Search
00
GBAF Logo
trophy
Top StoriesInterviewsBusinessFinanceBankingTechnologyInvestingTradingVideosAwardsMagazinesHeadlinesTrends

Subscribe to our newsletter

Get the latest news and updates from our team.

Global Banking and Finance Review

Global Banking & Finance Review

Company

    GBAF Logo
    • About Us
    • Profile
    • Privacy & Cookie Policy
    • Terms of Use
    • Contact Us
    • Advertising
    • Submit Post
    • Latest News
    • Research Reports
    • Press Release
    • Awards▾
      • About the Awards
      • Awards TimeTable
      • Submit Nominations
      • Testimonials
      • Media Room
      • Award Winners
      • FAQ
    • Magazines▾
      • Global Banking & Finance Review Magazine Issue 79
      • Global Banking & Finance Review Magazine Issue 78
      • Global Banking & Finance Review Magazine Issue 77
      • Global Banking & Finance Review Magazine Issue 76
      • Global Banking & Finance Review Magazine Issue 75
      • Global Banking & Finance Review Magazine Issue 73
      • Global Banking & Finance Review Magazine Issue 71
      • Global Banking & Finance Review Magazine Issue 70
      • Global Banking & Finance Review Magazine Issue 69
      • Global Banking & Finance Review Magazine Issue 66
    Top StoriesInterviewsBusinessFinanceBankingTechnologyInvestingTradingVideosAwardsMagazinesHeadlinesTrends

    Global Banking & Finance Review® is a leading financial portal and online magazine offering News, Analysis, Opinion, Reviews, Interviews & Videos from the world of Banking, Finance, Business, Trading, Technology, Investing, Brokerage, Foreign Exchange, Tax & Legal, Islamic Finance, Asset & Wealth Management.
    Copyright © 2010-2025 GBAF Publications Ltd - All Rights Reserved.

    ;
    Editorial & Advertiser disclosure

    Global Banking and Finance Review is an online platform offering news, analysis, and opinion on the latest trends, developments, and innovations in the banking and finance industry worldwide. The platform covers a diverse range of topics, including banking, insurance, investment, wealth management, fintech, and regulatory issues. The website publishes news, press releases, opinion and advertorials on various financial organizations, products and services which are commissioned from various Companies, Organizations, PR agencies, Bloggers etc. These commissioned articles are commercial in nature. This is not to be considered as financial advice and should be considered only for information purposes. It does not reflect the views or opinion of our website and is not to be considered an endorsement or a recommendation. We cannot guarantee the accuracy or applicability of any information provided with respect to your individual or personal circumstances. Please seek Professional advice from a qualified professional before making any financial decisions. We link to various third-party websites, affiliate sales networks, and to our advertising partners websites. When you view or click on certain links available on our articles, our partners may compensate us for displaying the content to you or make a purchase or fill a form. This will not incur any additional charges to you. To make things simpler for you to identity or distinguish advertised or sponsored articles or links, you may consider all articles or links hosted on our site as a commercial article placement. We will not be responsible for any loss you may suffer as a result of any omission or inaccuracy on the website.

    Home > Business > Airbus fends off growing revolt over jet output plans
    Business

    Airbus fends off growing revolt over jet output plans

    Airbus fends off growing revolt over jet output plans

    Published by maria gbaf

    Posted on October 27, 2021

    Featured image for article about Business

    By AIRBUS-CEO-c497ad7c-9a68-4c21-b661-cfc3e804720b>Tim Hepher and Mike Stone

    PARIS/WASHINGTON (Reuters) -Airbus was forced for the second time in as many days to defend sharp increases in production, after one its engine makers said its industrial plans did not match Airbus proposals for a near-twofold increase in the output of A320 jets by 2025.

    The exchange with the world’s largest aerospace supplier, Raytheon Technologies, comes after Airbus on Monday rejected worries about overproduction from leasing companies.

    Engine makers and lessors rely on the attractiveness of existing planes to support their repair revenue or rental fees, putting them naturally at odds with planemakers who make money on new jets. But the balancing act between contrasting business models has erupted into growing tensions since the pandemic.

    Raytheon Technologies Chief Executive Greg Hayes said on Tuesday he was sceptical the market would support proposals to lift A320-family output to 75 a month by 2025 from some 40 now.

    Rival Boeing Co is lagging behind Airbus after a safety crisis over its 737 MAX but suppliers say it is aiming for output of 50 or more MAX a month, beyond its current target of 31.

    “The question is are we really going to see a market that will support, call it 50 737s and 75 A320s on a monthly basis or 125 airplanes a month,” Hayes told analysts.

    “We’ll be ready to support Airbus, our customer, if indeed it does. But I would tell you that our plans, our 5-year plans, do not anticipate getting to that kind of rate by 2024 or 2025.”

