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Former United CEO Oscar Munoz says sophisticated investors who once avoided airlines are now studying cheap U.S. carriers, and he expects more deal "noise" soon after earnings season.
United Airlines is suing one of its cyber insurers after it refused to pay out a claim the Chicago-based carrier made following the infamous July 19, 2024, CrowdStrike outage, which bricked millions of computers running Windows software worldwide. In the immediate aftermath of the outage, United was forced to cancel 1,600 flights, and thousands more were delayed. Around 200,000 passengers were left stranded as the airline raced to restore its IT systems, resulting in losses totalling nearly $114 million. Thankfully, United had taken out a comprehensive insurance policy for just this kind of “catastrophic cyber event.” Specifically, United had created a so-called ‘insurance tower’ with nine different insurance companies providing a combined $200 million in coverage above a $50 million self-insured retention. The way this tower works is that United is responsible for the first $50 million of losses before it can start making claims for its various insurers. The first layer in this insurance tower was covered by AIG who agreed to pay out the full $15 million its coverage offered. The second layer was shared by Starr and Evanstan to a limit of $10 million. Both insurers paid out $5 million to reach this limit. The third layer was covered by Scottsdale, which also had a limit of $10 million, and this was paid out in full. The fourth layer was shared by Starr and Liberty, also to a $10 million limit. Again, both insurers paid out $5 million each. The fifth and final layer was shared by Indian Harbor and Homesite to a limit of $10 million. Indian Harbor paid out its share of $5 million, while Homesite, the final insurer in the tower, refused. “This case is about an insurer that took United’s premium, watched every other insurer… pay a valid claim in full, and then—standing alone against the unanimous judgment of seven other insurers—refused to honor its own policy,” lawyers acting on behalf of United wrote in an unusually strongly worded complaint filed in an Illinois district court earlier this week. “Homesite’s refusal is not a good-faith coverage dispute. It is an outlier position.” United’s lawyers explain that around $20 million of the losses it incurred from the CrowdStrike outage was from paying out compensation to passengers – something that it claims was required under federal mandate. Meanwhile, Homesite has allegedly claimed that United should have sought written permission before it paid out this compensation. “No insurer acting in good faith would demand that its policyholder choose between federal regulatory compliance and insurance coverage,” United’s lawyers add in their complaint. “The diametrically opposed positions taken by two insurers in the same layer… confirm that Homesite’s coverage denials are not the product of a good-faith evaluation of coverage but are instead driven by a desire to avoid its contractual obligations.” United is demanding a jury trial in this case, and, along with the $5 million it says it is owed by Homesite, the airline is also seeking a judgment declaring that Homesite acted in bad faith, pre and post-judgment interest, and other monetary damages.
Crew of Airbus twinjet designed for Qantas’s Project Sunrise to test systems including aft fuel tank. Airbus's first ultra-long range A350-1000ULR has taken off from Toulouse on a nonstop test flight to Melbourne. The twinjet – developed for Australian carrier Qantas's Project Sunrise initiative – lifted off from Toulouse Blagnac's runway 32L at about 07:34 local time on 23 July. While total flight time will not be formally confirmed until it arrives in Melbourne, the aircraft is intended to operate the Sydney-London route and fly for durations of 22h. This will be achieved with the specially-designed 20,000-litre aft centre fuel tank in the Rolls-Royce Trent XWB-powered jet. Airbus indicates that a crew of nine is on board the aircraft. The test flight is part of a 75-80h certification campaign for the -1000ULR ahead of Qantas's plans to launch the commercial Project Sunrise routes in October next year. Airbus carried out the maiden flight of the variant on 2 June. Qantas's first 238-seat A350-1000ULR will be a different airframe to the test flight aircraft MSN707 – the initial delivery will be MSN814. The airline has 12 of the type on order.
