MONDAY 26 NOVEMBER 2018
14:30-17:30	For complimentary Berlin tours please click here
17:30	Registration
18:00- 20:00	Welcome Reception Schmankerl Hüttn, Potsdamer Platz (approximately 5-10 minute walk from the Grand Hyatt Hotel)

TUESDAY 27 NOVEMBER 2018
08:00	Registration, Networking & Coffee
08:45	Chairman's Welcome CAPA - Centre for Aviation, Executive Chairman, Peter Harbison
SESSION 1
08:50	Welcome Address Federal Ministry of Transport & Digital Infrastructure , Director General of Civil Aviation, Johann Friedrich Colsman
09:00	Community Outlook
09:05	Current Market Outlook: A meeting of the minds Moderator: CAPA - Centre for Aviation, Executive Chairman, Peter Harbison Panel: Airbus, SVP Business Analysis & Market Forecast, Bob Lange Boeing Commercial Airplanes, Director, Market Forecasting, Wendy Sowers IATA, Chief Economist, Brian Pearce
09:20	CAPA Aviation Outlook CAPA - Centre for Aviation, Executive Chairman, Peter Harbison
09:30	The global macroeconomic outlook and implications for airline profitability IATA, Chief Economist, Brian Pearce
09:40	OEM Outlook Airbus Global Market Forecast: Airbus, SVP Business Analysis & Market Forecast, Bob Lange Boeing Commercial Market Outlook: Boeing Commercial Airplanes, Director, Market Forecasting, Wendy Sowers
10:00	The outlook for UK-Europe, the trans-Atlantic and open skies: How are airlines preparing for the post-Brexit world? The UK’s exit from the EU is fast approaching - yet uncertainty remains. The European Commission has maintained that when the UK leaves the EU it will also leave the single aviation market, meaning the UK will have to negotiate a new bilateral air service agreement with the rest of the bloc in order to ensure traffic rights for its airlines. It must also negotiate new bilaterals with 17 non-EU countries where rights are currently granted under EU agreements. The most important of these is a renegotiation of the UK-US deal, which is set to govern the rules of engagement for flights between the two countries across the highly lucrative trans-Atlantic market. The 3 major JV groupings that operate on the trans-Atlantic depend on open skies for them to gain antitrust immunity to operate in the UK market, the largest premium route. But the extent to which the UK will be restored to open skies once it leaves the EU remains to be seen, with US pilot unions conspicuously vocal in their concerns about some of the liberal provisions of open skies. Aside from labour organisations, EU governments could undo the great strides taken over the years in liberalising international traffic rights, in order to protect their flag carriers from bigger competitors encroaching further on home markets. What issues are involved in the UK renegotiation and what are the positions of the protagonists? Are the region’s airlines at risk of operating under more restrictive norms? Will unions intervene to wind back the provisions of the North Atlantic? What are the prospects for US-UK open skies post Brexit? Could Brexit provide a catalyst to reform the entire bilateral system that underpins aviation governance? Moderator: John Byerly, Consultant, Consultant, John Byerly Panel: ALPA, Regulatory Counsel & Senior Attorney, David Semanchik Croon Callaghan Aviation Consulting, Partner, Jim Callaghan ERA, Director General, Montserrat Barriga Whitaker Air Space, Principal, Michael Whitaker
10:45	Air Travel - Engine of Globalisation Deutsche Lufthansa AG, Chairman & CEO, Carsten Spohr
11:10	CAPA Membership Presentation CAPA - Centre for Aviation, Head of Sales & Global Partnerships, Rowan Lanser
11:15	Coffee Break & Networking Hosted by CarTrawler
SESSION 2
11:45	Keynote Berlin Brandenburg Airport, CEO, Engelbert Luetke Daldrup
