Podcasts about International Airlines Group

The trade talks continue to lead headlines and markets. Kevin Green talks about the deal framework built by the U.S. and U.K., noting how a "decent" win from the Trump administration can open the door to other countries. That includes China, though Kevin says the White House and investors set a "low bar" for this weekend's negotiations. Boeing (BA) continues to be a winner beyond the trade talks, as the International Airlines Group eyes the plane maker.======== Schwab Network ========Empowering every investor and trader, every market day.Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – / schwabnetwork Follow us on Facebook – / schwabnetwork Follow us on LinkedIn - / schwab-network About Schwab Network - https://schwabnetwork.com/about

David Keene, CEO of Aurrigo, discusses how autonomous driving will progress in the UK, how a chance encounter pivoted his company's entire market and the journey of turning grant funding into an initial public offering.  Aurrigo is an autonomous driving company that specialises in vehicles for the aviation industry, including self-driving baggage carriers. The Coventry-based company was founded in 1993, initially focused on autonomous passenger vehicles. A call from the head of innovation at International Airlines Group, convinced Keene that the future of Aurrigo's technology was in supporting aviation. The group listed publicly on London's AIM market in 2022. 

Jeannette talks to Julia Simpson, the president and CEO of the World Travel and Tourism Council (WTTC). Julia shares her unique journey to her current role, highlighting her extensive experience in both government and the corporate sector, including her time as an advisor to former Prime Minister Tony Blair. They also talk about the importance of understanding the interplay between government and business, especially in the volatile travel and tourism industry. Julia discusses the WTTC's significant impact on the global economy, representing one in ten jobs worldwide, and emphasises the need for a unified voice for small and medium enterprises (SMEs) in the sector. Together with Finn Partners, WTTC is launching in October a community for the global SME market called Together in Travel. As the voice of the global travel private sector WTTC wants to make sure the voice of the SME is heard loud and clear. This will be a dynamic and free-to-subscribe community with lots of useful content and will focus on empowering these businesses by facilitating meaningful connections, providing valuable insights, and offering tailored learning programs to help them thrive in a competitive market. Together in Travel Pre-registration form: https://form.typeform.com/to/eVF3u89X KEY TAKEAWAYS Resilience is crucial in both government and corporate sectors, as leaders often face numerous challenges and setbacks. Embracing failures and learning from them can lead to stronger leadership. Understanding the dynamics between government and the private sector is essential for effective advocacy in travel and tourism. Leaders must navigate the differing timeframes and priorities of both sectors to create meaningful partnerships. The travel and tourism industry must leverage data and AI to enhance operations and customer experiences. Leaders should take ownership of AI initiatives to drive innovation and efficiency within their organisations. Small and medium enterprises (SMEs) are vital to the travel and tourism sector, representing 80% of the industry. Initiatives like "Together in Travel" aim to amplify their voices and provide resources for growth and resilience. As the travel and tourism sector grows, it is essential to prioritise sustainability and responsible growth. Leaders should advocate for practices that protect the environment and support local communities, ensuring a positive impact on society. BEST MOMENTS "You have to make your luck, you have to push a lot of doors, but then suddenly one will flip open and it's not always the one you're expecting." "I think one of my expertise is, if you like, is dealing with crisis... you never quite know how you're going to deal with crisis until you're in it for the first time." "Travel and tourism represents one in 10 jobs that are created on this planet... we're also one of the biggest employers of women." "It's really important that the big boys and girls really support that, and it's also where a lot of the young innovations are coming from."   This is the perfect time to get focused on what YOU want to really achieve in your business, career, and life. It's never too late to be BRAVE and BOLD and unlock your inner BRILLIANT. Visit our new website https://brave-bold-brilliant.com/ - there you'll find a library of FREE resources and downloadable guides and e-books to help you along your journey. If you'd like to jump on a free mentoring session just DM Jeannette at info@brave-bold-brilliant.com. VALUABLE RESOURCES Brave Bold Brilliant - https://brave-bold-brilliant.com/ Brave, Bold, Brilliant podcast series - https://podcasts.apple.com/gb/podcast/brave-bold-brilliant-podcast/id1524278970    ABOUT THE GUEST Julia Simpson is President and CEO of the World Travel & Tourism Council.  She spent 14 years in the aviation sector on the Board of British Airways and Iberia and as Chief of Staff at International Airlines Group. Before joining British Airways, Julia was senior adviser to the UK Prime Minister. She has held a number of key positions in the UK government and public sector, including Director at the Home Office and Department for Education and Employment; Assistant Chief Executive at the London Borough of Camden; and head of communications at the Communication Workers Union. Julia is currently on the Board of the London Chamber of Commerce. Julia believes in the power of travel to transform lives, grow economies, and protect the planet and its people. ABOUT THE HOST Jeannette Linfoot is a highly regarded senior executive, property investor, board advisor, and business mentor with over 30 years of global professional business experience across the travel, leisure, hospitality, and property sectors. Having bought, ran, and sold businesses all over the world, Jeannette now has a portfolio of her own businesses and also advises and mentors other business leaders to drive forward their strategies as well as their own personal development. Jeannette is a down-to-earth leader, a passionate champion for diversity & inclusion, and a huge advocate of nurturing talent so every person can unleash their full potential and live their dreams. CONTACT THE HOST Jeannette's linktree - https://linktr.ee/JLinfoot https://www.jeannettelinfootassociates.com/ YOUTUBE - https://www.youtube.com/@braveboldbrilliant LinkedIn - https://uk.linkedin.com/in/jeannettelinfoot Facebook - https://www.facebook.com/jeannette.linfoot/ Instagram - https://www.instagram.com/jeannette.linfoot/ Tiktok - https://www.tiktok.com/@jeannette.linfoot Podcast Description Jeannette Linfoot talks to incredible people about their experiences of being Brave, Bold & Brilliant, which have allowed them to unleash their full potential in business, their careers, and life in general. From the boardroom tables of ‘big' international businesses to the dining room tables of entrepreneurial start-ups, how to overcome challenges, embrace opportunities and take risks, whilst staying ‘true' to yourself is the order of the day.Travel, Bold, Brilliant, business, growth, scale, marketing, investment, investing, entrepreneurship, coach, consultant, mindset, six figures, seven figures, travel, industry, ROI, B2B, inspirational: https://linktr.ee/JLinfoot

