CAPA Chairman’s Lounge: Surviving a pandemic - LCCs and Full Service Business Models
It has been suggested that LCCs will be better off in a post-CoVID-19 world as there is less of a reliance on business travel recovery to contribute to growth. However, Government support has allowed national Full Service Carriers to weather the COVID storm. In this discussion we ask which business models are going to work well in the future?
Speakers:
- CAPA - Centre for Aviation, Chairman Emeritus, Peter Harbison
- IESE Business School, Professor and former Chairman & CEO British Airways, Alex Cruz
- Indigo Partners, Managing Partner, Bill Franke
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Transcript
Peter:
Hello, big, warm, welcome to to our two guests here who are going to talk eloquently, I think, about
what the future successful models and perhaps the unsuccessful models are going to look like as we
gradually emerge from COVID. On the left, and
actually, perhaps these faces aren't quite so well known
everywhere. Alex Cruz, Professor Alex Cruz, I should say, is perhaps best known for more recently for
being CEO and chairman of British Airways. But has a very long established career in aviation sta
rted in
19, just checking my notes now, in 1990 with American Airlines progressed into Sabre, so has a good
technical background as well. And then in 2006, founded Clickair low
-
cost carrier in Spain, which sort of
morphed into Vueling, which he was CEO. An
d Vueling in turn became part of IAG and International
Airlines Group, which was a stepping side for Alex to be hold by Willie Walsh into the CEO and
chairmanship of British Airways. He's now gone to even loftier heights of being professor. So welcome
prof
essor Cruz. Great to see you.
Alex Cruz:
Thank you.
Peter:
Bill Frankie, is I was going to say a shady character. He's not
a shady character, but his face probably isn't
that well known outside the tight knit circle of aviation. Bill has very quietly from the background really
transformed a lot of world aviation, quite frankly. He was, and I'm surprised actually I'd forgotten
, you
were CEO and chairman of America West going back a few years, but also responsible through Indigo
Partners and in your own, right, for establishing Tiger Airways in Singapore, Spirit, Wizz, Frontier in the
US. Volaris and JetSmart in Latin America. A
nd also I think Enerjet coming up in Canada.
Bill is a Managing Partner of Indigo Partners. Bill, welcome to to this conversation. Good to have
you.
Bill F rankie:
Good to be here.
Peter:
Right. As I said, what we're talking about is looking to these two gentlemen with the enormous depth of
knowledge in the
market, and a lot of years of accumulated experience between you, what the shape of
the industry is going to be from an airline perspective. Given that we've come through this dreadful
period of in economic terms, losses, reshaping the industry quite consi
derably, we come out with with
the massive amount of debt. It'll be a lumpy uncertain recovery, particularly as a nationally because
borders are going to open with great uncertainty and irregularity and in very different ways across the
world too. North At
lantic perhaps is going to open up first with Europe, but also some very, very
unpredictable markets elsewhere, which do feed into those two markets and have a big impact on
them.
The pote
ntial substantial loss of business travel particularly in the short term, but probably
enduring for maybe a year or two, even beyond that. The role of lessors, which is greatly increased
because they officially got a sound business model, unlike most airli
nes will that increase, will that help
to shape the nature of the industry? Lessors of course do like to have a narrow body aircraft with simple
configurations because they're easily transferrable if someone happens to default or at the end of the
lease, i
t's easy to move them across. So that's sort of a new influence, been an evolving influence that
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now coincides with the arrival of a lot of very, very effective narrow body aircraft. Particularly the 320
family and the 220 as well. But also the Max now it'
s going to be integral real production and moving out
there.
And then on the on things like the cost side, what's going to happen with fuel as the recovery
continues, how's it going to inf
luence the shape of the industry? But underlying it,, we come out of it for
many airlines with very substantial levels of debt, but not all airlines are in that situation. So maybe if I
could ask Alex to pick up from there and just I'll try and dip out of
the conversation after this long
introduction and and let you two gentlemen fight it out if you would. So Alex, over to you.
Bill F rankie:
Good luck to you Alex.
Alex Cruz:
Don't worry. I'll reel you in one way or the other. Thank you very much, Peter, for the introduction.
Given that I'm probably spending less than an hour, a quarter as a professor, that's quite a claim new
.