12:05	The German market outlook: the more things change, the more they stay the same? Air Berlin Group’s exit from the German market in Oct-2017 has occurred with minimal disruption, opening up opportunities for existing players, mainly Lufthansa and its subsidiary Eurowings, to grow their seat share. The Group has absorbed much of the capacity once held by the failed carrier, further consolidating its near monopoly hold on the domestic market (easyJet, which also grabbed a share of Air Berlin’s seats, is the only airline that is challenging Lufthansa's domestic dominance in any meaningful way). The group also leads overall German seat capacity by a sizable margin. Through Eurowings, Lufthansa has managed to keep Ryanair and easyJet - who have managed to conquer other markets more successfully - at bay. While the status quo doesn’t appear to be under threat any time soon, Germany’s four other indigenous airlines are quietly embarking on expansion plans of their own, their collective growth outpacing that of their three larger competitors. Meanwhile, in developments across the border, Ryanair’s proposed 75% stake of LCC Laudamotion, which gives it access to coveted slots in both Austria and Germany, is sure to put the German flag on notice. On the regulatory front, aviation taxes are presenting major cost implications for the industry, with Germany having one of the highest aviation taxes in the world. Other costs have increased as well, such as aviation security charges, which have risen by 75% since 2011 and will cost airlines around EUR750 million in 2018. With the market undergoing some dynamic changes and costs increasing, what is the outlook for German aviation and how will the competitive position of the current players evolve? How has the German market evolved one year on from the Air Berlin collapse? Will LCCs continue to drive growth in the local market? How are Germany’s other four airlines beyond Lufthansa, Ryanair and easyJet set to grow their share of the market? What role will these operators play in the medium term? Will labour disputes threaten to erode cost reduction initiatives and disrupt operating conditions? What has been the impact of aviation taxes and security costs on airlines and airports? Can airports in Europe survive without network carriers as anchor tenants? Self-hubbing, a viable trend? Are modern customers ready to build their own LCC to LCC connections? Moderator: AIRBORNE Consulting, Managing Partner, Gerald Wissel Panel: Berlin Brandenburg Airport, CEO, Engelbert Luetke Daldrup DLR, German Aerospace Center, Director DLR Institute of Air Transport and Airport Research, Johannes Reichmuth Germania, Managing Director, Johannes Klinsmann TUIfly, Director of Communications, Aage Duenhaupt
12:50	Lunch Break & Networking
13:50	Emerging markets outlook: What’s driving growth in Asia, Middle East and Eastern Europe? Leaders of carriers from the high growth, high potential markets within Asia, Europe and the Middle East share their current commercial and operating challenges and the future outlook for the region’s aviation industry. What are the implications of rising oil prices and growing trade protectionism for global airlines? What is the current state of play of JVs and alliances and how effective is it as a mechanism for bolstering network coverage? How to reconcile the aim of open skies with creating a market for a national airline? Does every country need a state owned/national carrier? How are incumbent carriers adapting their strategies and business models to compete against new entrant competitors e.g. from LCCs or the new Chinese superconnectors? Does the intra-SE Asian market suffer from over-competition? Will the market rationalise? Moderator: DVB Bank, Managing Director, Vicente Alava Pons Panel: AAPA, Director General, Andrew Herdman airBaltic, Chairman of the Board & CEO, Martin Gauss Gulf Air, CEO, Krešimir Kučko LOT Polish Airlines, CEO, Rafał Milczarski
SESSION 3
14:30	Dynamic Pricing: The Key to Intelligent Retailing Sabre Airline Solutions, Director, Christophe Viatte
14:40	The commercial outlook: What revenue optimisation strategies are airlines pursuing in an increasingly price sensitive global market? Low fuel prices and new competition have forced airlines to pass on savings directly to consumers, which has led to a surge in supply driven traffic growth as price sensitive travellers take advantage of low fares. But rising oil prices bring into question the sustainability of continued fare decreases, and could temper demand from leisure markets. As airlines adjust to the new operating conditions, they can opt to maintain growth, at the expense of profits, increase fares and dull demand, undertake non fuel cost cutting initiatives or seek alternative revenue optimisation strategies. In the Americas for example, product unbundling and fare families have been adopted by the major carriers to both combat growing LCC competition and capture the leisure market. Likewise in Europe, many full service carriers are segmenting their economy cabins and unbundling their product. Moderator: Finnair, Chief Commercial Officer, Juha Jarvinen Panel: Amadeus, Head of Revenue Generation Consulting, Michael Kanacher LEVEL, CEO, Vincent Hodder Sabre Airline Solutions, Director, Christophe Viatte Volantio, CEO, Azim Barodawala
