The agreement will allow IndiGo to place its code on KLM operated routes to 30 destinations across these regions, via Amsterdam. IndiGo has recently commenced its nonstop, long-haul operations from Mumbai to Amsterdam using its Boeing 787-9 Dreamliner aircraft, damp-leased from Norse Atlantic Airlines. 

Pieter Elbers, CEO of IndiGo, said: “At IndiGo, we are committed to offering seamless global connectivity to our customers as part of our ambitious internationalisation strategy. We are delighted to deepen our partnership with KLM, providing our customers with greater convenience when traveling across Europe and the UK through Schiphol airport, one of the biggest European hubs. We are confident that our customers will value and benefit from the seamless connectivity offered through the vast combined networks of IndiGo and KLM. This collaboration aligns with our vision of giving wings to the nation and fostering more opportunities for boosting trade and tourism between India, Europe and rest of the world.”

The airline has also announced its frequency to London. Qatar Airways marks up to 10 daily flights to London as its highest-ever frequency, which is complemented by British Airways’ double daily flights.

Qatar Airways chief commercial officer, Thierry Antinori, said: “Qatar Airways is consistently witnessing a steady rise in demand for our 5-star services to some of the most prominent destinations in the world, most notably for London, Dublin, Cape Town, and São Paulo. This winter, in partnership with Qatar Airways, Virgin Australia will launch flights from Melbourne to Doha, increasing capacity to three daily flights between the two cities. Qatar Airways will also restart services to Canberra, reinforcing its commitment to enhance connectivity between Australia and the world.

“The latest increase in flight frequency is testament to our continual and unmatched enhancements of experiences for our passengers travelling through the Best Airport in the Middle East – our hub, Hamad International Airport.”

Qatar Airways this winter: 

• Abu Dhabi – increased from five daily flights to up to six 
• Berlin – increased from 18 weekly flights to up to 21 
• Cape Town – increased from 10 weekly flights to up to 12 
• Casablanca – increased from four weekly flights to five 
• Dublin – increased from 14 weekly flights to 17 
• Frankfurt – increased from 18 weekly flights to up to 21 
• Johannesburg – increased from 14 weekly flights to 18 
• London Heathrow – increased from eight daily flights to up to 10 
• Madrid – increased from 14 weekly flights to 17 
• Maldives – increased from three daily flights to up to four 
• Manchester – increased from 21 weekly flights to up to 24 
• Phuket – increased from three daily flights to up to four
• São Paulo – increased from 14 weekly flights to 18 
• Sharjah – increased from three daily flights to up to seven 
• Tokyo Narita – increased from 11 weekly flights to up to 14 
• Toronto – increased from five weekly flights to seven

“It is part of this strategy. We understand we cannot do everything alone and we were open to partner with any airline in the world that complements our network,” Antonoaldo Neves, Etihad chief executive, told Aviation Week.

“About one year and a half years ago we said let’s go after a partner in Africa, because we are not big enough,” he explained. In March 2025 it signed a joint venture deal with Ethiopian Airlines that sees the carriers codesharing and launching services between Addis Ababa and Abu Dhabi.

The management teams of each airline bonded. “As soon as we sat at the table, we realised we all talked the same language. No bullshit, only business,” said Neves.

In April, soon after signing its first African JV, Etihad and China Eastern Airlines officially launched their JV pact, marking the first time a Middle Eastern carrier and one from China have agreed such a deal.

The JVs give enhanced market access which is something that Etihad values greatly as it is growth at a clip of about 20% per year.

However, while nothing is ever off the table, Etihad will not return to the days of buying into other airlines. “My strategy today doesn't include equity investment, only joint ventures and codeshares,” said Neves.

When it comes to market access, Neves is pragmatic. “There is a lot of talk about traffic rights, but it is nothing new. If I have to say something, it is that the industry is making a lot of progress opening and granting everyone rights.”

“We doubled the capacity to India in one year and a half. How can I complain about that?” he asked.

“Two years ago, more than half of the seats between India and Abu Dhabi were available,” he noted. Etihad, Air Arabia and Indian carriers have since added capacity and filled all the seats. “Now we don't have more, but we're not in a rush. This is a natural process.”

It is, however, a process that Etihad focuses on very closely.  “I sit in a committee every week to discuss slots and traffic rights because it's so important for the airline.”

In addition, “I think it is important for the customer those countries gradually open. I don't think you should open like crazy, because that serves no purpose,” said Neves.

“It is a very valuable asset, so you need a measured approach. Everyone understands that if you protect, you are going to lose one day. The problem is people forget that there's no other industry in the world where the assets have [such great] mobility,” he added.