UK carrier's latest quarterly earnings took a hit from elevated fuel costs and reduced demand. EasyJet's fiscal third-quarter operating profit fell by more than two-thirds after the Iran war led to a £105 million ($140 million) increase in its fuel costs and weaker customer demand. The UK low-cost carrier, which is awaiting confirmation of a proposed £5.7 billion takeover by US investment firm Apollo Management, says the quarter ended 30 June was marred by a reduction in demand as concern over jet fuel supplies hit consumer confidence. However, it points to a "strong" late booking trend and says its seats are 68% sold for the fourth quarter. EasyJet has reported a £104 million operating profit for the period – down from a £293 million profit in the third quarter last year – and a profit before tax of £85 million, representing a 70% year-on-year drop. Its holidays division posted an £84 million pre-tax profit, which is £2 million lower than the same period last year. Group revenue was up 2% while passenger revenue dipped 1%. Capacity during the quarter was 3% higher than the corresponding period last year, but reduced passenger numbers resulted in a 1.3 percentage point fall in load factor to 88.9%. EasyJet expects full-year ASK capacity growth of 6% for fiscal 2026, and says capacity growth will "normalise" in the first half of fiscal 2027. "We have continued to manage the impact of the Middle East conflict, and its effect on fuel prices and booking trends, during the quarter," says EasyJet chief executive Kenton Jarvis. "As consumer confidence increases, we are seeing the load factor gap close for peak summer and an extension of the booking curve." Fuel costs on the unhedged portion of the carrier's fuel were a "headwind" in the third quarter, increasing its bill by £105 million year-on-year. EasyJet is 79% hedged at $786 per metric tonne going into the fourth quarter, but its fuel costs remain "uncertain due to price volatility". It is 62% hedged at $754/MT in the first half of fiscal 2027. Every $100/MT movement in price equates to about £17 million in extra fuel costs, says the carrier. As Airbus A319 retirements "accelerate", the carrier says upgauging will deliver about £250 million of incremental annual cost efficiencies across fiscal 2028 and 2029. Management changes The airline also discloses in its 23 July trading update that chief operating officer David Morgan is retiring from his role, "to return to flying as an EasyJet pilot". He will be succeeded by current chief commercial officer Sophie Dekkers. EasyJet has appointed former Norwegian chief commercial officer Daniel Skjeldam as Dekkers' replacement, effective 1 September. The carrier makes no mention of Apollo's proposed bid in its trading update. The US investment firm has until 7 August to make a firm bid for the airline or walk away. EasyJet has said it is "minded" to recommend Apollo's proposal to shareholders, should it turn into a firm offer. Apollo's proposal trumped an earlier proposed bid by Castlelake, which has, so far, not put forward a higher offer.
On July 10, a Boeing 737-800 Next Generation jetliner operated by Ryanair's subsidiary Malta Air suffered an uncontained engine failure during initial ascent. While CEO Michael O'Leary placed the blame on foreign object damage, the National Transportation Safety Board has not yet ruled out equipment age or service issues in the CFM56 engine's catastrophic malfunction.
The last McDonnell Douglas C-17 Globemaster III left the assembly line in 2015, and it is expected to remain a vital airlift platform of the US Air Force for decades to come. The last C-17 rolled out the doors just as Boeing absorbed the storied planemaker in one of the largest aerospace mergers in history. Now, as the caretaker of the Globemaster, Boeing is preparing to deliver a major upgrade through its new Aircraft Data Reasoner.
The head of the U.S. National Transportation Safety Board (NTSB) has accused Ryanair chief executive Michael O’Leary of violating international law over comments he made about the window blowout incident aboard one of the airline’s Boeing 737 jets over Greece earlier this month that partially sucked a 61-year-old passenger out of the plane. During a scheduled earnings call at the start of this week, the often outspoken O’Leary said that while he couldn’t “definitively” say what the cause of the accident was, "initial indications would suggest it looks like a foreign object damage to the engine.” O’Leary went on to say that the accident was not the result of the aircraft’s age or servicing. The NTSB has taken over responsibility for investigating the July 10 accident at the request of Greek authorities. The incident involved an 18-year-old Boeing 737-800, which was operating Ryanair flight FR-1879, a regularly scheduled service from Thessaloniki (SKG) to the German town of Memmingen (FMM) in Bavaria. Shortly after takeoff and while the aircraft was still in its initial ascent to cruising altitude, the right-hand engine suffered an uncontained failure, sending debris flying towards the fuselage of the plane. Some of that debris hit a cabin window, smashing through the various layers and causing an explosive depressurization. The 61-year-old Serbian passenger who was sitting beside this window was partially sucked outside, but thankfully did not sustain serious injuries. After declaring an emergency, the pilots returned to Thessaloniki, where the plane landed without further incident. In a new letter to Michael O’Leary, often styled as MoL, the NTSB’s chairwoman, Jennifer Homendy, reminded him of Ryanair’s responsibility under Annex 13 of the International Civil Aviation Organization (ICAO), which deals specifically with aircraft accident investigations. Under Annex 13, Ryanair has been designated as an accredited representative and technical adviser in the investigation, which is being led by the NTSB. One of the requirements of being an accredited representative or technical advisor in an official aviation accident is that information cannot be released without the express permission of the investigating authority – in this case, the NTSB. “The NTSB is currently investigating that accident and therefore, accredited representatives and their technical advisers are prohibited from making any comments regarding the potential cause of the event or otherwise conveying potential investigative information,” Homendy said in the July 22 letter, which was sent to MoL and the chief executive of Malta’s Bureau of Air Accident Investigation, Capt. Frank Zammit (the aircraft was registered to Malta Air, which is a wholly owned subsidiary of Ryanair). “The NTSB has not made any such determination, and our investigators have not yet ruled out age or servicing issues as contributing to this event,” the letter added. “Mr. O’Leary’s public statements violate Annex 13 as they provide an opinion and analysis of the accident and suggest potential areas of interest in the ongoing investigation.” “Because failure to comply with Annex 13’s restrictions, depending on the investigative relevance and accuracy of such information, may impact the integrity of the investigation, I urge Mr. O’Leary to refrain from further public statements regarding the investigation while it is ongoing.” The aircraft involved in the July 10 accident remains grounded. Investigators will not only want to establish whether a foreign object was responsible for the engine failure, but also that resulted in debris being sent flying towards the fuselage, causing the window blowout. A preliminary report that will describe the events of July 10 is expected to be released within weeks, but a full accident report could take many months to be completed.
