El Al Enters the Top 25 APEX Rankings of Airlines, Despite War Challenges

Against a backdrop of challenges and operational difficulties, Israel's flagship airline has managed to soar to new heights of recognition. This year marks a historic milestone as El Al not only maintained its distinguished reputation for service excellence but also achieved a breakthrough that places it among the world's most celebrated airlines for passenger experience.

El Al's Milestone

El Al has achieved a significant breakthrough by entering the prestigious top 25 global airlines for passenger experience according to APEX (Airline Passenger Experience Association) rankings. This represents the first time in the carrier's history that it has reached such elite status in worldwide passenger experience evaluations.

The achievement becomes even more remarkable when considered alongside the airline's consistent track record. El Al has now maintained its 5-star APEX rating for an impressive fifth consecutive year, demonstrating sustained excellence in service delivery across multiple challenging periods.

APEX, recognised as a leading global nonprofit organisation in aviation, conducts comprehensive analyses of passenger feedback from over 600 airlines worldwide. Their evaluation methodology examines millions of traveller reviews across 5 critical service dimensions-

1. Crew performance
2. Food and beverage quality
3. In-flight entertainment systems
4. Seat comfort standards
5. Wi-Fi connectivity services

Exclusive Recognition

The significance of El Al's achievement becomes clear when examining the competitive landscape. Among the hundreds of airlines evaluated globally by APEX, fewer than 7 per cent—approximately 40 companies—earn the coveted 5-star rating. This places El Al within an exclusive group of carriers that have demonstrated exceptional commitment to passenger satisfaction across all evaluated categories.

The recognition carries additional weight given the rigorous assessment methodology employed by APEX. Unlike subjective industry awards, these rankings are based on authentic passenger experiences and feedback, providing a genuine reflection of service quality as perceived by actual travellers.

Leadership Perspective

Oren Cohen-Botansky, El Al's vice president of customer and service, emphasised that this historic achievement validates the airline's strategic approach to service enhancement. He highlighted how the top 25 placement demonstrates the effectiveness of ongoing service improvements that align with the company's long-term strategic vision.

Despite operational challenges stemming from regional conflicts that have significantly impacted passenger occupancy rates, El Al has maintained its commitment to service excellence and continued making measurable progress in passenger satisfaction metrics.

CEO Dina Ben Tal Gananci provided additional context during discussions with APEX leadership. She explained the airline's philosophy towards passenger care. She emphasised that while safety and security remain paramount priorities, passengers also seek emotional connection and genuine care from airline staff.

Beyond Service

According to Gananci, El Al's crew members fulfil roles that extend far beyond traditional service provision. They often serve as caregivers and emotional support for passengers, particularly during challenging travel circumstances. This approach creates an atmosphere of trust and protection that enhances the overall travel experience.

The CEO stressed that while security measures and safety protocols are essential, they cannot substitute for fundamental service elements such as genuine warmth and attentive customer care. This balanced approach appears to have resonated strongly with passengers, contributing to the airline's improved rankings.

Future Outlook

It's important to understand the distinction between different APEX recognition levels. While El Al achieved top 25 status in passenger experience, the organisation's most prestigious APEX World Class Award remains limited to just 10 airlines globally. This elite designation evaluates carriers across broader criteria, including safety records, sustainability initiatives, and technological innovation capabilities.

El Al's recent APEX success contrasts with its performance in other industry rankings. Earlier this year, Skytrax—often referred to as the "Oscars of aviation"—placed the airline outside the top 100 carriers. Similarly, AirlineRatings did not include El Al among their top 100 selections, making the APEX recognition particularly noteworthy.

These varying results highlight the different methodologies and criteria used by various airline rating organisations, with APEX's focus on authentic passenger feedback potentially providing a more accurate reflection of actual travel experiences.

Against all odds, competing with aviation giants possessing seemingly unlimited resources, Fiji Airways has transformed from a struggling regional operator ranked 105th globally to earning the coveted APEX World Class Airline designation for 2026. 

Fiji Airways Transformation

When Andre Viljoen assumed leadership of Fiji Airways a decade ago, he expected a relatively straightforward assignment managing an already-revitalised airline. Reality painted a starkly different picture. The carrier held merely 3-star Skytrax ratings and languished at 105th position worldwide, operating ageing Boeing 747 aircraft over 20 years old alongside newly acquired A330s that brought their own operational complexities.