IndiGo has increased flight frequencies on its recently launched long-haul routes connecting Mumbai with Amsterdam and Manchester.

Encouraged by the response to its long-haul flights, starting 20 September 2025, IndiGo will fly six times per week between Mumbai and Amsterdam, and further increase it to daily service from 13 October 2025. Additionally, the connectivity between Mumbai and Manchester will be enhanced to 4x weekly, with effect from 22 September 2025.

The airline launched operations to Manchester and Amsterdam on 01 and 02 July, respectively, using its first Boeing 787-9 Dreamliner aircraft taken on damp-lease from Norse Atlantic Airways. The airline will receive five additional Boeing 787-9 Dreamliner aircraft in the current financial year.

Compared with the first half of 2024, the six months to June 2025 saw flyadeal passenger numbers increase 25% to just over five million which outstripped the 21% seat capacity growth.

With 33,400 flights operated – 200 daily for the first time since flyadeal’s inception in 2017 – thanks largely to a near 60 per cent increase in the number of routes flown during the six months, the airline surpassed the industry average for best On-Time Performance of any low-cost Middle East airline for six consecutive months.

In June, flyadeal was acclaimed for being the world’s most punctual airline achieving 91.77% operational performance based on flights within 15 minutes of scheduled arrival.

Operational highlights for January – June 2025 over the same period in 2024

➡        Number of passengers carried rose 25 per cent to 5.05 million

➡        Seat capacity increased 21 per cent

➡        Total flights operated were up 20 per cent to 33,400

➡        Number of routes flown went up 57 per cent to 127 from three bases in KSA

➡        Fleet grew by five aircraft to 39

➡        Most punctual airline in the world with On-Time Performance peaking at 91.77%

➡        Six consecutive months as best Mid East low-cost airline for punctuality

➡        Launched scheduled flights to Pakistan signaling first move into South Asia

Key milestones and achievements in H1 2025

➡        Joined sister airline Saudia's AlFursan loyalty scheme for members to earn and redeem miles on flyadeal flights

➡        Historic order for 10 Airbus A330 widebody aircraft for long-haul flying

➡        Graduation of first 10 of 150 cadet pilots under new Saudi government scholarship programme

➡        flyadeal announced Saudi cabin crew to be trained as certified tour guides in ground-breaking regional initiative

➡        flyadeal joined industry body International Air Transport Association

➡        Headcount rose 21% to 1,600 employees

Steven Greenway, flyadeal chief executive officer, commented: “The 2025 first-half performance demonstrated flyadeal’s ongoing commitment to growth in both passengers flown and available seat capacity. But more importantly our business evolved in areas with continued focus on core values of operating at low-cost airline, at high efficiency and with service excellence.

“With the number of routes flown increase by almost 60% compared with the six corresponding months of 2024, we achieved 200 daily flights for the first time in June. As the fleet reached 39 aircraft, our milestone 40th has just been delivered in July giving us more capacity to increase frequency on existing services and add new destinations.”

He added: “Achieving status as the world’s most punctual airline in June was indicative of our commitment to operational excellence while increasing capacity. The introduction of scheduled flights to Karachi in Pakistan – our first move into South Asia – and the addition of Istanbul’s second airport of Sabiha Gökçen and Alexandria as our fourth year-round destination in Egypt, is evident of our approach to introduce new markets and strengthen existing ones.

“As we look forward to the coming months of boosting our network including adding Islamabad, Sialkot and Peshawar to boost our Pakistan operations, we are on course for year-end to reach another milestone of 40 million passengers carried since our very first flight.

“We will continue to invest in increasing our personnel across all departments which has already touched 1,600 and on target to triple the number by 2030. This will include onboarding more Saudi First Officers trained through a cadet pilot initiative that began in February under the Saudi government’s scholarship programme that will see 150 trainees undergo training over the next two years.”

Greenway explained that joining sister airline Saudia’s AlFursan loyalty programme, securing a first-ever strategic airline partnership with the Philippines’ LCC Cebu Pacific for a two-way wet-leasing aircraft arrangement, and placing a historic order for Airbus A330 widebody aircraft to enter the long-haul scheduled market, showed how flyadeal was evolving its LCC business model into other areas yet maintaining its low-cost principles.

The national flag carrier completed the financing in Swiss francs (CHF) through an Islamic finance structure. The finance lease structured through an Ijarah arrangement, was signed with Dubai Islamic Bank (DIB), the world’s first Islamic bank and the largest in the United Arab Emirates.