15:20	Coffee Break & Networking
15:50	Successfully Delivering NDC's 2020 Vision Travelport, Global Head of Air, Damian Hickey
16:05	Distribution outlook: Dawn of a new era? How will airline distribution models evolve as the NDC standard and direct connect channels become commonplace? Legacy distribution systems have for decades presented airlines with the twin problems of high costs and product commoditisation. In efforts to address these issues, a handful of carriers have invested heavily into establishing their own API channels with agents, while the concurrent push by IATA for airlines to implement the NDC standard has encouraged the industry to adopt a retail focused approach to distribution. In this new modernised distribution landscape, itself reflective of wider consumer expectations around seamlessness and personalisation, new opportunities are emerging for other intermediaries and aggregators such as metasearch companies (some of which now have direct booking capabilities), as well as digital behemoths such as Amazon, Google, and Facebook - to gain a slice of the pie. Meanwhile traditional GDS channels will need to evolve their models to remain relevant as fragmentation becomes the new norm. How does airline.com compete in the era of conversational converse and new mobile, bot and voice technologies? Are there other distribution channels which airlines are underutilising? Is this increasingly fragmented and complex commercial and technological distribution landscape sustainable? How will business models evolve in response? Is there a need for a direct connect aggregator? Should airlines build lots of direct connects or revert back to lean, centralised distribution channels? Who is going to be offering services to bridge the gap between airlines/aggregators that are NDC compliant and those that aren’t? Will it be the GDS and IT providers, other airlines or speciality providers? How are newer intermediaries adding value to airline distribution? Moderator: PASS Consulting Corporation/PASS Consulting Group, CEO/Head of Business Unit Travel, Michael Strauss Panel: Caravelo, Chief Commercial Officer, Jonathan Newman Deutsche Lufthansa AG, Head of Distribution & Revenue Management Strategy & Business Intelligence, Christian Popp Finnair, Chief Commercial Officer, Juha Jarvinen Travelport, Global Head of Air, Damian Hickey
SESSION 4
16:45	Demystifying blockchain technology and its potential in aviation Blockchain has undoubtedly been brought up as an agenda item in plenty of airline boardroom meetings but the lack of real world applications in the aviation industry to date has made it hard for CEOs to understand how the technology is supposed to be used in their business. Lufthansa calls blockchain a “computer without hardware” - a gigantic decentralised database duplicated on multiple computers that allows information to be distributed securely without being copied, manipulated or hacked. For airlines, blockchain enables data to be shared in a more enhanced, risk free manner and promises to reduce complexity, cut costs and improve the traveller experience. It can also be deployed in a wide array of areas within the business from distribution to loyalty to operations and maintenance. This presentation will unpack blockchain technology by providing examples of real and potential uses cases within the aviation sector. Winding Tree, Head of Strategy & Partnerships, Dave Montali
17:05	Close of Day 1
19:00	Pre-Dinner Drinks
19:30	CAPA Aviation Awards for Excellence Gala Dinner Hosted by Berlin Brandenburg Airport & Travelport Unable to join us for the day sessions? Purchase a ticket to our Aviation Awards for Excellence Gala Dinner here.

