How else can we describe the struggle between aircraft manufacturers? I’m not just talking about Airbus and Boeing, but also about engine manufacturers, equipment manufacturers and new entrants, Chinese in particular, not to mention Embraer and even ATR. The figures published by the firm ID Aero, whose analyses are authoritative, are a bit dizzying.

The stakes are high. The amounts are so large that it is difficult to imagine them. Come on, let’s get into the big numbers. It is estimated that currently 26,750 aircraft are in commercial service worldwide. Manufacturers, Boeing in particular, estimate that there will be 50,000 air transport fleets by 2044, which is in less than 20 years and this corresponds to a doubling of the number of aircraft. But that’s not all, the average size of devices is steadily increasing. It has gone from 50 seats in the 1950s to 100 seats 20 years later and to 200 seats now. And the aircraft are flying farther and farther. Let’s also keep in mind that the average price of a commercial aircraft is around 100 million dollars, all of which is very approximate because between the list price and the amount actually paid by buyers there is a huge difference, which is not only on the airframes, but also on the engines.


So in this context, the two giants are obviously Airbus and Boeing. The latter has taken a knee following purely disastrous decisions which, in recent years, have consisted of privileging the stock market price by abandoning the vocation of the company. The price to pay was colossal with 2 fatal accidents causing the death of nearly 300 passengers, not to mention a large number of other incidents that could have increased this number. It should also be noted that Boeing has just been ordered to pay $28 million to the heirs of a victim of the Ethiopian Airlines crash. We must hope for the manufacturer that this does not snowball. The new management of the American giant led by Kelly Ortberg, an engineer and not a financier, is back on the right track.


At the end of October, Airbus still had 8,698 aircraft on order and Boeing 6,534, and the amount will increase further for the two protagonists following the Dubai Air Show. At 100 million dollars per unit, the sales figures are dizzying, it’s more than 1,500 billion dollars, in other words 1 and a half times the total turnover of air transport 2025. The deal is all the more interesting between the two manufacturers as they have offers in direct competition: the B737 MAX for one and the A320 for the other in the medium-haul category and the A350 opposite the B777X for very large aircraft. The characteristics are pretty much identical, except that Airbus has a big advantage with the A350 already on the market for a long time while the B777X is not yet certified and will not be far from 15 years behind its competitor when it enters service.


And the fight doesn’t stop there. Engine manufacturers hold a large part of the forces involved. Three of them are in the running: Rolls-Royce, which specialises in very large engines, is followed by GE, which is developing an even larger machine to equip the B 777X. The fight is also severe for the smaller engines. The prices are also huge: a very large engine can cost more than $40 million. So often engine manufacturers make offers for rent. For the smallest engines that equip medium-haul aircraft, the rental rate is around €200,000 per month. France’s Safran, allied with General Electric, has become a major supplier in this category with the American Pratt & Whitney.


And then you also have to count on the major equipment manufacturers such as the French Thales or the American Rockwell Collins. For them too, the field of competition is global, each contract is very remunerative and their turnover is of the order of a large group of airlines.


For the smallest holders, the horizon has brightened. Bombardier was bought by Airbus and Embraer after going through a difficult time during Covid has developed a range of aircraft with less than 100 seats, very efficient, so that the Brazilian manufacturer has abandoned its turboprop project leaving ATR alone in this market niche.


The Chinese, with the manufacturer COMAC, are seriously starting to show their noses, even outside China, by placing their first aircraft outside their borders with Lao Airlines. Largely supported by their government, it would be surprising not to see them arrive in force on the African continent.


The market is gigantic, the operators are few, and the fight promises to be fierce.

The development of air transport is measured by its growth in the number of passengers, it will reach 5 billion in 2026 and in turnover, it will be close to 1,000 billion dollars in 2025 and will exceed it in. Let’s keep in mind the continuous increase in volume and revenue of the sector of activity even if the economic results of airlines are not always there. But, since the end of Covid, the situation has improved. In fact, growth is driven by the arrival of more efficient aircraft, which allows a drop in prices sharpened by a race for the most efficient display in the very large distributors on the Internet.

However, this observation does not take into account the major role of airports. A carrier is obviously dependent on the quality of its main platform. In a third of a century, the organization of networks has changed considerably. American Airlines launched the “hub” concept in the early 1980s and given the success of this modus operandi, all the other major operators followed the model. However, it was necessary to have the appropriate infrastructure. A “hub” requires a particular architecture and large platforms have not come up to date, I am thinking in particular of JFK in New York, whose terminals were very difficult to transform and whose rank in the ranking of airports has continued to decline.

