Mumbai Airport Records 23% Growth in Passenger Footfall in May

Adani Group-owned Mumbai Airport has recorded a 23% year-on-year growth in passenger footfall to 43,43,806 passengers in May, signalling a strong rebound in air travel. The airport handled a total of 35 lakh passengers in May last year.

Backed by its strong connectivity and infrastructure, the airport observed a surge in domestic and international passenger numbers during the period, the private airport operator said. It also said that the airport has recovered more than 100% in domestic and international sectors compared to the pre-Covid level.

While passenger traffic registered a full recovery to cross pre-Covid level, air traffic is yet to catch up. Mumbai Airport handled a total of 26,054 flights this May, much lower than the 28,188 flights it handled in May 2018, shows Airports Authority of India data. This May then, though the total flights operated were fewer when compared to May 2018, the passenger volumes were higher, reflecting the rising demand for air travel to/from Mumbai. When it comes to passenger traffic, the highest pre-Covid numbers were registered in 2018.

In May 2019, the airport handled only 38 lakh passengers as Jet Airways - based out of Mumbai- suspended operations in April of that year, hitting passenger and air traffic volumes. This May, the airport set a new record in passenger traffic for the first time since Jet Airways closed in 2019 and the Covid pandemic in 2020. On May 27, Mumbai Airport recorded the highest daily traffic with more than 1.5 lakh passengers, said a Mumbai International Airport Ltd (MIAL) spokesperson.

Mumbai's Chhatrapati Shivaji Maharaj International Airport (CSMIA) handled a total of 43,43,806 passengers, with 2,109,607 arrivals and 2,234,199 departures in May 2023, it said. Comparing May 2023 to April 2023 (40,14,823 passengers), the Mumbai Airport has experienced an 8% increase in passenger numbers, showcasing the airport's consistent growth. CSMIA said there was also a surge in Air Traffic Movements (ATMs), with the facility handling 26,054 ATMs in the previous month alone.

On May 27, CSMIA witnessed substantial passenger movement numbers with a total of 1,51,356 passengers, including 76,037 arrivals and 75,319 departures. Among domestic destinations, Delhi contributed the highest volume at 2,77,911 arrivals and 2,76,192 departures, followed by Bengaluru and Chennai, it stated. It noted that on the international routes, Dubai saw a staggering influx of 1,00,581 arrivals and 1,13,859 departures followed by Abu Dhabi and Singapore.

CSMIA’s Expansion plans

CSMIA cross runways’ average hourly flight movement capacity is proposed to be increased in the next two years from the current 46 to over 50 by creating a parallel taxiway and increased automation for speedier movement of aircraft between the airstrip and terminal.

“Airlines are now getting planes with higher seating capacity so passenger footfall has increased. Terminal capacity at the security hold area will be increased within the next few months to handle that,” said a senior official. But clearly, Adani’s biggest opportunity to put its stamp on CSMIA — like the peacock-themed T2 built by GVK Group — is at T1.

Senior group officials say several options for this terminal are being examined and a decision will be taken in the next few months. Three years back (before Adani had acquired Mumbai International Airport Ltd or MIAL), the GVK-controlled airport management had proposed reconstructing T1B for INR 1,200 crore in a three-phase plan submitted to the Airports Economic Regulatory Authority (AERA) back then.

“The justification submitted by MIAL for the construction of Terminal 1B was as follows: ‘The building was built long back, has become structurally weak… a structural audit report also evidences this. The level of service offered is very low as compared to T2, to bring it at par with T2. The plan is to consolidate the entire security hold area (SHA) area to smoothen operations…’,” AERA had said in its consultation paper for determining aeronautical services tariffs of CSMIA for April 2019-March 2024 (third control period). Incidentally, Delhi Airport had demolished its oldest terminal — T1B — some years ago.

In 2020 when this plan was submitted, CSMIA’s T1A was not in operation. “So in effect, Terminal 1C and 1A will be in operation when reconstruction of T1B is being done.… Refurbishing of T1A will also be required as the baggage handling system, inline screening systems need to be upgraded…. Upgraded Terminal I will be a two-level terminal with segregation between departures and arrivals. There will also be a flyover to the departure level,” the AERA paper had said.

CSMIA has two terminals T1 and T2. T1 comprises T1A, B and C buildings which were built over the last 50 years with 1B being constructed in 1965; 1A in 1992 and 1C in 2010. T1B’s structural audit was conducted in August 2017 and its report said, “…In the period of (T1B’s) existence, the structures have developed various defects.” The GVK-operated MIAL had planned to reconstruct T1B in three phases. Now Adani Group’s plans for this terminal will be known in the next few months.

