Iberia reportedly established an escape clause under its merger agreement with British Airways, if a ruling on the UK carrier’s pension debt shortfall is greater than Iberia deems affordable. British Airways has approximately USD5.6 billion in pension debts and operates two pension schemes; the Airways Pension Scheme, which closed in 1984 and the New Airways Pension Scheme, which closed in 2003. The UK pensions regulator could force greater costs on British Airways to resolve its pension debt shortfalls.
Iberia has pension escape clause from merger with British Airways
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IAG plans long haul low cost from Barcelona and mulls a new dedicated brand
IAG has detailed plans to start long haul low cost airline flights from Barcelona to the US, Latin America and Asia in Jun-2017. The project involves two Airbus A330s and will create up to 250 new jobs. Tickets for the first destinations are expected to be on sale by Feb-2017 or Mar-2017.
One of the key outstanding issues is which IAG airline brand will operate the flights. In an interview published on 22-Dec-2016 by La Vanguardia, the widely read and respected Barcelona newspaper, CEO Willie Walsh said that IAG may create a new brand for the project. British Airways, Iberia or even Aer Lingus – which has the lowest unit cost among IAG's long haul airlines – are also possibilities. However, Vueling "will continue in its strategy of European flights".
Among Europe's big three legacy airline groups, IAG is the only one not to have announced long haul low cost plans previously, although its LCC strategy has been the most successful in short/medium haul. Plans by the LCC Norwegian to launch long haul routes from Barcelona in 2017 may have had a catalytic effect on IAG's thinking. In the past IAG has been proactive in creating new platforms, while this move appears a little more reactive.
IAG lowers plans for capacity growth, fleet investment & profit, but keeps return on capital target
IAG's Capital Markets Day on 4-Nov-2016 was the first since its formation in 2011 when it lowered any of its medium term financial targets. It cut its 2016-2020 average EBITDAR goal, in spite of adding in Aer Lingus for the first time. This followed two cuts to 2016 operating profit guidance during the course of this year, as a result of "a tough operating environment". It has been hit by adverse currency movements, mainly resulting from the UK's Brexit vote, in addition to ATC strikes and terrorist events.
To its credit, IAG has responded to the more challenging trading conditions by lowering its planned capacity growth and capital expenditure during its 2016-2020 strategic plan. These steps are necessary if it is to have a chance of meeting its ambitious goal to sustain a 15% return on invested capital. This target is unchanged, despite the lower profit outlook.
In 3Q2016, IAG's rolling four quarter return on capital fell, after rising more or less continuously since it began to target this measure in 2013. It has consistently been more profitable than either of its two main European legacy airline group rivals (Air France-KLM and Lufthansa). Nevertheless, the downward step highlights the challenge in meeting its own demanding target.