Former United CEO Oscar Munoz says sophisticated investors who once avoided airlines are now studying cheap U.S. carriers, and he expects more deal "noise" soon after earnings season.
No airline's route network is static, which is usually a good thing . Changes always occur, mainly because of performance or opportunity. In the latest update, Qatar Airways has revealed a notable adaption to its sole New Zealand service.
easyJet's profits have been hit hard by the conflict in the Middle East and its impact on fuel prices, according to the low-cost-carrier's latest financial results. On July 23, 2026, easyJet said the group's profit before tax had shrunk by 70% in quarter two, from $382 million (£286 million) last year to $113 million (£85 million) this year. The company said it was impacted by "elevated fuel prices and a reduction in consumer demand following the onset of the Middle East conflict in March and consumer concern about unrealized fuel supply issues". Fuel costs increased by $140 million (£105 million) versus the prior year, due to "higher fuel prices on the unhedged portion of consumption, with fuel prices peaking at approximately $1,800 per metric ton in April". The airline, which has been subject to takeover offers from both Apollo and Castlelake in the last month , said it has hedged 62% of its fuel needs for H127 and 37% for H227. Brookgardener / Shutterstock For H127, the company has secured fuel at an average of $754 per metric ton (MT) and for H227 at $777/MT. The market price on July 20, 2026, is $1,275/MT. "Strong demand for late bookings in the month of departure was seen throughout the quarter, however this was insufficient to fully offset the weaker booking trends experienced following the conflict," easyJet said. Group revenue was up 2% from $3.90 billion (£2.918 billion) in quarter two 2025 to $3.99 billion (£2,983 billion) over the same period this year. "We have continued to manage the impact of the Middle East conflict, and its effect on fuel prices and booking trends, during the quarter," Kenton Jarvis, easyJet's CEO, said. "Pricing has been attractive, driving strong late booking demand for our flights and holidays and our relentless focus on execution has delivered an excellent operational performance and even greater levels of customer satisfaction." He added: "As consumer confidence increases, we are seeing the load factor gap close for peak summer and an extension of the booking curve as customers continue to prioritize travel and take advantage of our great fares." Looking ahead, easyJet said its Available Seat Kilometers (ASK) capacity is expected to grow 6% year on year with seats expected to grow 3% year on year. CCO steps down to return to flying as an easyJet pilot Additionally, easyJet announced that its Chief Operating Officer, David Morgan, has chosen to retire from his current role and return to flying as an easyJet pilot. Sophie Dekkers, the current Chief Commercial Officer, will assume Morgan's role until September 1, 2026, when new recruit Daniel Skjeldam will join easyJet as the permanent CCO. Skjeldam is currently a Non-Executive Director at Norwegian Air Shuttle . easyJet said Skjeldam's appointment comes at an "exciting time for the business as we prepare to launch our new loyalty proposition and focus on driving incremental revenue opportunities through premiumization and business travel, alongside the continued growth and optimization of our network". RELATED easyJet takeover thrown wide open by rival $7.6 billion US offer
For years, small communities occupied a unique place in Delta Air Lines' network. Travelers from cities served by the 50-seat Bombardier CRJ200 often accepted cramped cabins, limited amenities, and frequent connections because loyalty delivered tangible rewards. Frequent regional flyers accumulated Medallion status through repeated trips, received complimentary upgrades on connecting flights, and benefited from priority treatment during disruptions. That long-standing tradeoff has now been disrupted by two major changes that arrived almost simultaneously. Delta retired its CRJ200 fleet in late 2023, replacing the aircraft with larger dual-class regional jets such as the CRJ700, CRJ900, Embraer E175, and eventually the CRJ550. Although several CRJ200s briefly returned during the summer of 2024 to cover temporary fleet shortages, the airline's long-term strategy remains centered on fewer, fuller aircraft that offer a more premium onboard experience. At nearly the same time, Delta overhauled its SkyMiles Medallion program by making Medallion Qualification Dollars (MQDs) the primary path to elite status, shifting the emphasis from how often customers fly to how much they spend.