Due to more than half of its flights being delayed this week, mostly as a result of an outdated personnel rostering system, Air India has come under fire from its passengers. The airline has not been able to handle the interruption brought on by Cyclone "Biparjoy" on India's western coast due to the current system. The carrier's problems were additionally made worse by the abrupt grounding of two aircraft.

On Friday, June 16, the carrier’s managing director Campbell Wilson said that the airline is investing in "leading-edge software" to ensure that similar disruptions don't occur again and that flight crew can be quickly reassigned and passengers can be immediately rebooked. By the beginning of 2024, this software will be fully operational.

According to a report by Business Standard, Air India is also upgrading its customer notification systems and processes to make them "less manual, more accurate and to utilise new channels such as WhatsApp", Wilson told employees through a message.

Air India Struggling with OTP

As cyclone "Biparjoy" went through the Arabian Sea near Mumbai on June 11, the operations at the city's airport went haywire. The report quoted three Air India executives on this matter and found out that while other airlines could commence their operations from June 12, Air India found it difficult to do so, majorly due to issues in the crew rostering system, said the first airline executive mentioned.

Air India’s daily on-time performance (OTP) was 32.3%, 24.5%, 41.7%, 36% and 65.4%, respectively, between June 11-15, as per the Ministry of Civil Aviation's data. Meanwhile, the OTPs of significant carriers like IndiGo and Vistara -- which too have substantial flights to and from the Mumbai airport like Air India -- had reached above 90% by June 15, as per the data.  

About 37% of the total flights of the Tata Group-run carrier go through the Mumbai airport. About 44% of Vistara flights, also run by the Tata Group, go via the Mumbai airport. For IndiGo, Mumbai's share stands at about 18%, according to aviation analytics firm Cirium. The first executive said, "Cabin crew members have been sent from Delhi to Mumbai to normalise operations but it then led to certain shortages in Delhi." 

Several Delayed Flights

Among the several Air India flights delayed in the past few days were a Mumbai-Bengaluru flight -- which was late by 18 hours -- while one to Doha left 20 hours behind schedule. "Air India's managers scrambled to find alternate cabin crew to operate already-delayed flights as those originally assigned had exceeded their stipulated duty hours that day. In some cases, arranging separate crew members took a few hours and then pilots’ duty time limit issues began creeping in. Some flights departed just in the nick of time without a need for replacement but some were delayed," the second airline executive stated.

Passengers were agitated and Central Industrial Security Force personnel had to be called in to control the situation. "There were many passengers who missed connecting flights because of the delays and we had to find seats for them too on the next available flights," the third executive explained.

Air India, which has recently launched new domestic flights from Delhi and Mumbai, has been operating around 58 A320 aircraft over the past few months. Earlier this week, two A320 planes developed technical snags which impacted schedules.

Wilson, in his message, said: "While the weather is not under our control, and prevention of disruption is clearly the preference, there are things we can and are doing to improve our ability to handle such events. Reducing the impact on customers is the key priority. Reducing the effect of disruption to crew members is another one. In that respect, we are upgrading our customer notification systems and processes to make them less manual, and more accurate and to utilise new channels such as WhatsApp.We are also investing in leading-edge software to rebook passengers, and to recover aircraft and crew rotations and positioning so that we get back to normal operations as fast as possible. There are three significant ‘disruption management’ system implementations concurrently in progress to address the customer, crew and aircraft dimension of disruption, all slated to become operational early in 2024.”

In a tweet on Sunday, the airline blamed inclement weather conditions and the temporary closure of Runway 09/27 at the Mumbai airport for the problem. "In addition to other consequential factors beyond our control have resulted in delays and cancellation of some of our flights," the airline said in its tweet. 

A new look and New roster system

Tata-group's Air India is likely to unveil new interiors and announce further compensation for its cabin crew. Air India will announce new compensation packages for its cabin crew and pilots and a new rostering system. The airline will soon have a new colour scheme, new designs for cabin interiors, and new uniforms for crew members, CEO Campbell Wilson informed employees in an internal communication. Campbell also said that the iconic Air India Maharajah may also include a "she" along with the original mascot.

