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CAPA Airline Leader Summit World & Awards for Excellence 2024

Belgrade, Serbia
22 Nov 2024

Air Lease Corporation, Executive Chairman, Steven Udvar-Házy spoke to CAPA TV at the CAPA Airline Leader Summit World 2024, in Belgrade, about latest industry trends and company developments.

CAPA Events are hosted in key markets around the world and attract the highest calibre of thought leaders and decision makers in the aviation and travel industry. Delegates are provided with unprecedented access to the latest data, insights and trends from our global team, in addition to valuable networking opportunities with executives across all sectors of the aviation and travel industry. Review CAPA's full events calendar here.

IndiGo Airlines, Vice President, Strategy, Neha Narain spoke to CAPA TV at the CAPA Airline Leader Summit World 2024, in Belgrade, about latest industry trends and company developments.

CAPA Events are hosted in key markets around the world and attract the highest calibre of thought leaders and decision makers in the aviation and travel industry. Delegates are provided with unprecedented access to the latest data, insights and trends from our global team, in addition to valuable networking opportunities with executives across all sectors of the aviation and travel industry. Review CAPA's full events calendar here.

FLY4 Airlines, CEO, Jochen Schnadt spoke to CAPA TV at the CAPA Airline Leader Summit World 2024, in Belgrade, about latest industry trends and company developments.

CAPA Events are hosted in key markets around the world and attract the highest calibre of thought leaders and decision makers in the aviation and travel industry. Delegates are provided with unprecedented access to the latest data, insights and trends from our global team, in addition to valuable networking opportunities with executives across all sectors of the aviation and travel industry. Review CAPA's full events calendar here.

Pegasus Airlines, CEO, Güliz Öztürk spoke to CAPA TV at the CAPA Airline Leader Summit World 2024, in Belgrade, about latest industry trends and company developments.

CAPA Events are hosted in key markets around the world and attract the highest calibre of thought leaders and decision makers in the aviation and travel industry. Delegates are provided with unprecedented access to the latest data, insights and trends from our global team, in addition to valuable networking opportunities with executives across all sectors of the aviation and travel industry. Review CAPA's full events calendar here.

TUI Group, CEO, Marco Ciomperlik spoke to CAPA TV at the CAPA Airline Leader Summit World 2024, in Belgrade, about latest industry trends and company developments.

CAPA Events are hosted in key markets around the world and attract the highest calibre of thought leaders and decision makers in the aviation and travel industry. Delegates are provided with unprecedented access to the latest data, insights and trends from our global team, in addition to valuable networking opportunities with executives across all sectors of the aviation and travel industry. Review CAPA's full events calendar here.

Air Serbia's recovery from the COVID-19 pandemic has been outpacing that of the wider Europe market since the start of 2022.

Its capacity has been above 100% of its 2019 levels since the start of the northern winter 2022/2023 season at the end of Oct-2022.

This expansion in the aftermath of COVID-19 has been achieved without sacrificing profitability.

CAPA - Centre for Aviation asked Air Serbia, CEO, Jiri Marek to share his views on the airline's development.

The aviation community will gather for a dynamic session that embraces the spirit of collaboration and innovation as industry leaders come together in an open forum designed to engage in spontaneous discussions, share breakthrough ideas and explore the uncharted territories of aviation.

This session will allow participants and audience members to be more involved in the conference, suggesting and leading discussions on topics they are passionate about, encouraging dynamic exchanges, all the while defying traditional conference structures.

Join us for a unique experience that transcends the ordinary and will propel the industry to new heights.

Suggest your theme or topic during the registration process or come prepared to join in the conversation.

The global air travel industry is in something of a sweet spot. Demand remains strong and airlines are reporting improving profitability outlooks. Air travel is now accessible, more convenient and safer than ever. Yet, aviation is a cyclical business, and good times appear to be inexorably followed by bad.

  • Where are we in the cycle? Still going up, at the peak or starting on a downswing? Should the industry be worried about softening fares and yields and a possible weakening of demand?