Denver-based carrier joins growing list of North American airlines to opt for the SpaceX service. Frontier Airlines is to install SpaceX's Starlink in-flight Wi-Fi service on its entire fleet as part of a programme that will see five Indigo Partners-backed carriers equip more than 1,000 aircraft with the system. European budget carrier Wizz Air, Mexico's Volaris, Latin America's JetSmart and Philippines-based Cebu Pacific will also install Starlink on their aircraft. "Starlink will provide our portfolio airlines with reliable, high-speed connectivity," says Indigo Partners managing partner Bill Franke. A Frontier spokesperson confirms to FlightGlobal that all 183 of the carrier's Airbus A320s and A321s will be equipped with Starlink. The first Starlink-equipped aircraft is scheduled to launch in early 2027. Further details on how long the full roll-out will take are still "to come", adds the spokesperson. Frontier becomes the latest in a string of North American carriers to select SpaceX's low-Earth orbit (LEO) satellite-based in-flight connectivity service . Air Canada, Alaska Airlines, American Airlines, Hawaiian Airlines, Southwest Airlines, United Airlines, WestJet and charter carrier JSX have all opted to install Starlink across their fleets. Delta Air Lines and JetBlue Airways, meanwhile, have both selected Amazon's competing Leo service. Frontier says it will be the first US carrier to offer passengers access to Starlink through "a new service managed directly by Starlink". FlightGlobal has approached SpaceX for more information about this service. Starlink uses a network of LEO satellites to provide low-latency global coverage, including across polar regions. Both Starlink and Amazon Leo have been taking market share from incumbent satellite providers , which have traditionally focused on satellites in geostationary orbit. Those providers are increasingly offering multi-orbit solutions to airlines in response.
For years, the Airbus A319 occupied an important niche in the European manufacturer’s single-aisle family. It offered airlines the commonality of the larger A320 while providing fewer seats for thinner routes, making it popular with carriers such as easyJet, American Airlines, United Airlines, Lufthansa and British Airways. When Airbus launched the A320neo family in 2010, it naturally included an updated A319neo. Yet, more than a decade later, the smallest member of the family has become little more than a footnote. Instead, the Airbus A220 has emerged as the aircraft of choice in the 100-150 seat market, to the point where Airbus executives are increasingly positioning it as the company’s smallest mainstream narrowbody, leaving the A319neo with only a tiny order book. So why did this happen? The A319neo Was Never Designed for This Market The biggest challenge facing the A319neo is that it wasn’t designed from scratch. Like the A318, A319, A320 and A321 before it, the A319neo is based on a fuselage that first flew in 1987. While the addition of new engines, sharklets and aerodynamic improvements significantly reduced fuel burn, the aircraft remained a shortened version of a larger design. That brings inevitable compromises. The aircraft carries much of the same wing, landing gear and systems as its larger siblings, meaning its structural weight is relatively high for the number of passengers it carries. Those costs are spread across fewer seats than an A320neo or A321neo, making the economics less attractive. By contrast, the A220 was conceived specifically for this market. Originally developed by Bombardier as the CSeries , it was designed around modern lightweight structures, advanced aerodynamics and Pratt & Whitney geared turbofan engines from the outset. Every aspect of the aircraft was optimised for carrying between around 100 and 150 passengers efficiently. Airlines Want Efficiency Above All Else For airlines, cost per seat is everything. Although the A319neo delivers substantial fuel savings over the previous-generation A319ceo, it simply cannot match the purpose-built efficiency of the A220 on many missions. The A220 is lighter, burns less fuel per passenger on typical short- and medium-haul sectors, and offers lower operating costs in the market segment that both aircraft target. For airlines looking to replace ageing Airbus A319s, Boeing 737-700s, Embraer 190s or regional jets, the A220 increasingly became the obvious choice. Passengers Prefer the A220 The A220 hasn’t just won over airlines, it has also become a favourite with passengers. Its five-abreast cabin (2-3 seating) means there is only one middle seat in each row, while wider seats, larger windows, lower cabin noise and generous overhead bins create a noticeably more modern travelling experience. Airbus says the A220 consistently achieves some of the highest passenger satisfaction scores among airline fleets, making it attractive not only for operating economics but also for customer experience. The Market Has Moved Upwards Ironically, another factor has worked against the A319neo: airlines now want larger aircraft. As airports become busier and pilot shortages persist in many regions, airlines increasingly maximise each slot by using larger aircraft. Within Airbus’ own product line, the A321neo has become the runaway success story, attracting the majority of new orders, while the A320neo continues to dominate the middle of the market. The A319neo has effectively been squeezed from both directions. Airlines needing around 140 seats increasingly favour the A220-300, while those wanting more capacity simply move up to the A320neo or A321neo. There is very little room left in the middle for the A319neo. Orders Tell the Story Perhaps the clearest evidence comes from the sales figures. The A319neo has attracted only a handful of orders compared with its larger siblings, with several customers converting their commitments to larger A320neo-family aircraft instead. Today, only a small number are in airline service, primarily with operators in China. The A220, meanwhile, has enjoyed steadily growing success since Airbus took over the former Bombardier programme in 2018. The family has now surpassed 1,000 