Latest news with #capacity
Tahawul Tech
a day ago
- Business
- Tahawul Tech
data centre capacity Archives
Talks are in the early stages, but an arrangement could include several gigawatts of capacity for xAI.
Khaleej Times
5 days ago
- Business
- Khaleej Times
Middle East, India key strategic markets for Air France-KLM
The Middle East remains a key market for Air France-KLM, and the European carrier is taking steps to expand capacity here. 'Overall, the aviation sector in UAE is experiencing growth. For Air France and KLM, we've good load factors and positive trends, which has enabled us to increase capacity in Dubai, with the deployment of the Boeing 777s. There are opportunities for further expansion in the region, our willingness to add more capacity from Dubai is strong, however, we are currently facing constraints, as the slots are limited,' Stefan Gumuseli, Air France-KLM's general manager for India and the Middle East, told Khaleej Times in an interview. Currently, Air France and KLM serve eight cities across Middle East and India, operating 89 weekly flights. 'In the Middle East, our network includes Beirut, Cairo, Dubai, Dammam, and Riyadh and In India, we operate from Bengaluru, Delhi, and Mumbai and soon Hyderabad. Air France and KLM offer seamless connections for both business and leisure travelers, with smooth access for our customers from Middle East and India to over 300 destinations worldwide through our hubs in Amsterdam Schiphol and Paris, Charles de Gaulle,' Gumuseli said. The Middle East is witnessing a positive growth in aviation, further accelerated by ambitious initiatives such as Saudi Arabia's Vision 2030, which aims to position the region as a key global hub. 'Our operations are well-structured to meet this growing demand,' Gumuseli said. In the region, the airline group is expanding its network in the Middle East and India. 'In the Middle East, our codeshare partnership with Saudia significantly enhances connectivity between France, the Netherlands, and Saudi Arabia. This partnership was further strengthened through a strategic MoU last year, which aims to further improve connectivity between Saudi Arabia (Dammam, Jeddah, Riyadh) Paris, Amsterdam & beyond. In return, Air France and KLM will also gain access to Saudia's extensive network, offering passengers more travel options,' Gumuseli said. In India, the group has a successful codeshare partnership with IndiGo. With this partnership, Air France and KLM customers have access to over 30 destinations in India. This partnership opens the opportunity for IndiGo customers to connect to the vast global network of Air France and KLM,' Gumuseli said. Fleet renewal is one of the key aspects of Air France-KLM's strategy. The group has been investing 2 billion euros per year in the renewal of its fleet. In September 2023, the group placed an order for 50 Airbus A350 aircraft, with purchase rights for an additional 40. These aircraft, comprising both A350-900 and A350-1000 models, are scheduled for delivery between 2026 and 2030. This move aims to replace previous generation aircraft i.e. Airbus A330s and older Boeing 777s, positioning the Ar France-KLM as the world's largest operator of the Airbus A350 family. 'The A350's advanced technology offers 25 per cent better fuel efficiency and a 40 per cent reduction in noise compared to previous generations, aligning with our sustainability goals. By 2030, the share of new generation aircraft in the Group's fleet is expected to reach 80 per cent,' Gumuseli said. The Middle East is a strategically important region for the Air France-KLM Group. It serves as a key hub for both passenger and cargo operations. Air France and KLM share a rich history with the UAE, having operated in the region for over 50 years. 'Over the years, we've seen increased demand, which has led us to increase our capacity, including the deployment of the Boeing 777 to Dubai. This allows us to meet the growing needs of both leisure and business travellers,' Gumuseli said. One of the highlights for the Dubai market is the Air France La Première cabin, available on only 10 destinations worldwide, with Dubai being one of these exclusive locations. 'Our presence in the region is strong, with services connecting major cities such as Dubai, Riyadh, Dammam, Beirut and Cairo to our European hubs in Paris and Amsterdam. We are continuously enhancing our footprint in the Middle East, particularly in Saudi Arabia, where we have recently launched a new direct service between Riyadh and Paris-Charles de Gaulle from May 20. Air France will operates five weekly flights. Riyadh and Dammam are already being served by KLM. With the launch of Air France operations, our customers can experience the best of both brands. Transavia, the subsidiary of Air France – KLM also has a prominent position in the region. Transavia connects customers from many cities in the region including Beirut, Cairo, Jeddah and soon the holy city of Madinah, Gumuseli said.