Nearly a year in the making, the transaction is the result of close collaboration between Turkish Airlines and DIB, aimed at incorporating diverse, globally recognised financial instruments into the flag carrier’s funding strategy.  

Turkish Airlines Chairman of the Board and the Executive Committee, Prof. Ahmet Bolat stated: “This transaction demonstrates our commitment to financial innovation and strengthening our fleet while also marking a new chapter in our cooperation with leading institutions in the UAE and the broader Gulf region. We are pleased to have completed this landmark financing in collaboration with DIB and look forward to building on this partnership in the future.”

Dr. Adnan Chilwan, DIB Group chief executive officer said: "The strength of any meaningful alliance lies in shared ambition, and this collaboration with Turkish Airlines is a clear reflection of that. As the Guinness World Record holder for 'Most Countries Flown to by an Airline', Turkish Airlines leads with scale, vision, and elite global leadership. The fact they chose Islamic finance for the first time in their history marks a significant milestone for our industry, one we are proud to help shape. This transaction not only supports the airline’s continued growth but also reinforces the growing relevance of Sharia-compliant finance across global markets. We are privileged to partner on this landmark development in the country’s aviation industry further cementing the deep economic ties between the UAE and Türkiye.”

“We’re pleased to be back here to celebrate an important milestone that confirms the strategic role of this gateway within Emirates’ global network” - said Flavio Ghiringhelli, country manager of Emirates in Italy. “Our partnership with Bologna is a story of shared success and steady growth. Just last year, we joined the airport in celebrating the 10-million-passenger milestone, and two years ago we celebrated together the one-millionth Emirates passenger flying through this gateway. Today, we mark a new chapter with the arrival of the A350, a true symbol of innovation and excellence. We firmly believe that this next-generation aircraft will not only enhance the travel experience for our passengers but also act as a catalyst for increased commercial and cultural exchanges, further strengthening the ties between Bologna, Italy, and the rest of the world.”

 

The visit was to enhance technical and commercial collaboration in the civil aviation sector, to push forward the UAE and China’s strategic partnership.

The UAE delegation included H.E. Badr Salim Al Olama, Director General of the Abu Dhabi Investment Office (ADIO) and H.E. Engr. Esmaeel Hassan Alblooshi, Director General of Department of Civil Aviation, Ras Al Khaimah, along with senior representatives from the General Civil Aviation Authority, the Abu Dhabi Investment Office, EDGE Group, and the Department of Civil Aviation, Ras Al-Khaimah (RAKDCA).

H.E. Saif Al Suwaidi said that cooperation between the UAE and China in civil aviation continues to grow steadily, supported by existing agreements and the strong bilateral relations. He stated: "We are working to expand cooperation with our partners in China, particularly in the fields of manufacturing, technical licensing, and knowledge exchange, contributing to the development of civil aviation systems. This visit represents a practical step towards establishing new partnerships that support the future growth plans of the aviation sector in both countries."

H.E. Badr Al-Olama said: “Civil aviation is a critical enabler of Abu Dhabi’s economic transformation, and this visit reflects our commitment to building high-impact partnerships that advances technical collaboration, as well as strategic commercial opportunities on a global scale. Together, with the GCAA, and our partners in the UAE cand China, we are shaping a more connected and competitive future for aviation in Abu Dhabi and beyond.”

H.E. Esmaeel Hassan Alblooshi, said: “I was pleased to join the UAE official delegation, led by H.E. Saif Mohammed Al Suwaidi, during the visit to China, a key step to boost technical and strategic cooperation in civil aviation. The program gave us insight into the latest aviation technologies, including flying taxis and urban air mobility innovations, and allowed us to explore collaboration opportunities with leading Chinese companies in manufacturing, licensing, and navigation."

He added: “At Ras Al Khaimah’s Civil Aviation Department, we are keen to build global partnerships that align with the emirate’s vision and support aviation growth to the highest international standards. We look forward to turning this visit’s outcomes into impactful projects that enhance the sector’s competitiveness.”

The visit began in Shanghai, where the delegation conducted high-level meetings and field visits with several leading Chinese aerospace manufacturers, including Commercial Aircraft Corporation of China (COMAC), TCab Tech, AutoFlight, and CETC LES. The UAE delegation, comprising senior representatives from GCAA, Abu Dhabi Investment Office, EDGE, and Ras Al Khaimah Department of Civil Aviation, explored the latest developments in aviation manufacturing.

H.E. Al Suwaidi also toured COMAC’s production facilities and met with Shen Bo, Vice Chairman of COMAC, in a high-level discussion that reviewed the company’s forward-looking plans and explored joint industrial opportunities.