The service quality issues were immediately apparent, yet Viljoen recognised something extraordinary within the Fijian workforce. He discovered a unique combination of genuine hospitality, deeply rooted in cultural values and remarkable resilience that formed an ideal foundation for world-class aviation service. The critical challenge lay in channelling this inherent "grit" toward achieving ambitious performance goals despite severely limited financial resources compared to major competitors.

Viljoen implemented a comprehensive transformation strategy centred around what he termed "Game Changer" initiatives. This systematic approach prioritised fundamental shifts in organisational mindset and operational capabilities, establishing ambitious benchmarks against established industry leaders.

Cultural Revolution

The transformation began with extensive cognitive psychology programs implemented over 5-6 years, fundamentally altering how employees approached their responsibilities. The central philosophy became "Change your thinking, change your life," encouraging staff to think beyond traditional limitations and compete with aviation giants despite resource constraints.

These psychological frameworks helped develop a competitive mentality that enabled the small Pacific carrier to "punch above its weight" in global markets. The mindset shift proved crucial in elevating service standards and operational excellence across all departments.

Fleet Modernisation

Recognising that exceptional service required modern equipment, Viljoen orchestrated significant fleet expansion and modernisation efforts. The airline doubled its size from 12 aircraft in 2015 to 24 today, incorporating advanced Airbus A350s and new Boeing MAX aircraft.

A particularly innovative addition was establishing Fiji Airways' proprietary aviation academy, which proved invaluable during the COVID-19 pandemic. This facility maintained pilot currency, provided simulator rental services to other carriers, and enabled the airline to operate over 600 repatriation flights while carrying 17,000 tonnes of essential cargo.

Service Excellence

Recognising the importance of world-class service delivery, Fiji Airways engaged renowned service consultant Ron Kaufman, who previously helped establish Singapore Airlines' exceptional reputation. The comprehensive "Up Your Service" program was rolled out across all staff levels, emphasising adaptive, personalised customer interactions with regular refresher training to maintain consistency.

This focus on service excellence, combined with cultural authenticity, helped distinguish Fiji Airways from competitors while building genuine passenger loyalty and positive word-of-mouth recommendations.

Business Partnerships

Understanding the limitations of operating as an independent carrier in price-sensitive leisure markets, Fiji Airways pursued strategic alliances to expand its reach and competitive capabilities. 

The most significant achievement was joining the oneworld alliance and establishing partnerships with American Airlines, providing access to a massive 100-million-member loyalty program.

These partnerships allowed the small Pacific carrier to compete effectively with much larger airlines while offering passengers expanded route networks and reciprocal benefits typically reserved for major international carriers.

Remarkable Results and Recognition

The transformation efforts yielded extraordinary results, elevating Fiji Airways from outside the world's top 100 airlines in 2016 to achieving Skytrax four-star status by 2019, 14th globally by 2023, and earning consecutive "Best Airline in Australia-Pacific" honours. The ultimate recognition came with the 2026 APEX World Class Airline award, making Fiji Airways the smallest fleet ever to receive this prestigious designation and the only Oceania-based carrier to achieve this honour.

Bottom Line

Fiji Airways' decade-long transformation from a struggling 105th-ranked carrier to a top-10 global airline represents one of aviation's most remarkable success stories. Through strategic leadership, cultural leverage, fleet modernisation, service excellence programs, and innovative partnerships, the Pacific carrier proved that determination and smart strategy can overcome resource limitations. The journey from three-star to APEX World Class status demonstrates that authentic hospitality, combined with operational excellence and strategic thinking, can enable even the smallest airlines to compete successfully against industry giants while putting their home destinations on the global aviation map.

JetBlue’s CEO Joanna Geraghty says 2025 has been a bumpy year, but argues the airline is uniquely set up to attract higher-paying customers while other low-cost carriers attempt the same climb upmarket. JetBlue is leaning into premium products, a high-profile partnership with United called Blue Sky, and a Fort Lauderdale expansion to scoop up passengers left adrift by Spirit’s troubles.

A tale of two cabins: why “premium” suddenly matters

Airlines sell seats, but they also sell status, snacks that aren’t tiny pretzels, and — crucially — fares that make CFOs smile. In 2025, U.S. carriers that used to compete mostly on price are suddenly trying to court wealthier flyers. JetBlue argues it already speaks premium: cabin options like Mint, lounges, and a reputation for service give it a head start when flyers are willing to pay for comfort. That positioning matters now that many leisure and business travelers are trading up for better experiences.