And another thing, startups as you know funds, private equity, et cetera. I think that as we move on to
the next stage, there is probably, we've always had two different kinds of airlines, the traditional airlines
and the low
-
cost airlines. Even within t
he low
-
cost airlines, even Bill has led to the ultra low cost
approach to them. But it almost feels like there is the third type of airline emerging, and it's the one that
it's in the middle and it's the worst place to be in at this moment. So let me elabo
rate on that.
Of course, on one side, we've got all those airlines, they've got a lot of state backing one way or
the other. The care's package or be that European governments or nation g
overnments that have
provided support in many different kinds of ways is very difficult to see some of those large brands
disappearing. Mostly because they're so aligned with the mission of their countries, of course, Middle
East, et cetera. Success is a d
ifferent thing, but survival, which is the first step, I think it's nearly
guaranteed.
On the other side, we've got the super lean, very, very high variable costs airlines, the ultra low
-
cost carriers. The majority of them Indigo Partners Airlines, or many of them anyways, and Ryanair, not
so far away. And these guys have been able to just drive through. They're beginning to grow more and
more. They feel confident. Any sort of communicatio
n that comes out of them, there's a certain tone of
positiveness or feistiness which carries a certain promise underneath. What I'm worried about are the
ones in the middle. And the ones in the middle are fairly easy to define. Are those that have a cost b
ase,
which is 20, 30, 50, 100% bigger than an ultra low cost carrier. And or they simply don't have that kind of
natural support that they may get from their home country or countries.
An
d there are a number of those airlines around in the world, and I think they are under severe
threat at the moment. Most of them are short
-
haul operators. Most of them have costs that have
unfortunately not gone in the right direction, because costs hardly
ever go in the right direction. But let's
just say they haven't been able to keep their costs down. And I think they are the ones that are fully
challenged and there's much to be done. But Bill, are you not in a pole position yourself with your
airlines t
o precisely give a really hard time to those that are in the middle?
Bill F rankie:
Yeah, no, I agree 100%. I mean, we refer to them as tweeners, in betweeners, and I think that's a
difficu
lt business model. I mean, you have to come to grips with the fact that the long haul full service
carriers have their market and the ultra low cost shorter haul market represents the other option. And
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to your point, we don't want to end up in the middle i
n that environment. And so we focus on efficiency
and cost structure and delivering obviously a safe product, just as you do, to the consumer. And the
pandemic has put emphasis to that approach. The ultra low cost carriers have been able, without much
stat
e aid, particularly outside the United States without much state aid, have been able to persevere
and survive in the environment. And so as we go forward, you'll see us focused entirely on the ultra low
cost model. And we expect to see, Alex, people like y
ou performing the service required for long haul
travel.
Alex Cruz:
Yeah, I'm no longer formally associated with with BA, but the fact that I started a very, very low cost
carrier, and then
I ended up being in BA has given me access to quite a very wide range of issues all
along. Now, let me tell you what my position was when I was running BA, because I was competing with
some of these significantly lower cost carriers, certainly in proporti
on to BA costs. I think that there's a
number of plays that they will try to use against those that simply don't have the same sort of assets.
The long haul networks, there are premium, as you were saying before Peter, their premium product on
a low whole
basis and their frequent flyer platforms which are completely underdeveloped. There's
maybe one or two platforms in the world that is slightly more advanced than the others, but it is
something that is completely just about completely missing, and please c
orrect me if I'm wrong, Bill.
From your portfolio of airlines, your portfolio of airlines have these subscription type services
for which you get discounts afterwards. One of your employee
CEOs told me many years ago, "Alex my
loyalty programme is my price of my ticket and I don't need a loyalty system." But in reality, when we
see in society coming out of a very digital world, post pandemic, we've all ordered stuff online more
than before,
it feels like the full service carriers are going to leverage their loyalty platforms to really
give a hard time to those that are very, very price competitive. Don't you feel that you've got to do
something in that space, Bill, in your airlines?