Aer Lingus is being urged to reconsider its decision to close its cargo base at Shannon Airport. The IAG group has confirmed it will cease operations at the facility at the end of the year as “Cargo volumes at Shannon have declined by half in recent years and haven't recovered post Covid”. It's understood around 30 people are employed at the facility and the International Airlines Group says it will commence a consultation process with staff representatives to explore options. To discuss this further, Alan Morrissey was joined by Fianna Fáil TD Cathal Crowe, SIPTU Aviation Sector Organiser Niall Phillips. Photo (c): Pat Flynn

Aer Lingus is being urged to reconsider it's decision to close its cargo base at Shannon Airport The IAG group has confirmed it cease operations at the facility by the end of the year as "Cargo volumes at Shannon have declined by half in recent years and haven't recovered post Covid". It's understood around 30 people are employed at the facility and the International Airlines Group says it will commence a consultation process with staff representatives to explore options. Clare Senator and Oireachtas Transport Committe Member Timmy Dooley has been telling Clare FM's Daragh Dolan that ideally Aer Lingus should aim to retain the service, its vital the workforce receive fair treatment.

Talking to Luis Gallego The CEO of IAG, International Airlines Group on leadership, teamwork and sustainability In this episode of our #RaisingTheAviationBar podcast we speak to Luis Gallego about his upbringing, his leadership style, IAG's investment into sustainable technology and why teamwork is so important to him. IAG is one of the world's largest airline groups – flying to more than 250 destinations and carrying around 95 million passengers in 2022 – and the parent company of airlines such as Aer Lingus, British Airways, Iberia, LEVEL and Vueling.  IAG is also pursuing an acquisition of Air Europa, in order to further develop the Madrid hub, currently the fifth busiest airport in Europe, but with the potential to grow.

Listen in Aviation Week Network's Victoria Moores sits down with International Airlines Group's Head of Sustainability Jonathon Counsell to discuss his thoughts on aviation's path to net zero, including reducing non-CO2 emissions.

In our latest episode of The SAF Podcast Al sits down with Jonathon Counsell, group head of sustainability, International Airlines Group (IAG), the parent company of British Airways, Iberia, Vueling and Aer Lingus. Jonathon is one of the longest serving airline sustainability heads globally and he shares his thoughts on the role airlines play in signalling demand to investors and how he is firm in the belief that everything (pathways and feedstocks) is needed to meet SAF demand. Some of the topics discussed are: 1:03 How Jonathon ended up at IAG5:24 Sustainability was a lonely place to be post the financial crisis7:10 Will the environment be taken off the agenda again?11:00 How is the SAF industry of 2002 different to today?16:46 Are agreements securing supply or helping projects get off the ground?19:40 IAG SAF investments to date23:50 Fuel buyers watching margins versus SAF prices26:40 Price tapping mechanisms28:40 Dealing with politicians34:00 Confidence in meeting IAG SAF targets35:30 Hitting 2050 targets: In sector versus out of sector37:00 Do customers care about SAF?This is a great episode showing what leading global airlines are doing to meet their sustainability obligations and why Jonathon thinks this is a very rewarding sector and would recommend it to anyone.You can find out more about IAG here.Find out more about SAF Investor here.If you like this episode catch our previous episode with Patrick Edmond, Altair Advisory here.Host: Alasdair Whyte, SAF InvestorProducer: Oscar Henderson, SAF Investor

Die asiatisch-pazifischen Märkte zeigten sich uneinheitlich, als an der Wall Street die Angst vor dem Bankensektor wieder aufflammte und die drei großen US-Indizes eine viertägige Verlustserie hinnehmen mussten. Der Dow verlor 0,9 Prozent auf 33 128 Punkte und fiel auf den tiefsten Stand seit Ende März. Der marktbreite S&P 500 gab um 0,7 Prozent auf 4061 Zähler nach. Der Nasdaq 100 hielt sich mit einem Minus von 0,4 Prozent auf 12 983 Punkte etwas besser, weil in dem technologielastigen Börsenbarometer die Banken keine große Rolle spielen.Der deutsche Leitindex schloss 0,5 Prozent tiefer auf 15 734 Punkten. Der MDax mit den mittelgroßen deutschen Werten gab um 0,4 Prozent auf 27 314 Zähler nach. Geschäftszahlen kommen von Air France-KLM, Raiffeisen International, Adidas, International Airlines Group und Audi.In Europa wird der Einzelhandelsumsatz gemeldet. In den USA wird der Arbeitsmarktbericht veröffentlicht.Support the show

