for extra services such as the seat selection, in-flight meals and access to the Scoot-in-Silence quiet zone.

The flight from Singapore to Hangzhou took nearly five hours but good thing is that I was flying on a B787 Dreamliner. The aircraft is spacious, the seats are comfortable, and the Scoot cabin crew dressed up as Spider-Man and played some games with all of us, so I didn’t feel like it was a long flight.

Spider-Man at 35,000 feet

Scoot’s collaboration with Sony Pictures’ Spider-Man: Brand New Day runs until September 13, 2026 and covers two specially themed aircraft: B787 Dreamliner and Airbus A321neo.

Inside the aircraft, passengers will find Spider-Man decals and specially designed headrest covers. The experience also includes themed music and exclusive merchandise such as a flight tag or foldable eco bag with selected onboard purchases.

There’s also a special welcome message, ambient cabin lights and onboard activities on selected flights.

For Spider-Man fans who want to experience one of the themed aircraft, look for Spider-Man label when booking a flight on Scoot’s website.

According to Scoot, its Spider-Man aircraft are available on flights to Tokyo Haneda, Chiang Mai, Manila, Melbourne, Cebu, Haikou, Hangzhou, Sydney, Nanjing, Guangzhou, Osaka, Shantou, Perth, Fuzhou, Hong Kong and Nanning at various points during the campaign. All of these flights operate from Singapore.

You can watch my Scoot's Spider-Man-themed B787 Dreamliner aircraft review video.

A taste of Singapore before Hangzhou

Of course, an airline experience still comes down to the basics, which includes the seat, service and food.

For my inflight meal, I had the Singapore laksa.

Airline meals can be tricky but after trying various meals from different carriers, this one really surprised me.

The laksa was rich in flavour and it even had prawns. It felt like a proper meal rather than something eaten simply because I happened to be on an aircraft.

And then Hangzhou came into view.

Discovering Hangzhou

Hangzhou is a large and modern Chinese city with broad roads, high-rise buildings and an extensive urban infrastructure. It reminds me very much of Almaty, sans Shymbulak Mountain backdrop.

A short ride across town reveals another side of its character shaped by lakes, historic streets and a tea culture that has been associated with the region for centuries.

I visited in July during summer. The weather was sunny and warm, although I found the humidity more manageable than what I am used to in Malaysia.

The people were another pleasant part of the experience.

English is not widely spoken, so there were moments when communication involved a translation apps, gestures and pointing at digital maps. Still, whenever I needed help with directions or order food, people were generally friendly and willing to assist.

For a first-time visitor, those small encounters make getting around an unfamiliar city much easier.

West Lake: the heart of Hangzhou

If there is one place that defines the story of Hangzhou for visitors, it is West Lake.

The lake and the surrounding hills form the West Lake Cultural Landscape of Hangzhou, which was inscribed on the UNESCO World Heritage List in 2011.

UNESCO said the landscape has inspired poets, scholars and artists since the ninth century, with temples, pagodas, gardens, causeways and artificial islands gradually becoming part of the scenery.

The lake is very big and you need at least half a day to cover parts of West Lake (full day for the whole West Lake, I think!).

There are long stretches where the city seems to recede behind the water, trees and distant hills. Boats move across the lake while visitors walk along its banks, stop for photographs or simply sit and enjoy the view.

One thing that immediately caught my attention was the number of women dressed in elaborate traditional Chinese clothing and having professional photographs taken around the lake.

At first glance, I thought some were dressed as Chinese empresses. Hangzhou has become a popular setting for hanfu and historical-costume photography with visitors choosing clothing, hairstyling and makeup inspired by different periods of Chinese history before heading to scenic locations for photoshoots. Hanfu itself refers broadly to traditional clothing associated with the Han Chinese.

I’m sure the pictures look amazing with West Lake as the backdrop. The flowing clothing, traditional hairstyles, bridges and lake scenery can make some parts of the waterfront resemble a scene from a Chinese historical drama.

I didn’t try it myself although I did make a mental note that I will try it the next time I visit Hangzhou.

By lunchtime, the sun was shining at its strongest and I came across a shop selling Longjing tea ice cream.

Of course, I had to try it! I can’t find it anywhere in Malaysia or Kazakhstan, for sure!

Hangzhou is famously known for West Lake Longjing or Dragon Well tea, one of China’s best-known green teas. Longjing Village and its surrounding areas near West Lake are among the historic centres of its production.

I had planned to visit Longjing Tea Village but my schedule in Hangzhou was too tight to fit it in as I had to go to Hefang Street.

The village sits within Hangzhou’s famous tea-growing landscape, and nearby Lion Peak is also home to the celebrated ancient tea trees traditionally associated with Qing Dynasty Emperor Qianlong.

Walking through old Hangzhou at Hefang Street

From West Lake, I went to Hefang Street and the Qinghefang historic area to see another side of Hangzhou.

Hangzhou was the capital of the Southern Song Dynasty from the 12th to 13th centuries when it was known as Lin’an, and the area around today’s Southern Song Imperial Street formed part of the political, economic and commercial centre of the city.

The reconstructed Imperial Street today runs alongside the wider Qinghefang historical district around Hefang Street.

Today, the area is lively with millions of visitors from around the world as well as other Chinese cities.

Traditional-style shopfronts sit alongside tea shops, restaurants, snack stalls, handicrafts, souvenirs stores and increasingly modern cafés.

The mixture is part of what makes the area interesting.

You can walk past traditional architecture and handicraft shop, then turn a corner and find yourself ordering tea from a modern café. The historic area remains an active commercial part of the city rather than feeling like a museum set aside purely for visitors.

I had dinner at one of the Michelin-star restaurants along the street. It was famous for its dumplings. I had a plate of dumplings and a bowl of noodles, and it was one of the best meals I’ve ever had!

You can watch my review of the West Lake and Hefang Street video.

The one app I kept opening: Alipay

One thing about travelling in China that reminded me of Kazakhstan was how much of everyday life can be handled through a single app. One single app, instead of having to download 10 apps for different services.

In Kazakhstan, Kaspi has become part of (almost) everything we do from payments to other everyday services (including groceries, shopping, flight ticket – you name it!)

It’s the same thing in China with Alipay.

For transport, there was DiDi, China’s equivalent of Grab in Southeast Asia. Every DiDi ride I took in Hangzhou was a good experience.

Even DiDi Premium, which uses higher-end vehicles, was affordable. The Premium drivers were dressed professionally in collared shirts and trousers, while the cars were clean and well maintained.

And almost all of the cars in Hangzhou are electric cars, and no one honks so the road is so peaceful, calm and quiet.

Would I return to Hangzhou?

Absolutely!

My first visit only gave me a brief introduction to the city. I saw West Lake and Hefang Street, experienced how convenient its transport and digital payment systems can be, met people who were willing to help despite the language barrier, and managed at least one taste of its famous Longjing tea (even if mine happened to come in the form of ice cream!)

There is still plenty I did not get to see.

Longjing Tea Village will have to wait for another trip!

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RIO DE JANEIRO: Asia Pacific’s aviation growth story is no longer about whether demand will return but rather it is about whether the region can build enough infrastructure on time to keep pace.

The International Air Transport Association (IATA) forecasts passenger traffic in the region to increase by 2.4 billion over the next 20 years, rising from 1.7 billion passengers in 2024 to 4.1 billion by 2044.

For airlines, the demand outlook is no longer the biggest question. The focus is increasingly shifting to whether the region can build enough airport infrastructure to accommodate that growth.

Speaking during a media briefing at IATA 82^nd annual general meeting (AGM) recently, IATA regional vice president for Asia Pacific, Sheldon Hee said the industry’s long-term outlook remained strong.

“Despite the challenges on the horizon, we think the demand story remains very strong and will continue to support growth over the next two decades.”

Airports across the region are already responding to that demand by investing in additional capacity.

Hee said airports in the region, excluding China, are investing in around 90 airport projects, comprising both greenfield developments and expansions of existing airports. These include new terminals, additional runway capacity and entirely new airports.

“We forecast a total of US$2.4 trillion in capital expenditure by 2040 with more than half of that expected to be in the Asia Pacific region. Within the next 10 years alone, we are looking at around US$500 billion of capital expenditure already committed to projects.”

The investment pipeline includes several airports expected to handle well over 100 million passengers annually. These include Singapore’s Changi Airport and Delhi Airport in India.

New developments such as the new Manila International Airport, widely known as Bulacan International Airport in the Philippines and Long Thanh International Airport in Vietnam are also projected to reach or exceed that threshold once fully developed.

Yet for IATA, the scale of investment is only part of the story.

“However, focusing on the numbers alone does not tell the full story. The scale of investment highlights some of the complexities that we, as an industry, together with airports and regulators must overcome.”

Hee said the challenge is not simply to build more airports but to ensure capacity is right-sized terminals are designed for future passenger needs and infrastructure supports long-term connectivity rather than simply accommodating higher passenger volumes.

Much of that challenge lies beyond the region’s largest aviation hubs.

Hee said a significant share of Asia Pacific’s future passenger growth is expected to come from secondary cities where infrastructure development has historically lagged behind major metropolitan hubs.

“A significant portion of Asia Pacific’s future growth will come from secondary cities because infrastructure development in these secondary cities often lags behind major hub developments, we expect congestion and connectivity challenges to remain a concern.”

He said airport congestion is likely to remain a structural issue despite the ongoing investment cycle.

“Looking at our data, we anticipate that approximately 88 per cent of airports could face capacity constraints by the 2040s. As a result, infrastructure development will remain an ongoing challenge and an ongoing conversation.”

Hee said airport infrastructure should be planned with long-term demand in mind rather than focusing solely on expanding capacity to ensure investments remain aligned with the region’s future aviation needs.

Many of the airports currently under development are located in secondary or emerging markets, reflecting where much of the region’s future growth is expected to occur.

Hee said these airports will play an important role in shaping Asia Pacific’s future connectivity whether through direct links between secondary cities or stronger connections with major hub airports.

As airport investment accelerates, he said governments will need to pay closer attention to how new infrastructure projects are financed.

He warned that poorly designed financing structures could encourage airport operators to recover investment costs through unsustainably high airport charges, a trend IATA has seen in several parts of the world including Asia Pacific.

He said airport financing requires strong regulatory oversight and transparency to ensure investments remain commercially sustainable.

“The solution lies in regulatory oversight and transparency.”

“We are therefore advocating for governments to recognise that airport projects require a high degree of transparency and clarity regarding how funds are spent, what infrastructure is being built, how investments are recovered, and how costs are shared between airport stakeholders and customers.”

Hee also cautioned that airport groups operating multiple airports can create operational efficiencies but they may also obscure the efficiency levels of individual airports within the group and may encourage cross-subsidisation between airports.

Some countries such as Indonesia, Malaysia and Thailand have airport groups where multiple airports operate under a single airport organisation.

Hee said governments have a critical role in ensuring airport development remains commercially sustainable over the long term by planning for future capacity needs while remaining responsive to industry concerns relating to airport capacity, air navigation services or airspace constraints.

“That is why it is important to identify these risks early and ensure there are adequate safeguards, continued consultation and appropriate mechanisms for adjustment.”

He added that those challenges could be addressed through continued collaboration between governments, regulators, airports and airlines.

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RIO DE JANEIRO: By the time airline CEOs gather for the International Air Transport Association’s (IATA) 82nd Annual General Meeting (AGM) this weekend, there will be no shortage of topics to discuss.

Fuel prices are climbing again. Aircraft deliveries remain delayed. Sustainable aviation fuel (SAF) remains limited in supply and significantly more expensive than conventional jet fuel.

A fresh geopolitical crisis in the Middle East has added another layer of complexity to an industry that had been enjoying strong travel demand and improving profitability.

Yet beyond those operational and financial pressures, another question is likely to follow delegates through the halls of the conference venue:

Who will succeed Willie Walsh as IATA director general?

This year’s AGM is expected to be Walsh’s final appearance as IATA director general before he leaves the association at the end of July to become CEO of IndiGo on Aug. 3.

While Walsh’s next move is known, IATA has yet to announce who will take over one of the most influential roles in global aviation.

What is on the agenda?

Hosted by LATAM Airlines Group, the 82nd IATA Annual General Meeting (AGM) and World Air Transport Summit is expected to attract around 1,500 airline executives, government officials, regulators, suppliers and aviation stakeholders from around the world.

According to IATA, discussions throughout the AGM and summit will focus on the airline industry’s financial outlook, supply-chain challenges, sustainability, infrastructure, regulation and the geopolitical developments affecting global aviation.

In announcing the event, Walsh said aviation was operating in an increasingly complex environment and highlighted the industry’s role in supporting economic growth, trade and connectivity.

Brazil’s moment in the spotlight

The return of the AGM to Rio carries significance beyond the conference itself.

This is the first time the event has been held in South America since it was last hosted in Rio in 1999, reflecting the growing importance of Brazil and the wider Latin American aviation market.

Brazil is home to one of the world’s largest domestic aviation sectors and remains a key market for airlines, aircraft manufacturers and aviation suppliers.

The country also plays an increasingly important role in discussions surrounding sustainable aviation fuel production and aviation’s contribution to economic development.

The focus on Brazil is reflected in the World Air Transport Summit programme, which includes discussions on the country’s aviation outlook, economic prospects and the opportunities available across Latin America.

For IATA and its members, Rio provides an opportunity to showcase a region that continues to offer significant long-term growth potential, despite challenges relating to infrastructure, taxation and regulatory frameworks.

Who comes after Walsh?

Walsh was appointed IATA’s director general in Nov 2020 and officially assumed the role in April 2021, at a time when the global airline industry was still grappling with the fallout from the Covid-19 pandemic.

As an industry heavyweight, he is known to be one of aviation’s most recognisable and outspoken figures.

He challenged governments over travel restrictions during the pandemic, criticised airport and air navigation charges, pushed aircraft manufacturers over delivery delays and repeatedly argued for a pragmatic approach towards decarbonisation.

Whether airline executives agreed with him or not, Walsh rarely stayed silent on issues affecting the industry.

His original contract would have ended in 2025 but was extended to 2027. But in March this year, IndiGo named him as CEO replacing Pieter Elbers.

IATA has not publicly announced a successor and no appointment has been publicly disclosed.

Whether the association chooses to provide any indication of its plans in Rio remains unclear. However, the question is unlikely to disappear from conversations during the AGM, particularly with Walsh’s departure now less than two months away.

