The aviation industry has been hard hit by the current COVID-19 crisis. In this article we consider how the industry will need to adapt to allow for safe travel post COVID-19, whilst keeping in mind long term goals that will ultimately improve experience, efficiency and net carbon outputs.
As we look to establish what a post COVID-19 aviation sector might be like, it’s difficult to get past the human cost and statistics, particularly sat working from the confines of our homes.
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As we look to establish what a post COVID-19 aviation sector might be like, it’s difficult to get past the human cost and statistics, particularly sat working from the confines of our homes.
Over 40 major airlines have grounded their fleets and most have suspended over 90% of their flights. Moreover, some of the most financially secure airlines, including the likes of British Airways have stated they are in a “fight for survival” despite having both a robust balance sheet and strong backing from parent company IAG. Lufthansa is permanently reducing the size of its fleet and shuttering one of its low-cost carriers. SAS also announced yesterday it expects demand to take years to recover and are reducing the size of its workforce by 5,000 staff to respond to market conditions.
Furthermore, the current lack of testing data from the globally infected population makes it nigh on impossible to evaluate how long the crisis might continue and how long we might remain unable to travel for.
As we look to establish what a post COVID-19 aviation sector might be like, it’s difficult to get past the human cost and statistics, particularly sat working from the confines of our homes.
Over 40 major airlines have grounded their fleets and most have suspended over 90% of their flights. Moreover, some of the most financially secure airlines, including the likes of British Airways have stated they are in a “fight for survival” despite having both a robust balance sheet and strong backing from parent company IAG. Lufthansa is permanently reducing the size of its fleet and shuttering one of its low-cost carriers. SAS also announced yesterday it expects demand to take years to recover and are reducing the size of its workforce by 5,000 staff to respond to market conditions.
Furthermore, the current lack of testing data from the globally infected population makes it nigh on impossible to evaluate how long the crisis might continue and how long we might remain unable to travel for.
Aviation is fundamental to the support and growth of local and global economies and an essential part of our world as travellers. So, what changes could the aviation industry make to support recovery and how do these fit in with long term goals?
1. Restoring traveller confidence in air travel
In the short term we can realistically expect countries to keep their borders closed, so domestic travel will initially return, followed later by international flights.
Travellers will undoubtedly be nervous, so responsibility will fall to airports to reassure anxious travellers that they are taking every precaution to safeguard their health and safety. The industry will need to respond – additional health screening facilities, washrooms, cleaning facilities will all require at least temporary modification to existing airport facilities. The possibility of further complications or a second wave of the virus means that airports need the flexibility and space to accommodate these facilities for a longer period than any of us would like.
Technology will need to be quick to respond to the challenges and suppliers are already looking at touchless triage at self-check in facilities. This would automatically suspend travel if the customers vital signs displayed potential symptoms and would reduce the risk of transmission before the individual came into contact with other passengers or staff.
The challenge for most airports remains the availability of self-check in booths and an ability to retrofit new technology to existing hardware.
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