Bill F rankie:
Well, we have some form of that in terms of an opportunity by repeat customers to join a club, if you
will, and get discounted opportunities across the system of the airline. But a
full service frequent flyer
programme, as you have is an unlikely event. I think it just doesn't fit the model. So I think the biggest
single issue, Alex, as you and I and others look forward is what's going to be the relationship between
the ultra low cos
t carrier and the full service premium carrier over time. There've been a lot of
discussion over the last year or two about, is there some opportunity for the two models to integrate in
some form, whether it's a code share or an arrangement of some kind. A
nd I think that will be a major
discussion item for leadership in the airline sector over the course of the next couple of years.
It requires some modification of point of view by both sid
es and some integration of where you
fly when you fly, what services provided on the flight, all of that has to come to riff, but the low cost
model will be reluctant to give up its ground around its model. And the premium service will be
reluctant to give
up the premium service it affords its passengers. So it's not an easy path, but I happen
to believe that as a strategic matter, you will see more relationship between the full service and the
ultra low cost carriers over the course of the next couple of y
ears.
Alex Cruz:
It's a clash of cultures. I have to tell you, Bill when I was running Clickair and we were turning into
Vueling, we were quite religious, I want to believe around most cost
items. And we had a fairly simple
Jed bluish type model running at that time. But we saw that there was an opportunity to uplift revenues
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within the network that we had. The first step that we took was to do connecting traffic. Now we did it
very, very ca
utiously, but ultimately it turned out into a very, very significant piece of additional
revenues. Now, of course at that time, we had nearly 150 destinations from Barcelona airport and
natural flow and a lot of protection from a handling perspective. So w
e were able to do that. But when
we began to do our first Interline which was with American Airlines, we were trying to get rich
Americans go from Ibiza to Barcelona and from Barcelona to Miami, this was where the big clash of
cultures came through. Becaus
e of course we did not want to have any liability whatsoever over a late
flight where a business class passenger would miss their flight on American Airlines, as you can imagine.
Our sector is half an hour to the islands and we don't want that liability.
And it took us a long time to come up with a structure that was a hundred percent acceptable to
us. And ultimately we did have that interline and eventually we did a code sharing that we c
ode shared
with a couple of other airlines. And we also had to do revenue accounting in the background, which was
very natural to us because we were all obviously open skies and the new skies Navitair babies and
revenue accounting was an oxymoron almost in
the way that the simplicity of the systems in the
background. But once we began to work with other airlines, we actually took the time to define a super
simple way to do revenue accounting with them. But there is a clash of cultures. I think the business
need is there, you, of course would have heard about Ryanair speaking with [Lingus 00:15:34] and
others over the years, but nothing really happened. And then there's these kind of, I wouldn't call them
failed experiments, but not fully developed experiment
s between EasyJet and Norwegian or EasyJet and
Virgin Atlantic using a third party in the middle in order to maintain liability under control.
So I agree with the direction of your coming
from a business perspective. From an
implementation perspective, there are some significant hurdles underpinned by completely different
culture bringing the two business models together.
Peter:
Can I just, I mean, Bill to pick up particularly the Wizz Abu Dhabi model, which is presumably going to
rely quite a lot on connectivity.
Bill F rankie:
Yeah, sure. I mean, at the en
d of the day, obviously those low
-
cost model has a different network and a
different delivery of the passenger than of the full service carriers. But at the end of the day just to be
candid about it, the full service carriers have a more difficult time com
peting on short haul segments on
a cost basis with than the ultra low cost carrier. And so just as a logical matter, how do we get the
passenger from New York to London and from London to Budapest, right? And that's a difficult issue. As
Alex correctly poi
nts out, there's a cultural issue. There's just the mechanics of transferring the
passenger and the passenger's bags. And there is a difference in the interior service model between the
two carriers. But you'd be shocked how willing the passenger is. If th
e passenger is motivated to get the
Budapest on a timely schedule and is willing to deal with the the issues associated with the transfer,
there's an opportunity.
I'm not here today to te
ll you that there's a clear path for that, I think Alex is exactly right, but at
the end of the day, just economic logic tells me that's going to be a step that will be considered by the
industry.
Peter:
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Just, sorry, just on that point though, Bill, is that not the model for Wizz Air Abu Dhabi, that it used to
kind of rely on connecting South Asian traffic across to Europe?
Bill F rankie:
Well, not completely, but you're right as to a significant part of the passenger traffic. That's exactly right.