firm orders and is operated by airlines including Delta Air Lines, Air France, JetBlue, airBaltic, Swiss and Air Canada, with Airbus continuing to ramp up production. Could the A220 Become Even More Important? The A220’s influence may not stop here. Airbus is actively studying a stretched A220-500 , which would add around five additional rows of seating and move the aircraft closer to today’s A320neo in capacity. Airline interest has been strong, and Airbus has indicated it is evaluating what it describes as a relatively “simple” stretch once production of the existing variants reaches higher rates. If launched, the A220-500 could place even greater pressure on the lower end of the A320neo family, reinforcing the A220’s position as Airbus’ dedicated aircraft for the smaller single-aisle market. The Right Aircraft at the Right Time The A319neo isn’t a poor aircraft. In many ways, it is exactly what Airbus intended it to be: a modernised version of a proven airliner. The problem is that the market changed. Airlines no longer wanted a shortened derivative when a clean-sheet alternative existed that offered lower operating costs, a better passenger experience and performance tailored specifically to the 100-150 seat sector. For Airbus, acquiring the Bombardier CSeries programme may prove to have been one of its smartest strategic decisions. Rather than forcing the A319neo to compete in a market for which it was never truly optimised, the manufacturer now has an aircraft purpose-built for the role. As a result, the A220 hasn’t merely complemented the A319neo, it has effectively replaced it.
In recent weeks, we've seen the major US airlines report their Q2 2026 earnings. Obviously it's an unusual time for the industry — while we've seen a huge spike in jet fuel prices, we've also seen airlines be able to charge higher fares ( which they believe they can sustain ). In the United States, the story has largely been the same at most airlines — we're seeing record revenue, while profits are down year-over-year. However, the extent to which profits are down differs massively. American is obviously the carrier among the "big three" that's struggling the most, and it has just reported its financial results , including updated guidance. It's all not very pretty. American "only" earns $71 million in its (historically) best quarter When it comes to quarterly results, generally American's best quarter is Q2, followed by Q4, followed by Q3, followed by Q1. That's because Q2 covers spring and early summer travel (the peak summer travel period has moved forward), Q4 covers holiday travel, Q3 covers some summer and fall travel, and Q1 is… well, rough. Obviously you'd expect some year-over-year changes at airlines, reflecting higher revenue but also higher costs. However, in general you'd hope that American is somewhat "tracking" its competitors, in terms of the percent changes year-over-year. In 2025, American's annual profits plunged by 87% , and CEO Robert Isom promised significant upside. So, how are things going now? American has just reported a net income of $71 million for Q2 2026, representing an 88% year-over-year decrease in net profit. As a point of comparison, Delta and United saw profits decrease by 25% and 17%, respectively. Airline Q2 2025 net income Q2 2026 net income Percent change American $599 million $71 million −88.1% Delta $2.13 billion ~$1.60 billion −24.9% United $973 million $805 million −17.3% Now, to be thorough, let's also compare Q1 2026 results compared to the previous year (keep in mind Q1 2025 was really rough due to the tariff situation, so all airlines saw a profit increase over that period). Airline Q1 2025 net income Q1 2026 net income Percent change American -$473 million -$382 million +19.2% Delta $240 million $570 million +137.5% United $387 million $973 million +151.4% It seems unlikely American will make money in 2026 American lost $382 million in the first quarter, and earned $71 million in the second quarter, so for the first half of the year, we're at a loss of $311 million, with the company's historically best quarter behind it. For context, in Q3 2025 American had a net income of -$114 million, and in Q4 2025 it had a net income of $99 million. At this point, it seems highly unlikely that American will turn a profit in 2026. American has also updated its full year 2026 guidance, and now expects earnings per share of -$0.65 to $0.65. That contrasts to the previous guidance of -$0.40 to $1.10. And keep in mind American's initial guidance for 2026 was $1.70 to $2.70. For context, Delta has maintained the same guidance throughout, of $6.50 to $7.50 per share. Meanwhile United's guidance has gone from $12 to $14 per share, to $9 to $11 per share. But worry not, folks, American CEO Robert Isom is "excited about the remainder of 2026," brags about how the carrier's "performance reflects the strength of [its] commercial strategy," and thanks the team "for their outstanding execution on [their] commercial and operational objectives during the quarter." The concept of American turning a profit this year seems like a pipe dream at this point, and must be based on assuming that oil prices crash, while the airline can maintain pricing power. 2026 isn't looking very promising for American Bottom line Admittedly no one expects that a turnaround will happen overnight, but American is continuing to lose ground to competitors when it comes to financial results, rather than narrowing the gap. The company had profits in Q2 decrease by 88%, and that's historically American's best quarter. Combined with the $382 million loss in the first quarter, it's hard to imagine a world in which the airline will turn a profit this year. As always, one can't help but be reminded of how in 2017, former American CEO Doug Parker said that the airline would never lose money again, and even in a bad year, the airline should earn around $3 billion in profits. That sure didn't age well, did it? One can't help but wonder how much longer the board will just sit on the sidelines as more and more ground is lost… What do you make of American's financial results, and how do you see this playing out?
