Vueling Airlines

They have 150 of it on firm order.

Vueling, part of the IAG group, has a big order in place.

But also, you know, Leisure and Charter Airlines in Europe are betting on the Dash 10.

Tweed

Well, don't start Googling bargain fares just yet.

They are Spain's third largest airline after Iberia and Vueling with a hub in Madrid.

Now, flying to Cuba can be a little tricky.

At the time, flying via the US was largely prohibited for non-US citizens and could seriously complicate future entry back into the States on that passport.

Pilots are trained to handle just about any emergency they might face.

But what happens when they encounter a problem which isn't fully covered in their manuals? High above the Spanish countryside, this is exactly what happened to the crew of a Vueling Airbus A320 on its way from Barcelona to Seville, when a serious problem emerged with the nose wheel.

pilots would need to rely on their experience and training to make quick decisions which would impact the safety of all 157 people on board.

This is a story about how people behave under pressure, and it's a story about the enduring importance of problem solving in an age of increasing automation.

This is the story of Vueling Flight 2220.

It was a sunny April evening in Barcelona, Spain, when 150 passengers stepped on board an Airbus A320 operated by Spanish low-cost airline Vueling.

They were bound for Seville, just an hour to the southwest.

Many of the passengers were tourists visiting the historic Andalusian city.

So number 20, this is marks out of 100.

So Pegasus Airlines at number 20, 64.5. Swiss Airlines, sorry, Swiss, make a pardon, 72.5%, Jet2, 73%, Vueling, 77%, Transavia, 79%, Wizz Air, 79.5%, SAS, 81.5%, Eurowings, also 81.5%, EasyJet, 82.

KLM, 82.5. Lufthansa, 83.

Turkish Airlines, 83.

And you know what? I worked in aviation.

I was a director of comms for a Spanish airline called Vueling.

Their operations are the absolute envy of everybody in the aviation industry.

They really, really want to be there on time.

Hotel investment passed 11.5 billion euros, 9% less than last year, yet deals above 100 million rose 30%.

and 46 percent of the money went to luxury and upscale capital is concentrating fewer bigger deals moving up for a mid-market property prices are rising faster than guests so easy growth is running out and now the last signal of the radar my favorite of the week ben diaz Head of AI at IAG, the group behind British Airways, Iberia, Vueling and Aer Lingus, described how they decide whether to hand a job to AI.

They ask three questions.

How critical is this process? Meaning, what does it cost if it fails in money, safety, customers and reputation? How far does the damage spread if it breaks, whether it stays in one corner or travels to other systems? And what is plan B, assuming AI will sooner or later get it wrong? The general rule, he says, is to put a person alongside by default and automate according to risk.

This competition has driven fares down up to 52% on Madrid, Malaga, after competition began, and as prices have stabilized on Madrid to Barcelona, which continues to be 58% cheaper than before the arrival of competition in 2021.

Vueling, the Barcelona-based low-cost airline, withdrew from this route, citing competition from Air Rail.

And this has been felt by the public, with 72% of Spaniards saying that competition on the rail service has driven improvements.

And then if we go on to France, which is the latest entry, with Trenitalia operating since 2021, adding to the existing competition between SNCF's two offerings, with route between Paris and Lyon and more recently with Paris to Marseille.

And even if you are not familiar with the acronym, you have very likely heard about some of its airlines.

which are British Airways, Iberia, Vueling, Aer Lingus, and Level.

IAG was actually one of the first airline groups that started investing and supporting directly those startups, which are solving issues that have applications in aerospace and travel.

Actually, until quite recently, IAG was conducting this activity under the Hangar 51 program, and now it's called IAG-I, where I stands for innovation.

So it depends if we, I mean, we can separate what is more innovation rather than venturing or acceleration.

So in terms of the IAGI, we build this to manage that centrally, supporting the rest of the group.

So with, I mean, limited exceptions from certain programs happening in Barcelona, I would say with Dueling, So the accelerator is something that we do at a group level because there's magic and value of a scale.

And it's something that showed in the past that is the best way to approach this.