And I mean, Wizz Air Abu Dhabi, the government in Abu Dhabi is interested in the opportunity
considering it's full service premie
r cabin, that it has in Etihad, is interested in finding an alternative to
deliver more passengers at a lower cost. Considering it's customer profile across parts of Africa, Asia
into central and Eastern Europe. And that is a step along that path.
Peter:
So Alex, did you get enough response on the frequent flyer programme or loyalty programme? I mean,
these are more than just loyalty, aren't they? Direct with self standing money making prod
ucts in their
own right, using frequent flyer points with credit cards, with all sorts of other suppliers.
Alex Cruz:
I think it's one of the lines of defence of traditional areas. I expect
them that they will use that line of
defence because they don't have access to other lines of defence altogether. Now you, and in your
home national airline Qantas, they've done a fantastic job over the years in creating an ecosystem
around the frequent f
lyer programme that goes beyond just being a frequent flyer programme. And
that's really what I mean, when I see Tony building a super app and I'm not a huge fan of distracting the
airline. The airline needs to be absolutely focused on what it does, but To
ny is Tony himself of course.
He builds a super app that is going to try to answer many questions in the daily life of consumers. Oh, by
the way, when they fly, they will fly AirAsia, because it makes sense because the AirAsia is part of that
ecosystem.
And I think that we're being trained as consumers to have these things in our minds. We're
being trained by Amazon, by Uber, by all these different people in the set of relationships that we
're
going to have. So now I suspect that there will be significant investment coming in because it is one of
the fewer lines of defence. Bill, when you make reference to the real challenge of traditional airlines and
their short
-
haul feed, this has been on
going forever. And as you know, very few around the world have
been able to get sufficiently competitive cost base. I'm very proud to have been part of a group, more
than that, I was part of the project initially with Clickair and eventually with Iberia Ex
press fantastic cross
base, but delivering a product is more than enough to be able to feed the Madrid hub, but that's an
exception. There's not many of those around the world.
I think tho
se traditional airlines because of the labour situation, their aircraft commitments,
many other reasons they will not let those narrow bodies go. There will really fight tooth and nail to
definitely not consider feed certainly in their home hubs from low
-
c
ost carriers, maybe in some outer
hubs and such. I think it's going to take a long time. Again, it's a clash of cultures. I've been there. I've
been there in both. I think it would be really tough.
Bill F rankie:
I certainly agree with the culture.
Peter:
Is it US market different Bill?
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Bill F rankie:
Actual
ly Europe is set the stage for the balance of the world around the ultra low cost model between
Ryanair and now Wizz. They have established in the minds of the consumer that if you're travelling three
to four hours on a flight inside, you want schedule and
you want price, right? And you want safety of
course. And it has been a very successful model in Europe. The US has trailed in the ultra low cost
penetration to market, although it is now rapidly gaining acceptance. And so, if you went back four or
five,
seven, eight years ago, the ultra low
-
cost model had something like three or 4% of the US market, is
now something in the eight to 10% of the US market and growing rapidly, as the consumer gets trained
up to the benefits of the model.
And my point is simply as I was trying to make at the outset of this comment, or these
comments is look there is a place for both models in the marketplace, and it's probably not a place for
both models in al
l of the marketplace. And so how do rational people decide to manage that difference?
How do we get into the day the passengers I said from New York to London to Budapest? How do we do
that in a logical way? And I agree with Alex 100%. I mean, historically
, and the airline industry is famous
for the mentality that this is the way you do it, we do things the same way over and over and over and
so it's not an easy path that I'm suggesting. But I think from a consumer and economic perspective,
recognising what
the pandemic has brought to fore around financial issues at airlines, there will be a
need to have this conversation.
Peter:
Just going back to when we went into this. Explain to me Bill a
nd Alex, why most of the low cost carriers,
the major low
-
cost carriers were actually in a much better financial position than most of the full service
carriers in terms of cash reserves.