El primer aniversario de la invasión risa en Ucrania centra actualidad informativa de la jornada junto a estos otros titulares: El hospital de campaña que España mantiene en Turquía duplicado su actividad. Los perros de caza vuelven al debate en el Senado. La Línea recurre ante el Supremo la negatia al referéndum para convertirse en ciudad autónoma. Sin acuerdo en la reunión entre los letrados de la Administración de Justicia y el ministerio. El Sepla confía en que el acuerdo de compra de Air Europa por parte de IAG desarrolle y fortalezca el futuro laboral y profesional de los pilotos en ambas compañías. Y tras conocer el precio de la luz para mañana, el cierre de la bolsa y la previsión del tiempo para las próximas horas, terminamos con una propuesta cultural que nos lleva hasta Valencia.   Edición: Ismael ArranzRealización: Gustavo Luna        See omnystudio.com/listener for privacy information.

Die asiatisch-pazifischen Märkte wurden am Freitag gemischt gehandelt, als der designierte Leiter der Bank of Japan Kazuo Ueda bei einer Anhörung zur Bestätigung seines Amtes sprach.Zum Börsenschluss am Donnerstag stand beim Dow Jones Industrial ein Zuwachs von 0,3 Prozent auf 33 154 Punkte.Der Nasdaq 100 stieg um 0,9 Prozent auf 12 180 Punkte. Der breit gefasste S&P 500 gewann 0,5 Prozent auf 4012 Punkte.Der deutsche Leitindex schloss 0,5 Prozent höher bei 15 476 Punkten. Für den MDax der mittelgroßen Werte ging es um 0,9 Prozent auf 28 707 Punkte nach oben. In Deutschland werden Die Staatsausgaben, der BIP und der Privatkonsum für das vierte Quartal vergangenen Jahres, sowie das GfK Verbrauchervertrauen für März bekannt gegeben.In den USA wird das Verbrauchervertrauen der Uni Michigan gemeldet.Von BASF und International Airlines Group werden die Jahreszahlen veröffentlicht.Support the show

Lelystad Airport trapte deze week feestelijk het jubileumjaar af. Maar valt er eigenlijk wel iets te vieren voor het zusje van Schiphol, dat zelf zorgen heeft over de toekomst? Dat en meer in de nieuwste aflevering van de Luchtvaartnieuws Podcast. Klaas-Jan van Woerkom en Richard Schuurman gaan verder in op de vraag wat er nu weer aan de hand is met de Boeing 787 Dreamliner, waardoor er even geen toestellen meer geleverd kunnen worden. En: heeft de International Airlines Group straks de hele Spaanse én Portugese markt onder controle als de overname van Air Europa en TAP Air Portugal doorgaat?

El primer aniversario de la invasión risa en Ucrania centra actualidad informativa de la jornada junto a estos otros titulares: El hospital de campaña que España mantiene en Turquía duplicado su actividad. Los perros de caza vuelven al debate en el Senado. La Línea recurre ante el Supremo la negatia al referéndum para convertirse en ciudad autónoma. Sin acuerdo en la reunión entre los letrados de la Administración de Justicia y el ministerio. El Sepla confía en que el acuerdo de compra de Air Europa por parte de IAG desarrolle y fortalezca el futuro laboral y profesional de los pilotos en ambas compañías. Y tras conocer el precio de la luz para mañana, el cierre de la bolsa y la previsión del tiempo para las próximas horas, terminamos con una propuesta cultural que nos lleva hasta Valencia.   Edición: Ismael ArranzRealización: Gustavo Luna        See omnystudio.com/listener for privacy information.

Air France-KLM wants TAP Air Portugal, but so does International Airlines Group. IAG also wants Air Europa, and maybe even EasyJet. And the Lufthansa Group is back in play for ITA Airways. Edward Russell and Jay Shabat discuss the outlook for Europe's Big Three airline groups and their latest merger machinations. Plus, the outlook from Emirates. Get more aviation insights and subscribe to Airline Weekly. Read more about airlines at Skift.com.

Delta Air Lines CEO Ed Bastian claimed this week, after his airline reported a robust third quarter profit and sees seemingly unsated demand, that travel is "countercyclical" to the economic winds. And he's not alone, International Airlines Group and United Airlines have separately said they see no signs of travel demand waning. Edward Russell and Jay Shabat discuss Bastian's prognosis, plus what's up in Amsterdam.

Es gibt keine guten Nachrichten, die Überschrift könnte lauten “Doom and Gloom” - so beschreibt der Ökonom Prof. Dr. Andreas Dombret die Stimmung auf der gerade stattfindenden Jahrestagung von IWF und Weltbank in Washington. Das einst langjährige Vorstandsmitglied der Deutschen Bundesbank ist mit vor Ort und spricht über die Krisen, die gerade alles beherrschen.Danach ein genauerer Blick auf die neuen Inflationsdaten in den USA, die perfekt zur schlechten Stimmung passen. Im Update von der Wall Street hören Sie, wie die Märkte darauf reagiert haben. Außerdem die wichtigsten Informationen zur Quartalsbilanz von BlackRock. Auch der weltgrößte Unternehmensverwalter hat es in diesen Zeiten schwer.Im “Investment des Tages” geht die IAG in die Schnellanalyse. Die International Airlines Group entstand einst durch die Fusion von British Airways und Iberia. Es ist das drittgrößte Unternehmen in der Verkehrsluftfahrt und dort läuft es momentan besser als erwartet. Hosted on Acast. See acast.com/privacy for more information.