The airline is aggressively expanding its employee count. It has already announced that it plans to hire over 4,000 cabin crew and 900 pilots this year. In a major revamp, the airline has rolled out over 29 new policies for employees in the last six months as part of the initiatives under its five-year transformation plan.

Earlier last year in December, Air India announced a USD 400-million plan to refurbish its entire wide-body fleet comprising 27 Boeing B787-8 and 13 B777 aircraft. Simultaneously, it also announced the refurbishing of its narrow-body fleet of 65 aircraft with new and more comfortable seats as the airline tries to appeal to global flyers and be in the league of global majors like Emirates and Singapore Airlines. The first refurbished aircraft is expected to enter service in mid-2024.

The airline has faced frequent criticisms from flyers regarding broken seats, non-functional in-flight entertainment screens and lavatories. The airline has engaged JPA Design and Trendworks - London-based product design companies, to assist with the cabin interior design elements of this refurbishment programme. In his maiden address to employees of the airline in February, Tata Sons chairman Chandrasekaran had identified four core areas on which Air India will focus- providing best-in-class customer service, making it the most technologically advanced airline in the world, upgrading and modernising the fleet, and hospitality - both in-flight and off-flight.

(With Inputs from Business Standard)

Amid protests of a surge in airfares across India, IndiGo CEO Pieter Elbers said that such fluctuations exist and will continue to remain so. In a report by The Economic Times, Mr. Elbers was quoted saying that the sudden disruption in terms of capacity deployed by the suspension of flying by Go First has created temporary disruptions in capacity and consequently in pricing. “Things are more stable now and prices are also stabilising to that level,” he added.

Airfares surged last month as growing demand for travel was met with a cutback in supply. Half of the cash-strapped Go First’s aircraft have been grounded due to supply chain disruptions about Pratt & Whitney (P&W) jet engines. The grounding of GoFirst aircraft has created a vacuum in India’s aviation market and has opened its airport slots for rival airlines.

After its grounding on May 3, the government allotted GoFirst’s slots to other airlines as an interim measure. Before the shutdown, GoFirst had a market share of around 7% and had around 53 slots in Delhi and Mumbai airports.

Airfare Reduced by 60%

Airfares have dropped on several routes after Aviation Minister Jyotiraditya Scindia asked airlines to rein them, and as a result of this intervention, domestic airfares have declined by up to 60%.

"As a result of this intervention, prices have seen up to 60% decline. This is being monitored daily by the Minister himself," as per ministry sources on data by DGCA's Tariff Monitoring Unit. The official source further stated, "Airfares internationally have remained firm on account of various factors like the opening of markets after the pandemic and the resultant surge in demand, rise in ATF prices globally, supply chain disruptions on account of both Covid and Ukraine-Russia conflict... The rise in airfares has been mostly seen on select routes that were earlier being serviced by GoFirst.

Earlier on June 7, Civil Aviation Minister Jyotiraditya Scindia said that airfares on certain routes from Delhi have been considerably reduced by 14 to 61% following the airlines' advisory group meeting. Scindia explained that airlines have the authority to determine airfares and various factors are considered, including market dynamics and season. The aviation industry employs an algorithm for pricing decisions.

International Expansion in Cards

IndiGo today flies to 78 domestic destinations. It is now focussing on expanding its international footprint in line with the growth of the Indian economy. IndiGo currently flies to 26 international destinations with 75 international city pairs. It plans to increase its international seat share from 23% in FY23 to 30% in the next two years. The airline intends to add around 46 to 50 aircraft by FY24.

“We will continue to increase internationalisation. While we may tweak our network a bit to fill up the vacuum in the domestic market, the plan to internationalise stays,” Elbers said earlier. In August, IndiGo will offer its services on the Mumbai and Nairobi routes.

IndiGo has also said at that time that once these routes are operational, the airline will be connecting a total of 32 international destinations compared to 26 currently. IndiGo had said it will add 174 weekly international flights between June and September, including new destinations, routes, and frequencies. The airline has also been expanding its international footprint via codeshare agreements. Last week, IndiGo said it will launch new codeshare connections via Istanbul to the US cities of New York, Boston, Chicago, and Washington, from June 15.

At present, IndiGo operates a daily two-way service on the Delhi-Istanbul and Mumbai-Istanbul routes. It has deployed one wide-body- Boeing 777 aircraft each on these routes. Through its codeshare arrangement with Turkish Airlines, IndiGo has been adding connections to European destinations over the last few months. These codeshare connections provide access to countries including Bulgaria, Spain, the Netherlands, Greece, Belgium, and Hungary amongst others.