    Boeing last month predicted 14,370 deliveries in the busy A320/737 segment over the next 10 years, equivalent to a monthly total of 120 spread between the world’s largest planemakers.

    CUSTOMER DEMAND

    Asked about Hayes’ doubts over demand, Airbus Americas Chief Executive Jeff Knittel – a former leasing industry veteran – said: “Greg and I have had some very direct discussions about that and I would respectfully disagree at this point.”

    Speaking at a jet delivery, Knittel told CNBC: “Customers are asking us to bring airplanes forward, not push them out. To accommodate customers, to ensure that we have airplanes available, in our view ramping up is an important next step. The speed of that is the question, not whether we need to ramp up.”

    Raytheon Technologies owns Pratt & Whitney, one of two engine suppliers on the A320 family.

    The head of one of the partners in the plane’s other engine supplier, General Electric Co, backed “near-term” goals at Airbus and Boeing but declined comment on discussions being held behind closed doors on Airbus’ long-term plans.

    GE co-owns engine maker CFM with France’s Safran.

    In May, Airbus announced a firm target of increasing A320-family production to 64 a month by second-quarter 2023 and asked suppliers to enable a “scenario” of 70 by first-quarter 2024. It also said it was investigating rates as high as 75 by 2025.

    On Monday, Airbus pushed back against criticism from leasing companies about the output plans.

    “The key to all this is that we have these firm contracts

    with our client – we cannot say that we are not going to

    respect those contracts because we think they are too many for

    the business,” said its Latin America head, Arturo Barreira..

    Airbus Chief Executive Guillaume Faury is expected to face questions from investors over the rift when the company releases earnings on Thursday. Airbus has said it is confident of a rebound, but people close to the company stress it has not decided on monthly A320 family production rates above 64.

    (Reporting by AIRBUS-CEO-c497ad7c-9a68-4c21-b661-cfc3e804720b>Tim Hepher in Paris, Mike Stone in WashingtonAdditional reporting by Rajesh Kumar Singh in ChicagoEditing by Nick Macfie and Matthew Lewis)

    By AIRBUS-CEO-c497ad7c-9a68-4c21-b661-cfc3e804720b>Tim Hepher and Mike Stone

    PARIS/WASHINGTON (Reuters) -Airbus was forced for the second time in as many days to defend sharp increases in production, after one its engine makers said its industrial plans did not match Airbus proposals for a near-twofold increase in the output of A320 jets by 2025.

    The exchange with the world’s largest aerospace supplier, Raytheon Technologies, comes after Airbus on Monday rejected worries about overproduction from leasing companies.

    Engine makers and lessors rely on the attractiveness of existing planes to support their repair revenue or rental fees, putting them naturally at odds with planemakers who make money on new jets. But the balancing act between contrasting business models has erupted into growing tensions since the pandemic.

    Raytheon Technologies Chief Executive Greg Hayes said on Tuesday he was sceptical the market would support proposals to lift A320-family output to 75 a month by 2025 from some 40 now.

    Rival Boeing Co is lagging behind Airbus after a safety crisis over its 737 MAX but suppliers say it is aiming for output of 50 or more MAX a month, beyond its current target of 31.

    “The question is are we really going to see a market that will support, call it 50 737s and 75 A320s on a monthly basis or 125 airplanes a month,” Hayes told analysts.

    “We’ll be ready to support Airbus, our customer, if indeed it does. But I would tell you that our plans, our 5-year plans, do not anticipate getting to that kind of rate by 2024 or 2025.”

    Boeing last month predicted 14,370 deliveries in the busy A320/737 segment over the next 10 years, equivalent to a monthly total of 120 spread between the world’s largest planemakers.

    CUSTOMER DEMAND

    Asked about Hayes’ doubts over demand, Airbus Americas Chief Executive Jeff Knittel – a former leasing industry veteran – said: “Greg and I have had some very direct discussions about that and I would respectfully disagree at this point.”

    Speaking at a jet delivery, Knittel told CNBC: “Customers are asking us to bring airplanes forward, not push them out. To accommodate customers, to ensure that we have airplanes available, in our view ramping up is an important next step. The speed of that is the question, not whether we need to ramp up.”

    Raytheon Technologies owns Pratt & Whitney, one of two engine suppliers on the A320 family.

    The head of one of the partners in the plane’s other engine supplier, General Electric Co, backed “near-term” goals at Airbus and Boeing but declined comment on discussions being held behind closed doors on Airbus’ long-term plans.

    GE co-owns engine maker CFM with France’s Safran.

    In May, Airbus announced a firm target of increasing A320-family production to 64 a month by second-quarter 2023 and asked suppliers to enable a “scenario” of 70 by first-quarter 2024. It also said it was investigating rates as high as 75 by 2025.

    On Monday, Airbus pushed back against criticism from leasing companies about the output plans.

    “The key to all this is that we have these firm contracts

    with our client – we cannot say that we are not going to

    respect those contracts because we think they are too many for

    the business,” said its Latin America head, Arturo Barreira..