The International Airline Group is one of the world's largest airline groups, formed by the merger of British Airways and the Spanish airline Iberia. Prior to the COVID-19 pandemic, it flew to 279 destinations and carried approximately 118 million passengers per year. IAG created a new unified loyalty currency called Avios, as well as a dedicated loyalty division that has been operating in various forms for over 30 years. In this episode, we had joined by the Chief Product Officer of IAG Loyalty, Stephen Scott as we look at some of the big ideas that are engaging members right now, how they are evolving earn and spend their Avios, such as card linking and e-commerce, before moving on to emerging concepts that we're all starting to think about, such as NFTs. Stephen explains how the pandemic impacted customers all over the world and changed their behaviour and use of technology and how IAG Loyalty has focused on achieving a complete digital transformation to support them. There's much more on the way as IAG Loyalty continues to expand. Listen to this conversation and learn how exciting the future holds for the loyalty division of the International Airlines Group. Show Notes: The International Airlines Group (IAG) Stephen Scott Avios Time Stamps: 02:42 - Stephen Scott's Favorite Loyalty Program 06:43 - Consumer's Behavior of loyalty currency with e-stores 12:16 - Avios Card Linking Proposition 13: 57 - Brands with card linking 15:39 - Where is the IAG Loyalty at now? 22:41 - Scott's Experience with Digital Transformation 25:31 - Avios Digital Transformation journey 28:42 - Cultural Challenge 31:30 - Does the pandemic accelerate the digital transformation? 33:08 - IAG: Hangar 51 insight 36:39 - NFTs in the world of Loyalty

Le marché de l'aviation qui semble toujours florissant n'est pas si simple en coulisses. Pour cette raison, deux grosses compagnies aériennes européennes ont décidé de fusionner pour limiter les pertes. On découvre à travers cet article de thème de la fusion abordé en anglais. La série Avec J'Améliore mon Anglais, prenez quelques minutes pour écouter un article de WikiNews accompagné de quelques mots de vocabulaire. Je termine le podcast en vous posant une question en anglais qui fait suite à l'histoire. Pour accéder à tous les épisodes, c'est par ici. Écouter le podcast Prêtez attention au vocabulaire et essayez d'anticiper l'histoire grâce au titre et au vocabulaire, ça vous aidera à comprendre le texte. Pour écouter le podcast, plusieurs options selon vos préférences. Vous aurez reconnu tout au début de cet article le lecteur du podcast en mp3 (audio). Vous êtes libre de l'écouter directement sur cette page-ci. Cliquez sur le bouton Play à gauche de la barre noire. Le télécharger pour l'écouter plus tard, ou l'écouter plusieurs fois. Cliquez sur Download sous la barre noire. Le vocabulaire de cet article Pour progresser en anglais si votre niveau le permet, écoutez le podcast, écrivez les mots et expressions que j'explique, puis vérifiez leur orthographe. Voici la liste des mots et expressions dont je vous parle dans le podcast. Si vous avez une mémoire visuelle, vous voudrez peut-être les lire avant d'écouter le podcast (ou pendant). A merger deal: un accord de fusion An air carrier: un transporteur aérien A brand: une marque A holding company: Une société de holding / société mère Be listed: être coté en bourse An operating loss: une perte d'exploitation A share: une action Stockholders/ shareholders: des actionnaires L'article WikiNews Bien sûr, rien de tel que de lire l'article en complément de l'écoute. Ainsi vous aurez la possibilité de vous pencher un peu plus sur la structure des phrases. Mais je vous recommande de pratiquer l'écoute un maximum, voire de rejouer le podcast plusieurs fois avant de lire l'article. Vous trouverez l'article ici. De quoi ça parle? (Spoiler alert!!) Selon votre niveau en anglais, vous aurez saisi plus ou moins de détails. Le plus important est de comprendre le sens de l'histoire. Et très souvent, après avoir compris le sens global, une deuxième écoute vous permettra de noter plus de détails. Résumé: 2010. British Airways and Iberia have signed a deal to work under the same group. Although they will keep their operating name, the company is now called International Airlines Group. Ma question: Can you think of another important merger deal? Which companies were involved?   Avez-vous compris l'histoire sans vous aider du résumé? Avez-vous su répondre à ma question?     L'article J'Améliore Mon Anglais – Episode 218 – Merger est apparu en premier sur Langonaute.

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Alex Cruz admits that his career has been centered around people "betting on me" as a leader of businesses.During the course of over 30 years, Cruz worked for American Airlines and Sabre in the 1990s before a brief stint in the world of management consultancy at Accenture.But it was the lure of creating a brand new airline in the guise of low-cost carrier Clickair in 2006 that brought it back to aviation.It was this frenetic period running what was essentially a startup that raised his profile to the extent that he came CEO of fellow Spanish airline Vueling when the pair merged in July 2009.By April 2016 he was chairman and CEO of British Airways, the flagship brand in the International Airlines Group portfolio that included Vueling and Iberia.The next five or so years were marked with the introduction of some major strategic developments but also industrial disputes with staff unions and the onset of the coronavirus pandemic in early 2020.Cruz left his role as CEO and chairman in October last and remained as chairman of the board until March 2021.He joins us as the latest guest on How I Got Here.HIGH is a weekly show produced by PhocusWire and Mozio, aimed at getting the inside stories behind startups and innovation in travel and transportation.It's hosted by our editor in chief, Kevin May, and Mozio co-founder and CEO David Litwak.