  • Business travel is still lagging well behind leisure. Has this vital market undergone a structural change, and how has the industry responded to the loss of this profitable sector?

  • Is now the best time for transformation? Should airlines that weren't able to restructure during the pandemic take the opportunity now?

  • The industry is still dealing with heavy debt loads from the pandemic, combined with higher than expected interest rates and an appreciating US dollar. How does the sector strengthen its balance sheets in such an environment?

The 20 numbers A recap:

  • Jets in service at 107% of 2019 levels
  • Seat capacity at 107%
  • Cargo traffic at 108.0%, RPKs at 104.2%
  • EU air fare inflation Sep-2024 at 0.9%
  • LCC seat share 34%
  • LCC and ULCC unit cost 33% and 54%
  • Airline industry USD30.5bn net profit forecast in 2024e
  • Average USD18bn pa economic loss in the good years
  • c2.3m new aviation personnel needed to 2043
  • Europe AFTM delays Jun-Aug 2024 +48% vs 2019
  • Boeing, Airbus deliveries: 12 years lost
  • Aircraft order backlog has 14 years of production
  • Leasing accounts for 53% of global fleet
  • Investor owned airports 33% of revenue 2023, 27% 2019
  • 82% of aviation leaders see key role for AFuel cost 61% of revenue in 2050? (vs c29% now)

Airline operating models continue to slowly meet in the middle, with full-service network carriers and low-cost carriers borrowing elements from each other. Is this industry hybridisation inevitable or even necessary? This session will look at the risks and benefits for airlines that are marching up or down the curve in terms of cost and complexity.

  • With price competition intensifying and service offerings increasingly commoditised and based around ancillaries, how important are brand and product differentiation?

  • While simplicity and low cost offer many benefits, is there a risk that when something goes wrong the airline lacks the resources needed to respond? Does 'one size fit all' at airports and how do airlines streamline operations while also ensuring operational robustness?

  • With increasing digitalisation and greater than ever knowledge about the passenger, what approaches are airlines taking to adjust themselves to different market segments?

  • Are LCCs encroaching on FSNC territory in the post pandemic period?

  • Is there a generational change in attitudes towards travel? Do newer travellers actually care about what they get along the journey, or do they just want to travel from point A to point B at the cheapest possible price?

In the last few years there have been few topics as talked about, and perhaps few as misunderstood, as artificial intelligence (AI). The technology is already being implemented across the entire aviation ecosystem. While the scale of adoption is small, it is growing rapidly, and so are the missteps in application.

  • AI is already in use in chatbots, revenue planning, automation, sales & distribution and more. What are the immediate use cases for the technology?

  • Use of AI chatbots has already publicly backfired for a number of airlines. What are the drawbacks in turning sections of customer service to automated and often unmonitored systems? How does AI change the traveller-provider interaction?

  • Airlines have begun to move away from PSS to Offer & Order and more will embrace this journey. Is it time for a long-term look at what the technology is going to do to the sector?

  • The digitalisation journey can be complicated. How can AI simplify the increasing streams of valuable data and enhance personalisation and engagement?

  • Do we need to be taking a wider view on the technology and the risks and benefits that come with it?

Güliz Öztürk started her career at Turkish Airlines. From 1990 to 2003, she served as Manager of International Relations and Agreements, Vice President of Marketing & Alliance Coordinator, Senior Vice President of Sales and Marketing at Turkish Airlines. During that time, she managed important projects such as launching the first code-share flights, execution of the alliance projects, launch of the airline's loyalty and bank card programs and the first website as well as implementation of the online ticket sales. Between 2003 and 2005, she served as Aviation and Tourism Project Coordinator and Director of Human Resources at Ciner Holding.

In 2005, she joined Pegasus Airlines as Head of Scheduled Flights to manage the launch of the airline's scheduled services. In 2008, she was appointed as Sales Director. Güliz Öztürk, who was appointed as Chief Commercial Officer responsible for the commercial department, which includes Sales, Network Planning, Marketing, Revenue Management and Pricing, Cargo and Guest Experience, in 2010 and assumed this important role for 12 years, has been working as CEO of Pegasus Airlines as of May 2022.