On July 10, a Boeing 737-800 Next Generation jetliner operated by Ryanair's subsidiary Malta Air suffered an uncontained engine failure during initial ascent. While CEO Michael O'Leary placed the blame on foreign object damage, the National Transportation Safety Board has not yet ruled out equipment age or service issues in the CFM56 engine's catastrophic malfunction.
The head of the U.S. National Transportation Safety Board (NTSB) has accused Ryanair chief executive Michael O’Leary of violating international law over comments he made about the window blowout incident aboard one of the airline’s Boeing 737 jets over Greece earlier this month that partially sucked a 61-year-old passenger out of the plane. During a scheduled earnings call at the start of this week, the often outspoken O’Leary said that while he couldn’t “definitively” say what the cause of the accident was, "initial indications would suggest it looks like a foreign object damage to the engine.” O’Leary went on to say that the accident was not the result of the aircraft’s age or servicing. The NTSB has taken over responsibility for investigating the July 10 accident at the request of Greek authorities. The incident involved an 18-year-old Boeing 737-800, which was operating Ryanair flight FR-1879, a regularly scheduled service from Thessaloniki (SKG) to the German town of Memmingen (FMM) in Bavaria. Shortly after takeoff and while the aircraft was still in its initial ascent to cruising altitude, the right-hand engine suffered an uncontained failure, sending debris flying towards the fuselage of the plane. Some of that debris hit a cabin window, smashing through the various layers and causing an explosive depressurization. The 61-year-old Serbian passenger who was sitting beside this window was partially sucked outside, but thankfully did not sustain serious injuries. After declaring an emergency, the pilots returned to Thessaloniki, where the plane landed without further incident. In a new letter to Michael O’Leary, often styled as MoL, the NTSB’s chairwoman, Jennifer Homendy, reminded him of Ryanair’s responsibility under Annex 13 of the International Civil Aviation Organization (ICAO), which deals specifically with aircraft accident investigations. Under Annex 13, Ryanair has been designated as an accredited representative and technical adviser in the investigation, which is being led by the NTSB. One of the requirements of being an accredited representative or technical advisor in an official aviation accident is that information cannot be released without the express permission of the investigating authority – in this case, the NTSB. “The NTSB is currently investigating that accident and therefore, accredited representatives and their technical advisers are prohibited from making any comments regarding the potential cause of the event or otherwise conveying potential investigative information,” Homendy said in the July 22 letter, which was sent to MoL and the chief executive of Malta’s Bureau of Air Accident Investigation, Capt. Frank Zammit (the aircraft was registered to Malta Air, which is a wholly owned subsidiary of Ryanair). “The NTSB has not made any such determination, and our investigators have not yet ruled out age or servicing issues as contributing to this event,” the letter added. “Mr. O’Leary’s public statements violate Annex 13 as they provide an opinion and analysis of the accident and suggest potential areas of interest in the ongoing investigation.” “Because failure to comply with Annex 13’s restrictions, depending on the investigative relevance and accuracy of such information, may impact the integrity of the investigation, I urge Mr. O’Leary to refrain from further public statements regarding the investigation while it is ongoing.” The aircraft involved in the July 10 accident remains grounded. Investigators will not only want to establish whether a foreign object was responsible for the engine failure, but also that resulted in debris being sent flying towards the fuselage, causing the window blowout. A preliminary report that will describe the events of July 10 is expected to be released within weeks, but a full accident report could take many months to be completed.