CFO Career Story | Leadership Advice | Top Management | Women in Leadership | Finance Career | Lufthansa | Lead with Impact | In this episode, we converse with Simone Menne, former CFO of Lufthansa AG and Boehringer Ingelheim. Simone Menne is a member of the supervisory board and non-executive director in various companies including BMW AG, Deutsche Post DHL, Johnson Controls International and runs an art gallery in Kiel. We discuss with Simone her impressive career, what are her pieces of advice for people looking into top management positions and what does she believe about the new workforce generation. Career Path: From 1999 to 2004 Simone Menne was responsible for commercial administration and human resources, initially for the Southwestern Europe region until 2001, and later for Europe as a whole. From 2004 to 2010 Menne was in charge of finance and accounting at Lufthansa Technik. In 2010, Menne switched to the former LH subsidiary British Midland as CFO and accompanied their sale to the International Airlines Group. In 2012, Simone Menne was appointed Chief Financial Officer of Deutsche Lufthansa, becoming the first female CFO of a DAX group (most important German stock index ). Key points:

Spain, France and Italy suffer double-digit falls in economic output due to the pandemic. We get the picture from Italy, where the economy contracted 12.4% between April and June, from Silvia Sciorilli Borrelli, Milan correspondent for the Financial Times. And Luca Leoni, who runs two hotels in Lombardy, in northern Italy, tells us what it's like to run a business in the current climate. Also in the programme, as International Airlines Group, which owns British Airways and Spain's Iberia reveals a $4.5bn loss in the first six months of the year, its chief executive Willie Walsh discusses the magnitude of the crisis facing aviation. With the British government announcing a delay of at least two weeks to the reopening of ice rinks, bowling alleys and indoor performance venues, we find out about the impact from Simon Cooke, who runs one of London's most famous music venues, Ronnie Scott's Jazz Club. Plus, we hear about a row that has broken out between the grape growers of France's Champagne region, and the companies that buy the crop, from Thibaut Le Mailloux, of the official Champagne Committee.

Nick speaks with the Mayor of Leicester Sir Peter Soulsby about the potential for the city to have a local lockdown. Willie Walsh who is the CEO of International Airlines Group, the parent company for British Airways tells us about the good news for the industry with the UK scrapping some quarantine rules for some of the most popular destinations. Plus Education Secretary Gavin Williamson talks about the return to school in September

Willie Walsh, CEO of International Airlines Group, the parent company for British Airways and John Holland-Kaye, the Chief Executive of Heathrow Airport join Nick to discuss the new rules on self isolation for the UK arrivals from today. Nick also speak to Kate Nicholls, Chief Executive of UK Hospitality about a possible loss of up to 3 million jobs if the lockdown isn't eased quick enough.

The novel coronavirus pandemic has put airlines around the world in difficult positions, as the industry struggles to keep financially afloat while keeping passengers safe. British Airways owner International Airlines Group has exhausted every avenue to shore up its finances and is burning through cash, its chief executive officer said on Monday, as the aviation industry warned of the fresh damage it would suffer if Britain quarantines international arrivals as part of measures to prevent a second peak of the coronavirus pandemic.South Korea's largest airline Korean Air will decide whether to sell up to about 1 trillion won, or $820.24 million, in shares at a board meeting on Wednesday, as finances come under strain from the coronavirus pandemic.And a major US airline trade group on Saturday said it backed the US Transportation Security Administration checking the temperatures of passengers and customer-facing employees during the coronavirus pandemic.Related: Governments offer aid as airlines forced to deepen cuts to flights, staffingAirlines have gone from raking it in to now losing tens of million dollars a day. Passenger traffic is down more than 90%, according to trade group Airlines for America. Among all of the unknowns the pandemic has wrought, the future of airline travel is a significant question. Josh Solera, a global airline consultant for the advisory firm Egon Zehnder in Houston, Texas, spoke with The World's Marco Werman about what's next for the airline industry.Marco Werman: Aside from getting flights going again, Josh, is there kind of a calendar for survivability? How many more quarters does the industry have to get through before things look like you need a new scenario plan?Josh Solera: Everyone's really looking toward Oct. 1. The government has given the carriers a bailout between now and then to continue operating. If passenger traffic doesn't improve substantially before then, I think Oct. 1 could be a really big reckoning day for the industry.Related: Coronavirus has changed how we transport goods and ourselves. But will it last? And when you say a "really big reckoning day," what is the industry going to have to kind of face up to on Oct. 1?A lot of leaders have publicly come out and said we're going to have to cut jobs, we're going to have to cut flights. We're going to have to change the way in which we operate fundamentally in order to continue to be able to survive. For right now, they're continuing operating flights that are, in many cases, not profitable. And that's going to have to shift on Oct. 1. They're cutting down costs, but they can only go so far until Oct. 1.So I saw a photo of a United flight this weekend that was completely full, despite what the CEOs have said about keeping middle seats open. It's something that many officials, business leaders obviously need to think about — safety versus the bottom line. Is that how you see it? And should it be seen that way, if the bottom line's future is also really about safety?Marco, I really think it's an "and" rather than an "or," and I think most leaders I'm speaking to really understand that — whether you're talking about leisure travelers or business travelers. The future of aviation is going to look different and it's going to have to make the bottom line work and it's going to have to make passengers feel comfortable and safe. All these airlines are trying to figure it out. Everyone's doing it in a slightly different fashion. You're seeing a bit of a patchwork of what different carriers are doing here versus there. There's no standard right now. There aren't standards globally. There aren't standards between carriers. As carriers innovate and change the way they do things, some may do different things. Some things may work, some may not. But I think at the end of the day, all these airline leaders understand that they're going to have to make passengers feel safe. And the airline industry has been a safe industry for many, many years in terms of flight operations. This is just a different way of thinking about safety.Related: Coronavirus is changing how people think about fighting climate change There's a big difference between international routes and smaller domestic routes. One can imagine that passengers' decisions about international travel will be taken more judiciously than before in the future. At the same time, you can also imagine shorter domestic routes may suffer because people may just opt to take a train or drive. What routes and what carriers are most vulnerable, do you think?You're absolutely right. There are differences between short-haul and long- haul. Getting on a plane from, say, Houston to Tokyo, is going to feel very different than getting on a plane from Houston to Dallas. And you are right, people are reconsidering which routes they're going to take, whether or not that flight is really necessary and what it's going to mean. And while you may be able to, say, on a short-haul flight, not have food or beverage service out of safety, that's really tough on a long-haul international flight. And so carriers are having to think not just about what did they do, but what do they flex depending on their routes. Carriers who do short haul are going to have challenges. Carriers who do long haul are going to have challenges. Those challenges might look a little different. But no matter what — no carrier is immune from this right now.Related: Mexico faces US pressure to reopen American factories amid coronavirus Realistically, as long as the world does not have a vaccine, how do you see the future of the aviation industry?I think you're actually going to see a lot of innovation. Some of it's going to work. Some of it's not. You know, people are blocking middle seats. People are thinking about staggering. People are thinking about how we even change the way seats are fundamentally structured on a plane. In some ways, there's going to be more innovation in the aviation industry because of this than there may have been in some time. At the same point, you're likely going to see some carriers continue to struggle. You've seen, recently, a couple more declare bankruptcy just in the last couple of days. So it is going to continue to be a hard time. Those leaders who are able to inspire confidence in their employees, who can inspire confidence in the travelers — that they are going the extra mile to make them keep them safe, to keep them healthy and make them have a truly good experience — are going to be the winners in this.This interview has been edited and condensed for clarity. 