Fuel prices back in focus

Fuel has always been one of the airline industry’s largest expenses but the latest increase comes at a particularly sensitive moment.

The conflict involving Iran has pushed jet fuel prices higher and forced several airlines to adjust flight operations across parts of the Middle East. Some carriers have rerouted flights to avoid affected airspace, adding flying time, fuel burn and crew costs.

For airline executives gathering in Rio, the concern is not only the price of fuel itself but the uncertainty surrounding future costs.

The industry entered 2026 expecting another profitable year supported by resilient passenger demand and continued recovery in international travel.

A prolonged period of elevated fuel prices could place pressure on those expectations, particularly for airlines operating in highly competitive and price-sensitive markets.

Aircraft delivery delays remain a headache

Long before the latest geopolitical tensions emerged, airline leaders were already grappling with aircraft shortages.

Across the industry, delivery delays continue to disrupt fleet plans. Airlines that expected new aircraft this year are still waiting, while engine-related issues have left hundreds of aircraft grounded worldwide.

The result is a situation where demand remains strong but airlines cannot always add capacity as quickly as they would like.

Some carriers have extended the lives of older aircraft. Others have adjusted expansion plans while waiting for additional capacity to arrive.

The issue is particularly relevant in Asia Pacific where airlines continue to pursue growth in some of the world’s fastest-growing aviation markets.

Four years after the industry’s recovery from the pandemic began, manufacturers and suppliers are still working through production bottlenecks and backlogs. Those delays continue to affect fleet planning, network expansion and operational efficiency across the sector.

The SAF challenge

Sustainability remains another major item on the industry’s agenda.

IATA’s commitment to achieving net-zero carbon emissions by 2050 remains unchanged, but questions continue over the availability and affordability of SAF.

Most major airline groups publicly support the industry’s transition towards lower-emission operations. However, many airline leaders argue that SAF production is not increasing quickly enough to meet policy ambitions in several markets.

The challenge is particularly acute because airlines have limited alternatives available in the near term for reducing emissions from long-haul operations.

As governments introduce mandates and new sustainability requirements, airline executives are expected to continue calling for greater investment in SAF production and more coordinated policy frameworks.

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Revenue and other income rose 11.4 per cent to US$1.45 billion for the year ended Dec 31, 2025 from US$1.30 billion a year earlier. EBITDAR increased to US$321.2 million while net profit stood at US$13.6 million.

Passenger numbers reached to 9.7 million, up 7.9 per cent with available seat kilometres (ASK) rising 14 per cent to 22 billion. The group’s fleet stood at 62 aircraft at year-end.

In the fourth quarter 2025, revenue rose almost 16 per cent to US$357.1 million reflecting continued demand and network expansion. EBITDAR was US$59.1 million for the period.

Chief financial officer (CFO) Ibrahim Canliel said the result reflected pricing adjustments and a stronger contribution from international routes.

“This was driven by the domestic fare adjustments earlier in the year and the focus of the growth on the higher unit revenue and higher margin international network,” he said during a media briefing following the results announcement.

International Routes Lift 2025 Performance

Air Astana’s expansion in 2025 was led by international routes where demand and yields were stronger than domestic sectors.

International capacity increased 19.8 per cent during the year compared with 6.9 per cent growth on domestic routes.

The airline launched 25 new routes expanding across China, India and Southeast Asia. Frequencies to China increased to 24 weekly flights from 16 in 2024 across six destinations.

Two new destinations including Guangzhou were added in last year while Shanghai is scheduled to commence in early 2026.

Services to India have also increased to 16 weekly flights from 12 to Delhi and Mumbai, up from 12 previously.

The expansion has been supported by strategic partnerships. Codeshare agreements with China Southern Airlines and Air India, signed in 2025, extend Air Astana’s access to both markets.

CEO Peter Foster said the China Southern partnership would significantly enhance connectivity.

“To have that as a full codeshare partnership is a huge advantage, giving us access to that enormous market.”

- Air Astana CEO, Peter Foster

The Air India partnership has also strengthened links between Kazakhstan and India.

Foster said airspace constraints affecting some carriers have reshaped operations in the market.

“Since the events that took place last year on the Indian-Pakistan border, that border has been closed to Indian carriers. Therefore, they cannot fly from Delhi to Kazakhstan directly.”

“IndiGo, which is the carrier that’s actually operating on the Indian side has not been operating from Delhi but it has been operating from Mumbai, albeit on an extended routing out to the north west over Iranian airspace. “

“Well obviously that is now no longer possible which means to say that we have at this time a de-factor monopoly on the flights between Kazakhstan and India, which is significant since it’s a huge growth market.”

- Air Astana CEO, Peter Foster

Leisure destinations also contributed to the growth with expanded services to Maldives, Vietnam and Thailand. Flights from Almaty to Bangkok and Phuket have been increased to daily frequencies.

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Middle East Tensions Trigger 2026 Capacity Shift

Developments in the Middle East at the end of February 2026 led Air Astana to suspend selected services to the Gulf.

Flights to Dubai, Doha and parts of Saudi Arabia were affected, removing 42 weekly services from the schedule.

The airline reallocated capacity within 48 hours to other destinations, including India, Thailand, Vietnam, the Maldives, Turkey and the Caucasus.

In total, 37 additional flights were introduced, with several routes operated using larger aircraft.

The airline also operated repatriation flights bringing approximately 3,800 Kazakhstan citizens back to the country.

The changes were followed by increased demand on alternative routes and transit flows through Kazakhstan.

Transit passenger numbers rose by 88 per cent compared with earlier expectations, while transit revenues increased by 194 per cent, generating an additional US$7 million in revenue.

“We have seen a strong growth of point-to-point and transit passengers flowing through Kazakhstan between the East and the West.”

- Air Astana CFO, Ibrahim Canliel

The shift reflects the airline’s position between Asia and Europe, where it continues to develop its role as a transit carrier.

When asked if Air Astana would return to the Middle East with the same capacity once the situation stabilises, Canliel said the Group will closely monitor the situation.

“The situation is changing by the hour, and it would be difficult or incorrect to make a commitment as to when and at what magnitude we would be returning. We will be looking first of all, at the security, the safety of our passengers in the region, and then taking a decision accordingly.”

“If we see it is safe to fly of course, we would be delighted to return back to what has been an attractive market for the Air Astana group.”

- Air Astana CFO, Ibrahim Canliel

Fleet and MRO Support Operations

Apart from network expansion, Air Astana spent a significant part of 2025 on adding new aircraft into its fleet as well as managing it.

The group ended the year with 62 aircraft, mostly which are Airbus A320 Family aircraft and Boeing 767s – 34 operated by Air Astana and 28 by the group’s low-cost carrier, FlyArystan.

It took delivery of eight A320 Family aircraft in 2025. In the same year, the group also ordered five B787-9, five A320neo (new engine option) and 20 A321neo.

Air Astana said its operational efficiency continues to be supported by its in-house maintenance, repair and overhaul (MRO) and training capabilities.

The Group have done engine replacement works on 115 Pratt & Whitney PW1100G engines last year and it has also completed 16 Airbus C-checks including five 1C-checks, six 6-year checks and five 12-year checks at its Aviation Technical Centre.

“We continue not only to develop airlines fleet and route fleet structure and route network, but we continue to add essential infrastructure to the to the airline group in order to increase efficiency and, of course, obviously, to reduce cost.”

- Air Astana CEO, Peter Foster

Foster added that plans to expand the maintenance facilities in Almaty and Astana continue with designs in place and pre-build site inspections ongoing.

Air Astana has also introduced digital tools across its operations, including crew optimisation systems (Jeppesen Crew Pairing system) and fuel efficiency platforms.

It has partnered with StorkJet, a Polish company specialised in aircraft performance and fuel efficiency, to implement an AI-driven fuel efficiency and performance monitoring platform.

“This is supporting up to a two per cent reduction in fuel burn. This is a significant, ongoing and proven cost benefit to the Group whose annual fee expense was US$331 million in 2025.”

- Air Astana press statement

“So this continues, these essential investments that we’ve now been talking about, of course, for several years, will continue on track as we grow the airline and therefore the necessary infrastructure around the airline.”

- Air Astana CEO, Peter Foster

A Change at the Top

The results also mark the final full-year report under Foster who has led Air Astana for more than 20 years.

“I’m pleased to say as we conclude the presentation for this year the Air Astana Group remains by a significant margin the largest, most profitable and most successful airline in the entire Central Asia and CIS region. It is a clear leader in this region.”

“We have put the building blocks in place to ensure that that positioning is maintained and enhanced as we go forward… The airline is in good shape.”

And as we look to the future, it is my honour to hand over the reins of the executive to Ibrahim (Canliel) in the full confidence that he and the team will continue to grow and enhance the operational efficiency and profitability of this great airline in the years to come.”

- Air Astana CEO, Peter Foster

Foster will be succeeded by Ibrahim Canliel, who has been with the airline for 15 years and currently serves as CFO.

Canliel said that he feels privileged and delighted to be taking over from Foster who has been leading the airline through success and an amazing growth over the last 20 years.

“I’m also very pleased on behalf of all stakeholders, both our shareholders and employees, that the succession is providing for continuity, which I trust is a great comfort for all of us.”

“I’m taking over a competent team that has been built over 20 plus years of strength who in alignment, diversity and unity have been key contributors to the success of the Air Astana Group where we stand today.”

- Air Astana CFO, Ibrahim Canliel

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KUALA LUMPUR: Lufthansa is returning to Kuala Lumpur later this year restoring a direct Frankfurt-Kuala Lumpur flight after nearly a decade and signalling renewed European airline interest in Southeast Asia’s rapidly expanding aviation market.

The German flag carrier announced that it will launch the route starting Oct 25, 2026, operating five times weekly year-round as part of its winter 2026/27 schedule.

The service will depart Frankfurt at 9.30pm as flight LH704, arriving in Kuala Lumpur at 4.40pm local time the following day. The return service LH705 will leave Kuala Lumpur at 11.55pm and land in Frankfurt at 6am.

The Kuala Lumpur route forms part of Lufthansa’s long-haul network in Southeast Asia where demand for tourism and business travel has been recovering following the pandemic.

The route will be operated by the Boeing B787-9 Dreamliner, one of the newest aircraft in Lufthansa’s fleet, configured with 287 seats across three classes and equipped with the airline’s new Allegris cabin interior.

“With the new nonstop connection to Kuala Lumpur and the deployment of our state-of-the-art Dreamliner, we are creating ideal conditions to participate in the growth in Southeast Asia.”

- Lufthansa Airlines chief executive officer Jens Ritter

The airline described Malaysia as an attractive destination for both tourism and business travel, noting that the country welcomed 42.2 million visitors in 2025, making it the most visited nation in Southeast Asia.

Germany is also Malaysia’s largest trading partner within the European Union with more than 700 German companies operating in the country underscoring the commercial rationale for restoring the route.

The announcement on the return to Kuala Lumpur was made during ITB Berlin 2026, one of the world’s largest tourism trade fairs.

Malaysia Airports Holdings Bhd (MAHB) said Lufthansa’s return strengthens Kuala Lumpur International Airport (KLIA) connectivity with Europe while reinforcing its role as a regional aviation hub.

The airport currently serves 71 airlines connecting passengers to 143 destinations worldwide, and Lufthansa’s addition will further expand travel options for both leisure and business travellers.

MAHB managing director Datuk Mohd Izani Ghani said the return of the German carrier reflects growing demand for direct connectivity between Malaysia and Europe.

“Expanding airline partnerships remains central to our efforts to grow KLIA’s global network and support our ambition to position Malaysia as the most connected country in the Asia Pacific.”

- MAHB managing director Datuk Mohd Izani Ghani

A Return After a Decade

Lufthansa’s upcoming Frankfurt-Kuala Lumpur service marks the airline’s return to the Malaysian capital after withdrawing from the route in 2016.

The airline had operated the Frankfurt-Kuala Lumpur route since 2004 and at one stage ran five weekly nonstop flights using the Airbus A340-300.

However, Lufthansa suspended the service in March 2016 citing commercial considerations including the high operating costs of its A340 fleet and shifting network priorities in Asia.

The withdrawal ended direct air connectivity between Malaysia and Germany at that time leaving travellers to rely on connecting flights via hubs such as Singapore, Bangkok or the Middle East.

European Airlines and the Kuala Lumpur Market

For much of the past decade, Kuala Lumpur has seen a fluctuating presence of European and UK-based carriers as airlines adjusted their long-haul strategies.

Among European carriers currently operating direct flights to Kuala Lumpur is British Airways which resumed its London Heathrow-Kuala Lumpur service in April 2025 after a suspension during the Covid-19 pandemic.

British Airways’ relationship with Kuala Lumpur has historically been cyclical. The airline first discontinued the route in 2001 before reinstating it in 2015 after a 14-year absence.

The service was again suspended in 2021 during the pandemic before its most recent return in 2025.

KLM Royal Dutch Airlines also has a long history in Malaysia. The Dutch carrier launched direct scheduled flights between Amsterdam and Kuala Lumpur in 1958 and has maintained a long-standing presence in the market through its Schiphol hub as part of its Southeast Asian network.

Malaysian Airlines Flying to Europe and the UK

Malaysia’s own carriers continue to maintain long-haul connectivity with Europe, although the network today is smaller than in the early 2000s.

Malaysia Airlines currently operates direct flights from Kuala Lumpur to London Heathrow maintaining Malaysia’s primary nonstop air link with the United Kingdom.

The national carrier has also expanded its European presence with the resumption of direct flights between Kuala Lumpur and Paris Charles de Gaulle (CDG) on March 22, 2025, marking its return to the French capital after nearly a decade.

The service initially launched with four weekly flights before increasing to daily operations from March 29, 2025 operated by the airline’s A350-900 aircraft.

Malaysia Airlines had previously served the Paris route until January 2016 when it was suspended as part of the carrier’s restructuring programme following a major financial overhaul.

Another Malaysian carrier returning to the Europe market is AirAsia X which plans to launch services from Kuala Lumpur to London Gatwick via Bahrain starting June 26, 2026.

The airline will operate the route as Kuala Lumpur – Bahrain – London Gatwick with Bahrain serving as a strategic hub for AirAsia X’s expansion into Europe.

While the service is not a nonstop flight to the UK, it will restore AirAsia X’s London presence for the first time since 2012 when the airline suspended its original Kuala Lumpur-London flights due to high fuel costs and the operational limitations of its earlier A340 fleet.

