Authorities confirmed that a bomb scare at LaGuardia Airport (LGA) caused the temporary evacuation of Terminal B and disrupted flights early Saturday morning. The incident, which began around 06:30 local time on 9 November, was sparked by discovering a suspicious package in a non-public terminal area. The Port Authority quickly responded, leading to the evacuation of some passengers and the suspension of flights from the terminal. Port Authority officials said the suspicious package was first flagged by TSA at the screening area at approximately 05:35, according to the New York Daily News. The package, a duffle bag, contained an organic material that tested positive for potential bomb-making components and several 18-volt batteries typically used in power tools. The NYPD Bomb Squad was dispatched to investigate further. The terminal was evacuated for safety reasons, and passengers who had not yet gone through TSA security were asked to leave and wait outside. Passengers who had already cleared security were allowed to remain in the terminal. However, the disruption led to delays in flight departures from Terminal B, which serves major airlines

Ukraine launched yet another long-range drone attack on Moscow on Sunday in what Reuters says could be the biggest Ukrainian drone strike on Moscow so far in this war (Moscow airports seemingly came under Ukrainian drone attack in September). The attack forced flights in Moscow to be diverted and underscored Ukraine's growing long-range drone capabilities (Ukraine recently became the first country to establish a 'drone force' called the Unmanned Systems Forces) According to Reuters, the latest drone attack forced at least 36 flights to be diverted from three of Moscow's major airports. Flight operations resumed shortly after. The Russian Ministry of Defense stated it had destroyed another 36 drones over other regions of Western Russia within three hours on Sunday - although it is impossible to verify these claims. Videos emerged online showing one-way Ukrainian attack drones flying over parts of Russia and various drones burning on the ground (apparently shot down by Russian air defense). It is unclear if any Ukrainian drones made it to their intended targets. Meanwhile, Russia launched a record 145 drones against Ukraine overnight, with Kyiv saying it had downed 62 of those drones. Ukraine has been previously targeting Russian oil refineries, airfields, strategic early-warning radar stations, ammunition storage bases, and other key infrastructure. Ukraine is also developing and building rocket-powered drones to strike at Russian targets.

Air France-KLM chief executive Ben Smith has identified pilot availability for KLM's newly introduced aircraft types as the largest stumbling block in improving the Dutch carrier's financial performance. "The biggest challenge and, I guess, frustration we have [at KLM] is our inability to get the long-haul capacity levels in place," Smith said during a third-quarter results call on 7 November, adding: "It's taking way too long, and it's not sustainable." Smith says KLM has a "very complex" collective labour agreement (CLA) for pilots, "which does not allow a new aircraft type to integrate well". In August, KLM took delivery of its first Airbus A321neo from an order of up to 160 single-aisles for the network airline and the group's Transavia low-cost division, to replace their fleets of Boeing 737NGs. In the long-haul arena, KLM plans to introduce A350s to replace A330s and 777s. Air France-KLM last year ordered 50 A350s, spanning both the -900 and -1000 variants, and took options on another 40. Deliveries are scheduled to begin in 2026. Smith insists the airline has sufficient aircraft and pilots, but says that simultaneous integration of the A350 and A320neo-family jets "is not something that the CLA handles in an efficient way", adding: "That's the biggest frustration we have at KLM, getting the capacity in [place] which is the main driver for the unit cost going up." Inflation has put "a lot of pressure" on labour agreements at KLM, says Smith, observing that inflation has been higher in the Netherlands than in France. "The expectations of staff because of the inflation are disproportionately high," he complains. "KLM has not seen that, and that has been a challenge to manage." KLM's third-quarter operating profit was down 27% year on year at €396 million ($428 million). Revenue grew 3.6% to €3.55 billion. The group says KLM's revenue improvement was more than offset by cost increases. It lists a 15% rise in salary costs and a similar increase in other expenses at KLM, while the airline's fuel bill (excluding costs for the EU Emissions Trading System) declined 3.8%. Air France delivered a third-quarter operating profit of €732 million, down 9.2% year on year. The group attributes this decline to a €160 million revenue impact from the Olympic Games in Paris in July and August plus a one-time €50 million payment to staff in relation to that event. The French flag carrier's revenue was up 3.1% at €5.54 billion. Without the impact of the Olympics, Air France improved its third-quarter performance versus 2023, says its parent. Smith recalls that when he joined the group as chief in 2018, Air France "had horrible labour relations, the worst in the world, and a business model that did not work and had no potential future of it working". He adds: "We completely overhauled the business. We got the relationships into a much better spot and Air France unit cost and its revenue production is going in the right direction... We can go a lot further." KLM meanwhile was performing "very well" back when Smith joined, he says, citing a 9% margin, and did "reasonably well" amid the pandemic. But, since then, "we've had an unbelievable number of challenges that were not expected". He references government proposals to reduce Amsterdam Schiphol airport's capacity as having created uncertainty in terms of future fleet size, staff requirements and potential curfews. "To navigate through that has been a big distraction." Ground-operational bottlenecks at Schiphol and inflation are cited by Smith as headwinds outside Air France-KLM's control. These, he complains, have "put big strains on the operations of KLM, and the costs have gone up through the roof, in particular the customer compensation". He describes the task of managing the carrier in the current environment as "very difficult" and acknowledges that the parent group's management resources have hitherto "not been fully focused on KLM", adding: "[That is] something we should have done earlier, and that is what we are going to do going forward, because the big business of KLM is quite solid." Smith is optimistic that KLM's individual issues can be resolved. Following ministerial changes, he says the airline is "in much better territory" in terms of government relations: "We don't have the same level of hostility that we had for a three-, four-year period." A new chief executive at Schiphol's operator, meanwhile, has "finally recognised us as the number-one customer at the airport, and is not going against us". To address in-house challenges, KLM in October disclosed a range of measures aimed at improving its financial performance by €450 million per annum through cost cuts and increased productivity. Dubbed "Back on Track", the programme is intended to simplify the carrier's operations and potentially outsource some activities. Despite the planned changes. which he describes as difficult, Smith is hopeful that KLM's network airline business model does not require an overhaul. While the carrier may need to attract a different customer mix, he says, "there is no requirement to do a structural change as we had to do with Air France".