3.17M Americans filed for unemployment benefits last week Another 3-point-17 million Americans filed for unemployment benefits last week, taking the total number to 33 million over the past seven weeks. But the worst of the job losses from coronavirus lockdowns appears to be over, with the US Labor Department's latest figures marking the fifth consecutive week of declines. Several states in the US have begun or are planning to reopen their economies. O2, Virgin Media agree on $39B merger in UK The owners of mobile operator, O2, and cable company, Virgin Media, have agreed to combine their UK operations in a 38-billion dollar merger. The tie-up will create a new giant in the country's telecommunications industry to challenge BT and Sky. The combined company will have 46-million customers and 13-point-6 billion dollars in revenue. IAG, Air France-KLM report losses in Q1 due to pandemic British Airways owner, International Airlines Group, has reported a 1-point-8 billion dollar loss in the first quarter. That's after the group halted nearly 95-percent of its flights due to travel restrictions during the pandemic. Meanwhile, rival Air France-KLM has also posted an 880-million- dollar operating loss in the first three months of the year.

The Paris Air Show kicked off earlier this week, and the most awkward guest at the party appears to be Boeing, the airplane maker that’s been scrambling since March to fix a software glitch that’s being blamed for two fatal plane crashes.And the fix truly can’t come quick enough. The FAA has grounded the plane at the heart of the disasters – the 737 Max 8 – and Boeing’s biggest airline customers are mired in delays due to the airplane shortage. In fact, several of those big customers, including Delta and American Airlines, made deals with Boeing rival Airbus on the first day of the show, while Boeing netted zero new orders.In speaking to reporters at Paris, Boeing’s CEO of commercial aircraft Kevin McAllister apologized not only “for the loss of lives” but also for the disruptions the airlines were facing and how it was impacting summer travel.And while it’s hustling to try to fix the problem in a way that satisfies regulators, customers and travelers alike, Boeing has no timetable for when the plane will fly again. So, what else can they do in the meantime?Bloomberg has reported that Boeing’s CFO Greg Smith told reporters the company remains “open-minded” to changes that will help restore the infamous plane, one of which might be a rebrand – meaning, the company could actually change the plane’s name.However you feel about this tactic, it wouldn’t be the first time a company tried to skirt bad publicity by slapping a new name on something – let us not forget that the cancer non-profit Livestrong was once called the Lance Armstrong Foundation.Boeing says its most immediate objective is not a re-brand, rather, it’s getting the plane back in the air safely, and re-earning the trust of the airlines and traveling public. And while it seems Boeing is acknowledging a pretty real threat – what if nobody wants to get on the planes even after they’ve been fixed? – is it considered “re-earning trust” when you just slap a new name on the plane?Heck, maybe they won’t need to. Day 2 of the Paris Show resulted in a win for Boeing, who netted a letter of intent from International Airlines Group for 200 737s, the company’s first order for the jetliner since the fatal March crash.