Why European Airlines Left Kuala Lumpur?

Several European airlines reduced or withdrew direct flights to Kuala Lumpur over the past decade as the economics of long-haul aviation shifted.

Competition from Middle Eastern carriers such as Emirates, Qatar Airways and Etihad Airways has played a major role. These airlines offer extensive one-stop connections between Europe and Southeast Asia through hubs in Dubai, Doha and Abu Dhabi, often with competitive fares and high flight frequencies.

At the same time, many European airlines were operating older aircraft types that were less efficient on long-haul routes. Routes such as Kuala Lumpur were more vulnerable when airlines rationalised their networks.

The introduction of modern aircraft such as the B787 Dreamliner and A350 has begun to change this equation, allowing airlines to operate long-haul routes with lower fuel consumption and improved economics.

Other European Airlines That Have Served Kuala Lumpur

Several European airlines have previously served Kuala Lumpur but later discontinued their service as part of network adjustments.

Air France previously operated flights between Paris CDG and Kuala Lumpur but cancelled the route in Oct 2015 during a period of restructuring. The airline is flying to Bangkok and has been steadily rebuilding its Asian network including the launch of Paris to Manila after a lengthy absence.

Finnair also served Kuala Lumpur as part of its Asian network, operating flights between Helsinki and Kuala Lumpur via Bangkok. The airline operated the route three times weekly in 2007 before discontinuing Kuala Lumpur extension in 2012 as it streamlined its Asian network.

These changes reflected broader shifts in the economics of long-haul aviation including growing competition from Middle Eastern airlines offering one-stop connections between Europe and Southeast Asia through hubs such as Dubai, Doha and Abu Dhabi.

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KUALA LUMPUR: Embraer is strengthening its India aviation strategy as the country accelerates regional connectivity, defence modernisation and aerospace manufacturing localisation.

While India’s aviation expansion is often defined by large narrowbody aircraft orders, Embraer is targeting a different segment on the market – the 80-146 seat regional jet category alongside defence and industrial partnerships aligned with the Government of India’s Make in India and Atmanirbhar Bharat or self-reliant India initiatives.

At Wings India 2026 in Hyderabad, Embraer showcased its E195-E2 and E175 commercial aircraft and advanced collaboration agreements covering regional aircraft manufacturing, defence MRO capability and aerospace-grade materials supply.

India’s 500-Aircraft Opportunity in the 80-146 Seat Segment

Embraer said in a press release (dated 21 Jan, 2026) that the Indian aviation market is expected to require at least 500 aircraft in the 80-to-146 seat segment over the next 20 years.

At Wings India 2026, the E195-E2 and E175 were central to the manufacturer’s pitch for regional connectivity expansion.

The E195-E2, part of Embraer’s latest-generation E2 family, seats between 132-146 passengers in a typical single-class layout.

The company said the aircraft delivers a 29 per cent reduction in carbon emissions and fuel burn per seat compared with first-generation E-jets, and is certified to operate up to 50 per cent sustainable aviation fuel (SAF) blends.

Embraer also said that the E195-E2 has demonstrated engine operability with 100 per cent SAF, supporting targets within the Indian aviation market.

The E175, which is already operated in India by Star Air, seats up to 88 passengers. Embraer said that the aircraft holds an 80 per cent share of the U.S. regional aviation market and is recognised for reliability and operating economics.

Enhancements to avionics systems, cabin configuration and passenger experience have aligned the E175 more closely with the standards of the E2 aircraft family, Embraer said.

“Embraer’s E-Jet programme is one of the most successful in the industry. The E-Jets family can transform and grow regional connectivity from tier two and tier three cities in India, tapping on ‘blue ocean’ opportunities.”

- Embraer, Regional Vice President, Sales, Adity Shekhar.

Source: Press release – Embraer’s Commercial Aircraft to Take Centre Stage at Wings India 2026 dated 21 Jan 2026.

India’s regional aviation expansion is being supported by UDAN (Ude Desh ka Aam Nagrik), a Ministry of Civil Aviation initiative designed to expand air connectivity to tier two and tier three cities and underserved regions.

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Embraer Views India as a Key Strategic Partner in Asia Pacific

Embraer said it views India as a key strategic partner in the Asia Pacific region and plans to implement an extensive local supply chain programme in the country.

In Oct 2025, the aerospace company inaugurated the opening of its new office in New Delhi in order to strengthen its footprint in the region.

India also represents a strategic market for Embraer across all of its business segments. The company currently has a fleet of over 44 aircraft operating in the country, serving customers in commercial aviation, executive aviation, and defence and security.

This includes:

• Five Embraer VIP jets operated by the Indian government

• Three EMB 145 AEW ‘Netra’ aircraft operated by the Indian Air Force.

The EMB 145 AEW ‘Netra’ is an airborne early warning and control (AEW&C) aircraft based on the ERJ145 platform, configured with radar and surveillance systems for airborne monitoring and command functions.

Embraer executive vice president of global procurement and supply chain Roberto Chaves said India is a key partner in shaping the future of aerospace and Embraer is dedicated to building sustainable cooperation that supports the domestic industrial base and global initiatives.

“We reaffirm our strong commitment to collaborating with India’s aerospace industry. Our focus is on advancing joint initiatives in defence and civil aviation, contributing to technological innovation, operational excellence, and long-term strategic partnerships.”

- Embraer executive vice president of global procurement and supply chain, Roberto Chaves

Source: Press release – Embraer Advances Supply Chain Development in India dated 9 Feb 2026

Regional Transport Aircraft Manufacturing with Adani Defence & Aerospace

A significant announcement ahead of Wings India 2026 was Embraer’s memorandum of understanding (MoU) with Adani Defence & Aerospace (Adani) to develop an integrated Regional Transport Aircraft (RTA) ecosystem in India.

The agreement includes cooperation across:

• Aircraft assembly and manufacturing

• Aerospace supply chain development

• Aftermarket services

• Pilot training

The proposed framework includes phased indigenisation aligned with India’s RTA ambitions and the UDAN initiative.

For Embraer, this represents a strategic industrial foothold in one of the world’s fastest-growing aviation markets.

For India, it offers access to Embraer’s engineering and manufacturing expertise together with Adani’s expanding aerospace infrastructure, which spans airports, MRO services and training capabilities.

“India is a pivotal market for Embraer and this partnership combines our aerospace expertise with Adani’s strong industrial capabilities and commitment to indigenisation.

“Together, we will evaluate the most viable, advanced, and efficient solutions in support of India’s RTA ambitions and their potential for implementation.”

- Embraer Commercial Aviation, President, Arjan Meijer

Source: Press release - Embraer and Adani Defence & Aerospace Announce Strategic Partnership to Establish Regional Transport Aircraft Ecosystem in India dated 27 Jan 2026

Embraer and Adani said that the proposed ecosystem is designed not only to support domestic demand but also to generate direct and indirect employment across engineering, manufacturing and logistics.

Adani director Jeet Adani said the partnership would strengthen strategic relations between India and Brazil bringing complementary capabilities together.

C-390 Millennium Defence Programme and Planned India MRO with Mahindra

Beyond commercial aircraft, Embraer is advancing the C-390 Millennium military transport aircraft in India.

On 20 Feb 2026, Embraer and Mahindra Group announced plans to work towards establishing a C-390 maintenance, repair and overhaul (MRO) capability in India, subject to aircraft selection in the Indian Air Force’s Medium Transport Aircraft (MTA) programme.

The proposed facility would provide:

• In-country maintenance and sustainment support for the C-390 fleet, including base and heavy maintenance

• Structural inspections and testing

• Avionics support

• Component repair and overhaul

• Training

“In addition to fleet support, this new facility could create high skill employment and further contribute to the integration of Indian companies into Embraer’s global supply chain.”

- Embraer Services & Support President and Chief Executive Officer, Carlos Naufel.

Source: Press release – Embraer and Mahindra Group Advance Localisation Strategy in India with Planned C-390 Millennium MRO Capability dated 20 Feb 2026.

Embraer said it is also evaluating the potential for India to serve as a regional MRO hub that provides sustainment services for other C-390 Millennium operators in the future.

Other countries that have selected the C-390 Millennium include Austria, Brazil, Czech Republic, Hungary, Lithuania, Netherlands, Portugal, Slovakia, South Korea, Sweden and Uzbekistan.

“A state-of-the-art C-390 Millennium MRO capability in India would ensure high aircraft availability, enhanced operational autonomy and a comprehensive local sustainment solution for the Indian Air Force throughout the aircraft’s lifecycle.”

- Mahindra Group, member of the Group Executive Board, Vinod Sahay.

Source: Press release – Embraer and Mahindra Group Advance Localisation Strategy in India with Planned C-390 Millennium MRO Capability dated 20 Feb 2026.

Aerospace Manufacturing Collaboration with Hindalco

Embraer also signed an MoU with Hindalco Industries to assess aerospace-grade aluminium manufacturing in India.

Hindalco is India’s larger copper producer and the world’s second-largest producer of copper rods outside China and the metals flagship company of the Aditya Birla Group.

Embraer said the partnership is aimed to identify possibilities in raw material production that could support Embraer’s industrial initiatives in India and strengthen local supply capabilities.

“This joint action reinforces our focus to identifying local partners that can become our suppliers and in doing so accelerate the development of the Indian industrial base.”

- Embraer executive vice president of global procurement and supply chain, Roberto Chaves.

Source: Press release - Embraer and Hindalco Sign MoU to Assess Potential Aluminium Business Opportunities in Aerospace dated 20 Feb 2026

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KUALA LUMPUR: U.S. aircraft manufacturer Boeing has secured significant aircraft orders from two Vietnam-based carriers, strengthening its footprint in Southeast Asia’s rapidly growing aviation market.

On Feb 18, 2026, Boeing announced that Vietnam Airlines finalised an order for 50 B737-8 MAX aircraft, marking the airline’s first Boeing single-aisle purchase.

On the same day, Sun PhuQuoc Airways (Sun PhuQuoc) also placed an order for up to 40 B787-9 Dreamliner aircraft, which the company describes as the largest Boeing widebody order in Vietnam’s history.

The order events took place in Washington, D.C. with senior executives from Boeing, Vietnam Airlines and Sun PhuQuoc in attendance.

Boeing said in a statement that the agreements reflect continued demand for commercial aircraft in Vietnam where the country forecasted that its passenger traffic to reach more than 75 million over the next 10 years.

Vietnam Airlines’ First Boeing Single-Aisle Order

Vietnam Airlines’ order represent the flag carrier’s first direct purchase of Boeing single-aisle aircraft as it seeks to modernise and expand its domestic and regional network.

Chairman of the Board of Directors Dang Ngoc Hoa said the move reflects a comprehensive and forward-looking approach to strengthening the airline’s capabilities across fleet, operations and talent development to support its long-term growth ambitions.

“The investment in 50 B737-8 aircraft marks a significant step in building a modern, fuel-efficient fleet while enhancing operational performance and elevating service standards to meet international benchmarks.”

“This agreement also deepens the long-standing strategic partnership between Vietnam Airlines and Boeing, creating a strong foundation for our ambition to become a five-star international airline by 2030.”

Chairman of the Board of Directors Dang Ngoc Hoa said in a statement on Feb 18, 2026

Vietnam Airlines currently operates 17 B787 Dreamliners, serving destinations across Asia and Europe.

The carrier said the addition of the 737-8 MAX jets will broaden its short-and-medium haul capacity amid rising travel demand across Southeast Asia.

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Sun PhuQuoc’s Widebody Dreamliner Order

In a separate agreement, Sun PhuQuoc placed an order of up to 40 B787-9 Dreamliners. The twin aisle aircraft are planned to form the core of the airline’s future widebody fleet and support plans to connect Phu Quoc International Airport with major cities in Asia, Europe and North America.

Boeing Commercial Airplanes president and chief executive officer Stephanie Pope said the B787-9s range, fuel efficiency and passenger comfort will give Sun PhuQuoc flexibility to open new long-haul markets, lower operating costs and contribute to local tourism growth.

Boeing said the Dreamliner is renowned for its long-range capability of up to 14,010km, advanced aerodynamics and passenger comfort features, including larger windows and improved cabin pressurisation that reduce passenger fatigue on long-haul flights.

Sun Group chairman, Dang Minh Truong said the parent company of Sun PhuQuoc has selected the B787-9 for its operational performance and for the company’s vision of positioning Phu Quoc as an international gateway.

“Our partnership with Boeing establishes a strong foundation for building world-class airline that operates in sync with the tourism and resort ecosystem Sun Group has developed.”

Sun Group chairman, Dang Minh Truong said in a statement on Feb 18, 2026

The company said the order stands as the largest Boeing widebody commercial jet order in Vietnam’s history.

Sun PhuQuoc is Vietnam’s first airline named after an island. The airline is developed under Sun Group under a resort aviation model with a hub-and-spoke network strategy.

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SINGAPORE: For Boeing, Malaysia sits at the centre of a broader Southeast Asia strategy that spans manufacturing, supply chain integration, air navigation, sustainability and skills development.

In an exclusive interview with bbaviation7, Boeing Southeast Asia President, Penny Burtt outlined how the company is continuing to expand its engagement in Malaysia while positioning the wider Southeast Asia region as one of its most important long-term markets globally.

“We’re going to continue to invest and expand. When I say invest, I don’t mean setting up manufacturing plants. I mean continuing the work that we’re doing across the aviation ecosystem in building connectivity,” she said.

Her remarks come as Southeast Asia records some of the strongest commercial aviation growth globally. Passenger traffic in the region is projected to grow at more than seven per cent annually with demand for some 5,000 new commercial aircraft by 2040, she said.

Commercial aviation accounts for the largest share of Boeing’s outlook in Southeast Asia, although defence spending has also been rising across ASEAN. Burtt said that defence budgets in the region increased by about 5.5 per cent in 2025 with stronger growth in U.S.-aligned markets such as Singapore, Japan, Australia and the Philippines.

Beyond aircraft sales, Boeing’s services business supports both commercial and defence customers. The company operates pilot training and maintenance capabilities in Southeast Asia, and its largest Boeing parts and distribution centre in Asia Pacific is located in Singapore. A regional digital centre of excellence supports airline operations and fleet optimisation.

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Expanding Manufacturing Presence in Kedah

Within that regional strategy, Malaysia plays a structural role.