WEDNESDAY 28 NOVEMBER 2018
08:00	Registration, Networking & Coffee
09:00	Chairman's Welcome CAPA - Centre for Aviation, Executive Chairman, Peter Harbison
09:05	Welcome to Berlin visitBerlin, CEO, Burkhard Kieker
SESSION 5
09:10	The Future of Flying: What's Next for Air Travel Wizz Air, CEO, Jozsef Varadi
09:30	Digital outlook: True, fast and profitable innovation - Speeding up the transformation of the industry The digital economy has transformed consumer expectations around the way they research, purchase and experience the airline product. As a result airlines need to work hard to differentiate their product offering and deliver a personalised and seamless experience for customers throughout the entire travel process. With airlines starting to see themselves as digital companies rather than just transportation companies enabling passengers to get from A to B, there is now a greater inclination for experimentation, with many airlines (and manufacturers) leaning on creative tech start ups to find solutions for their technology, operations and customer service problems. This is creating interfaces between large aviation organisations and the growing global travel tech scene. Agility and out-of-the-box thinking seems to be the USP for many startups aiming to develop and market business model innovations for the aviation industry. Is outside competition required to fire up internal creativity? Are big organisations simply unable to cope with the speed of change in technology and customer behaviour? Separating the wheat from the chaff, how to identify the winning ideas Putting the framework in place first - deciding on an airline’s digital strategy How are the global alliances utilising technology to facilitate multilateral connectivity and deliver benefits to customers of member airlines? Moderator: Made by Many, Founder, William Owen Panel: Bluebox Aviation Systems, CEO, Kevin Clark CellPoint Mobile, CEO, Kristian Gjerding Miles & More, Director Strategy & Innovation, Benjamin Pfeifer Skyscanner, Senior Director, Strategic Partnerships, Hugh Aitken
10:15	Europe market outlook: Slow and steady wins the race? The ongoing and gradual restructure of the European airline market Although Europe has experienced some notable waves of merger and acquisition activity in the last 14 years - such as the Air France/KLM and BA/Iberia mergers and various Lufthansa Group acquisitions - the region remains one of the most highly fragmented airline markets globally. There are more airline groups operating in Europe than in any other region in the world and their profitability is lower compared with, for example, the tightly controlled North American market. Any consolidation to date hasn’t led to any meaningful change in the structure of the European airline market, nor has the disappearance of several airlines led to greater market concentration. Clearly, consolidation has been slow and steady, but the region’s top groups wield the power and capital to significantly speed up the process. Is this on the horizon or will consolidation activity continue to amble along at its current pace? Are there too many airlines in Europe for the size of the market? Is consolidation the key to greater profitability? What are the cultural, political and regulatory barriers that that inhibit more consolidation in Europe? Will airline failures or M & A activity drive greater market consolidation? Can Europe’s largest airline groups ever match the market concentration levels of their North American peers? How have JVs and alliances overcome ownership and control inhibitions? What is the outlook for consolidation in the LCC sector? Moderator: CAPA - Centre for Aviation, Executive Chairman, Peter Harbison Panel: Alitalia, VP Alliances & International Affairs, Jiri Marek easyJet, Regional Director, Javier Gandara Eurowings, Chief Commercial Officer, Oliver Wagner LOT Polish Airlines, CEO, Rafał Milczarski
11:00	Airline Q&A: Air Malta, Chairman, Charles Mangion
11:10	Coffee Break & Networking
SESSION 6
11:40	As the mobile travel marketplace evolves, what are the lessons to ensure airlines continue to win? Skyscanner, Senior Director, Strategic Partnerships, Hugh Aitken
11:55	Environmental outlook: Aviation growth and environmental sustainability. Are the two goals mutually exclusive? The aviation industry has been proactive in implementing environmentally sound practices. Global governing bodies such as ICAO and IATA as well as individual member companies have made pledges of varying degrees to promote environmental sustainability. Stakeholders across the whole spectrum of the industry need to collaborate to ensure that the requisite operational, technological and infrastructure advancements are being made to hit sustainability targets. These efforts have resulted in the advent of new generation aircraft, which is boosting fuel efficiency, the scaling of alternative sustainable aviation fuels and air traffic system modernisation. Meanwhile, the industry's carbon offsetting scheme, CORSIA is set to come online in 2019. What is the outlook for the next generation of aircraft? What aircraft will we be flying in 2030? Are airlines ready for CORSIA? Is the industry’s carbon offsetting scheme compromised by its lack of universal application? How can government support the growth of and encourage investment into SAF? When will alternative fuels become commercially viable? How are air navigations systems modernising to support the industry’s sustainable growth? What improvements are being made to existing operational processes to reduce carbon emissions? Moderator: ATAG, Executive Director, Michael Gill Panel: Avinor Oslo Airport, VP Traffic Development, Jasper Spruit DLR, Head of Department, Earth System Modelling, Prof Robert Sausen EUROCONTROL, Head of Environment, Andrew Watt Finnair, Director Corporate Sustainability, Kati Ihamäki
12:35	The Great Debate: Can aviation unions be a force for good? All major European carriers have overhauled their cost structures in the last decade or so in the face of liberalisation, the rise of LCCs and increasing competition. Each wave of change has been met with inevitable resistance from traditional labour forces, who have had a comparatively disproportionate impact on the aviation sector compared with other industries, in the process stymieing management restructuring efforts (and massively disrupting everyday operations) for the sake of workers’ rights. Already fractious relations between airline management and labour associations have reached a tipping point. The international nature of the aviation market has seen some airlines apply more relaxed labour laws from other jurisdictions regardless of where their employees are based. EU based unions for example have called out Ryanair and Norwegian for employing non EU crew on EU registered aircraft and have fought for a ban on what they deem “social dumping”. At the same time, there is also rising demand for a diminishing pool of human resources, as LCCs expand and full service carriers busily set up new subsidiaries. So - while airline managements still need to drive down costs, this is more challenging now in the context of looming pilot shortages. How will the relationship between management and unions evolve under these challenging conditions? Does the aviation industry have enough human resources to service the growth ambitions of the world’s carriers? At what cost? Do unions have the interest of the industry at heart? What constitutes a level aviation labour playing field? Are airlines too focused on a wage race to the bottom for the sake of profit? As essentially inertia-seeking, can unions adapt to the rapid process of change that challenges their managements? Moderator: Aviation Strategy & Concepts, Managing Director, Ulrich Schulte-Strathaus For: ALPA, Regulatory Counsel & Senior Attorney, David Semanchik Vereinigung Cockpit e.V., Board Director International Affairs, Robert Spuerk Against: Austrian Aviation Association, Chairman, Peter Malanik CityJet, CEO, Pat Byrne
13:15	Community Outlook
13:20	Lunch Break & Networking
14:20	Summit Close
14:30-17:30	For complimentary Berlin tours please click here