With a new year underway, we’re thinking about what will happen in 2019—always a dicey proposition. In this episode, we consider the prospects of airlines around the world. Some, like Aeroflot and Turkish Airlines, are facing huge opportunities. Others, like Jet Airways and South African Airlines, are facing grave challenges. Will the International Airlines Group make another offer for Norwegian? Will Alitalia find a partner? Will Lion Air cancel plane orders? Will Emirates and Etihad merge? In short, what will 2019 bring? In this episode, we reluctantly offer some predictions.

Individuals get disrupted, not companies Barry O’Reilly is the Author of Unlearn: Let Go of Past Success to Achieve Extraordinary Results and Lean Enterprise: How High Performance Organizations Innovate at Scale. In this episode, Barry and Brian Ardinger discuss creating a culture of experimentation in enterprises and seeing everything as an assumption.  Barry came to the U.S. from Ireland and worked at City Search “putting people on the Internet.” He then joined a mobile games development company, which helped him develop an experimental mindset. After this, he moved to Australia to make next-gen content for E-learning in Southeast Asia. Finally, he joined a consultancy in London called ThoughtWorks, where he helped companies reinvent their portfolio management and learn how to fund and test ideas.  In Lean Enterprise, Barry’s first book, he highlights how to create experimentation in enterprises. Amazon does this well because the culture encourages cheap and fast experimentation. They can gather better data, unlearn existing beliefs, and learn new behavior which helps them break through and innovate. In Barry's new book, Unlearn, he says people recognize that they always have to be learning, but it’s tough to learn new things. The limiting factor is the ability to unlearn behavior especially when it’s made the person successful. Barry highlights the most bureaucratic regulated companies and describes how they are making amazing changes.  Barry also hosts Exec Camp, where execs leave their businesses for up to eight weeks to launch new companies that are intended to disrupt their existing companies. It’s like an accelerator for senior leaders. They learn and unlearn new things about themselves. For example, the International Airlines Group came to Exec Camp, to launch six new ideas to disrupt the airline industry. They tested ideas with customers and had to unlearn the behavior of pushing ideas on customers. They soon began to see everything as an assumption. We’re conditioned to believe that the way we solve a customer problem is the only way to do it, however, tech changes how we can solve problems. Individuals get disrupted not companies.  FOR MORE INFO To find out more, go to Barryoreilly.com on Twitter @BarryOReilly. You can also find his book on Amazon. If you liked this podcast, try Ep 99 Ryan Jacoby with Machine, Ep 43 Ash Maurya, Author of Scaling Lean, and Ep. 20 Lisa Kay Solomon with Design a Better Business GET THE LATEST RESOURCES Get the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HERE For information regarding your data privacy, visit acast.com/privacy

Barry O’Reilly is the Author of Unlearn: Let Go of Past Success to Achieve Extraordinary Results and Lean Enterprise: How High Performance Organizations Innovate at Scale. He and Brian Ardinger discuss creating a culture of experimentation in enterprises and seeing everything as an assumption.  Barry came to the U.S. originally from Ireland on a student visa and worked at City Search “putting people on the Internet.” He soon joined a mobile games development company and created a popular game called Wireless Pets. Soon large corporations started calling asking the company to build games. This caused Barry to develop an experimental mindset. Soon Barry moved to Australia to build next-gen content for E-learning in Southeast Asia. Game design and game theory is teaching new skills in safe environment. It allows for rapid experimentation and behavior. Then Barry joined a consultancy in London called ThoughtWorks. They were pioneers in Agile software development where he worked with companies to reinvent portfolio management and how to fund and test ideas.  Barry’s first book, Lean Enterprise, highlights how to create experimentation in enterprises. Amazon does this well because they have a culture that makes experimentation cheap and fast. They are able to gather better data and are unlearning existing beliefs and learning new ones that can help them break through and innovate.    In his new book, Unlearn, Barry says people recognize that we always have to be learning, but it’s tough to learn new stuff. The limiting factor is the ability to unlearn behavior especially when it’s made you successful. Letting go and moving away from things that limit us, like outdated info. Barry highlights the most bureaucratic regulated companies in his book and describes how these people are making amazing changes.  Barry also hosts Exec Camp, where execs leave their businesses for up to 8 weeks to launch new businesses to disrupt their existing companies. It’s like an accelerator for senior leaders. They learn and unlearn new things about themselves. For example, the International Airlines Group came to Exec Camp, to launch six new ideas to disrupt the airline industry. They tested ideas with customers and had to unlearn the behavior of pushing ideas on customers. They soon began to see everything as an assumption.  We’re conditioned to believe that the way we solve a customer problem is the only way to do it. Tech changes how to solve problems. Startups are able to start with a blank set of assumptions. Individuals get disrupted not companies. If you are adapting your features and behaviors, you won’t be disrupted. May need to shift your tactics or beliefs.  FOR MORE INFO To find out more, go to Barryoreilly.com on Twitter @BarryOReilly. You can also find his book on Amazon. If you liked this podcast, try Ep 99 Ryan Jacoby with Machine, Ep 43 Ash Maurya, Author of Scaling Lean, and Ep. 20 Lisa Kay Solomon with Design a Better Business GET THE LATEST RESOURCES Get the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HERE For information regarding your data privacy, visit acast.com/privacy

In this 20-minute episode, we will discuss a range of issues associated with a recent announcement by the International Airlines Group – or IAG - to levy a surcharge on tickets purchased outside the distribution channels that it controls such as its various websites and reservation centers. British Airways is one of the airlines under the IAG umbrella. See acast.com/privacy for privacy and opt-out information.