At Boeing Composites Malaysia (BCM) in Bukit Kayu Hitam, Kedah, more than 1,000 employees, which are 99.9 per cent Malaysian according to Burtt, manufacture composite components and materials for every Boeing commercial aircraft type.

“There is actually a bit of Malaysia flying on the wing of every Boeing aircraft. And I just think that that is so exciting. It’s such a great thing. And most Malaysians actually don’t know that. They don’t know that the level of sophistication that is coming from the country, that connection of BCM into global supply chain, and that kind of elevation of Malaysia into the global aviation system, it’s happening in Kedah,” Burtt said.

Boeing is significantly expanding the Kedah site. The factory footprint is set to nearly double in size, supported by a multi-million-dollar investment in new capital equipment and additional work packages moving into Malaysia.

The expansion is backed by the Malaysian Investment Development Authority (MIDA) and reflects Boeing’s confidence in Malaysia’s engineering and manufacturing capabilities.

Strengthening Malaysia’s Supplier Network

Malaysia is also integrated into Boeing’s global supply chain through some 50 local suppliers.

Burtt said Boeing will continue supplier upskilling initiatives in Malaysia, connecting domestic aerospace companies into wider global ecosystem.

The company works closely with the National Aerospace Industry Coordinating Office (NAICO), aligning efforts with Malaysia’s national aerospace blueprint. Collaboration covers supplier development, sustainability programmes and STEM (Science, Technology, Engineering and Mathematics) initiatives.

In April, Boeing will host a Supply Chain Leaders Programme in Malaysia to support continued capability building.

Air Navigation and Regional Ledership

Malaysia is emerging as a platform for Boeing’s regional air navigation engagement.

At Kuala Lumpur International Airport (KLIA), Boeing engineers are partnering with the Civil Aviation Authority of Malaysia (CAAM) to optimise airspace and improve traffic flow efficiency.

The airspace optimisation project is ongoing. Burtt said Boeing conducts similar navigation support work across Southeast Asia.

Earlier this year, Boeing hosted a week-long leadership programme in Malaysia for senior air navigation officials from across ASEAN. Global subject matter experts were brought in to run the sessions, reinforcing Malaysia’s role as a regional convening location for aviation leadership initiatives.

Sustainability Initiatives in Malaysia and Beyond

Sustainability is another area where Boeing’s Malaysian work connects into the wider Southeast Asian agenda.

In Sarawak, Boeing is working with the Sarawak Economic Development Corporation (SEDC) on a carbon removal initiative using seawater-based technology.

Boeing is also active in discussions around sustainable aviation fuel (SAF) capacity development in the region, positioning itself as a participant in the broader industry conversation on scaling SAF production across Southeast Asia.

In addition, the company has begun work on eligible emissions units under the Carbon Offsetting and Reduction Scheme for International Aviation (CORSIA) supporting airlines as regulatory requirements evolve.

These sustainability efforts are taking place in tandem with ecosystem development programmes across multiple ASEAN markets.

Investing in Skills for Regional Growth

Aviation workforce shortages remain a shared challenge across Southeast Asia.

Burtt said Boeing is investing in STEM initiatives, scholarships and university partnerships to strengthen talent pipelines in Malaysia and the region.

The company is working with International College of Advanced Technology Sarawak (i-CATS) to help develop curriculum in sustainable aviation and supply chain management.

Boeing also partners with three universities in the north of Malaysia and with Institut Kemahiran Belia Negara (IKBN) or National Youth Skills Institute to support apprenticeships, internships and technical curriculum development.

Burtt described these initiatives as part of a broader effort to connect Southeast Asia talent into Boeing’s global aerospace system.

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KUALA LUMPUR: The Singapore Airshow 2026 will present a wide-ranging showcase of global aerospace capability with strong participation from air forces and major manufacturers including Boeing, Airbus and Embraer.

The biennial event will feature eight aerial displays by six air forces and two commercial aircraft manufacturers, alongside an extensive static display of more than 35 aircraft spanning commercial, business, defence and uncrewed platforms.

The airshow, organised by Experia Events, will be held at the Changi Exhibition Centre from Feb 3 to Feb 8.

The flying display programme will combine modern combat aircraft, military aerobatic teams and commercial airliners. The Royal Australian Air Force F-35A Lightning II will make its Singapore Airshow debut this year.

Returning military aerobatic teams include the Indian Air Force’s Sarang helicopter display team, the Indonesian Air Force’s Jupiter aerobatic team and the People’s Liberation Army Air Force’s Bayi aerobatic team, all known for tightly choreographed and high precision routines.

The Royal Malaysian Air Force will again field its Sukhoi Su-30MKM, which previously performed at the 2016 and 2018 airshows in Singapore.

The Republic of Singapore Air Force will present its Integrated Display Team, featuring the F-16C and the AH-64D Apache, highlighting coordinated operations between fixed-wing and rotary-wing assets, as well as the role of ground crews in ensuring flight readiness.

From the commercial sector, Airbus will have a major presence at the airshow. A flight test A350-1000 will take part in the flying display during the first three trade days, while a STARLUX Airlines A350 on static display will showcase a premium four-class cabin.

An Air Niugini A220 will also be displayed throughout the week, featuring a special livery marking Papua New Guinea’s 50^th anniversary of independence.

Airbus’ defence portfolio will be represented by a German Air Force A400M, alongside an A330 MRTT (Multi Role Tanker Transport) and an H225M.

In the helicopter segment, an H160 operated by Indonesia’s Derazona Helicopters will be on show as well as a full-scale mock-up of the military H145.

For the first time, Airbus will also feature a dedicated Uncrewed Aerial Systems (UAS) zone with the Flexrotor, Aliaca and SIRTAP platforms, alongside exhibits on the A350F (freighter) and A321XLR (extra long-range).

Embraer will maintain a strong presence displaying the E195-E2 and the KC-390 Milennium. The Brazilian aircraft manufacturer said in a statement that its participation reflects its long-term commitment to Asia Pacific where Singapore serves as its regional hub for operations, training and parts distribution.

Boeing will also highlight its portfolio of commercial aircraft, defence platforms and services, amid growing demand in Southeast Asia.

The American aircraft manufacturer said in a statement that it forecasts regional passenger air traffic growth of seven per cent annually with airlines expected to require 4,885 new aircraft through 2044. That expansion is projected to drive demand for about 243,000 new aviation personnel in the region including over 62,000 new pilots over the next 20 years.

“This region remains one of the fastest growing aviation markets in the world,” Boeing Southeast Asia President Penny Burtt said, adding that the Singapore Airshow provides a platform to strengthen partnerships on safety, innovation and sustainable solutions.

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At the Boeing exhibit, visitors will be able to experience two immersive displays including a full-size B777X interior section and the all-electric air taxi cabin from Wisk.

Wisk’s cabin is appearing at the Singapore Airshow for the first time following the successful first flight of its Gen 6 aircraft in Dec 2025.

Boeing subsidiary, Institu Pacific as part of the Team Defence Australia delegation will also highlight its ScanEagle and Integrator uncrewed systems.

Boeing’s defence statis display will feature the KC-46 Pegasus, P-8 Poseidon, F-15 Eagle, CH-47 Chinook and the AH-64 Apache.

Other manufacturers and operators showcasing aircraft at Singapore Airshow 2026 include Bombardier, COMAC, Dassault, Gulfstream, Pilatus and Textron Aviation, further reinforcing the airshow’s position as a key platform for commercial, business and defence aviation in the Asia-Pacific region.

Flying displays will be held at 12pm on Feb 3, at 11am on Feb 4 and Feb 5, and twice daily at 11am and 3.30pm on Feb 7 and Feb 8 during the weekend. But the organiser said that the timing is subject to change.

bbaviation7 will be on site throughout the Singapore Airshow 2026 providing exclusive coverage of the flying and static displays as well as key industry developments.

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For Boeing, 2025 was not just another year on the production calendar. It was the year the numbers finally began to tell a different story.

After several turbulent years marked by safety crisis, regulatory scrutiny and production disruptions, the U.S. aircraft manufacturer delivered 600 commercial aircraft in 2025, its strongest performance since 2019 and a sharp improvement from 348 aircraft delivered in 2024.

The rebound placed Boeing back on firmer ground in a market long dominated by its European rival, Airbus in terms of delivery volume.

Airbus however remained the world’s largest commercial aircraft manufacturer, handing over 793 commercial aircraft in 2025, up from 766 aircraft in 2024.

While Airbus retained its lead, Boeing’s fastest year-on-year recovery narrowed the gap and shifted the industry conversation.

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Boeing’s Long Road to Back to Consistency

Boeing’s commercial aircraft division has spent the better part of the past five years under sustained pressure. The grounding of the 737 MAX following two fatal crashes in 2018 and 2019 halted deliveries for nearly two years and reshaped global trust in the programme.

When the aircraft returned to service, production was deliberately restrained as regulators tightened oversight and monitored Boeing’s manufacturing processes more closely.

Just as output began to stabilise, the pandemic disrupted global supply chains, slowing the flow of parts, labour and completed aircraft.

Operational challenges continued into 2024, when a door-plug blowout on an in-service 737-9 prompted further scrutiny from the U.S. Federal Aviation Administration (FAA), leading Boeing to cap production rates and conduct additional checks.

Adding to these pressures, Boeing also faced labour disruption when a workers’ strike in 2024 affected parts of its manufacturing network. While the strike was resolved, it introduced additional complexity into an already fragile production environment.

Against this backdrop, Boeing’s 600 commercial aircraft deliveries in 2025 represented a meaningful shift.

The delivery mix was led by Boeing’s narrowbody workhorse. The manufacturer handed over 447 aircraft from the 737 Family. On the widebody side, Boeing delivered 88 787 Dreamliners alongside 65 aircraft from the 767 and 777 programmes.

Some of the Orders That Anchored Boeing’s Recovery

Boeing also closed a strong year for commercial aircraft orders, securing 1,173 net orders in 2025.

In Southeast Asia, Malaysia Aviation Group confirmed a firm order for 30 Boeing 737 MAX aircraft, split between 18 737-8s and 12 737-10s as part of Malaysia Airlines’ narrowbody fleet renewal programme.

In the Middle East, Emirates reaffirmed its commitment to Boeing’s widebody strategy with an order for 65 additional 777X aircraft announced at the Dubai Airshow in November 2025.

Qatar Airways also announced additional commitments and reaffirmed its widebody fleet plans with Boeing. In May 2025, the airline announced historic order for up to 210 widebody jets which includes:

• 130 787 Dreamliners

• 30 777-9s

• Options for an additional 50 787 and 777X

In Northeast Asia, Korean Air made a record purchase of 103 Boeing aircraft to modernise its fleet. The order includes:

• 20 777-9s

• 25 787-10s

• 50 737-10s

• 8 777-8 Freighters

Meanwhile, China Airlines confirmed orders for 10 777-9s and four 777-8 Freighters in May 2025 with options for five 777-9s and four 777-8 Freighters.

These airlines represent only a portion of Boeing’s commercial customer commitments during the year.

Airbus Maintains Delivery Leadeship

Airbus entered 2025 as the undisputed delivery leader and it ended the year firmly in that position.

The European aircraft manufacturer delivered 793 commercial aircraft to 91 customers worldwide, up from 766 in 2024.

The backbone of those deliveries remained the A320 Family with 607 aircraft handed over, reinforcing Airbus’ dominance in the single-aisle market.

Airbus also delivered 93 A220s, 36 A330s and 57 A350s in 2025. The company said demand remained strong across its portfolio with its overall backlog at the end of December 2025 climbing to 8,754 aircraft.

The 2025 delivery figures underline two parallel realities in the commercial aircraft market. Airbus continues to lead in total aircraft deliveries, supported by the scale of its single-aisle programme and a broad customer base.

Meanwhile, Boeing recorded a significant increase in deliveries compared with the previous year, reflecting improved production stability after an extended period of disruption.

Taken together, the numbers provide a snapshot of an industry still operating under constraints, where delivery execution remains a central focus for both manufacturers.

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Embraer ended 2025 with a higher fourth quarter (4Q25) with 91 aircraft deliveries, an increase from both the 62 aircraft handed over in third quarter 2025 (3Q25) and the 75 delivered in 4Q24.

The fourth-quarter deliveries brought full-year aircraft deliveries to 244 across the Brazilian aircraft manufacturer’s commercial, executive and defence business, exceeding the 206 units recorded in 2024.

Commercial Deliveries Increase in 4Q25

Embraer delivered 32 commercial aircraft in 4Q25 compared with 20 aircraft in 3Q25 and 31 in 4Q24. Nearly half of those fourth-quarter deliveries consisted of the E195-E2 with 15 aircraft handed over, making it the most delivered commercial model during the quarter.

The fourth-quarter performance brought full-year commercial aircraft deliveries to 78 units, placing the business within Embraer’s previously stated guidance range of 77 to 85 aircraft for 2025.

Business Jets Account for the Largest Share

The company’s Executive Jets division recorded its highest quarterly delivery total of the year with 53 aircraft delivered in 4Q25, up from 41 jets in the previous quarter and 44 in 4Q24.

The Phenom 300 accounted for a significant share of deliveries with 23 units delivered. The light jet remains the fastest in its class currently in production and has retained its position as the market leader for 13 consecutive years.

Across 2025, Embraer delivered 155 executive jets, reaching the upper end of its 145-155 aircraft guidance for the segment and accounting for the largest portion of the company’s total annual deliveries.

Defence and Security Programmes Continue Deliveries

In the Defence & Security segment, Embraer delivered two KC-390 Millennium transport aircraft and four A-29 Super Tucano aircraft during the fourth quarter.

While defence deliveries remain smaller in volume compared with civil aviation programmes, the fourth-quarter deliveries contributed to the company’s overall year-end delivery total.

2025 Delivery Performance at a Glance

Across all business areas, Embraer’s 244 aircraft deliveries in 2025 marked a year-on-year increase and reflected a more consistent delivery profile compared with recent years.

How many aircraft did Embraer deliver in 2025?

Key figures:

• 4Q25 deliveries: 91 aircraft

• Total deliveries in 2025: 244 aircraft

• Commercial aviation (full year): 78 aircraft

• Executive aviation (full year): 155 aircraft

What Embraer’s Leadership Said about 2025 Deliveries

Earlier in 2025, Embraer President and chief executive officer Francisco Gomes Neto said the company expected aircraft deliveries to increase compared with the previous year, supported by improving supply chain conditions and sustained demand across both commercial and executive markets.