Max Kownatzki started his career in 2002 at the strategy consultancy Oliver Wyman in New York and Munich. Until 2013, he advised clients from the airline industry as Senior Partner with a special focus on strategic alliances and commercial airline topics. In 2013, he was appointed Chief Strategy Officer of the Australian Jetstar Group, a subsidiary of Qantas Airways. Two years later, in 2015 he joined Lufthansa as Chief Commercial Officer of Eurowings Europe and then headed the establishment and development of the company within the Wings Project. Subsequently, as Senior Vice President he was in charge of business development at Eurowings. From 2017 to 2020, he was accountable for network planning and strategic alliances of the hub airlines Lufthansa, Swiss, Austrian, Brussels Airlines and also a member of the Supervisory Board of Air Dolomiti. He has been the CEO of SunExpress since April 2020. Max Kownatzki studied business administration in St. Gallen, Switzerland, and subsequently obtained his doctoral degree. He holds a commercial pilot's license.

Aviation has lofty goals around sustainability and reducing its contribution to emissions. Although progress is slow, the industry is making small gains. Sustainable aviation fuel (SAF) is increasingly taking centre stage when it comes to decarbonisation efforts, but it remains expensive and scarce and will require heavy investment to build production for a period of decades.

  • Smaller airlines are already voicing concerns that larger and more financially secure competitors are cornering the market for SAF. Is the rush to secure SAF supplies and unequal distribution locking some airlines out?

  • Billions of dollars are pouring out of public and private purses to fund the expansion of SAF output, but is the level of investment enough to meet the industry's net-zero targets? What levers need to be pulled if investment is falling behind?

  • Airlines are starting to impose sustainability levies on travellers. Is this the right strategy? If not, on whose shoulders should the cost of financing aviation decarbonisation fall?

  • Until more SAF is available, are efforts around fleet renewal and operational improvements sufficient? What are the realistic prospects and timeframes around new and alternative propulsion technologies?

  • The industry needs to recognise that even with all its efforts there is no guarantee of meeting net-zero targets. What would be the consequences of such a failure?

Aegean Airlines, Deputy CEO & CFO, Michalis Kouveliotis spoke to CAPA TV at the CAPA Airline Leader Summit World 2024, in Belgrade, about latest industry trends and company developments.

CAPA Events are hosted in key markets around the world and attract the highest calibre of thought leaders and decision makers in the aviation and travel industry. Delegates are provided with unprecedented access to the latest data, insights and trends from our global team, in addition to valuable networking opportunities with executives across all sectors of the aviation and travel industry. Review CAPA's full events calendar here.

EUROCONTROL head of airspace and capacity division Razvan Bucuroiu, speaking at the CAPA Airline Leader Summit World & Awards for Excellence, stated (22-Nov-2024) air traffic demand in Europe "is increasingly slightly faster than capacity". Mr Bucuroiu said: "There is a constant battle in the way in which air traffic management evolves in Europe", noting capacity air traffic management offers is "not always well aligned with the evolution of the traffic".

 

Tamur Goudarzi Pour has been the Executive Vice President Strategy and Group Executive Committee Member since October 2024, responsible for the overarching strategy of the Lufthansa Group, including the strategic vision and direction of all airlines and business segments, M&A, digital strategy and innovation management, corporate responsibility, organizational development, and corporate governance. Tamur Goudarzi Pour has held a variety of executive positions since joining the Lufthansa Group. Before his role as Senior Vice President Customer Experience for Lufthansa Group, he served as Chief Commercial Officer of Swiss International Air Lines. He holds a Master's of Philosophy in International Relations from the University of Cambridge.