From concept to deployment, learn about the team and process at British Airways, a division of International Airlines Group, for developing custom apps for their employees. Hear tips and best practices for successful app development.

Take a tour of a custom app from British Airways, a division of International Airlines Group, used by flight operation teams to load and balance baggage on an aircraft, and send that data back to a centralized flight management system.

Learn how British Airways, a division of International Airlines Group, creates enterprise apps that connect to more than 20 back-end systems, including booking data, customer details, CRM, and fueling information, to name a few.

Learn about a custom app from British Airways, a division of International Airlines Group, that enables customer service employees to quickly respond to flight disruptions and rebook passengers right from iPad.

Learn about a custom app from British Airways, a division of International Airlines Group, that enables customer service employees to quickly respond to flight disruptions and rebook passengers right from iPad.

iPad, iPhone, and iOS apps help keep passengers moving around the globe. Learn how British Airways, a division of International Airlines Group, has built more than 40 custom iOS apps to help employees assist the customer at every stage of their journey, from customer service to flight operations to engineering to cabin crew. 

From concept to deployment, learn about the team and process at British Airways, a division of International Airlines Group, for developing custom apps for their employees. Hear tips and best practices for successful app development.

Take a tour of a custom app from British Airways, a division of International Airlines Group, used by flight operation teams to load and balance baggage on an aircraft, and send that data back to a centralized flight management system. 

Learn how British Airways, a division of International Airlines Group, creates enterprise apps that connect to more than 20 back-end systems, including booking data, customer details, CRM, and fueling information, to name a few.

Qatar Airways has recently acquired a 10% stake in the International Airlines Group for which they paid US$1.7 billion. This podcast discusses possible strategy behind this partnership and its impact on the competitive landscape in Qatar Airways' service areas and the airline industry as a whole.   

We started looking at the dreadful suffering in Bangladesh where the building collapsed and the people working in the building had been working in the clothing industry. We discussed how big business shifts its costs around the planet and how everything is interlinked. Next we looked at the workings and impact of Social Media. Then the Sun have their sensational way of writing sleazy headlines. The headline told us a SEX abuse victim told yesterday how an EastEnders actor groomed him as an 11-year-old. Steven, not his real name, says he was promised a role on the BBC1 soap if he performed degrading acts. He was forced to wear swimming trunks and cover himself in baby oil while the extra abused him and other sickos leered through peepholes. Steven, now a 37-year-old engineer, suffered FIVE YEARS of hell at their hands. He spoke out after The Sun revealed last month that cops were investigating claims of underage sex abuse by staff on the soap. The paper also ran an article on MAX Clifford who yesterday said he and other stars arrested by the police investigating Jimmy Savile were “in the same boat” after he was charged with 11 sex offences. The showbiz PR guru, 70, dismissed allegations he abused teenage girls as “nonsense”. He suggested cops should “concentrate on the Jimmy Savile types and those around Savile”. The number of jobless Spaniards has topped the six million mark and Spaniards suffering during the country’s recession have been caught hacking off part of their own bodies to claim insurance payouts. Violence broke out during demonstrations outside the parliament building as protestors showed their frustrations and BARCELONA-based airline Vueling has been successfully taken over as International Airlines Group, the parent company of British Airways and Iberia, already held a 45.85 per cent stalk of the airline.

We started looking at the dreadful suffering in Bangladesh where the building collapsed and the people working in the building had been working in the clothing industry. We discussed how big business shifts its costs around the planet and how everything is interlinked. Next we looked at the workings and impact of Social Media. Then the Sun have their sensational way of writing sleazy headlines. The headline told us a SEX abuse victim told yesterday how an EastEnders actor groomed him as an 11-year-old. Steven, not his real name, says he was promised a role on the BBC1 soap if he performed degrading acts. He was forced to wear swimming trunks and cover himself in baby oil while the extra abused him and other sickos leered through peepholes. Steven, now a 37-year-old engineer, suffered FIVE YEARS of hell at their hands. He spoke out after The Sun revealed last month that cops were investigating claims of underage sex abuse by staff on the soap. The paper also ran an article on MAX Clifford who yesterday said he and other stars arrested by the police investigating Jimmy Savile were “in the same boat” after he was charged with 11 sex offences. The showbiz PR guru, 70, dismissed allegations he abused teenage girls as “nonsense”. He suggested cops should “concentrate on the Jimmy Savile types and those around Savile”. The number of jobless Spaniards has topped the six million mark and Spaniards suffering during the country’s recession have been caught hacking off part of their own bodies to claim insurance payouts. Violence broke out during demonstrations outside the parliament building as protestors showed their frustrations and BARCELONA-based airline Vueling has been successfully taken over as International Airlines Group, the parent company of British Airways and Iberia, already held a 45.85 per cent stalk of the airline.

The view from the top of business. Presented by Evan Davis, The Bottom Line cuts through confusion, statistics and spin to present a clearer view of the business world, through discussion with people running leading and emerging companies. Evan and his guests consider the perils and possibilities of doing business in an overcrowded market, with too many products chasing too few customers. And ahead of the arrival of the latest James Bond film, they swap thoughts on product placement and celebrity endorsement. How do you ensure your products are seen in all the right places and none of the wrong ones? In the studio are Willie Walsh, Chief Executive of International Airlines Group; fashion and retail expert Kim Winser; Peter Bamford, Chairman of Supergroup. Producer: Ben Crighton Editor: Innes Bowen.