In comments linked to the company’s financial disclosures and interviews with media, Neto noted that Embraer was aiming for double-digit growth in deliveries while maintaining production discipline and avoiding excessive pressure on suppliers.

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Happy New Year! How fast time flies. It feels like we just welcomed 2025 and in a blink of an eye, it’s already the fifth day of 2026.

I’ve promised myself this year to write diligently for bbaviation7. After all, this is perhaps one of the few independent aviation-focused platforms in Malaysia run by an aviation journalist.

Today’s focus is on a new airline in Malaysia called AirBorneo that has been generating growing attention locally and amongst aviation journalists.

Malaysia’s aviation landscape has seen several new airlines launches over the years, many entering the market with ambitious promises of affordable air travel, only to struggle in a highly competitive domestic environment.

AirBorneo, however, enters the scene under very different circumstances.

AirBorneo: Not a Conventional New Airline
While AirBorneo is a new name, its formation does not represent the launch of a conventional start-up airline.

Instead, it marks a transfer of ownership, responsibility and identity for an existing regional operator that has been flying for nearly two decades.

From January 1, 2026, AirBorneo officially took over all operations previously run by MASwings following the completion of an ownership transfer from Malaysia Aviation Group (MAG) to the Sarawak government.

The creation of the airline was formalised through a Sale and Purchase Agreement (SPA) signed between MAG and the Sarawak Government on February 12, 2025.

AirBorneo’s inaugural flights under its new branding departed on January 2 with services to Mukah and Tanjung Manis from Kuching International Airport. These flights also marked the first public appearance of the airline’s new livery and cabin crew uniforms.

Malaysia’s First State-Owned Airline
AirBorneo is Malaysia’s first airline owned by a state government, in this case Sarawak.

The purchase price of MASwings was not disclosed due to commercial confidentiality. However, Malaysian media previously quoted Sarawak Premier Tan Sri Abang Johari Tun Openg in February 2025 as saying that the price was “not expensive and also not cheap.”

AirBorneo will operate regional and short-haul services across Sarawak, Sabah and Labuan, inheriting MASwings’ role as the primary provider of essential air connectivity in East Malaysia.

Rather than building an airline from the ground up, the Sarawak government opted to acquire MASwings in its entirety. This allows AirBorneo to begin operations with an existing fleet, trained workforce, route network and operating experience already in place.

MASwings itself was established in October 2007 as East Malaysia’s first dedicated commuter airline to address the travel needs of Sabah, Sarawak and Labuan, particularly for communities where road access is limited.

The airline began operations with a fleet of four 50-seat Fokker 50 aircraft and four 19-seat Twin Otter aircraft serving a network of 22 destinations. In 2009, the Fokker 50 fleet was progressively phased out and replaced with ATR 72-500 aircraft.

Over its operational history, MASwings, formerly a subsidiary of MAG, operated more than 430,000 flights and carried over 19 million passengers. MAG has also said the airline generated more than 300 direct and indirect jobs across flight operations, engineering, cabin crew, ground handling and essential support services.

First Step Taken – Website Launch and Ticket Sales
AirBorneo took a key commercial step in December 2025 by launching its official website and opening ticket sales ahead of its scheduled commercial start.

I recently wrote in New Straits Times (NST) that the AirBorneo’s ticket sales are available with the airline scheduled to begin flying on January 14, 2026 (Read here).

The airline’s digital platform represents the first visible move away from MASwings’ legacy systems. That said, passengers should expect a transition period as elements of MASwings branding may remain visible while AirBorneo gradually rolls out its full corporate identity.

AirBorneo Taps MAHB Exec as CEO
As of January 1 this year, AirBorneo is led by Megat Ardian Wira Mohd Aminuddin, formerly the chief strategy and aviation officer at Malaysia Airports Holdings Bhd (MAHB).

I wrote about his appointment for NST in November this year (Read here). The appointment was confirmed by AirBorneo chairman Datuk Amar Mohamad Abu Bakar Marzuki at the end of that month.

Megat Ardian brings experience from both the airline and airport sectors, having previously worked with airlines including AirAsia and Saudi-based Flynas before joining MAHB. His background places him at the intersection of airline operations, airport strategy and network planning – experience that is relevant for a regional carrier.

How the MASwings-AirBorneo Transition Works
In a statement issued in December 2025, MAG confirmed that the transition takes effect from January 1, 2026 following the completion of the ownership transfer process.

From that date:

• AirBorneo assumes full legal and operational responsibility for all services previously operated by MASwings. This includes flight operations, customer service and passenger-related matters.

• MAG no longer operates MASwings as a subsidiary.

MAG also noted that during the initial transition phase, MASwings branding may remain visible as AirBorneo rolls out its own corporate identity.

Looking Ahead
Attention now turns to AirBorneo’s longer-term plans, particularly its future fleet and network expansion.

Premier Abang Johari has previously said that the airline will intend to begin operating jet aircraft from July 2026 with the aim of expanding connectivity to international destinations.

In March 2025, local media quoted Sarawak Transport Minister Datuk Seri Lee Kim Shim as saying that Sarawak has identified six potential international destinations: Bangkok, Frankfurt Hong Kong, Jakarta, Japan and South Korea.

What remains unanswered is which aircraft type AirBorneo will select to serve these routes, and whether the initial jet fleet would be leased.

In a previous NST article, I quoted Sobie Aviation Pte Ltd aviation analyst and consultant Brendan Sobie who said the A220s or E2s would be well suited for routes across Asia and parts of Australia (Read here)

Separately, Embraer Commercial Aviation senior vice president and head of Asia Pacific Raul Villaron told me in an interview that the manufacturer sees AirBorneo as a potential customer for its E2 family jets. (Read here)

For now, AirBorneo’s immediate focus is on running operations under its new identity. Further announcements on fleet and network plans are expected in due course.

Until then, I’ll be keeping a close eye on developments and sharing updates here and on Threads as they happen.

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In early December 2025, travellers across India were confronted with scenes rarely associated with the country’s most reliable airline.

Departure boards filled with cancellations, long queues formed at airport help desks, and thousands of passengers were left scrambling for alternatives as IndiGo’s vast domestic network began to unravel.

For an airline that built its reputation on punctuality and scale, the disruption marked a rare and deeply visible operational breakdown. Over several days, more than a thousand flights were cancelled, entire hubs were temporarily shut down, and regulators stepped in with extraordinary oversight measures.

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Before the Disruption: A320 Fleet Checks in Late November

Days before the large-scale cancellations began, IndiGo had already disclosed a separate operational development involving its Airbus A320 family fleet.

In a Nov 29 press statement, the airline confirmed it was carrying out inspections and updates on its A320 aircraft in line with directives from Airbus and the European Union Aviation Safety Agency (EASA).

IndiGo said 200 aircraft were identified for checks with 160 aircraft already cleared by midday that day, and the remainder progressing within the required timeline.

At that time, IndiGo emphasised that no flights had been cancelled, although the airline warned that a few flights may experience minimal delays and advised passengers to check flight status before heading to the airport.

While the A320 checks were unrelated to the subsequent crew rostering crisis, they formed part of the broader operational backdrop as the airline entered the busy winter travel period.

Early December: Operations Begin to Unravel

As December began, IndiGo’s schedule, normally exceeding 2,000 flights a day, came under mounting strain. Delays began appearing across major hubs including Delhi, Mumbai, Bengaluru and Hyderabad.

What initially seemed manageable quickly escalated.

By the first week of December, cancellations were no longer isolated. They spread rapidly across the network and on-time performance deteriorated sharply. Airports saw growing congestion as aircraft rotations failed to line up with available crew.

5 December: Delhi Comes to a Standstill

The crisis reached a critical point on Dec 5 when IndiGo issued a press statement confirming that all domestic flights departing from Delhi Airport were cancelled until 11:59pm that day.

Delhi is IndiGo’s single largest hub and the decision effectively shut down a significant portion of its domestic operation.

In its statement, the airline apologised to affected customers and outlined support measures including refreshments, alternate flight options, hotel accommodation, assistance with baggage retrieval, and full refunds where applicable.

Acknowledging the Disruption

Around the same period, IndiGo publicly acknowledged the scale of the disruption across its network.

In an official press statement on Dec 3, the airline said its operations had been “significantly disrupted across the network” for two days and apologised to customers for the inconvenience caused.

IndiGo attributed the disruption to a combination of factors, including:

• Minor technology glitches

• Schedule changes linked to the winter season

• Adverse weather conditions

• Increased congestion in the aviation system

• Implementation of updated crew rostering rules under India’s Flight Duty Time Limitations (FDTL)

• The airline said these factors had a compounding effect that was not feasible to anticipate its full impact.

To contain the situation, IndiGo said it had initiated calibrated schedule adjustments over a 48-hour period, aimed at restoring stability and gradually recovering punctuality.

The Regulatory Trigger: India’s Flight Duty Time Limitations

At the core of the disruption was India’s revised Flight Duty Time Limitations (FDTL) regulation, which is a set of rules governing pilot duty hours, mandatory rest periods, and restrictions on night operations.

The updated FDTL framework was designed to strengthen fatigue risk management and align India more closely with global aviation safety standards.

While the regulation had been rolled out in phases, full enforcement began on Nov 1, just weeks before the disruption.

The tighter limits reduced roster flexibility and required airlines to re-engineer crew planning models, particularly for high frequency, high-utilisation networks like IndiGo’s.

In its public statements, IndiGo confirmed that the implementation of the updated FDTL rules was one of the several operational factors contributing to the disruption.

Regulatory Oversight Intensifies

As cancellations mounted, India’s aviation regulator, the Directorate General of Civil Aviation (DGCA) stepped in.

The DGCA issued show-cause notices to IndiGo chief executive officer Pieter Elbers and senior management, seeking explanations for the operational breakdown and questioning whether adequate preparations had been made ahead of full FDTL enforcement.

Regulators ordered IndiGo to cut its flight schedule, directing the airline to reduce operations by around five per cent to improve stability.

In a rare move, the DGCA also deployed an oversight team to monitor the airline’s day-to-day operations, including crew availability and rostering.

Stabilisation Begins: 6 and 7 December

By Dec 6, IndiGo began deliberately operating a reduced schedule to reset its systems and rosters.

On the most constrained day, the airline operated just over 700 flights, connecting 113 destinations as part of what it described as a controlled reboot.

That same day, IndiGo said it was on track to operate more than 1,500 flights by the end of the day, with over 95 per cent of its network connectivity restored.

A day later on Dec 7, the airline reported further improvement. IndiGo said it was on track to operate over 1,650 flights, up from around 1,500 the previous day, with on-time performance improving to 75 per cent, compared with roughly 30 per cent earlier in the week.

Cancellations were being made earlier, the airline said, allowing customers to be informed in a timelier manner. Refund and baggage recovery processes were fully activated for both direct and indirect bookings.

CEO Apology

IndiGo CEO Elbers addressed customers publicly during the crisis, offering an apology and acknowledging the airline had fallen short.

In media statements, Elbers said the airline had “let customers down” during the disruption and apologised for the inconvenience caused, while reaffirming IndiGo’s commitment to restoring operational stability and supporting affected passengers.

9 December: Operations Reinstated Across the Network

By Dec 9, IndiGo said its network had largely stabilised.

In a press statement, the airline confirmed that all flights published on its website were scheduled to operate, albeit with an adjusted network.

IndiGo said it was operating more than 1,800 flights that day, connecting all 138 destinations, and planned to operate nearly 1,900 flights the following day.

The airline also said nearly all bags stranded at airports had been delivered to customers with teams working to clear the remaining backlog. On-time performance, it added, had returned to normal levels.

IndiGo also introduced an automated “no-questions asked” refund process on its website to simplify claims for cancelled flights.

Independent Review: External Aviation Expert Appointed

On Dec 12, IndiGo announced a further step in response to the disruption.

In a press statement, the airline confirmed that its Board had approved the appointment of Chief Aviation Advisors LLC, led by veteran aviation expert Captain John Ilson to conduct an independent expert review and root cause analysis of the disruption and its contributing factors.

Captain Ilson brings more than four decades of aviation experience, including work with the U.S. Federal Aviation Administration (FAA), International Civil Aviation Organisation (ICAO), International Air Transport Association (IATA) and major global carriers.

The review will assess not only what went wrong but also identify opportunities for improvement.

The decision followed a recommendation from IndiGo’s external Crisis Management Group, which advised commissioning an independent review.

The airline said the external expert would submit a comprehensive report to the Board upon completion.

Where Things Stand Now

As of mid-December 2025, IndiGo’s operations have largely stabilised. The airline is operating close to its normal daily flight volumes, on-time performance has recovered, and network connectivity has been fully restored.

Regulatory oversight remains in place and IndiGo continues to work closely with the DGCA while adjusting its crew planning and rostering systems to ensure sustained compliance with the FDTL framework.

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I wasn’t sure if I should still publish this today, especially after the breaking news about Airbus recalling 6,000 A320 Family jets over a flight control system flaw.

The headline alone could overshadow this post. But I’ve had this piece planned for two weeks, and I’m not delaying it.

So, let’s get into it,

On 15 November, I attended the Association of Asia Pacific Airlines (AAPA) 69^th Assembly of Presidents in Bangkok, Thailand.

It’s the one time each year when AAPA’s member airline CEOs gather with aviation stakeholders to talk frankly about industry problems and figure out how to fix them.

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AAPA currently has 18 member airlines, among them Malaysia Airlines, Qantas, Singapore Airlines, Air Astana, Thai Airways, and Cathay Pacific.

This year’s assembly stood out for one big reason: everyone who matters in commercial aviation was in the room:
Three aircraft manufacturers (Airbus, Boeing and Embraer)
Two aircraft engine-makers (GE Aerospace and Rolls-Royce)
and the International Air Transport Association (IATA) director general Willie Walsh.

The sessions centred on two topics hunting the industry since the pandemic: supply chain constraints and the struggle to rebuild manpower.

One session in particular caught my attention – a panel on Rebuilding Industry Supply Chains featuring:

• Airbus Asia Pacific President, Anand Stanley

• Boeing Southeast Asia President, Penny Burtt

• Embraer Commercial Aviation President & CEO, Arjan Meijer

• Rolls-Royce Senior Vice President (Customers), John Kelly

• GE Aerospace Vice President Sales & General Manager Asia Pacific, Nakul Gupta

Each of them laid out how their companies are coping with and investing to fix the supply chain bottlenecks.