Bill F rankie:
I can only speak to our five lines, but at the end of the day this is the airline business and so you have to
recognise it. It has its cycles and it has its issues, whether it's 9/11 or the pandemic, and you have to be
cautious around the ma
nagement of the balance sheet. People forget that. Management teams forget
that in the good times when they're making a lot of cash and money is flowing through the coffers. And
at the end of the day, all of our lines went into the pandemic with unusually
clean balance sheets and
significant cash reserves. Was I prescient in any way in that regard? No. I simply observed the fact that
the industry over cycle tends to over leverage itself against what they believe to be, they hope to be an
eternal profitabili
ty pattern. And that's not the way the world turns.
And so when we went into the pandemic, fortunately airlines had adequate cash reserves and
have not had to engage
in the rescue financings that you've seen some of the world's larger carriers
have to engage in. I mean, in the US we did some work when we took Frontier public recently that
indicated that the US carriers, the large US carriers, top four carriers are goi
ng to have to add something
over $100 per ticket to pay for the debt that they've incurred here in the last two years versus the low
-
cost model, which has not had to leverage the balance sheet. That number will be something less than
$10 a ticket. And so t
here has been a dramatic shift in what happens to cashflow here over, the course
of the next few years.
Alex Cruz:
I would also highlight Bill, determined disadvantage of having high variab
le costs, because even during
the last year or year and a half with the ups and the downs and another wave and traffic op
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momentarily and back, et cetera, having that flexibility of having that high proportion of variable costs
has actually preserved that
a cash position significantly better than those airlines that have taken huge
loans and have been having those huge... What do we have at British Airways? I think we were burning
through 20 million pounds a day at one point without flying or taking in hard
ly any revenues.
So just the general construct of the ultra low
-
cost carriers just puts them in a huge position of
advantage from a cash management perspective and certainly going through
almost any shape of the
recovery. It's not simple logistically, I know, but you're in a significantly much better position. Again, the
word of caution to those in the middle. And what is it that they're going to do about it, other than
issuing more equity
rights and raising more money internally and externally? I think the winter is going
to be a long dark winter for many, many airlines.
Peter:
If they [crosstalk 00:27:08]
Bill F rankie:
I was just going to say [crosstalk 00:27:12]
Peter:
Yeah, sorry Bill, yeah.
Alex Cruz:
So Peter, you were talking earlier before out [inaudible 00:27:22] and the situation of the aeroplanes .
And I'll give you my opinion and I'm super interested in what Bill thinks. I think ultimately, when I started
an airli
ne, my first 100 aeroplanes , I should say, 99 aeroplanes in Vueling, they were leased and our
first aeroplane was the 100. That was the first one we actually began to own. And we were very pleased
with having that flexibility. Being part of British Airwa
ys and looking at the track record of the company,
managing a more balanced approach towards owning and leasing, and certainly having seen the sort of
financing agreements that were done over 20, 25 years, I could also see a lot of advantages behind
striki
ng that balance.
So absolutely what's happened, particularly to the traditional carriers, is that they sold well, in
my case, I sold everything I could sell that I was not going to use. Bu
ildings, art, everything that I could.
And again, I sold a few things and leased them back, including buildings and aircraft. But I think
ultimately most airlines will seek to have whatever balance they thought was right for them prior to the
pandemic. Tha
t means a lot of transactions from an aircraft perspective, and I think it will take a long
time. It's very difficult to undo this when you sign up new contracts that are five, six, seven, eight, nine,
10 years of age over a loan.
So there will be a desire to go back to the previous mixes, whichever those were for the
different airlines, but I think the ultimate role of Dela source, it's empowered at the moment despite the
actual prices of
some of the leasings. Bill, is that your experience or how are you living that whole
world?
Bill F rankie:
Yeah. So just as a matter of strategy, when you have a younger airline and you're
trying to manage
cashflow against a growth model, we lease aircraft. It's not a good use in our minds to use the cash that
the company's development to buy an asset that has a decreasing value over time. And so if you look
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back across our portfolio, we ha
ve been major consumers of leased aircraft over the years. Now the
airline as it matures and gains about the balance sheet strength and has a market maturity, you can, for
tax reasons, obviously consider acquiring buying aircraft and using the depreciation
through the tax
account. But we have been major lessees across the last 10 or 15 years.