Blue Sky: a love story between frequent-flyer programs (and a bit of drama)

In May, JetBlue and United announced Blue Sky, a collaboration letting customers book flights across both carriers, and earn and use points interchangeably. Regulators have already given the partnership a green light to proceed, and the companies plan to start rolling out customer benefits in fall 2025. Geraghty says Blue Sky should help bring in more revenue and bolster employment at JetBlue — though the airline’s pilot union has pushed back, filing grievances that warn of job insecurity. Expect extra perks for flyers, and extra op-eds from both sides.

Fort Lauderdale: planting a flag where Spirit is losing ground

With Spirit Airlines facing major financial strain and a second bankruptcy filing this year, competitors are moving fast to pick up the slack. JetBlue announced a notable expansion out of Fort Lauderdale — adding nine new nonstop routes starting in November (including, for the first time, Cali, Colombia) and ramping to about 113 daily departures during peak winter times — a bid to be the dominant carrier at FLL. It’s a classic “if you build it (and fly it), they will come” play.

Mint expansion: lie-flat seats + better margins?

JetBlue also plans to expand Mint, its lie-flat premium product. Adding premium seats is about more than pampering customers: those seats carry significantly higher yields, and as carriers chase premium spend, expanding Mint is a direct way to capture travelers willing to pay for privacy, sleep, and actual legroom. If you’ve ever tried to sleep in coach and failed spectacularly, you can see the logic.

Money matters: skies not entirely smooth

JetBlue pulled forward-looking guidance earlier in the year amid uncertainty but has since tightened the expected third-quarter decline in operating revenue — an encouraging sign that demand has been stronger than feared. Still, consensus estimates expect JetBlue to post a full-year loss for 2025, so the airline’s chasing both growth (routes, partnerships, premiums) and improved unit economics. Translation: growth with a side of austerity.

So… will this work — and what could go wrong?

Why it might:

• Brand fit: JetBlue’s customer experience and Mint product map naturally to premium travelers.
• Strategic openings: Spirit’s retrenchment hands JetBlue routes and customers to pursue.
• Revenue levers: Blue Sky may unlock higher-margin bookings and loyalty revenue.

Risks to watch:

• Labor pushback: Pilots’ grievances and union resistance could slow or complicate Blue Sky rollout.
• Execution risk: Expanding routes and Mint means more operational complexity during peak season.
• Macro shadows: If demand cools or fuel spikes return, premium demand could be squeezed and losses could persist.

A few punchlines (because aviation deserves a sense of humor)

• JetBlue expanding at Fort Lauderdale: basically rearranging beach chairs for cash.
• Blue Sky partnership: loyalty programs doing the ballroom dance — sometimes graceful, sometimes stepping on toes.
• Pilots filing grievances: a reminder corporate romance often has awkward in-law moments.

What to watch next (dates & signals)

• Fall 2025: Blue Sky customer benefits begin rolling out — check when you can actually book across both sites.
• November 2025: New Fort Lauderdale routes (including Cali) begin — good time to check fare trends if you fly Florida–Latin America.
• Quarterly results & updates: Look for whether the revenue per seat improvements hold and whether losses shrink.

TL; DR

• JetBlue says 2025 has been tough but argues it’s better placed than many rivals to attract premium customers.
• JetBlue and United’s Blue Sky loyalty/booking partnership is moving ahead, with phased benefits starting in fall 2025.
• Pilots have filed grievances warning the partnership could harm jobs — labor relations remain a wildcard.
• JetBlue is beefing up Fort Lauderdale with nine new nonstop routes (including Cali) and plans around 113 daily winter flights to grab market share from Spirit.
• The airline narrowed its expected Q3 revenue decline after stronger travel demand — progress, but the full-year loss picture is still a concern.

With Inputs from Reuters

Embraer and Avelo just shook hands in Washington — and the handshake came with jet noise, tariff drama, and the promise of new short-field flights that could make tiny airports the next big thing. This isn’t just an airplane order: it’s a strategic love note from a Brazilian planemaker to U.S. skies. Strap in.

The deal that turned heads (and maybe runways)

On September 10, 2025, Embraer announced a firm order from Avelo Airlines for 50 E195-E2 jets, plus purchase rights for 50 more — a deal with a list price of about $4.4 billion, excluding those extra rights. Embraer framed it as the E2’s first big foothold in the U.S. market.