On the other hand, it has enabled new airports, which had the necessary space and sufficient capital to create efficient infrastructures from scratch, to support their based airlines. This is what happened in the Gulf. Dubai first, then Abu Dhabi and Doha have provided their based airlines with particularly efficient terminals and these have proven to be essential for the development of their carriers, whether they are Emirates, Qatar Airways or Etihad Airways. European and American companies have also complained, including in court, about the considerable advantages enjoyed by Gulf companies. The real support came not from any financial contribution, but from the provision by their governments of an incomparable tool of exploitation.

Europeans have had a much harder time keeping up with this competition. Space is limited, administrative constraints and appeals against extensions have multiplied, and let’s face it, governments have not provided the necessary impetus. All in all, Europe is losing the eminent position that this continent had to the benefit of Asia, which is equipping itself at a forced march, and the Gulf, which maintains a significant lead in airport equipment.

Because it must be seen that, at least as far as short and medium-haul flights are concerned, customers spend more time in airports than on board aircraft. And the airport journey is not like a walk in the park. This starts with access to terminals with sometimes faulty signage and inefficient rail land links. It was not until 2025 that an airport like Orly was served by a direct metro to Paris, even though it handles more than 30 million passengers. Access to Lisbon airport is saturated and the platform has to manage to accommodate 36 million customers with a single runway and a completely outdated terminal.

In short, once in the terminal, the difficulties and opportunities for stress accumulate. Under the pretext, no doubt real, of safety, the constraints imposed on passengers have been multiplied. The PIFs (Screening Inspection Stations) are still as restrictive and inconsistent in their treatment from one terminal to another in the same airport. The departure lounges have been designed, at least in the oldest airports, for average modules of 120 passengers, whereas the average carrying capacity must now be around 180 to 200. Boarding procedures, which depend on the operators, are deteriorating when they should be improving.

And then to make money, certainly useful for their investors, airports have systematically reserved larger spaces for shops, whose fees now feed at least 50% of the budget of a modern airport, to the detriment of the space that could be allocated to passengers. I pass over a number of other obstacles, each passenger knows them perfectly. The airport then becomes an essential factor in customer choice. How many of them, at least in Europe, choose the fast train for reasons of ease of access to their seats? How are the constraints imposed on air customers justified in relation to the surface track?

The best airport in the world is in Singapore or Doha depending on the year, at least in Asia. European and American platforms are far behind in the rankings. It’s a shame.

Decidedly, you have to have a strong backbone to create an airline. The more we advance in technology, the more perfect safety becomes, the more fuel consumption decreases, the more air transport basically becomes a model for the future of the planet and the more it is attacked. And in this group, carriers, those who ultimately take all the risks, are the most impacted by the attacks on this sector of activity.

For decades, civil aviation has been the darling of governments. The latter have largely helped their national companies to develop with all kinds of protection and massive injections of money. They did it because they found it to their advantage. An important company was the image of the country and played a major role in its political influence but also in its economic development. This fruitful collaboration has led to the creation of modern air transport, which has been one of the main drivers of global growth by promoting trade.

And then, in the short time being, let’s say less than ten years, the perception of air transport by the political authorities has changed. It must be said, in their defence, that the sector has not been free of excesses, in particular because it has not managed to integrate the arrival of the “low cost” model in a quiet way. Instead of accepting it as a convenient way to develop a new customer base, traditional carriers have had no other goal than to compete with new entrants when they would have been much better off cooperating with them. This is how the disastrous price war began. The insane call rates have been copied even by traditional airlines and customers have rushed to travel for a yes or no, because that’s how freedom is exercised. This led to the development of “over-tourism”.

And from that moment on, the legitimacy of air transport was called into question. It has become the emblem of the destruction of the planet, when this is totally false. Except that we can still see the effects of a certain overconsumption. From then on, it was easy to point the finger at this growing means of transport, but whose effects could lead to regrettable disorders. The “shame of travelling” began to creep into people’s minds and governments took advantage of this to take administrative limitation measures, and to levy taxes whose destination was not devoted to research to further decarbonize air transport, but to support its competitor, the railway, which was never able to finance itself.

And now a new danger awaits this activity. This involves the use of drones to disrupt the airspace around major airports. Thus, European air transport has become a new target in the war between Russia and Ukraine. It is easy, not very defended, and a single drone can not only force the temporary closure of a major airport, but also disrupt the operation of airlines because it only takes one “hub” to be threatened to disrupt an entire operation. In addition, the media impact is immediately very important.

Basically, air transport will now become the target of all the discontented. Environmentalists have made it their main target, governments have found a mine to balance their budgets, and the military is using it to settle their differences. Instead of tackling the fundamental issues, it becomes more practical and certainly simpler to point the finger at air transport, even if, deep down, the rulers are well aware that this is not the solution. But it is a sector of activity that is both media and popular because a majority of voters are still not users of this mode of transport.