And in the current environment Alex, you would be familiar with this, you're seeing a lot of
aircr
aft that were purchased by the leasing companies pre COVID now coming to the delivery stream
and the leasing company is trying to find a path to get those delivered to credit worthy airlines. And so I
don't know how long this lasts, but in the current envi
ronment, you can find very attractive lease rates
for the aircraft. And we have historically had large purchase orders and we then do sale leasebacks with
the lessors, and that's been a successful strategy for us. How that changes in light of production is
sues at
both Airbus and Boeing remains to be seen. But in the current environment, there are aircraft being
delivered to lessors that have to make their way to the market.
Alex Cruz:
I had
an opportunity to interview or I'm going to have an opportunity to interview five low
-
cost startups
in a few minutes, and the underlying premise for many of them is aircraft are cheap. And that's what is
enabling us to actually either make it work now, or
I'm going to make it work in my region. It's still risky,
because ultimately the aircraft will go up in value and there's other things other than aircraft, although
always you got to start with aircraft, but I think those dynamics are going to be in place
for quite a long
time still. The recovery is not coming back very, very quickly. I don't think.
Bill F rankie:
Yeah, well [crosstalk 00:31:31]
Peter:
Yeah, I think it has to be right, isn't it? To take the other side of that coin, a lot of the rapid growth in
Asia, particularly one particular carrier has come from the ability it's almost sort of pyramid approach of
silent le
ase back, getting a large number of orders in and then selling lease back. To what extent does
that provide a buffer for anybody? Is there any owned aircraft that hasn't been sold and leased back if
the airlines got in a difficult position, particularly th
inking of the tweeners that we were talking about?
Alex Cruz:
Well, I did quite a few of them before I left BA, sorry, Bill I interrupted. I did quite a few selling lease
backs. It was what
we had to do. We did not sell lease backs the whole fleet, or certainly before I left
that didn't happen, we still wanted to keep a few aircraft in our own books. It is one way to raise money,
there's absolutely no doubt. And it was a no brainer to immedi
ately take a look at the collection of
assets and which ones would make sense to monetize most and in the sort of term. So I cannot neglect
the value that doing those operations provided in raising cash to be able to make it through last year
and earlier t
his year. But of course you've run out of those assets eventually.
So there are so many sales on lease backs that you do, and ultimately if you have had a balance
of owned and leased, you
probably want to try to see if you can hold on and not get rid of all of the
aircraft. That that would be my approach. Sorry, Bill.
Bill F rankie:
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Yeah. Well, in our portfolio, we have for
a variety of reasons involving efficiency and fuel consumption
and carbon emissions, and simply maintenance related, we have very young fleets. Average fleet age
across our portfolio is under 10 years, probably under five years for most. And that necessar
ily involves
a revolving door around sale at leasebacks of aircraft through your portfolio. When you own the aircraft,
you have a longer hold of the aircraft as a general rule. I mean, there's no hard rule in that regard, but
that certainly has been the pa
ttern over years with the full service carriers they buy and hold aircraft
once they put them on the balance sheet.
And as we've seen improvements in efficiency in aircraft through
the for example, the A320
model over the last 10 years, we have felt it to our advantage to have young revolving fleets. And that
requires us to approach the aircraft leasing market on a regular basis.
Peter:
We don't have as much time as I'd like to address all the issues, but Bill, that does lead into the impact of
environmental pressures, which are greatly magnified in the last year. Clearly young fleets are very
important in that. But g
oing back to Alex's point of sort of looking at which of the different models is
going to be in the best position, is there anything other than just having a young aircraft that's going to
be necessary to navigate the difficulties of responding to the envi
ronmental pressures?
Bill F rankie:
Well, I'd start by saying, Alex, and I am sure would agree that this is not a passing fancy. This is a
commitment that airlines have to make to ESG and p
articularly to carbon emission. You see the efforts
in the EU and in the US to deal with that and placing requirements on carbon emissions against the
timeline, all of that plays a role, and we would be foolish to not pay attention to it and try to stay in
front of the power curve. And we do. Frontier is has the lowest carbon emission per passenger seat in
the US. Wizz has the lowest carbon emission pattern of an airline in Europe. And those are high priorities
for our airlines. Now what's going to happen w
ith alternative fuels, with alternative propulsion systems,
I'm not smart enough to say, but all of those things have to be paid attention to as we try to deal with
carbon emission. And it's not a matter of choice, you need to do it.