Cathay brought together 80 students from Hong Kong and the Chinese mainland on July 15, 2026, for a joint aviation education program in Chengdu, the first time the airline's I Can Fly initiative has combined participants from both regions into one cohort. The program, called I Can Fly Youth Academy, is part of Cathay Pacific's broader I Can Fly initiative, which the airline has run since 2003. Since then, more than 8,800 students have gone through the program, with a number of them going on to build careers in aviation. This year's edition, developed in partnership with the China Soong Ching Ling Foundation, also coincides with Cathay's 80th anniversary. A trip spanning three cities Cathay said that rather than staying in one place, the students will move through Chengdu, Hong Kong, and Adelaide over the course of the program, with each stop built around a different side of the aviation industry. In Chengdu, students are visiting aviation facilities and training institutions, including the AVIC Chengdu Aviation Theme Education Base, the Civil Aviation Flight University of China, and the University of Electronic Science and Technology of China, getting a look at how the aviation sector and its talent pipeline have developed on the mainland. From there, the group heads to Hong Kong, where the focus shifts to how a major international aviation hub actually runs. Visits are planned to Cathay City, the Civil Aviation Department, and Hong Kong Aircraft Engineering Company, covering everything from flight operations and engineering to cabin service. Students who stand out during the program will get an additional opportunity: a trip to Adelaide, Australia, where they'll get international exposure and the chance to meet working aviation professionals. Building connections through aviation The launch ceremony in Chengdu drew a mix of officials and representatives, including China Soong Ching Ling Foundation Secretary-General Chen Hongqu, government officials from Sichuan, and Cathay's Chief Customer and Commercial Officer Lavinia Lau. Lau described the program as central to how the airline approaches youth development, noting that Cathay has watched participants use it over the years to broaden their horizons and pursue new paths. She said extending the academy to Chengdu, and bringing students from both regions together for the first time, marked a meaningful step for the program. Chen echoed that sentiment, framing the collaboration as a way to give young people in Hong Kong and the mainland more chances for cross-cultural exchange through hands-on experience. Part of a broader push The I Can Fly Youth Academy is one piece of a larger set of youth-focused programs Cathay runs, alongside initiatives like Cathay Young Explorers, its Cadet Pilot Training Programme, and the Cathay Hackathon. Together, the airline says, these programs are meant to support aviation education and talent development across Hong Kong and the mainland. The academy also fits into a wider community commitment Cathay has set for the year: an aim to reach 80,000 people in 2026 through programs centered on youth development, sports, and arts and culture. RELATED Cathay Pacific marks first batch of cadet pilots from in-house training program
Every day, the team at Aircraft For Sale chooses an airplane that catches our attention because it is unique, a good deal, or has other qualities we find interesting. You can read Aircraft For Sale: Today's Top Pick at FLYINGMag.com daily. Today's Top Pick is a 2007 Diamond DA40. Standing out in the aviation landscape with its aerodynamically efficient composite construction, the Diamond DA40 has cultivated a stellar reputation as a highly capable and forgiving platform. This 2007 Diamond DA40-FP Diamond Star presents an exceptional opportunity for first-time aircraft owners or flight schools looking to acquire a reliable, economical cross-country machine. The airframe boasts 5,870 hours total time since new (TTSN) and a clean pedigree with no known damage history and completely intact logbooks. Sitting in the pilot's seat reveals an advanced instrument layout centered around a fully integrated Garmin G1000 flight deck, offering phenomenal situational awareness for IFR operations. The dual 10-inch primary and multi-function displays are supported by dual Garmin GIA 63 integrated radio modules, a GRS 77 solid-state AHRS, and a GTX 335R transponder. While configured as a non-WAAS setup without an autopilot, the panel provides an exceptional environment for building genuine stick-and-rudder instrument proficiency. The cockpit is outfitted with several thoughtful utilitarian touches designed for comfort and practicality. The installation of a larger factory-style bubble canopy provides significantly increased headroom, making it ideal for taller pilots or demanding flight school operations. Further cabin refinements include a four-way baggage compartment system, canopy vent window scoops, dual USB power ports, and a convenience package featuring integral cupholders and large-capacity side pockets. 2007 Diamond DA40 [Credit: Aerista] Moving beyond the sleek composite lines, the nose section houses a proven and dependable Lycoming IO-360 powerplant that consistently delivers economical operation and predictable performance. Providing a respectable 829-pound useful load, this aircraft is further enhanced by several valuable upgrades, including a Power Flow tuned exhaust system that maximizes efficiency and a Plane-Power heavy-duty alternator. A pre-installed EZ Heat engine pre-heater ensures the powerplant is protected during cold-weather operations. Underscoring its readiness for immediate flightline duty, the aircraft is backed by a fresh annual inspection recently completed in January 2026. This thorough checkup guarantees mechanical integrity and dispatch reliability right out of the gate, with the ELT inspection not due until May 2027. Listed at $224,900 , this Colorado-based 2007 Diamond DA40-FP Diamond Star provides an affordable and highly attractive pathway into modern composite aircraft ownership. If you're exploring ownership options, FLYING Finance can help get you airborne. Use our airplane loan calculator to estimate your monthly payments, or connect with an aviation finance expert at flyingfinance.com . FLYING Magazine: Diamond's DA40 NG Just Might Be What the General Aviation Market Is Clamoring For FLYING Magazine: Diamond Offers a Year's 'Free Flying' for DA40 Buyers FLYING Magazine: UNSW School of Aviation Expands Diamond Fleet Plane + Pilot : Rediscovering the Diamond DA40 Plane + Pilot : Diamond DA40 XL: Polishing the Diamond Star Plane + Pilot : Diamond Aircraft to Build Electric DA40 Model The Aviation Consumer: Used Aircraft Guide: Diamond DA40 Star The Aviation Consumer : Diamond DA40 Star