In the midst of this, some companies continue to do well, even if they are also subject to strong geopolitical constraints. Emirates, to name just one, has just achieved a historic result: $3.3 billion in profit in a single quarter. This can bring back a certain optimism in this much-maligned activity and one wonders why.

And optimism will be needed.

APG, the world’s leading airline representation network, is pleased to announce its appointment as the General Sales Agent (GSA) for Kenya Airways across 36 international offline markets, comprising 34 countries in the Americas, as well as Taiwan and Malaysia.

These new territories are in addition to the original 24 European countries in which APG has been successfully representing Kenya Airways since 2020.

This appointment marks a significant step in Kenya Airways’ strategy to enhance global connectivity and strengthen its commercial presence in key growth markets. It also builds a longstanding partnership between the two organisations, grounded in a shared commitment to service excellence and expanding access to the Pride of Africa’s network.

As the appointed GSA, APG will manage Kenya Airways’ sales and marketing activities, drive travel trade engagement, and enhance brand visibility in the designated markets. Through APG’s extensive global footprint and deep local market knowledge, Kenya Airways will be better positioned to connect more passengers to Africa and beyond.

“We are proud to deepen our partnership with Kenya Airways,” said Richard Burgess, President of APG Network. “This
appointment reflects our mutual dedication to driving growth, optimising market presence, and connecting passengers to one of Africa’s most dynamic carriers.”

“This partnership represents an important milestone in our efforts to strengthen Kenya Airways’ presence in strategic international markets,” said Julius Thairu, Chief Commercial and Customer Officer, Kenya Airways. “APG’s extensive experience and strong relationships within the global travel trade will enable us to reach more customers, improve accessibility to our network and deliver even greater value and convenience to our passengers.”

Through this expanded partnership, APG and Kenya Airways aim to unlock new opportunities, deliver greater value to customers, and reinforce the airlines’ role as a leading player in international aviation.

Kenya Airways remains committed to offering safe, reliable, and seamless travel experiences while positioning Africa as a central hub for global connectivity.

ABOUT KENYA AIRWAYS

Kenya Airways, The Pride of Africa, is recognised as a leading African carrier on a mission to propel Africa’s prosperity by connecting its people, cultures, and markets. The airline flies to 43 destinations worldwide, 34 of which are in Africa, connecting over 5 million passengers and over 70,000 tonnes of cargo annually through its hub at Nairobi’s Jomo Kenyatta International Airport. As the sole African carrier in the SkyTeam Alliance, Kenya Airways connects customers to over 1,060 destinations in 173 countries. Its exceptional African hospitality has consistently earned global recognition, including Skytrax World Airline Awards for Best Airline Staff and Best Airline Cabin Crew in Africa in 2024.

ABOUT APG

With over 30 years’ experience in airline distribution and over 100 offices globally, APG is the world’s largest and most
successful airline representation network, partnering with over 200 valued airline clients. APG offers a holistic
approach to airline distribution, providing not only airline representation but also interline e-ticketing solutions, fare
filing, and settlement support services, all aimed at maximising an airline’s revenue potential.

Always at the forefront of distribution innovation, APG also enables airlines to unlock the benefits of NDC distribution
through APG Direct Connect.Furthermore, APG Cargo services are gaining strong global interest, offering cargo GSSA services, cargo Interline, and total cargo management solutions.APG Network is truly “The World’s Leading Network for Airline Services.

Learn more at www.apg-ga.com and follow us on LinkedIn and Facebook @APGNetworkOfficial.

Media Contact: f.despreaux@apg-ga.com

APG is proud to announce its appointment as the General Sales Agent (GSA) for Air Peace in the United Kingdom.
This strategic partnership will see APG manage comprehensive sales and marketing efforts aimed at enhancing Air
Peace’s sales and market presence in the UK.

Air Peace, Nigeria’s largest airline, operates an extensive domestic, regional, and international network, connecting
passengers across Nigeria, Africa, and major global destinations. The airline currently operates a daily direct service
from London Gatwick to Lagos, reinforcing its commitment to enhancing connectivity between Nigeria and the
United Kingdom.

Building on this success, Air Peace will commence direct, non-stop services between Abuja and London Heathrow
(LHR) as well as London Gatwick (LGW) from 26 October 2025. The Abuja–Heathrow route will operate three
times weekly on Fridays, Saturdays, and Sundays, while the Abuja–Gatwick route will operate three times weekly on
Tuesdays, Wednesdays, and Thursdays.