Alex Cruz:
I would agree with Bill entirely. I've seen a change over my years in aviation from being, I wouldn't call it
an inconvenience, in fact it was very convenient that reducing fuel burn was very, very al
igned with
environmental matters. So generally, you could show that you are doing so many different things at any
given time to reduce fuel burn. but I think that we have evolved from that. And I'm always struck by the
when I was in BA the change by the te
am that was tracking all this initiatives change from measuring the
benefit in pounds, in financial gain, to actually in terms of CO2 being measured, which opened it up to
even more initiatives internally. Which to me was a sign that there was a culture ch
ange that was taking
place, that was positive enough to be looking at it from a much more holistic kind of point of view.
I think that's what matters, but we need to be very, very aware th
at all those that are outside of
aviation, who are also being trained to get quick answers are not going to get them in aviation. Yes,
we're going to use a sustainable aviation fuels. Yes, they're going to be very, very small electric
aeroplanes flying he
re and there, and things like that, but we're not going to be able to get somebody
from London to New York or from London to Budapest under two hours with a different propulsion
engine for quite a really long time. So part of our job in aviation is to make
sure that we strike the right
balance between absolutely taking seriously and doing many things around the efficiency of our
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operations, field burn and other activities to try to make up for CO2 with the actual comms job that it's
coming associated with t
he challenge of no real significant change.
So a 50% gain or efficiency improvement, that's not going to happen for a really long time. And I
think that that's the struggle that most airl
ines will go through. What we're seeing is many airlines
making very, very visible announcements about small investments here and there. They're all
contribute. Absolutely they are all contribute, but that's mostly because we cannot make huge scale
gains i
n a short period of time. So we have a long way ahead of us to make those big changes that most
consumers and many legislators expect from us quickly.
Peter:
Alex, you're talking about [ina
udible 00:38:36] overall industry. I mean, going back to our discussion
right at the beginning, which ones is it going to hurt most?
Alex Cruz:
Which ones of what, of programmes or?
Peter:
[inaudible 00:38:50] the pressures from environmental to reduce carbon emissions. Which ones are
going to be hurt worst by this from a financial point of view?
Alex Cruz:
All right, financial point of view. Financial point of view then it means things like core CI and ETS and any
kind of scheme that actually has money that has to be changed and accounted for, and have people
internally to run data analytics and drives processes, and a lot of the stuff, those sort of programmes will
drive costs and there'll be a little bit distracting. I think ultimately the role of the leaders in this airlines is
to balance that. Put that in t
he right box and then do many other things and be a believer that we have a
role to play in this industry and that there are many other things that we could be doing and
-
or
investigating and, or partnering with others in order to continue driving improveme
nts in sustainability.
But yes, there will be indeed pressure coming in financially through some of these programmes.
These programmes were conceived by people less close to aviation, less
familiar with how we
work how fares work, how consumers work. Let's see one last point, I'm still not sure that consumers
are going to react in the same way that those that are putting pressure into us believe. I'm still seeing a
lot of people not really
paying a lot of attention to air as a big consideration at the time of travel. I think
people will still travel by air. They will still take an aeroplane. They may make a choice and go on Wizz
because it has three
-
year
-
old aeroplanes versus somebody else,
but I think that will continue to travel.
Peter:
Thanks Alex. Bill, we got one minute. Last word.
Bill F rankie:
I agree
with what Alex said. I think at the end of the day, people oversimplify this problem and they
want to find an easy solution and announce the solution. It's not going to be that way. We're all going to
have to stay constantly tuned to ways we can improve.
to ways we can lower carbon emission and it's
not just what fuel we burn. And so let's stay tuned here, this is a major issue for the industry going
forward.
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Peter:
Gentlemen, thank you ver
y much. Lots of other issues I'd love to have talked about, but I think we've
covered a lot of ground there anyway, and been certainly very, very interesting. Bill, great to see you
again. Thanks very much. Enjoy it up there in Montana.
Bill F rankie:
Thank you.
Peter:
And Alex. Great to see you. Look forward to that beer sometime soon. Thank you very much gentlemen.
Alex Cruz:
Thank you Bill.
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