Possible New Aircraft Order

Airbus is closing towards a potentially record deal to sell 500 narrow-body A320-family jets to India's largest carrier IndiGo, Reuters reported recently citing sources. The European planemaker has emerged as the front-runner for an order eclipsing Air India's historic provisional purchase of 470 jets in February, the sources said on the sidelines of an airline industry meeting in Istanbul. IndiGo, the country's largest airline with a domestic market share of more than 57%, has a fleet of over 300 planes and operates more than 1,800 daily flights.

Such a deal would be worth some USD 50 billion at the most recently published Airbus list prices, but would typically be worth less than half this after widespread airline industry discounts for bulk deals, according to aircraft analysts. They said that Airbus and Boeing are also competing in separate talks to sell 25 A330neo or Boeing 787 wide-body jets to the same airline.

Airbus and Boeing have been racking up billions of dollars of new orders stretching beyond 2030 as airlines lock in supplies well ahead amid looming shortages. Indian carriers now have the second-largest order book, with over 6% share of the industry backlog, behind only the United States, according to a June 1 report by Barclays.

The bullish outlook by IndiGo comes as the world's third-largest aviation market is seeing a strong rebound in travel post-Covid, with domestic and international passenger numbers surging despite high fares. IndiGo aims to double its capacity by the end of the decade and expand its network, especially in international markets.

Airbus, a renowned name in the aviation sector, continues to make headlines with its innovative aircraft and strong market presence. The recent announcement by Christian Scherer, Airbus' Chief Commercial Officer, regarding the acquisition of new orders has generated excitement and intrigue within the industry.

The Early Days of Airbus

In the late 1960s, Airbus was established as a consortium of European aerospace manufacturers. Its primary goal was to compete with the dominant American aircraft manufacturers. This collaboration led to the development of the A300, Airbus's first commercial aircraft. With its advanced technology, fuel efficiency, and spacious cabin, the A300 quickly gained popularity among airlines worldwide.

The Significance of Airbus' Recent Orders

Securing orders for 60 A320-family planes and 10 A350s is a remarkable achievement for Airbus. These orders demonstrate the confidence and trust that airlines and lessors place in the company's products. The A320-family planes, known for their fuel efficiency and versatility, have been a cornerstone of Airbus' success. On the other hand, the A350s, with their cutting-edge technology and exceptional passenger comfort, have redefined long-haul travel. The recent orders reaffirm the market demand for both aircraft models and position Airbus for continued growth. "Business is back with a vengeance, and the show will be proof of that," Scherer, whose company's primary competition is Boeing, said on Friday. Earlier on Friday, Airbus CEO Guillaume Faury stated that supply chains have steadied despite the sector still experiencing severe workforce shortages.

Airbus A320-Family Planes: A Cornerstone of Success

Airbus' A320-family jets have become game changers. These narrow-body aircraft are popular among airlines worldwide due to their remarkable fuel economy and operational flexibility. The A320-family jets have established themselves as the industry's go-to answer due to their better performance and ability to fly on both short and medium-haul routes. The fresh orders strengthen the A320-family's position as the market leader in the single-aisle market sector.

The A350: Redefining Long-Haul Travel

The A350, Airbus' flagship wide-body aircraft, has raised the bar for long-distance travel. The A350 provides passengers with unrivalled comfort and elegance because of its sophisticated aerodynamics, cutting-edge engines, and roomy interior design. The A350 is valued by airlines for its fuel economy, low maintenance costs, and ability to connect distant locations flawlessly. Recent A350 orders demonstrate the sustained demand for this remarkable aircraft.

The Impact on Airbus and the Aviation Industry

Recent orders for A320 family jets and A350s will benefit Airbus and the aviation industry as a whole. These purchases not only help the company's income and market share, but they also help Airbus employees and the aerospace supplier chain. Furthermore, Airbus' continued success boosts market rivalry, spurring innovation and expanding consumer options. As a result of these recent improvements, the aviation sector may expect greater connection and passenger experiences.

Looking Ahead: Airbus' Vision and Growth Strategy

As Airbus celebrates these recent orders, the company remains focused on its vision for the future. With an unwavering commitment to innovation, sustainability, and customer satisfaction, Airbus aims to further strengthen its position as a global leader in the aviation industry. The company's growth strategy includes expanding its product portfolio, investing in research and development, and forging strong partnerships with airlines and suppliers. By staying ahead of emerging trends and customer demands, Airbus is well-prepared to navigate the challenges and opportunities that lie ahead.