Neha has close to two decades of diverse exposure in the field of aviation and management consulting. She is currently Vice President, Strategy and CEO's Office for IndiGo Airlines where she is a part of the leadership team and is driving the strategic growth agenda for the airline. IndiGo is the leading Indian passenger airline and one of the fastest growing airlines in the world. It flew 100 million+ customers last year to 120+ domestic and international destinations with a fleet of 400+ aircraft. In her current role she has been responsible for the next phase of growth for IndiGo where it develops from a domestic Indian carrier to a global aviation player by doubling in size and capacity by the end of the decade. IndiGo is India's preferred carrier, fulfilling its purpose of 'Giving Wings to the Nation' by connecting people and aspirations. Prior to her current role, she was leading the Financial Analysis vertical in the Corporate Planning and Analysis team in the Finance department of the airline. She was responsible for working along side department heads on projects enabling data driven decision making and managing organization wide large scale projects. An MBA by education, Neha spent almost a decade in Management consulting before joining the aviation sector where she had an experience of leading client and consultant joint teams on strategic and operational transformation projects. She worked across industries, functions and geographies. Her areas of work included strategy formulation, project management, market attractiveness, growth and expansion strategy, financial and commercial feasibility, process improvement, cost reduction etc.

The pandemic produced profound changes in the way people work and also disassembled aviation workforces globally. The aviation industry, already deep in a skills crisis, now faces the uncertainties of a generational change in the expectations of those entering the workforce.

  • What strategies are proving successful as the industry seeks to recruit and train skilled workers?

  • With workers more likely than ever to move jobs or switch industries, how does the sector ensure continuity of employment and rebuild the installed knowledge base?

  • How is the industry adapting to changes in expectations seen from the new generation of workers?

  • Should governments be stepping in to support workforce pipelines and ensure that skills shortages don't create operational disruptions?

Michalis Kouveliotis is a seasoned executive with over three decades of experience in the aviation and business sectors. He graduated from the Athens University of Economics and Business in 1987 and has been an integral part of the Vassilakis Group for 32 years. He has been with AEGEAN since its inception 25 years ago and he currently serves as Deputy CEO , Chief Financial Officer (CFO), and a member of the Sustainability Committee. He is also the Chairman of the Board of Directors and CEO of Olympic Air, a subsidiary of AEGEAN dedicated with the domestic network operations of the Group. Michalis has played a pivotal role in driving strategic initiatives, financial growth, and sustainability within the organizations he represents.

Twenty-seven specialist airport groups now control around 425 airports globally. These collectively handle nearly a third of global passenger traffic and a quarter of cargo tonnage. The top 38 largest investor-owned (fully or partially) airport companies represented almost a third of world airport revenue; and half of that was at just five companies.

  • Are infrastructure funds and airport groups now the vehicle of choice for airport privatisation?

  • Are there market and circumstances that make airports more (or less) attractive to such groups?

  • How do airports perform financially and operationally after airport group takeover?

  • What implications does airport group ownership have for the relationships between airlines and airports?

  • What is the role of airport groups in the development of greenfield and brownfield infrastructure projects?

Steven F. Udvar-Házy serves as Executive Chairman of the Board. Mr. Udvar-Hazy launched Air Lease Corporation in February 2010 and brings more than 55 years of aviation industry experience to the company. In 1973, he co-founded the aircraft leasing business that became International Lease Finance Corporation (ILFC). Mr. Udvar-Házy led ILFC as Chairman and Chief Executive Officer until his departure in 2010. Mr. Udvar-Házy is a former director of SkyWest, Inc. and now serves as a senior strategic advisor to the SkyWest Board of Directors. He is an FAA Airline Transport Pilot with type ratings on multiple jet aircraft and has over 45 years of experience flying jet aircraft. Mr. Udvar-Házy received his Bachelor of Arts degree from the University of California, Los Angeles (UCLA) and has been awarded several honorary doctorate degrees. Mr. Udvar-Házy has been the recipient of numerous awards, including the Wings Club Distinguished Achievement Award, The Howard Hughes Memorial Award from the Aero Club of Southern California, The Wright Brothers Memorial Trophy from the Aero Club of Washington, The Living Legends of Aviation Award, the ISTAT Award, the Air Force Vandenberg Award, Officier de la Légion d'Honneur awarded by the Republic of France, and most recently the Grand Cross of the Order of Merit of Hungary.