The final two days of the visit were held in Beijing, where senior officials from the UAE and China’s Civil Aviation Administration (CAAC) and Air Traffic Management Bureau (ATMB) convened to discuss regulatory alignment, certification systems, maintenance cooperation, air navigation services, and institutional development.

The visit concluded with a high-level meeting between H.E. Saif Al Suwaidi and his Chinese counterpart, H.E. Song Zhiyong, Administrator of CAAC, attended by senior diplomatic representatives from the UAE Embassy in China. Both sides reiterated their shared commitment to deepening aviation ties and outlined a mutual vision for future cooperation in the civil aviation sector.

Speaking at the delivery ceremony of its first A321LR in Hamburg on 24 July.

“This aircraft is going to strengthen Etihad’s network, allow us to experiment, and create new destinations that are underserved today or not served,” explained Neves.

“Another important point is to provide the customers with frequency. It is extremely important to understand that Etihad is playing a frequency game. We're not playing the gauge game,” he added, where routes are served just with larger widebodies.

“We want to have four flights a day to most destinations in the Middle East and India. We want to have two flights a day to Southeast Asia, two flights a day to Europe and two flights a day to the USA,” said Neves.

There will be routes with higher daily frequencies where a combination of widebodies and narrowbodies suits traffic demand patterns, which is a common airline strategy, he noted.

The difference for Etihad with its A321LRs is they are delivered with two first class suites and 14 lie-flat business class seats. “What these aircraft bring is consistency” with passengers finding the same first or business class product on board its widebodies and its A321LRs, said Neves.

“Our strategic intent when we design our network is to achieve different objectives than other airlines. We are trying to make sure that we have a position that is really differentiated,” he stated.

Etihad believes there are numerous unserved destinations in Europe and Southwest Asia that are viable because the per seat cost of the A321LR is very similar to that of a widebody.

“The A321LR helps to mitigate a lot of risk on the capex side because instead of trying to open new destinations with a widebody, which requires more capex, we open the new destinations with an Airbus A321LR,” said Neves.

“This aircraft is going to have the mission to open new markets, not because Abu Dhabi doesn't have the potential, but because we are going to grow those markets, and in the future, we can upgrade them and put a widebody on them,” said Neves.

“We are very confident that the product and this aircraft is going to provide us great profitability,” he added.

“Etihad is back in the premium game,” declared Antonoaldo Neves, speaking to media, suppliers and Etihad colleagues on board his airline’s first-ever Airbus A321LR as it taxied out at the manufacturer’s Finkenwerder factory.

Moments later the long-range Airbus, which was scheduled to begin revenue service on services to Phuket a few days later, took off on the ferry flight to Abu Dhabi.

Etihad’s A321LR is no ordinary single-aisle, hence the premium comment from Neves, who will celebrate three years in charge at the beginning of November.

The first of 30 of the type to be delivered in the coming four years, Etihad’s new narrowbody will feature two first class suites and 14 business-class seats, along with 144 economy seats. Most carriers have long ago ditched first class on widebodies, let alone contemplated a luxury product on a narrowbody.

For Neves, the arrival of the A321LR, along with the return to service of its flagship A380s with their nine First Class Residence suites, are the prime examples of Etihad’s revival and expansive strategy under the carrier’s Brazilian CEO and his management team, which includes several colleagues from his days at TAP Air Portugal.

Looking back on nearly three years heading Etihad, the progress achieved so far has surprised Neves. “We have accelerated. The plan was to get to 17 million passengers by 2027-28. We have just done 20 million,” he said.

“We are two years ahead of where we were supposed to be,” said Neves. “It is because we are driving efficiency and agility, and the strategy is working.”

In terms of its capacity plan, the first phase of Etihad’s reworked strategy was formulated in 2023 when the decision to build up a fleet of A321LRs was taken. This was followed up a year later by the decision to top up its A321LR numbers, reactivate its A380s and extend the life of some of its Boeing 777s. It now has seven A380s in service with another waiting in the wings.

Etihad’s initial plan back in 2022/23 was to grow to 28 million passengers by 2030. This was revised upwards to 32 million in plan 2. “Now in plan 3 the aim is to get to about 38 million passengers by 2030,” said Neves, served by a fleet of 220 aircraft.

“We have delivered in the past three years, now we must deliver in the next three.”

Etihad is in strong growth mode once again following the severe down-sizing begun under former CEO Tony Douglas in 2017 as the loss-making carrier sought to retrench after its rapid expansion in the 2010s that including buying equity stakes in a variety of airlines including Alitalia and Air Berlin. The fleet reached its peak of 122 aircraft in 2017.