Why it matters: this is the first time the E195-E2 has a confirmed U.S. customer, and Avelo’s model — short, frequent, low-fare hops — is a tidy match for the jet’s strengths.

Timetable, logistics and the “will-the-tariff-stay?” question

Embraer and Avelo expect deliveries to begin in the first half of 2027, with additional aircraft scheduled through the following years as the purchase rights are exercised. That gives both sides time to sort financing, leases, and—importantly—tariff politics.

Embraer has publicly urged U.S. policymakers to drop a 10% tariff that affects its jets imported into the U.S., arguing the airplane contains significant U.S. content and that tariffs distort the market. Avelo’s CEO Andrew Levy and Embraer executives are betting policy could change before planes actually arrive — but they’re building the route map with or without political fireworks.

What the E195-E2 brings to Avelo’s party

Think of the E195-E2 as a middleweight: bigger than a regional turboprop but smaller and more fuel-efficient than a 737-800. Its advantages for Avelo:

• Short-field performance — it can use airports with runways under 5,000 feet, unlocking smaller cities and convenience routes.
• Lower per-seat costs than legacy jets on shorter sectors, which helps Avelo keep fares low while adding more markets.
• Network flexibility — swap in E2s for thinner routes and keep 737s on denser trunk sectors; over time, Avelo says E2s could even replace some 737-800s.

Arjan Meijer, head of Embraer’s commercial unit, cheekily called the plane “not a profit-hunter by accident” — which, to be fair, sounds like a compliment you’d give to a thrifty accountant with wings.

Why Embraer is dancing in Washington

Embraer isn’t just selling metal; it’s selling a narrative: U.S. airlines and passengers benefit from more competition and more connections. The company points out that U.S. customers already account for a large share of its sales (roughly 45% of commercial plane sales and 70% of executive jets), and that many parts and engines have American roots. So, Embraer argues, tariffs are self-inflicted economic boo-boos.

There’s also a jobs and investment angle: Embraer has touted plans to buy billions in U.S. products and to invest in U.S. operations, which is an entrée to policymakers who care about domestic manufacturing.

Fleet strategy: lease, buy — and show off

Avelo said it may initially take some of the E2s on lease while working out long-term ownership preferences. For a fast-growing low-cost/ultra-low-cost carrier, leasing first is the sensible, nimble play — it preserves cash while the airline tests new routes and configures cabin layouts for the best ROI.

Fun mental image: picture Avelo pilots sipping coffee, peeking out the cockpit at a runway barely longer than a football field, and thinking, “Yep. This is going to sell out.”

The catch (because there’s always one)

Tariffs are the plot twist. A 10% duty raises the price tag, complicates financing, and may nudge airlines toward alternatives already produced or assembled in the U.S. Embraer hopes tariffs change before full deliveries, but uncertainty remains a built-in suspense scene to this deal.

Bottom line — why you should care (even if you don’t fly Avelo)

This order signals two bigger trends: regional jets are getting more efficient and relevant, and smaller U.S. airlines are willing to diversify fleets to unlock new markets. That combination could mean cheaper, more direct routes for travelers from towns that previously needed a long drive to a big airport. Also: more competition for the big narrowbodies means the whole market gets nudged toward better economics and greener flying.

TL; DR

• Avelo ordered 50 Embraer E195-E2s + purchase rights for 50 more — list price roughly $4.4 billion (ex-options).
• First U.S. sale of the E195-E2, announced Sept 10, 2025 in Washington.
• Deliveries begin in H1 2027; the deal gives Avelo flexibility to reach shorter runways and smaller markets.
• Tariff uncertainty (10%) could affect final pricing — Embraer is lobbying for duty relief.
• Why it matters: more competition, more point-to-point routes, and a chance to make tiny airports feel important again.

If you like airline chess matches — where planes, politics, and price tags move like pawns and rooks — this move by Embraer and Avelo is a very pleasing gambit. And remember: when jets unlock small runways, your weekend getaway options suddenly triple.

With Inputs from Reuters

The Federal Aviation Administration (FAA) said it has not decided whether to lift the 38-planes-per-month cap on Boeing 737 MAX production that’s been in place since early 2024. FAA boss Bryan Bedford called the process “bottom-up,” praised improvements but said teams still haven’t recommended any change — and that the agency is stretched by a massive air-traffic overhaul and new rulemaking. Boeing remains hopeful it can ask to increase output to about 42 jets per month.

A cliffhanger worthy of prime time: “To ramp, or not to ramp?”