    Airbus Chief Executive Guillaume Faury is expected to face questions from investors over the rift when the company releases earnings on Thursday. Airbus has said it is confident of a rebound, but people close to the company stress it has not decided on monthly A320 family production rates above 64.

    (Reporting by AIRBUS-CEO-c497ad7c-9a68-4c21-b661-cfc3e804720b>Tim Hepher in Paris, Mike Stone in WashingtonAdditional reporting by Rajesh Kumar Singh in ChicagoEditing by Nick Macfie and Matthew Lewis)

    Related Posts
    Cybersecurity as a Profit Engine: Turning Financial Services Security into Measurable Business Value
    Cybersecurity as a Profit Engine: Turning Financial Services Security into Measurable Business Value
    How Investability Helps Companies Navigate Transformational Times
    How Investability Helps Companies Navigate Transformational Times
    88% of UK and US organisations concerned about state-sponsored cyber attacks as national threat levels surge, IO research reveals
    88% of UK and US organisations concerned about state-sponsored cyber attacks as national threat levels surge, IO research reveals
    One in three SME leaders do not fully understand cash flow, despite 82% facing cash flow problems
    One in three SME leaders do not fully understand cash flow, despite 82% facing cash flow problems
    Inside the Company that Predicted the Remote Work Mega-Trend Before It Became Mainstream
    Inside the Company that Predicted the Remote Work Mega-Trend Before It Became Mainstream
    SEO Consultant Adrian Czarnoleski on How to Increase Business Value Before Exit
    SEO Consultant Adrian Czarnoleski on How to Increase Business Value Before Exit
    No SOC 2, No Deal: Why You’re Already Losing Clients - and What You Can Do About It
    No SOC 2, No Deal: Why You’re Already Losing Clients - and What You Can Do About It
    Jose Tolosa Guides Organizations Forward with Clarity, Purpose, and Integrity
    Jose Tolosa Guides Organizations Forward with Clarity, Purpose, and Integrity
    Reducing Freight Costs to Drive Global Trade Expansion
    Reducing Freight Costs to Drive Global Trade Expansion
    The Psychology of Music in the Modern Workplace
    The Psychology of Music in the Modern Workplace
    Revealed: Low-Cost/No-Cost Marketing Hacks For Results Oriented Businesses
    Revealed: Low-Cost/No-Cost Marketing Hacks For Results Oriented Businesses
    Finance teams still stuck in spreadsheets as manual processes stall digital transformation
    Finance teams still stuck in spreadsheets as manual processes stall digital transformation

    Why waste money on news and opinions when you can access them for free?

    Take advantage of our newsletter subscription and stay informed on the go!

    Subscribe

    Previous Business PostIKEA buys former Topshop flagship store in central London for $520 million
    Next Business PostTemasek’s new investment platform to target local, mid-sized firms

    More from Business

    Explore more articles in the Business category

    The Future of Remote & Hybrid Leadership: Leading With Data-Driven Foresight

    The Future of Remote & Hybrid Leadership: Leading With Data-Driven Foresight

    2025-2030: The Next Technological Innovations for Business

    2025-2030: The Next Technological Innovations for Business

    The CFO’s New Playbook: 5 Ways AI Is Redefining Finance with Insights from Rishi Oberoi

    The CFO’s New Playbook: 5 Ways AI Is Redefining Finance with Insights from Rishi Oberoi

    Revolutionizing Payments: Secure, Scalable, Sovereign

    Revolutionizing Payments: Secure, Scalable, Sovereign

    Why Trademark Abuse in Paid Search Is a Growing Risk for Financial Institutions

    Why Trademark Abuse in Paid Search Is a Growing Risk for Financial Institutions

    E-commerce Customer Service: Tips

    E-commerce Customer Service: Tips

    When to Automate Your Warehouse: The Tipping Point for Operations Growth

    When to Automate Your Warehouse: The Tipping Point for Operations Growth

    Hurt at Work? 5 Financial Facts You Need to Know

    Hurt at Work? 5 Financial Facts You Need to Know

    Against the Odds: Resilience in Consumer Subsectors Offers Prime Opportunities for Investors

    Against the Odds: Resilience in Consumer Subsectors Offers Prime Opportunities for Investors

    Empower Your Workforce With Financial Wellness This Labor Day

    Empower Your Workforce With Financial Wellness This Labor Day

    Build a brand that stands out with five simple strategies, from defining your UVP to using storytelling and building loyalty. Find out more.

    Build a brand that stands out with five simple strategies, from defining your UVP to using storytelling and building loyalty. Find out more.

    The Hybrid Office Playbook for Financial Services: How to Design Hybrid Offices to Optimize People and Spaces

    The Hybrid Office Playbook for Financial Services: How to Design Hybrid Offices to Optimize People and Spaces

    View All Business Posts