These new routes underscore Air Peace’s ongoing commitment to expanding international access for Nigerian
travelers and strengthening the country’s aviation links with key global markets. The airline will deploy its Boeing
777-200ER aircraft on these long-haul routes, featuring 312 seats, including 26 luxurious Business Class suites and
286 spacious Economy Class seats, ensuring a premium travel experience for passengers.

Richard Burgess, President of APG Network, said: “We are thrilled to collaborate with Air Peace at this exciting
stage of their expansion. Our extensive knowledge of the UK market and established industry relationships will
allow us to elevate Air Peace’s position and support growth in this key market.“

Nnenna Onyema, Executive Director at Air Peace, added: “Expanding into the UK market represents a major
milestone for Air Peace. Partnering with APG, a trusted leader in aviation representation, will strengthen our
presence and service offering in this important market, ensuring a seamless and enjoyable experience for our
passengers.

ABOUT AIR PEACE

Air Peace is a Nigerian private airline. With a fleet of over 30 aircraft, including Boeing 777-200ERs, Boeing 737s,
and Embraer jets, Air Peace serves both domestic and international destinations. The airline is committed to
expanding its network and enhancing the passenger experience through continuous investment in fleet modernisation
and service excellence.

ABOUT APG

With over 30 years’ experience in airline distribution and over 100 offices globally, APG is the world’s largest and most
successful airline representation network, partnering with over 200 valued airline clients. APG offers a holistic
approach to airline distribution, providing not only airline representation but also interline e-ticketing solutions, fare
filing, and settlement support services, all aimed at maximising an airline’s revenue potential.

Always at the forefront of distribution innovation, APG also enables airlines to unlock the benefits of NDC distribution
through APG Direct Connect.

Furthermore, APG Cargo services are gaining strong global interest, offering cargo GSSA services, cargo Interline, and
total cargo management solutions.

APG Network is truly “The World’s Leading Network for Airline Services.

Learn more at www.apg-ga.com and follow us on LinkedIn and Facebook @APGNetworkOfficial.

Media Contact: f.despreaux@apg-ga.com

APG, the world’s leading airline representation network, is pleased to announce that Madagascar Airlines has extended their longstanding partnership with APG and appointed us as their General Sales Agent (GSA) in a number of new markets.
APG representation now covers Belgium & Luxembourg, Canada, Germany, Japan, Kenya, Netherlands, Norway, Romania & Moldova, Spain, Sweden, Switzerland, Turkey, the UK and the USA.


This expansion strengthens our collaboration with Madagascar Airlines and reinforces our commitment to providing seamless global support and services to travelers and partners worldwide. APG looks forward to driving growth and connecting more passengers to the unique destinations Madagascar Airlines serves.


Sandrine de SAINT SAUVEUR President & CEO APG Inc. said: “We are very pleased to expand our collaboration with Madagascar Airlines to new key markets. This partnership extension reflects APG’s commitment to connecting airlines with new opportunities and providing best-in-class support to foster their growth.”


Mahery Andriamamonjy, Acting Chief Executive Officer of Madagascar Airlines adds: “We are delighted to further expand and strengthen our collaboration with APG. Leveraging its commercial expertise and extensive international network, APG enables us to enhance our presence and effectively drive our strategic markets. This strengthened partnership reflects the renewed momentum of Madagascar Airlines and our commitment to reinforcing our position on the international aviation stage.”

ABOUT MADAGASCAR AIRLINES:
Madagascar Airlines is the national carrier of Madagascar, mostly focused on domestic flights, operational excellence, safety and security and customer satisfaction. As part of his its role as national carrier, the airline aims to contribute to the economic growth of the country through promoting Madagascar’s unique touristic treasures, and enhancing national mobility across provinces. Madagascar Airlines is committed to modernizing its fleet, accelerating digital transformation, and elevating the customer experience. The airline aims to meet the evolving needs of travelers, contribute to the island’s sustainable development, and ensure long-term profitability. For more information, visit www.madagascarairlines.com and follow us on LinkedIn and Facebook @Madagascar Airlines.

ABOUT APG
With over 30 years’ experience in airline distribution and over 100 offices globally, APG is the world’s largest and most successful airline representation network, partnering with over 200 valued airline clients. APG offers a holistic approach to airline distribution, providing not only airline representation but also interline e-ticketing solutions, fare filing, and settlement support services, all aimed at maximizing an airline’s revenue potential. Always at the forefront of distribution innovation, APG also enables airlines to unlock the benefits of NDC distribution through APG Direct Connect. Furthermore, APG Cargo services are gaining strong global interest, offering cargo GSSA services, cargo Interline, and total cargo management solutions. APG Network is truly “The World’s Leading Network for Airline Services.

Learn more at www.apg-ga.com and follow us on LinkedIn and Facebook @APGNetworkOfficial.

Media Contact: f.despreaux@apg-ga.com