Abu Dhabi-based Etihad Airways made a post-tax profit of $476 million in 2024, up from $143 million the previous year. The Middle Eastern carrier says revenue increased 25% to $6.9 billion. Passenger revenue rose from $4.5 billion to $5.7 billion, while cargo revenue was up 24% at $1.13 billion. Passenger numbers grew 32% to reach 18.5 million. Capacity was lifted 28% as the airline added 12 aircraft and boosted utilization, it notes. Load factor came in at 87%, versus 86% in 2023. "These results are testament to the dedication of our people who have worked together for a purpose, delivering our strategy," states chief executive Antonoaldo Neves. "Their efforts have driven improvements in customer satisfaction measured across all cabin classes and numerous other touchpoints. "Looking ahead, I am confident we will continue to be a financially strong airline delivering extraordinary customer experiences, fulfilling our shareholder's mandate, and contributing to the long-term prosperity and success of the UAE." As of 31 December 2024, Etihad had an operating fleet of 97 aircraft, including six new Airbus A320neos.

European governments should have allowed some of the continent's airlines to collapse during the pandemic to accelerate consolidation, according to SAS chief executive Anko van der Werff. Speaking at the UK Aviation Club in London on 19 February, Werff explains that in his view, “I don’t think that all options were explored” during the pandemic, and, when it hit, “a number of airlines together just ran to governments and asked for government support, including SAS, before I arrived. I truly believe [providing bailouts] was the wrong solution.” He argues that Europe is suffering from a fragmentation in its airline market that means carriers do not have the economies of scale to invest in their products or compete globally, calling them “breakeven airlines”. As an example, whereas in the USA four large players represent 80% of the market and are “hugely profitable”, in Europe the same market share is divided between 17 carriers that struggle for financial sustainability, he highlights. Covid therefore was a chance to let the market consolidate around its main players that would have emerged larger and more profitable, as well as better able to compete globally and provide a service to their customers. “I do believe 2020 was a massive opportunity to… restructure a business that is perpetually losing money,” he continues. “Had I been in the European Commission or a prime minister somewhere… there was a golden opportunity for politicians to say: ‘No, aviation industry… Sort yourselves out. Fix it with market money.’” Commenting that this is close to what happened in Latin America and the USA, he adds that their aviation markets have come out of the pandemic “better than Europe’s has”. SAS itself received €1 billion ($1 billion) in backing from state shareholders Sweden and Denmark in 2020, comprising equity participation, a rights issue, and other support. Both countries increased their stakes as a result, but SAS went on to institute Chapter 11 bankruptcy protection and restructuring which wiped out much of the airline’s existing ownership positions. Having emerged from the process in August 2024, today private equity firm Castlelake holds a 32% stake in the airline, with Denmark holding 25.8%, Air France-KLM 19.9%, Lind Invest 8.6%, and the rest divided among creditors. Werff joined the company in 2021 having previously led Colombia’s Avianca. Core to the problem has been European government indecision over whether to treat its airlines as businesses or essential infrastructure that needs to be protected, Werff believes. Furthermore, he highlights what he describes as contradictory policy from the Commission, which acts to push up prices to consumers with environmental charges and other regulations on its airlines, while at the same time blocking consolidation on the grounds that it could increase fares. Such anti-business positions, as he sees them, “remains an issue that I have [with Europe]”, he continues, adding that the ease of operating in the USA makes it “a different world” for airlines.

Southwest Airlines has eliminated around 1,750 corporate roles, a move the US major estimates will save it $210 million in 2025 and $300 million in 2026. The workforce reduction centres on corporate and leadership positions and represents around 15% of corporate positions, Southwest says, adding that the job cuts encompass 11 senior-leadership roles. The layoffs will be "substantially complete" by the end of 2025's second quarter, it adds. "This decision is unprecedented in our 53-year history, and change requires that we make difficult decisions," Southwest chief executive Bob Jordan states. "We are at a pivotal moment as we transform Southwest Airlines into a leaner, faster and more agile organisation." The corporate-workforce reduction follows a series of significant personnel changes at the Dallas-based carrier in the wake of the 24 October 2024 settlement between its board and activist investor Elliott Investment Management. At that time, five of Elliott's nominees were approved as board members. Former Southwest chief executive Gary Kelly's previously announced retirement as board chair was moved up to 1 November from spring 2025. In early January, Southwest disclosed that chief financial officer Tammy Romo would be retiring in April, after serving the US major in that role since 2012. A month later, in February, the carrier named former Breeze Airways president Tom Doxey as Romo's successor. Also set to retire in April is chief administration officer Linda Rutherford. Two Southwest board members, Eduardo Conrado and Elaine Mendoza, notified the company on 4 February that they would not stand for re-election at an upcoming annual meeting of shareholders.