GE Aerospace revealed it is putting US$1 billion into MRO and US$500 million into supply chain capabilities in Asia Pacific, including new facilities in Malaysia and Singapore.

Rolls-Royce reported a 15% increase in parts delivery and new investments in advanced repair cells.

Embraer spoke about responsible growth and improved supply chain processes, while Boeing focused on building more resilient supplier networks and upskilling its suppliers. Airbus highlighted support for 5,000 aircraft in the region and expanding infrastructure to match.

The panel session discussed supply chain challenges in the aviation industry with GE Aerospace saying it is investing US$1 billion in maintenance, repair and overhaul (MRO) and US$500 million in supply chain in Asia Pacific, including a new facility in Malaysia and Singapore.

The panellists all agreed that improving supply chains will require stronger partnerships, more innovation, and better transparency.

Initially, I was going to write a long-form piece breaking down the entire hour-long discussion. But honestly a Q&A transcript is a much easier read.

So, here it is. I’ve transcribed it as accurately as possible.

Enjoy!

Assembly Session II – Panel Discussion: Rebuilding Industry Supply Chains

Moderator: We’ve got two engine companies, three aircraft producers, very, very important in this region as well. I think almost all of you very much represent this region as well. Let’s just hear from you for a quick minute with regards to your company, last 12 months or so, big initiatives things that you’re particularly proud that you’ve been doing and focused on, and particularly if it’s relative to this region. And I’m going to start with Nakul at GE, because I think you deserve a right of reply to Willie. So, I’m going to give you the first go here.

Nakul Gupta, GE Aerospace:
I think Willy Walsh is a highly respected figure in the industry, and obviously his comments have to be taken in the right earnest. So, I won’t try to defend neither will I try to apologise for performance.

What I will say is there’s typically more than what a balance sheet can tell. There’s typically more to a story than that. So, I leave it at that.

We are here today to talk about a topic which impacts all of us, supply chain challenges. We are truly united in that challenge, together with the airlines. Obviously, the airlines don’t have enough parts, enough engines, enough product. They can’t fly. They can’t fly they don’t make money. If they don’t make money, we don’t make money.

This is something which is pretty obvious, requires a lot of investment. Last year, GE Aerospace made a commitment to invest a billion dollars in MRO development and US$500 million in supply chain. In the Asia Pacific region, US$45 million of that investment was made last year. Another US$75 million this year. So, two examples, Karen, very quickly of where that money is going.

Many of our customers in this room send their engines to our Malaysia overall shop, which has been a fantastic performing shop for us over the decades. When we’re doubling LEAP output in that shop and we’re putting in a dedicated test cell for the engines.

Another example is in Singapore. Singapore has had our component repair shop since the 1980s and again, it’s been a highly successful shop. It has grown to such levels that now 60% of our global repair volume comes to Singapore, and so we are capitalising on that. We are adding a new facility there in Seletar, which will have additive manufacturing base repair. And so that’s where these investments will alleviate some of the supply chain challenges.

John Kelly, Rolls-Royce:
We have solidarity with our colleagues in GE, our airframe colleagues. This is a fundamental challenge. I’m absolutely with Willie as well. This has been around for too long. The projections are it’s still going to be around. But let me assure you, I think, as you heard from Nakul, we fundamentally take ownership and accountability for this issue.

As many of our customers, I spend time talking about this issue and understanding and rationalising it, but our key message is, what are we doing about it proactively to drive interventions, to drive improvements, to make sure that we improve the situation and fix the issues?

So fundamentally, we are taking action in three areas, the three F’s. One of the key ones is forecasting and planning. We need to make sure we give our supply chains stable signals. We understand the ramp up, we understand you as customers, your utilisation, your requirements for your aircraft, and that we flow that down because the key disruption to supply chain is dynamic demand signals. It causes all kinds of problems.

Another aspect has been post-Covid financing. We have seen much instability in our supply chain of customers that are not stable. They are not in a healthy place. We have had to help, both in terms of connecting them to financiers so that they can build that resiliency, but also embedding our engineers and our people to understand where we can help to improve, what blockers we can take out and fundamentally see some of the challenges coming through so that we don’t have late impacts to the supply chain and late on delivery.

And then the last area is as an F is to find new sources. Similar to your story, Nakul, also a Singapore, Asia Pacific related story. We have invested and worked collaboratively with our partners, actually with Singapore Airlines and the engineering company to develop an advanced repair cell insulator in Singapore, investing in technology such as laser welding deposition, and that’s important because it takes away our reliance on new components.

It’s also a sustainability story. Arjan and I have our green ties for sustainability. If we don’t need new parts, if we can reuse safely and effectively, what is already there, it’s good for us all.

So, they are the areas where we’re taking affirmative action, placing the investment, and we are confident with that. We have seen early signs of improvement. In the last few months, we have seen a 15% uptake in our past delivery. So, the signs are there, and the commitment from us all, I think, to drive this is absolutely good.

Moderator: Good points there, John. I was very recently in Lima for the ALTA, which is the equivalent of this for the Latin American carriers. Hearing very similar things there from the OEMs and the CEOs. What I was hearing again and again, and I’m sure it’s true here, is that, not to underplay the issues but the importance of at least having communication that they can hold on to. Yes, this has been delayed, but we can now tell you to depend on this new schedule, and that came up again. So, I think we’ll bring that up through. But let’s now move to our aircraft manufacturers and talking of Latin America, Embraer, of course, I was very much in your home market over there, but Asia Pacific, a really exciting opportunity now for Embraer?

Arjan Meijer, Embraer:
The Asian Pacific region for Embraer is a priority. If you look what we’ve done in the past, we’re very strong in the U.S., in Europe, Latin America, Africa. We have 200 aircraft flying in Asia Pacific in mostly China, Japan, Australia with 14 different customers, and we really want to build on that footprint in the years ahead.

So, I’m very glad to be here. We spent a lot of time going to Asia. We’re trying to be close. We’re very pleased that over the last period we were able to also bring some new customers in with Virjin Australia, with Scoot, very pleased with the two operations there, of course, with ANA and with Hunnu Air. So, it’s moving in the right direction.

I’m sure we talk more about supply chain, but what I will say is that at Embraer, we say we want to under promise over deliver, and I think we have fallen short a little bit on that, and we know that, but what we’re trying to do as Embraer is have responsible growth. So, we’ve grown less fast than we were hoping coming out of Covid. We’re growing slowly. Our aircraft are a few months late on average. So, I think we’re doing reasonably well compared to what we see in the industry, but we’re not there yet, and I’m pleased to talk a little bit more about what we’ve been doing.

Penny Burtt, Boeing:
I think it’s super important to level set on that no one’s working walking away from the challenges. I think the important thing to be focused on this morning is actually the opportunity.

In terms of current developments, I would just make two points. At the global level, Boeing has been very focused on executing on our safety and quality plans, obviously on making progress on development and in transforming our culture. We feel we’ve been making very good progress.

And in terms of production and supply, positive steps. And a recent highlight, of course, with the FAA working with Boeing to increase our production caps in the 737. So, those are the small steps. Our focus is relentlessly on safety and quality.

In this immediate region, and I’m looking forward to getting into a lot more detail in the conversation, but there’s quite a few things that have been very positive in terms of developments. I don’t need to tell this audience, but we see Asia Pacific as a huge opportunity, fastest growing region in the world in aviation, and our own estimates in Boeing are that we’re going to need approaching 5000 new aircraft in this region in the next 20 years.

What that translates so into is our effort to build resilient supply chains in the region, to look at what more we can be doing here in the Asia Pacific, to be engaging in diversification, job sourcing, to be thinking creatively around supplier upskilling, and what new capacity we can be building actually across the entire ecosystem. Because, quite frankly, what one of us does can be a benefit to everyone. So, I’ll just stop there. Thank you.

Anand Stanley, Airbus:
Before we even address it as a market, I think what’s important to look at is how unprecedented the challenges have been post-Covid and those challenges have led to conversations between us or within this room, and conversations around the tremendous amount of a disruption that has happened. And we cannot ignore that, and we really need to face those conversations head on, and as much as much transparency as we can.

All I can say is that every employee in Airbus is 100% committed to trying and helping our customers as much as we can, and we are trying to also work with the entire industry and our suppliers on that to face these conversations as much as we can try to come up with resolutions.

Now, what we do in the region is we are supporting today about 5000 aircraft and we have 2500 Airbus employees who are dedicated to suppliers, to supporting airplanes on these aircraft today, and we’re also working with the supply chain. We have 1700 suppliers in the region. That’s 7 billion Euros of product that is coming from the region, that is going into these aircraft and trying to meet the demands of our customers, so that they can meet the demands of their consumers and their growth.

And within that, we’re also looking at increasing our infrastructure in the region, which is this year, we set up a global hub in Bangkok for flight operations with pilots. We have a world class centre in Sepang, which is doing airframe MRO. We have multiple centres from New Delhi all the way to Seoul, which are again involved in this.

All of these are bricks which we keep building on, just like my colleagues and partners here do, to once again, bring us back after this huge disruption to be able to meet the demands of our customers and their customers in return.

So, it’s a journey. It’s a challenging journey, but as many of my colleagues here have said, there’s also a lot of optimism that we’re going to start coming out of it, and that Asia Pacific for these OEMs is a part of the solution of this problem.

Moderator: I think most of you have sort of touched on your own supply chains, if you like. It’s a long, deep, complex issue. But, can any of you talk to maybe what you’re doing again, if it’s specific to this region, or just general, in terms of maybe new partnerships or getting closer to your own supply chains, so that you know better where things are coming from? Nakul, do you want to start?

Nakul Gupta, GE Aerospace:
I think partnerships is a key word for us in the industry. This is an industry where competitors are partners, suppliers, airlines are customers. So, it’s all about partnerships. In GE Aerospace and CFM, we have an open MRO partnership philosophy, and many of the airlines in this region fly on the CFM56 both for the Airbus and the Boeing product. You know that we’ve had about 30 different MRO partnerships servicing the CFM56 engines.

Our plans on the LEAP are very similar. We want to go with that same philosophy. We’ve announced six premier MROs for our deep engine on the narrowbody aircraft. In the next couple of years, we get up to about 20 MROs doing LEAP engines, and that growth will continue to expand over the next decade.

John Kelly, Rolls-Royce:
Just to build on that - same areas, partnerships are absolutely key, and the partnerships have driven innovation. And innovation is our friend in this space. If we can harness things like AI and applying the data, because data is crucial. Data is crucial to knowing what comes through the supply chains, where your blockages are, so you can go and fix those.

Innovation also drives new technology. We recently announced a partnership our smart joint manufacturing lab, where we bring together partners with GE, with other industry players and academia and in the region, we have some fantastic academic capabilities, and then we apply those in our manufacturing facilities in the region, and they have really driven us forward in terms of better production, better predictability.

The other components because supply chain - two words underlie a huge amount of multifaceted issues to fix, but a few others to build on that people. So, one of the key things is a scarcity of skilled resource in the region. It is highly demanded. And some of the problems we have faced is skilled people, highly trained, high demand, have been attracted to other regions, and we know some of those regions, and what we have to make sure is that we have the talent pipelines and the retention capability to keep that really valuable resource in the region. I know it’s a common problem, and the next panel will explore that in a bit more as well.

And so key action to drive that, but fundamentally making sure that within our own procurement systems, we are leaning in to help the suppliers. We cannot as OEMs, just demand, demand and expect things to arrive. It absolutely needs that backwards integration of our cooperation to understand their constraints, understand what they need to fix, and then work proactively so that the flow returns to our industry. And it’s the flow that’s been missing.

Arjan Meijer, Embraer:
First of all, I have to recognise my direct colleague, Robert Sharpe, who’s our head of procurement. He runs procurement across all the business units. I think he has done an amazing job. He introduced internally what he called supply management 2.0. It’s applying digital and AI in better forecasting and planning internally and externally.

The second thing that we’re doing is we have a very strong, lean methodology internally, and deploy that to our partners. So, we were actively working with a lot of our supply chain to see where we can improve the supply chain processes.

And lastly, we have employed a huge group of people on site in the supply chain, not only by our first-tier suppliers, but also with the second, the third and fourth tier, because we’ve seen that it is very often the second, the third and fourth where things break down and you get surprised too late. Buffers in the systems have been depleted over the years, so anything that goes wrong immediately affects your production line.

So, for Embraer it’s really been a matter of engaging. Of course, we do it on C-level all the way to ground level. We’ve always been doing that, but much more on a hands-on basis on the ground to make sure and understand where we have the critical issues.

And I think we’ve been pretty successful in doing that, not saying we’re there, but I think we see clear progress on both our outputs, on our on-time delivery and our own and our safety and quality and support.

Moderator: For Boeing and, of course, for Airbus, the supply chain aspect of the issues you’ve been dealing with has been huge part of this same thing, shortage of skilled workers, and literally, they are having shortage of parts and shortage of raw materials. So, can you talk a little bit to what Boeing is doing there?

Penny Burtt, Boeing:
Absolutely, and the sorts of themes that have been discussed already, it won’t surprise you. These are exactly the sorts of areas that we’re working on alongside our suppliers. We’re really focused on relationships, building stability, resilience, and actually enhance transparency. Transparency helps everybody in the entire ecosystem.

If I just briefly set up the areas where working in in like Embraer, we’re actually working shoulder to shoulder, boots on the ground to actually address the supply chain issues. I think just at the macro level, we’re working very much on with our suppliers to develop aggregation strategies, multiple sourcing to actually try and de-risk that level and we’re working very closely with our suppliers to build knowledge sharing, actually a lot.

But supply chain quality, readiness and health, so talking about in an educational way, bringing better knowledge of the ecosystem as a whole, and then right down, literally at the base level, we’re working with suppliers on lean manufacturing techniques, on certifications, best practice, specialised training, that is something that I think all of us are doing.

The last thing I would say is one of the areas specifically we’ve been working on in Southeast Asia is supplier upskilling, holding industry forums, helping suppliers who might not yet be in global supply chains. Understand more about the industry, understand the opportunity, and, most importantly, understand what we’re looking for in terms of quality, reliability, and thinking how can we actually better use the most remarkable resources that sit in this region to better develop the global supply chain.

Anand Stanley, Airbus:
Well, we can talk about partnerships and strategic initiatives till the cows come home, as you say, but with all the disruptions, most of our customers airlines are - they don’t have whole lot of patients left at this point of time. We’ve got to be honest about that.