Conclusion

Airbus' recent orders for A320-family planes and A350s represent a significant milestone for the company. These achievements highlight the trust and confidence that airlines and lessors place in Airbus' products and its commitment to excellence. The A320-family planes and A350s have revolutionized the aviation industry, setting new standards for efficiency, performance, and passenger comfort. With a clear vision for the future and a robust growth strategy, Airbus is poised to continue its remarkable journey as a global aviation leader.

With Inputs form Reuters

As the aviation industry continues to evolve and innovate, aircraft manufacturers strive to partner with leading companies that can provide top-notch components for their aircraft. In this regard, Airbus has made a strategic decision by selecting Goodyear as the tyre provider for the A321XLR.

The Partnership between Airbus and Goodyear

The collaboration between Airbus and Goodyear represents a synergistic relationship aimed at delivering cutting-edge solutions to the aviation industry. By selecting Goodyear as the official tyre provider for the A321XLR, Airbus demonstrates its commitment to equipping its aircraft with the highest quality components. Goodyear's extensive experience and expertise in aviation tyres make them a trusted partner for Airbus, ensuring the A321XLR's exceptional performance and safety. "We are pleased to have been selected by Airbus to provide tyres for its new A321XLR," said Octavian Velcan, managing director of OTR & Aviation EMEA. "When designing this product, our main goal was to strike a balance between the required robustness and keeping the tyre as light as possible." We accomplished this via close collaboration with Airbus, delivering an optimized bead design and aerospace-quality materials to suit their business requirements."

The A321XLR: A Revolutionary Aircraft

The A321XLR is set to transform long-distance travel by providing airlines with a highly efficient and adaptable aircraft. The A321XLR, with a range of up to 4,700 nautical miles, allows airlines to explore new routes and connect hitherto underserved destinations. It boasts remarkable fuel efficiency, reduced emissions, and enhanced passenger comfort, making it an appealing alternative for airlines aiming to improve their operations and provide their passengers with an exceptional travel experience.

The Importance of Quality Tyres in Aviation

While various components contribute to an aircraft's performance, tyres play a crucial role in ensuring safe take-offs, landings, and smooth operations on the ground. Quality tyres are vital for maintaining traction, supporting heavy loads, and withstanding various weather conditions. Airlines and aircraft manufacturers prioritize tyre selection to optimize aircraft performance, reduce maintenance costs, and ensure passenger safety.

Goodyear Flight Radial Tyre: An Innovation for the Skies

Goodyear, a globally renowned tyre manufacturer with a rich history in the aviation industry, has developed the Flight Radial Tyre specifically for aircraft applications. This tyre is designed to deliver exceptional performance and longevity, meeting the stringent requirements of modern aviation. The "tyre's radial construction promotes more landings, and optimized bead design offers reduced weight," according to the manufacturer.

Key Features & Benefits

Featherweight Aluminum Core Bead Technology: Aluminum cord beads contribute to weight savings per tyre while maintaining tyre and bead geometry, strength, and durability. 

Merged Cord Technology: DuPont Kevlar® wound with nylon combines to enhance strength and reduce weight. It also decreases casing growth for enhanced resistance to foreign object damage and offers excellent wear resistance for long tread life. 

DiamondWeave Belt Technology: Designed to help optimize tyre performance, specialized cord placement for optimized treadwear.

Enhanced Dimensional Stability

The Flight Radial Tyre provides superior dimensional stability, ensuring optimal ground contact and uniform weight distribution. This stability enhances the tyre's overall performance, contributing to increased fuel efficiency and reduced wear and tear.

Extended Service Life

Goodyear's innovative tyre technology enables the Flight Radial Tyre to achieve a longer service life compared to conventional aviation tyres. This extended lifespan translates to significant cost savings for airlines, as they can reduce tyre replacement frequency and associated maintenance expenses.

Cut Resistance

The Flight Radial Tyre features enhanced cut resistance, providing increased protection against potential punctures and damages. This resilience allows the tyre to withstand challenging runway conditions, minimizing the risk of tyre failure and ensuring safer operations.

Excellent Traction

The Flight Radial Tyre provides exceptional grip on a variety of terrain, including wet runways and icy situations, thanks to its sophisticated tread design and high-quality rubber composition. This outstanding grip increases the aircraft's braking performance and overall landing safety.