By Bernie Wunder, EAA 128167/AMA 984592 EAA developed a program called Young Eagles Build and Fly (YE B&F) to keep youths involved in aviation after a Young Eagles flight. The idea was that the EAA chapter would team up with the local Academy of Model Aeronautics (AMA) club to build and then actually fly a […]
Lockheed Martin's second-quarter earnings look much stronger than last year, largely because a set of one-time losses from 2025 didn't repeat this time around. The defense contractor reported second quarter 2026 sales of $20.1 billion, up 11% from $18.2 billion a year earlier, while net earnings jumped to $1.8 billion, or $7.94 per share, compared to just $342 million, or $1.46 per share, in the same quarter last year. Much of that swing traces back to a rough second quarter in 2025, when Lockheed absorbed $1.6 billion in program losses tied to a classified Aeronautics contract and two helicopter programs, Canada's Maritime Helicopter Program and Turkey's Utility Helicopter Program. With those losses behind it, this year's results look considerably stronger by comparison, though the company also saw genuine growth from higher production volumes, particularly on the F-35 program and various missile programs. Cash generation told a similar story. The company brought in $3.2 billion from operations this quarter, compared to just $201 million a year ago, while free cash flow came in at $2.9 billion versus a negative $150 million in the same period last year. A record backlog, and a defining new contract Lockheed's order backlog climbed to a record $230 billion, up from $193.6 billion at the end of 2025. A major driver behind that jump was a $35 billion multi-year contract with the Missile Defense Agency to produce THAAD interceptors, part of what Chairman, President and CEO Jim Taiclet described as a broader effort to modernize how the company builds munitions. "We took a major step forward in transforming munitions production, putting the framework agreements we announced earlier this year into action by signing a $35 billion multi-year contract with the Missile Defense Agency for THAAD," Taiclet said. He also pointed to the company's Sanctum counter-drone system, which went from concept to live-fire testing in just 45 days, combining a battle manager, radar, launcher, and missile into a single system. Taiclet added that Lockheed is also investing in expanding its manufacturing base, citing a collaboration with General Motors Defense in the US and an agreement with Rheinmetall to co-produce ATACMS missiles in Europe. How the different divisions performed Lockheed's four business segments, Aeronautics, Missiles and Fire Control, Rotary and Mission Systems, and Space, all posted sales growth this quarter, though the size of that growth varied. Missiles and Fire Control saw the steepest increase, with sales up 19% to $4.1 billion, driven largely by production increases on the PAC-3 and THAAD missile defense programs, along with the Precision Strike Missile program. Aeronautics grew 9% to $8.1 billion, helped by higher volume on F-35 production contracts, while Rotary and Mission Systems also grew 9%, to $4.4 billion, and Space grew 6% to $3.5 billion. Aircraft deliveries told a more mixed story. Lockheed delivered 19 F-35 jets during the quarter, down sharply from 50 a year earlier, while C-130J deliveries rose to seven from just one. Government helicopter program deliveries slipped slightly to 16, from 24 a year ago. Raising the outlook for the rest of the year Lockheed said the strength of its second quarter gave it enough confidence to raise its full-year financial guidance. The company now expects sales growth of approximately 8% for 2026, along with a 28% increase in segment operating profit and free cash flow projected to exceed $7 billion, up from earlier guidance. Taiclet tied the improved outlook directly to the company's broader strategy. "This continued performance reflects more than just increased customer demand – it is evidence that our 21st Century Security strategy, and its focus on integration, partnerships and operational excellence is working," he said, adding that the results give the company "confidence to raise our full year financial guidance."
The last McDonnell Douglas C-17 Globemaster III left the assembly line in 2015, and it is expected to remain a vital airlift platform of the US Air Force for decades to come. The last C-17 rolled out the doors just as Boeing absorbed the storied planemaker in one of the largest aerospace mergers in history. Now, as the caretaker of the Globemaster, Boeing is preparing to deliver a major upgrade through its new Aircraft Data Reasoner.
When thinking of next-generation fighter jets , it is useful not to think of them as fighter jets in the traditional sense. Rather, they are more like next-generation flying data centers forced to solve a raft of engineering challenges that had never been solved in the past (while also carrying missiles). Public attention is often focused on the easily visible aspects, like the stealthy shape and the tailless designs, but these can be distractions to understanding what is really going on.