Last week in Washington, FAA Administrator Bryan Bedford told reporters the agency had not yet made a decision about raising the 38-aircraft monthly cap on 737 MAX production imposed after last winter’s safety scare — a limit that has hung over Boeing since the January 2024 incident involving an Alaska Airlines MAX 9 with missing bolts. Bedford described steady progress, but said the FAA’s front-line teams must first recommend any change. In short: Boeing wants to go faster; the FAA wants the receipts.

How we got here (tiny history lesson)

In January 2024 a door-plug/fastening problem on a new Alaska Airlines 737 MAX 9 — widely reported as bolts missing from a panel — triggered an emergency response, heightened inspections, and renewed scrutiny of Boeing’s manufacturing quality controls. The FAA responded by capping how many MAX jets Boeing can produce — a blunt but unusual tool meant to force process fixes and let regulators verify improvements. That cap is the same 38-per-month ceiling now under review.

“Bottom-up” is the FAA’s new favorite phrase

Bedford’s emphasis was procedural: the agency’s front-line FAA teams, physically embedded and observing production, will recommend whether milestones have been met. If those teams are satisfied, the FAA would then consider a change. Until those recommendations appear, nothing happens. Bedford also said the agency will run scenario-based “tabletop” exercises with Boeing as part of the approval choreography — a rehearsal before the curtain call. Translation: regulatory theater, but the kind that keeps planes bolted together.

Boeing: “We’ll ask — soon(ish).”

Boeing has said publicly it expects to be in a position to request approval to increase production to about 42 aircraft per month once metrics improve. CEO Kelly Ortberg and other company officials have signaled confidence that key performance indicators are heading the right way and that they’ll ask the FAA for more latitude “in the coming months.” Whether the FAA says yes remains the headline.

The FAA is playing multi-level bingo — and losing free squares

Bedford warned the FAA is stretched thin: overseeing Boeing, standing up new rules for drones and supersonic aircraft, modernizing airplane certification, and starting a multibillion-dollar overhaul of the United States’ air-traffic control system. Congress provided roughly $12.5 billion as a down-payment to modernize the system — a mammoth project that will sap attention and resources from day-to-day oversight. In short: the FAA is juggling flaming batons while reading the instruction manual.

Why this matters to airlines, travelers, and the supply chain

• Airline delivery schedules: If Boeing can’t ratchet up production, airlines waiting on MAX jets may face delays, fleet-planning headaches and seasonal capacity shortfalls.
• Travel prices & routes: Fewer deliveries can pressure capacity on hot routes, nudging fares up during peak travel windows.
• Supply-chain ripple effects: Engine makers, avionics suppliers, and lessors all peg investments and staffing to production targets; suddenly lower throughput reverberates widely.

A little levity before the inevitable briefing memo

If this whole affair were a sitcom, Boeing would be the eager intern ready to tidy the office (increase output), the FAA would be the difference-of-opinion manager who insists on reading the intern’s receipts (data and tabletop exercises), and the American traveling public would be the coffee machine that must not be broken mid-Monday. Everyone wants espresso; nobody wants a leaking boiler.

What to watch next (no crystal ball, just telco grade common sense)

• FAA front-line recommendations: the single most important near-term signal. If and when they come, expect public and private briefings.
• Results from the tabletop exercises — how Boeing performs in scenario drills could tip the scales.
• Boeing’s KPI trendlines — Ortberg’s rosy timeline depends on measurable, repeatable fixes.
• Congressional and budget developments tied to the $12.5B modernization — more funding or cuts will change FAA bandwidth.

Final note

A production cap is blunt, but its purpose is straightforward: ensure that a company that builds the world’s most critical consumer product — passenger jets — can demonstrate consistent, auditable quality. Regulators and manufacturers both have skin in the game: the public’s faith that planes are safe and that schedules are reliable. That’s not an area for speed-run approvals.

TL; DR

• FAA has not decided to lift the 38/month 737 MAX production cap.
• Cap was imposed after a January 2024 incident involving a missing-bolt/door-panel problem on an Alaska Airlines MAX 9.
• FAA wants bottom-up confirmation from front-line teams and will run tabletop exercises with Boeing before any approval.
• Boeing aims to ask to raise output to ~42 jets/month once it proves KPIs are met.
• The FAA is stretched by a $12.5B air-traffic overhaul and other rulemaking, which complicates oversight bandwidth.

With Inputs from Reuters