Conclusion

The selection of Goodyear as the tyre provider for the Airbus A321XLR is a watershed moment in the aviation industry. Airbus hopes that the sophisticated features and benefits of the Flight Radial Tyre will improve the performance and safety of its newest aircraft type. The relationship between Airbus and Goodyear emphasizes the importance of collaboration and innovation in propelling growth in the aviation industry.

With Inputs from AeroTime

The Italian aviation industry has witnessed a series of transformations in recent years, and the acquisition of ITA Airways by Lufthansa Group is a significant development within this landscape. Alitalia, the flag carrier airline of Italy, faced financial challenges and underwent bankruptcy proceedings. As a result, the Italian Ministry of Finance stepped in to secure the airline's future by purchasing ITA Airways, a newly formed company that would serve as Alitalia's successor.

The Italian Ministry of Finance's Purchase of ITA Airways

In a proactive move to safeguard Italy's national airline, the Italian Ministry of Finance acquired ITA Airways. By taking control of the airline, the Ministry aims to ensure the continuity of air travel services for Italian citizens and maintain a strong presence in the global aviation market. This purchase by the government establishes a foundation for stability and growth in the Italian aviation industry.

Lufthansa Group's Strategic Move

Lufthansa Group, one of the world's leading aviation companies, has long been eyeing the opportunity to expand its presence in Italy. With the approval of the national court of auditors, Lufthansa Group can now proceed with acquiring a significant stake of 41% in ITA Airways at a purchase price of €325 million after weeks of meticulous investigation. This strategic move allows Lufthansa Group to strengthen its foothold in the Italian market and tap into the airline's potential for growth and profitability.

The Significance of the Acquisition

The acquisition of ITA Airways by Lufthansa Group has enormous implications for both firms and the aviation sector as a whole. It represents a change in control and management for Alitalia's successor, bringing the knowledge and resources of the Lufthansa Group with it. The German aviation conglomerate's involvement brings a renewed sense of stability and credibility to the airline, instilling confidence in customers, partners, and stakeholders. Furthermore, this transaction opens up opportunities for collaboration and synergies between ITA Airways and Lufthansa Group's extensive airline network. It provides opportunities for increased connectivity, enhanced services, and streamlined operations, benefiting travelers and contributing to the growth of the Italian aviation sector.

Obstacles to the Merger

Despite receiving approval from Italian financial regulators, a few critical obstacles remain before the deal can be completed. While financial regulators have authorized the arrangement, concerns about fair competition have arisen and need to be addressed. First, competition watchdog authorities in Italy and Germany will thoroughly examine the merger to determine whether it would violate antitrust regulations. Given the amount of corporate consolidation in the European aviation industry in recent years, many are concerned that an even larger Lufthansa Group will restrict fair competition in the market.

The most serious issue is the substantial number of landing slots that ITA Airways currently holds at Milan Linate Airport and Rome's Fiumicino Airport. While it would be unproblematic for a state-owned flag carrier to retain a significant presence at two of a country's principal airports, a global conglomerate attempting to utilize those slots for its own benefit, particularly to feed travellers into Lufthansa's German hubs, may prove problematic. After Italian and German officials accept the merger from a competitive perspective, the deal will face yet another obstacle before it can be finalized. The EU Commission must provide final clearance to guarantee that ITA's admission into the Lufthansa Group does not disrupt the competitive environment in European aviation.

Prospects and Implications for the Future

In the long run, the acquisition of ITA Airways bodes well for the Italian aviation industry. With controlling ownership in the airline's successor, Lufthansa Group could decide its strategic trajectory by leveraging its expertise and industry knowledge. This collaboration has the ability to stimulate innovation, expand routes, and provide passengers with a seamless travel experience. The acquisition further strengthens Italy's position in the global aviation sector. With the support of the Lufthansa Group, ITA Airways can compete on a global scale, inviting more tourists and business travellers to the country. As a result, Italy's economy benefits and its reputation as an attractive tourism destination improves.

Conclusion

The Italian Ministry of Finance's purchase of ITA Airways, followed by Lufthansa Group's acquisition of a 41% stake, represents an important milestone in the history of Alitalia and Italian aviation. This strategic transaction ushers in a new era through the amalgamation of Lufthansa Group's knowledge and ITA Airways' potential. With a solid foundation and promising prospects, the airline is poised to flourish in the dynamic and competitive aviation industry.

With Inputs from ANSA, FFH Radio