By the time Douglas was lured to start up Riyadh Air in 2022, Etihad had shrunk to just 67 aircraft and the A380s were indefinitely grounded.

In 2019 it was transitioned from the state to being owned by Abu Dhabi’s sovereign wealth fund ADQ so it could be managed as a private enterprise.

Why join Etihad?

And it was ADQ executives that discussed the Etihad role with Neves, who had run Brazilian low-cost carrier Azul, led TAP and had just sold his own digital travel business.

“I was curious about ADQ, this massive sovereign fund, and I was also curious about Abu Dhabi,” recalled Neves.

“The briefing [from ADQ] was clear,” he explained. “They said: We have this airline that we love, and Etihad is an airline that Abu Dhabi loves. We have restructured the airline which probably is going to break even this year [2022] and now we want to bring management in that is going to take this airline to the next level.”

ADQ executives asked Neves about his vision to create a modern flag carrier. “Number one, airlines should be successful. They need to be efficient, and efficiency has nothing to do with luxury,” he said.

“The second thing is customer service – you have got to deliver what you promise, and it doesn't matter if you're low cost or you're a luxury airline. It's about a culture to serve people and be there to serve the customers.”

“The third thing we discussed was we have got to have a strategy in terms of network that makes sense. We're not here to copy other airlines,” explained Neves.

The two philosophies gelled and as Neves puts it: “It was love at first sight.”

“Last but not least, I was inspired about the Abu Dhabi vision that says whatever we do in the world, we need to be top three. We want to punch above our weight. We are here for the very long term, to build a society that is based on fraternity and on development. I want to be in that place,” stated Neves.

Interestingly, ADQ laid out no targets for the new CEO. “They said there is only one condition. If you don't make money, you cannot grow,” he said.

The task ahead was clear: to build a plan where Etihad can invest.

The initial phase saw the carrier, using its own cashflow, setting out investment of $7 billion, which including selecting the A321LR, he explained. Further recent orders for Boeing 777-9s and 787-9s followed in May this year requiring investment of a further $20 billion, once again using the carrier’s own cash. Since Neves arrived, ADQ has not put a penny into Etihad, he said.

After breaking even in 2022 Etihad has been profitable. Its last financial year saw it deliver a 6% net profit margin, said Neves.

Profitability is heavily influenced in this industry by geo-political events and oil price fluctuations, he noted, adding: “Etihad is an airline that is structurally organised to deliver a margin of 7-8%. That is above average, but I want to be top tier. That means above 12%. My aspiration is to get to 12-15%.”

“What is important for us is the trend,” he said. There will be bumps along the way, he noted, “but if you take a seven-year journey and the trend is positive, then you are happy.”

Is an IPO on the cards?

While Etihad does not need to raise money in the market via an Initial Public Offering (IPO), the cyclical nature of the airline business means tough times can be just around the corner.

“I learnt from my days in Brazil that this industry is not for the faint of heart. One day you can be booming, the next day is bust,” he said.

“The most important thing that I learned is that you need to be ready to tap into different sources of capital whenever you need it.”

“I see IPOs as just another lever to source capital to finance the airline. And since day one, in alignment with the shareholder, I said I don't know if one day we're going to do an IPO, but I'm going to work very hard so that, if we need to do it, we are ready,” he explained.

What does ready look like? “Number one, we have clear understanding of our margin expansion levers,” said Neves, something investors are always fixated upon.

“Second, we need to have a clear strategy so that people understand what you're doing. They want to know how I'm going to differentiate myself from other airlines, so that other airlines are not going to come and crush me.”

“Thirdly, I need to have great governance, and I need to have a team, and a board, that is capable to deliver a lot, because the markets are cruel you cannot hide. Since day one, we put a lot of energy behind this.”

For Neves this work is all about giving the new look Etihad the right foundations on which to build.

Bringing the A321LR on board is a key part of that plan. “About two years and a half ago, we said, it's time for Etihad to bring something new to the market,” he announced during the unveiling ceremony of its A321LR.

“It is time for Etihad to be shaping, again, the future of aviation from a customer service perspective, and we decided to invest a lot of time in the A321.”

“This aircraft represents far more than just another delivery event. It's a symbol of innovation and evolution in Etihad as we become the first airline to bring its renowned widebody luxury experience to short haul,” said Neves.

With the A321LR, Etihad is convinced it is not just back in the growth game it is back in the premium game as it seeks to be the master of its own destiny once again.