And when we talk about partnerships and solutions that we have to come up with, it’s what we have to do in the short term at this point of time, to alleviate the situation, and we’ll be doing as much as we can.

But if we look at three topics as examples, to talk about one of them as an example, with engines, with our partners Rolls Royce, we do see an alleviation and signs of recovery this year. We start to see that the situation is really starting to turn around. Of course, the proof is in the pudding, till we get the feedback from our customers that they start to see the impact of that.

The second area which we are inevitably impacted about is on aero-structures. It’s the integration of that and that is a key program for us and for our colleagues here, and we’re all on top of it, and we see that’s a big milestone to hit in 2026.

And the third area, another area where we work closely, again, a short-term topic which is impacting most people in this room, is cabin and cabin equipment. Highly complex, highly customised, and how do we work on that?

All of us are putting huge number of people in those suppliers. We’ve deployed people that’s intrusive, but we have to, and we’re starting to see the fruit being worn out here, and we hope that the impact of that will slowly start to work its way out into getting feedback from those in this room, and they start to see them.

So that’s a few of the elements, I would say, short term, when we talk about partnerships that move the needle, and once again, the disruption has to stop.

Moderator: Thank you. I appreciate your honesty there. You said about frustration. Essentially, you’re not talking to me on this stage. You’re talking to your customers, and that’s a very high-level customer out there, and the frustration with that. I think you also raised a very good point about the cabin supply. I think maybe there’s somebody that’s missing here that I think would be great to bring on a future panel, wouldn’t be a cabin provider, because that, again, the plane can’t go out there if it hasn’t got a toil, isn’t it? If it hasn’t got a seat, and that’s been a huge issue, too. But if I may, if I could just play a little bit of devil advocate here, because this almost certainly, what is the question on their minds is, the timing here. These are fantastic initiatives. Could they or should they have been started sooner? And how much longer is the patience for the airlines? Anybody want to try that one?

John Kelly, Rolls-Royce:
That’s a challenge and it is an extremely fair challenge. As we’ve said, we hear the frustration every day. We know the patience is exhausted, and it has been around for far too long, and we have to acknowledge reality.

We ourselves have had to acknowledge reality in terms of the length of time. There have been additional factors. So, we all go back to Covid being a key driver of these challenges, and it has. This was the trigger point. Huge narrative and demand signal, but balanced with the ramp up.

We should be optimistic that that ramp up is coming. People still want to fly. We don’t want to restrict that flying. That’s our common objective. But we have seen additional layers to the problem - instability, the world we are now living in, tariffs, sanctions, they have all exacerbated the problem.

You can tell, as you mentioned, the supply chain challenges are not in one particular area. Just in ourselves, in terms of engines we’ve seen it with our colleagues in the cabins, with aero structures, etc, and that tells us that we have to keep collaborating to fix those same core issues.

Again, in the spirit of acknowledging reality, in many cases, when we talk to suppliers, or we recommend working with suppliers, we should also acknowledge we are not always the biggest volume. They have supplies to other areas, and then sometimes they are prioritising those other areas of business.

And what we therefore need is to carry on this deep collaboration, deep communication, so that we know the requirements that we keep planning on in terms of this recovery it has to happen, and again, in terms of acknowledging reality, we should also know that this will persist for some time now.

I think Anand referred to it, and it’s great to hear the feedback that we are seeing those signs of improvement. As I say, we’ve seen a 15% uptake in our out-supply performance in recent months, but we’ve still got a long way to go. We have to keep driving that.

We do see this persisting through the rest of this year and into 2026 unfortunately. So, we have to be clear on that reality. We have to allow our customers to plan for that. They need to know what tickets they can sell on a given day, and if we restrict that, we are fundamentally impacting your business. So, we acknowledge that reality as well, and that we have to bring all of these key activities to bear to get back to a place where not just we recover to a flat line.

We don’t want to be back to normal. We need to get back to a place of buffer. We need to have the key resiliency in our industry where we are above the curve, not just get back to the curve.

Arjan Meijer, Embraer:
I mentioned before with Covid, we cut 50% of our capacity. And if you want to grow back, you need to now grow 100% back, which is simple math.

And I think the first year is the growth was quite steep. We put a lot of strain on the supply chain. This year compared to last year for us, it was a little bit less. I think for next year, we’ll do a similar moderate growth to really make sure that the supply chain is able to catch up.

And to the point I would just like to mention to all reinstate the buffers and make sure it’s agile for disturbances in the process. I think that’s very key.

Unfortunately, some of the elements are unpredictable. So, the suppliers that let us down in 2024 were different suppliers than the ones that let us down in 2025, right? So, it forces us to keep a constant perspective on the whole supply chain. You can’t just focus on where it goes wrong, because it’s the things that you don’t know for next year that you need to focus on.

So, that’s where we want to give the supply chain the chance to catch up. And we hope that by 2027 we will make another good step upwards with the full support from supply chain.

So, we see light at the end of the tunnel. I think 2026 will be a year of rebalancing, also for ourselves, because we still see our outputs a little bit as a hockey stick. So, it starts slowing Q1 and then grows towards Q4. We need to get that back to a flat profile, so we get stability through and through. But we’re working hard. I can promise that.

Penny Burtt, Boeing:
Very briefly, it’s an interesting question. What should we have done? And did we have a crystal ball? I think I just made two really important points. Discipline, growing safely and ensuring quality in the supply chain I think trump’s speed, and I think none of us would like to take the alternative route. So, I think that’s super important.

Secondly, I think, in terms of, rather than focusing on what’s happened, let’s just think about how we future proof, and what are some of the trends and drivers that are either going to continue to challenge us moving forward, or actually, quite frankly, offer us opportunity for doing things differently?

In terms of challenges, I think it’s actually fair to say capacity constraint is going to continue because there is competition for capacity, not just in the aviation industry, but more broadly. This is not the only industry that was impacted by Covid.

So, the reality is, we’ve got to focus on competition for scarce skilled resources and the people that underpin what we’re doing for access to materials, all of those things. Secondly, I think, and it’s quite important, supply chain complexity is not diminishing. It continues to increase. So, all the effort we can make to understand that complexity and future directions is going to help us. Help us actually anticipate the future.

There are two trends, though, I think that are very positive in terms of where we can go in the future. Those are a decrease in product life cycles. We’re just seeing development happening so much faster. And while that’s a challenge, it’s also an enormous opportunity for building future supply chains capacity.

The other is actually just more broadly, technological advancement, which, in so many ways can help us re-engineer what we’re doing. Use new technologies, new applications, new materials that create an entirely new frontier for production.

So not to be overly being defensive about this, let’s just focus on how we can actually be thinking differently to manage those trends and opportunities moving forward, to make sure that that we don’t have a repeat.

Moderator: I want to pick you up on there, you mentioned technology, and I think I agree, and I’m gonna give you all a chance to talk about this a little bit, but that there’s a there’s a positive to that new technology in terms of specifically with the airlines, how they can use that to extend their networks, and all sorts of things. So, let’s talk about that in a second.

But I just want to start off because of something Subhas said in his opening remarks. He referred to, I think the phrase was, ‘technology seems stuck on the runway’. And my apologies to Subhas, there he is. Yes, my apologies if I interpreted this wrongly, but I sort of felt that maybe aimed a little at the engine side. So, can I just get some input from our engine people on has technology on the engine side got beyond itself for what it can actually deliver?

Nakul Gupta, GE Aerospace:
Perhaps when you talk about technology, people think about the next generation of engine and so on. And I think that’s a little premature given the challenges that the airlines are facing today.

I think what’s more relevant on the topic of technology is what’s being done to improve time on wing, for example, today, and reduce UERs - unscheduled engine removals.

So, two things come to mind. One is analytics-based maintenance. Many of us do that with our engines using the data that comes to us from the airlines as they fly every second. Well, that data is very powerful in helping us predict ahead of time which engine needs to come off when, and does it really need to come off, and when it does come off, what can be the work scope such that it is so tailored and surgical that it reduces the turnaround time when the engine does hold the shot. So that’s one.

Second, I think we’ve had a great focus in GE Aerospace and CFM this year, and past few years on durability improvement. Because let’s face it, if an engine doesn’t have to come off wing, then it contributes a little bit more towards alleviating the supply chain challenges.

And so the GEnx engine, for example, which goes on the Boeing 787 aircraft, we are seeing airlines being able to achieve 5000 cycles plus, which is absolutely unprecedented on a widebody engine platform, even in harsh environments like Africa.

And then similarly, on the LEAP engine on the narrowbody aircraft, we’re seeing a 1.5x improvement in Europe, and all those things are helping use technology to reduce supply chain.

John Kelly, Rolls-Royce:
So, I guess I’ll unapologetically say a very similar answer. We recognise that in pursuit of efficiency and sustainability of performance of engines, there have been trade-offs. We have seen trade-offs in durability. Let’s again under the theme of acknowledged reality, we have seen that.

We have similarly invested in those improvements to restore the durability, to make sure that the excess removals that have exacerbated some of the supply chains are eradicated.

We’ve recently similar to Nakul’s example, we recently publicly announced our Trent 1000 XE, which is the enhanced version, which again restores the durability to the levels we see on other products such as our Trent XClub to make sure we take now those excess removal in the same way.

I also recognise and push that technology is our friend in solving the supply chain problems as well. My earlier example of advanced repairs, if we do not need to source new parts, that’s an additional supply chain issue that we have already solved. So, investing in that technology, bringing that to the market, I’m privileged We have our manufacturing facility right next to our office in Singapore, and I see every day that technology bearing fruit in terms of greater efficiency, reduced wastage, and better products that we put into our engines every day.

And then in terms of the key bit is that analytics, the AI driven capabilities. If we can bring that to optimise and have better clarity, predictability, performance in our supply chain, then the early shoots that we have seen in the improvement will continue to bear fruit, and we will get to the levels of the buffer that are substantial.

Moderator: Let’s also talk about technology and what it is doing for how airlines can extend or change their networks, etc. And of course, I’m particularly thinking here the ultra long-range aircraft. So I’ll probably start with you here, Anand. It’s in other things too. But how do you see airlines, particularly in this region, using the new types of aircraft?

Anand Stanley, Airbus:
I think different airlines have different needs. And when you talk about ultra-long, one of the examples I would like to talk about is what we have been doing on the world’s longest flight, which is from Singapore to New York, which has been very successful, that’s been around for 10 years.

And what we will launch next year, which is going to be the flight, which is going to be from Australia, connecting point to point to any part of the world with the first one was with the A350- 900 ULR, and now with 350-1000 ULR, which is going to come up.

But the important point is not so much what technology we’re going to be using on these aircraft for ultra-long flights. But it’s also about how sustainable these aircraft are, and we’ve forgotten that word, so we’ve kind of it goes in and out sustainability.

But for us, it’s core to Airbus technology and innovation. What we do on the sustainability front? What we do, whether it is in terms of materials, propulsion, sustainable aviation fuel initiatives, or so on and so forth. It is key. And it’s not just on how the large A350s work. It’s also about the A330neos, how they are coming into service? Whether it is for regional operations out of Malaysia or out of Philippines? Whether it’s the next level down the A321 XLRs how they are super-efficient in terms of fuel consumption, to the A220s which are coming with the long 10th routes.

All these are the same family of portfolio where sustainability as a pillar, how they really operate and use them are all into play. So that’s key for us.

Moderator: Arjan, you’re sort of at the other end. The interesting thing about your plane, especially the E2 is that they’re sort of like literally creating new markets within markets. Is that a good way of putting it?

Arjan Meijer, Embraer:
Well, what we did on the E2 is we’ve instead of, quote, unquote, just a re-engine, we have completely redesigned an aircraft. We basically said, anywhere we can reduce maintenance scores, where we include efficiency or increase efficiency.

I think the result of that shows that we have an up to 30% fewer reduction on the E2 versus the E1. I think that’s an amazing feat, right? So, technology is really driving at home, not only on the engine, but also for a large share on the airframe itself.

Maybe just commenting on ‘technology stuck on the runway’ we’re not saying we see the light at the end of the tunnel on the supply chain. I think we’re coming out of the tunnel when we talk about technology.

Of course, we have one of our OEM providers on our E-jets here with us today. So, on the E1s, engines are very reliable and doing a great job. The manufacturers that not here, is predominantly but I’ll do a shout out to them. I think they’ve come from a very difficult place, but they really work hard to improve the situation.

I think what we’re seeing today is the engines coming out of our factory are really good shape. We’ve cleared the problem of engines due to powdered metal and (early LLPs) 43:21. We’re not entirely the agenda of getting all the equipment in the air, but I’m very comfortable about what the engine can have gone forward. So, I think the technology is getting on the runway at the moment.

Moderator: Thank you. I believe we’re out of out of time, but I’m going to give each of you one again, you’re talking to your customers here, really, not me. In one sentence, what would you like to each of you promise your customers for next year?

Nakul Gupta, GE Aerospace:
If I may, I’ll make two sentences. One is a reality check that while we all want supply chain to ramp up fast enough, let’s recognise that this is a highly regulated and a safety industry. Ramp up takes time. Certification takes time. Training, workforce takes time.

On that note, is my second sentence, the GE Aerospace foundation is investing US$30 million in Workforce Skills Development for the aviation industry, and that’s not only going to help GE Aerospace and CFM, for all of us on the stage as well as on our airlines.

John Kelly, Rolls-Royce:
Again, to show solidarity, we acknowledge the reality of the situation. We accept the accountability to drive those improvements, and we are committed to driving affirmative action that will deliver.

Arjan Meijer, Embraer:
First of all, let me recognise Raul Villaron, who’s our head of the region here. He’s with us today, and I think what I’ll promise you, you can count on Raul and his team and my full support, as well as my team from Brazil, that we will make sure, because there’s a couple of customers from us here in the room that will get aircraft from us in the period ahead of us. So, we’ll do everything in our power to make sure those will arrive on time. I know we have challenges, but we are working very hard to overcome those.

Penny Burtt, Boeing:
It’s a big question to make a commitment. Let me actually commit to all of you that we will continue to make progress slowly, steadily, safely, and that we will continue to put your interests first, always and be as responsive as we possibly can be.

Anand Stanley, Airbus:
I just want to thank each of our customers here for their trust and patience for working with us through Covid, and our part of the deal is really we will continue to give 100% to continue to earn your trust for the future.

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I’ve sat in plenty of helicopters before thanks to my job as an aviation journalist but this time the destination made all the difference.