Yahoo
11-07-2025
- Business
- Yahoo
Delta Says Domestic Main Cabin Seats Will Soon Be Harder to Score
The airline industry is on track to cut its main-cabin domestic capacity by about 1% by September, Delta President Glen Hauenstein said, amid weak demand for those tickets. Main cabin revenue was down about 5% in the latest quarter, while premium seat revenue was up a similar amount, Delta CEO Ed Bastian said. Delta Air Lines stock shot up after its results beat analyst expectations, and shares of other airlines were also fewer main cabin airplane seats by the end of the summer, Delta said. With limited demand for lower-priced fares, carriers are poised to reduce domestic main-cabin capacity by about 1% by September, Delta Air Lines (DAL) President Glen Hauenstein said Thursday. Delta is cutting capacity by eliminating unpopular trips, such as those at odd hours or on Tuesdays and Wednesdays, he said on a conference call. 'I've been in this business quite a long time, and I've really never seen that amount of capacity come out in a non-recessionary environment,' Hauenstein said of the industry-wide contraction in main cabin capacity he expects, according to a transcript made available by AlphaSense. 'And I don't think anybody is predicting that we're in a recession.' Main cabin revenue fell 5% year-over-year in the second quarter, while premium revenue grew 5%, Delta CEO Ed Bastian said on CNBC. The carrier beat analyst expectations for the quarter and reinstated its full-year outlook, sending shares up some 12%. By trimming trips, Delta hopes to consolidate main cabin travel on peak flights, and, potentially, break even or start making revenue on it later this year, executives said. The premium cabin has been contributing to profit margin growth, Hauenstein said, adding that the carrier wants to improve service at the front of the plane through 'more segmentation." The carrier's results appear to have buoyed other airlines' shares Thursday. Southwest Airlines was (LUV) recently up nearly 8%; American Airlines Group (AAL) climbed more than 13% and United Airlines Holdings (UAL) jumped more than 15%. Read the original article on Investopedia Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Forbes
10-07-2025
- Business
- Forbes
Why Today's Most Effective CEOs Are Focused On Building Capacity
Capacity is oxygen to moden CEOs. getty CEO turnover is rising. In 2024, a record 2,221 chief executives stepped down, and 2025 may break that record again. While the reasons vary, most fall into four pressure zones: mounting economic volatility, growing political interference, relentless organizational complexity, and a commonly overlooked factor, the personal toll of leading under constant scrutiny. The business environment has fundamentally changed. And with it, so has the CEO's mindset. Today's most effective leaders aren't just strategic. They possess something broader: capacity, which is the ability to absorb pressure, process complexity, operate under ambiguity, and remain composed without sacrificing personal well-being. With rapid disruptions in markets, technology, and team dynamics, leadership today is less about control and more about agility. McLaren Racing CEO Zak Brown echoed this shift in a recent CNBC interview: "You lose a lot more than you win. So you've got to get good at losing and use that as motivation to do better next time." That mindset reflects the core challenge of modern leadership: building your internal infrastructure to withstand volatility without burning out. Here are three essential components of leadership capacity. In a previous era, leaders could rely on experience and stability to make informed decisions. Today, that playbook is obsolete. The pace of change across technology, consumer behavior, and workforce expectations requires leaders to operate with greater agility and mental flexibility. The modern CEO and leader will have to make even more decisions without having all the data. Preferences shift, team dynamics evolve, and AI continually rewrites the rules of competition. Leaders need the mental capacity to process setbacks, absorb ample amounts of ambiguity, and move forward without hesitation despite the incompleteness of information at times. As Brown noted, setbacks are no longer rare—they're routine. The difference between those who will succeed and those who will come up short comes down to the ability to metabolize various degrees of failure, not just tolerate it. High-capacity leaders will recalibrate quickly, keep their teams aligned, and redirect energy to what matters most. Emotional Capacity: Rest to Respond, Not React If mental capacity governs how leaders think, emotional capacity determines how they lead under pressure. And few forces undermine that faster than sleep deprivation. Recent research published in Frontiers in Psychiatry found that sleep loss impairs your brain's executive function centers, weakening judgment and impulse control. This results in increased emotional reactivity, riskier decisions, and a diminished ability to process complex information or manage high-stakes interactions effectively. For CEOs, this translates into a leadership and organizational liability. Another study in Frontiers in Neuroscience found that even moderate, chronic sleep restriction produces cumulative effects, subtly degrading decision quality and emotional regulation over time. Most CEOs aren't pulling all-nighters, but many are consistently underslept. And over time, that deficit compounds. Sleep is the unseen infrastructure that fuels leaders' emotional steadiness and executive performance. Social Capacity: Lead with Values, Not Politics In today's polarized climate, nearly every public move a CEO makes is scrutinized. Leaders are often pulled in multiple directions: expected to weigh in, stay neutral, take action, or remain silent—all at once. A recent PMI national survey reflects this tension clearly: 84% of Americans believe companies should support their local communities 68% want CEOs to take public stands on societal issues Yet 58% say they don't want to know their CEO's political leanings The message is clear: people want leadership, not ideology. Trust isn't necessarily built by choosing sides; it's earned through values-aligned decisions and consistent behavior. This extends beyond public relations. In a recent interview with CNBC, UniCredit CEO Andrea Orcel noted that even flawless execution can be derailed by political forces. "Everything else can be perfect," he said, "but if that [government] view has a different view, it doesn't go forward." His comments came as national governments blocked significant merger efforts, not due to strategy, but due to politics. Social capacity for leaders starts by being able to: Lead effectively across divisions and interests with a shared mission Maintain coolness when messaging under pressure Navigate stakeholder demands without alienating core relationships The Next Era Of Leadership Belongs To Capacity-Driven CEOs The leaders who will win this next chapter of business won't just be the smartest or most connected. They'll be the ones who can withstand more scrutiny, ambiguity, and responsibility. That doesn't happen by default. It occurs by design through the intentional development of your mental, emotional, and social capacities. Volatility is inevitable. But CEOs who build the internal foundation to absorb it without losing direction will become the rarest and most trusted asset of all: leaders people actually want to follow.
Bloomberg
10-07-2025
- Business
- Bloomberg
Helen Chandler-Wilde: The UK Just Needs More of Everything
Hi there, it's Helen Chandler-Wilde, a UK journalist and editor of The Readout. Hope you enjoy today's newsletter. There is one word that seems to sum up our twin political and economic issues in the UK: capacity.