A short 15-minute hop from Sultan Abdul Aziz Shah Airport (better known as Subang Airport) took me over the rolling green hills of Semenyih and into what might just be Malaysia’s boldest luxury living concept yet – Anyara Hills.

This isn’t your typical gated community with uniform bungalows and cookie-cutter landscaping. Anyara Hills is designed for those who want to build their own dream home on a piece of land that’s truly theirs.

The catch?

You need to buy a plot of at least one acre, priced from nearly RM4 million. But that plot comes with one golden rule – only one house per plot. No cramming multiple structures, no subdividing. Just your home, your land, and an uninterrupted view of nature.

The location itself is poetic. Tucked away in Semenyih, Anyara Hills sits between green hills, with the majestic Banjaran Titiwangsa as its backdrop.

When I landed, I could still hear the wind rustling through the trees and the place offers a certain calmness that I could not find in the city centre. It felt far away from the city’s rush, although I had just left the city 15 minutes ago.

Beyond its natural beauty, the 584-acre township is designed for a new level of convenience. Think private chauffeur, personal chef, gardener and housekeeping services as part of the lifestyle offering.

Essentially, you can build your dream home and live like you’re on a permanent retreat, minus the hassle of daily logistics.

Here’s where it gets interesting – Anyara Hills is Malaysia’s first private residence with helicopter connectivity. In other words, your home isn’t just accessible by car. It can be reached directly by air. A private helipad (soon to be built) awaits those who prefer to fly in.

This concept isn’t new globally. In cities like London, New York or Dubai, helicopter transfers are already part of the modern mobility mix for ultra-high-net-worth individuals.

But here in Malaysia, it’s a rare sight. With urban traffic getting heavier by the year, helicopter connectivity isn’t just a status symbol anymore. It’s about efficiency.

My ride that morning was on the Bell 505. It wasn’t my first time on this helicopter, but it was the first time I fully understood what it meant to bypass city traffic entirely.

A journey from Subang to Semenyih by car can easily take up to two hours, especially during peak hours. But with the Bell 505, I was sipping coffee and had the most delicious pizza in the world in a serene hilltop residence just 15 minutes later.

Up there in the air, watching the city fade into green, it hit me that money can be made, but time lost is gone forever. Flying by helicopter isn’t just about luxury. It’s about necessity.

Helicopter travel in Malaysia has long been limited to chartered sightseeing, VIP transfers or emergency services. But projects like Anyara Hills hint at a quiet shift.

More people are looking at helicopters as a real mobility option, not just for show.

If Anyara Hills is any indication, Malaysia might finally be catching up with modern cities where air mobility isn’t just a fantasy. It’s part of everyday life.

For me, it was a quick hop. For others, it might be the future of how they commute home.

To bring you closer to the experience, I’ve embedded two short videos from my Instagram. One capturing the smooth Bell 505 flight from Subang to Semenyih, and another giving you a closer look at Anyara Hills itself.

If you haven’t followed me on Threads, Instagram or TikTok yet, give me a follow @bbaviation7

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Airports across Asia-Pacific have been running at full tilt lately and the latest data confirms it.

According to the Association of Asia Pacific Airlines (AAPA), the region’s carriers carried 34.3 million international passengers in August 2025, an 8.8% increase from the same month last year. Traffic, measured in revenue passenger kilometres, rose 9.1% year-on-year, while available seat capacity expanded by 9.2%, keeping aircraft load factors steady at a healthy 82.9%.

In other words, flights are fuller, and more people are travelling across the region than at any point since before the pandemic.

What’s behind the growth

Two factors stand out. First, a steady recovery in regional economies led by China, Japan, and Southeast Asia continues to drive both business and leisure travel.

Second, airlines have been careful about matching capacity to demand, allowing them to keep planes filled while maintaining yield discipline.

Even as global economic uncertainty persists, Asia Pacific remains the most active aviation market. People are flying again for reasons that go beyond revenge travel. This is a sustained return to routine mobility, tourism, and cross-border business.

Cargo keeps its momentum

While passenger recovery gets the headlines, cargo is quietly powering along.

AAPA reported a 5.4 per cent year-on-year increase in international freight demand in August, supported by stockpiling activity as manufacturers and retailers moved goods ahead of potential tariff changes.

Freight capacity rose by a similar 5.5 per cent, keeping the freight load factor broadly stable at 59.5 per cent.

IATA’s global figures reinforce that trend. The Asia Pacific region led the world in air cargo growth at 34 per cent world share, with a 9.8 per cent increase compared to August 2024. This resilience reflects how the region continues to anchor global manufacturing and e-commerce flows from factory hubs in China and Vietnam to logistics gateways in Singapore and Hong Kong.

Why it matters

These numbers suggest that Asia Pacific’s aviation rebound is entering a new phase. The industry has moved past the recovery stage into something more sustainable. Passenger growth signals a return of confidence in both business travel and regional connectivity, while cargo growth points to a reshaping of trade flows in response to shifting tariffs and global supply chain realignments.

Simply put, the region remains the engine of global aviation. The strength of Asia Pacific air traffic not only supports airlines and airports but also signals broader economic vitality —tourism spending, cross-border trade, and regional investment all move in tandem with air connectivity.

The outlook

AAPA Director General Subhas Menon described the outlook as “cautiously optimistic.”

Airlines still face supply chain constraints, rising costs, and policy uncertainty, but demand remains resilient. The near-term focus will be on staying agile by managing capacity efficiently, keeping costs in check, and navigating any fallout from shifting trade policies.

The data from August paints a clear picture: Asia Pacific’s carriers are not just recovering. They’re adapting and consolidating their role as global leaders in both passenger and cargo markets.

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Last week, I popped over to Threads and asked a simple question: “If Malaysia Airlines were to fly to new destinations, where would you like them to go?”

The responses were a colourful mashup – Istanbul, broader Europe (Rome, Milan, Frankfurt, Amsterdam), and even North America came up repeatedly.

By the way, if you haven’t followed me on Threads, Instagram, or TikTok yet, give me a follow at @bbaviation7

A few sharp-eyed suggestions hit the mark too. Chengdu got mentioned, and yes, that one was actually in the pipeline.

Well, fast‑forward a few days and Malaysia Aviation Group (MAG), the parent company of Malaysia Airlines and regional low‑cost Firefly has just confirmed its latest expansions.

Let’s unpack what’s new, why it matters, and what’s next for the group’s trajectory.

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Korean Air is going big—really big. On August 25, the airline announced its intent to purchase 103 next-generation Boeing aircraft, 19 spare engines, and a 20-year maintenance program in a deal worth around US$50 billion (KRW 70 trillion). This marks the largest-ever order in the airline’s history and Boeing’s biggest widebody order from an Asian carrier.

The signing took place in Washington D.C. with Korean Air Chairman & CEO Walter Cho, Boeing Commercial Airplanes President Stephanie Pope, and GE Aerospace President Russell Stokes in attendance.

What’s in the order?

The fleet refresh covers a wide mix:

• 20 Boeing 777-9s

• 25 Boeing 787-10s

• 50 Boeing 737-10s

• 8 Boeing 777-8 freighters (first order for Korean Air)

These airplanes are worth US$36.2 billion. Deliveries will be phased through 2030, a nod to ongoing global supply chain delays.

Korean Air also secured a total of 19 spare engines – 11 from GE Aerospace and eight from CFM International worth US$690 million, alongside a US$13 billion maintenance deal spanning two decades.

Why it matters

This isn’t just about shiny new jets. It’s about future-proofing the airline as it merges with Asiana Airlines. The order is designed to streamline operations around five efficient aircraft families—Boeing 777, 787, 737, as well as Airbus A350 and A321neo.

The goal? Lower costs, better fuel efficiency, reduced carbon emissions, and a smoother passenger experience.

This agreement with our long-standing partners, Boeing and GE, marks a pivotal moment for Korean Air.

Acquiring these next-generation aircraft is the core of our fleet modernisation strategy, delivery significant gains in fuel efficiency and enhancing the passenger experience across our global network.

This investment is also a critical enabler for our future as a merged airline with Asiana, to ensure that our combined carrier is one of the most competitive airlines in the industry.

- Korean Air Chairman and CEO, Walter Cho.

South Korea - U.S. connection

The deal underscores South Korea-U.S. aviation ties. Boeing said the order would support some 135,000 jobs across the U.S.

Korean Air has a long history of fostering close ties between the two countries, beginning with the opening of its first U.S. cargo route (Seoul - Tokyo - Los Angeles) in April 1971 and its first passenger route (Seoul - Tokyo - Honolulu - Los Angeles) in April 1972. This cooperation continues today through its trans-Pacific joint venture with Delta Air Lines.

Looking ahead

By the mid-2030s, the combined Korean Air–Asiana will emerge as a unified carrier with one of the most efficient fleets in the world.

For now, the message is clear: Korean Air is planting its flag as a global heavyweight, and it’s betting on Boeing to get it there.

By ASSEM SAIRAN

Air Astana Group’s Strong Start to 2025

Air Astana Group posted a 10.4 per cent year-on-year increase in revenues to US$292.4 million, while EBITDAR surged 37.1 per cent to US$59.9 million, translating into an improved EBITDAR margin of 20.5 per cent in its first quarter this year ended 31 March 2025.

Passenger numbers rose to two million, a 7.1 per cent increase over the same period in 2024, with an average load factor of 81.5 per cent.

Air Astana Group’s chief executive officer, Peter Foster credited the performance to rising international demand, effective cost management, and a continued focus on network and fleet efficiency.

In our seasonally weaker first quarter, revenue increased by 10.4% and EBITDAR by 37.1% while the positive RASK-CASK trend continued and once again proved the effectiveness of our natural currency hedge.

These results were achieved despite the Tenge depreciation and earlier Ramadan this year, driven by particularly strong international growth across key markets in Asia.

- Air Astana Group CEO, Peter Foster (2 May 2025, Press Statement)

Unit revenue (RASK) decreased modestly by 2.7 per cent to US$0.623, largely due to phased fare adjustments and reduced traffic during Ramadan. Cost per available seat kilometer (CASK), however, fell 5.7 per cent to US$0.609, reflecting lower fuel costs and currency-related cost savings.

About 70 per cent of Air Astana Group’s fuel is sourced within Kazakhstan, mainly directly from refineries, with the airline handling its own transport logistics.

The Group said it is fully protected from rising fuel prices for the remaining 30 per cent fuel sourced internationally through hedging contracts covering the first three quarters of 2025, set between US$75 and US$85 per barrel, with no risk if prices fall.

As at 31 March 2025, the Group’s cash position increased 39 per cent to US$513.7 million from US$369.5 million in the same quarter in 2024.

Fleet Growth

Air Astana Group’s fleet reached 60 aircraft in the first quarter of 2025, up from 50 in the same period a year earlier. In the quarter, the Group received five new aircraft – three A320neo (new engine option) and two A320ceo (current engine option).

It’s plan to simplify its fleet is on track with the redelivery of two Embraer E2 aircraft, leaving just one remaining in the fleet.

The Group remains on track to expand its fleet to 63 aircraft by the end of 2025 and 84 by 2029.

The delivery of the Group’s first Boeing B787-9 aircraft has been pushed to the second half of 2026 due to supply constraints impacting Boeing. It had entered into an off-wing maintenance agreement with aircraft engine-maker, GE and ordered spare engine to support its upcoming B787-9 operations

Effective Mitigation of Pratt & Whitney Engine Issues

Air Astana Group continues to effectively manage ongoing Pratt & Whitney GTF engine issues through a proactive mitigation plan. The Group rests engines during the low season to maximise availability during peak demand. To support capacity, it added five A320ceo family aircraft and now operates with 12 spare engines.

The Group noted that while the engine-off-wing period remains at approximately 18 months, recent deliveries are fault-free. Compensation and support agreements with Pratt & Whitney are in place to offset costs and minimise disruptions.

The Group has also taken delivery of five A320ceo family aircraft as part of its mitigation plan. It also has a total of 12 spare engines supporting its A320neo family fleet.

Operational Efficiencies Through In-House Investment

The Air Astana Group is steadily upgrading its internal capabilities. The Advanced Technical Centre (ATC) can now perform three simultaneous C-checks since April 2025, boosting turnaround times and cost savings.

The Flight Training Centre (FTC) in Astana is also expanding, with a second full-flight simulator delivered in February 2025 and set to be operational by year-end.

Further expansion includes the establishment of a new Ground Services subsidiary, with operations expected to begin in Almaty before scaling to other cities, supporting both internal efficiency and third-party revenue opportunities.

The Group is also expanding its maintenance capacity across its two main hubs in Almaty and Astana by constructing new hangars in these cities to reduce costs and introduce high-value heavy maintenance services to external customers. The construction of the expanded facilities is expected to start in 2025-2026.

We are continuing to invest in our in-house capabilities to further improve the Group’s efficiency as a platform for our growth strategy.

- Air Astana Group CEO, Peter Foster (2 May 2025, Press Statement)

Network Expansion Targets Mega Markets

Air Astana launched 15 new routes in Q1 2025 alone, extending its footprint in Asia and beyond. Notable additions include Almaty–Mumbai and Yining (Kuldja) in China, bringing its total Chinese destinations to five. These expansions build on momentum from 2024, which saw route launches to the Gulf, Vietnam, and Europe.

The Group’s strategic alignment with key partners also progressed. A Memorandum of Understanding with China Southern Airlines aims to establish a broad codeshare partnership across China, Central Asia, and East Asia.

Our network is growing with 15 new routes launched in 2025 to several popular business and lifestyle destinations. These flights have been added where demand is strongest, building on the 21 new routes launched last year across growth regions such as Vietnam and the Gulf. We are also improving connectivity with the two global mega markets on our doorstep – India and China.

The MoU signed with China Southern Airlines for a comprehensive set of codeshares, creates additional opportunities for tourism, business cooperation, and enhanced cultural ties between Kazakhstan and China, and will strengthen our foothold in this important mega market and be a growth driver for Air Astana.

- Air Astana Group CEO, Peter Foster (2 May 2025, Press Statement)

The strategic use of modified A321LRs with added central fuel tanks, upgraded in-house has enhanced range and enabled the launch of long-range narrowbody services such as Almaty–London and Almaty–Guangzhou, with Almaty–Tokyo scheduled for March 2026.

Outlook: Confident in Sustained Growth

Looking ahead, the Air Astana Group expects a strong summer peak, supported by a 10-aircraft fleet increase since last summer, a diversified route network, and firm forward bookings.

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