WEDNESDAY 11 OCTOBER 2017

18:00-
20:00

Welcome Reception at Sofitel Heathrow

THURSDAY 12 OCTOBER 2017

08:00

Registration

08:30 - 10:00 Joint Plenary Session

08:30	Chairman's Welcome
08:35	Keynote
08:55	Aviation Overview: CAPA - Centre for Aviation, Executive Chairman, Peter Harbison
09:15	Keynote
09:25	Airline CEO Panel Discussion

10:00 Coffee Break and Networking in CAPAConnect/InterACTE

10:45

Keynote

11:05

The Airline Models that are Changing the World: How big will their impact be? (Long haul LCCs, narrowbody long haul, airline subsidiaries)

As new airline entrants are increasingly enabled to innovate by new aircraft models with expanded range and capacity, the profile of city pair development promises to be transformed. It is already starting to happen, partially accelerated by the need to bypass congested hubs. What does this do for the future shape of connectivity, on the North Atlantic, within Europe and looking eastwards to Asia?

12:00 Lunch Break

13:30

Keynote: Aviation Infrastructure

13:45

Aviation Infrastructure - adding new facilities against enormous odds

It is a popular refrain that there has been no new runway added in the UK since WWII – although many unused and underused airports have been reactivated. Across the world, similar stories abound - it has taken Sydney nearly 50 years to decide to build a new airport - although major exceptions like China, the Gulf, Turkey and Mexico do exist. Following the interminable process leading up to a decision to add a new runway at Heathrow Airport, the next step is actually to navigate the many hurdles involved in actually building it. Manoeuvring a way through the various needs of the stakeholders is a delicate business and not everyone is ever happy.

14:30

Adapting for an uncertain future: Regulation, open skies and labour relations

Even with the disruptions of LCC and Gulf carrier entry, change in the airline industry has been more or less linear. For many European, as well as some US airlines and others, the confusion is threatening to become multi-dimensional if a number of current scenarios unfold. And while the US open skies agreement is also challenged, the confusion spreads to almost any airline operating to the UK (and Ireland). To prepare for the future amid this uncertainty, airline managements will have to work closely with unions, while keeping a careful eye on their consumer markets. Airlines are often very creative at finding ways to provide services and circumvent regulations which might otherwise prevent their operation, but can regulations adjust to facilitate rather than restrict the ability of airlines to deliver what consumers really want?

15:15 Coffee Break and Networking in CAPAConnect/InterACTE

16:00	Keynote: Distribution
16:15	Keynote: Ancillaries
16:15	Anarchy in the Distribution Space: New developments and where to next? A host of new apps and techniques are being developed across the spectrum of retailing, payments and generally controlling customer behaviour – or at least offering an array of attractive alternatives. These increasingly include Artificial Intelligence and chatbots, in ways that transform one-on-one communication with customers. Typically they do not cover the range of conventional distribution, but the sheer number of new ideas and applications in this area is starting to change the shape of the relationship between airline and traveller. Then there are the online retail behemoths like Google, Amazon, Facebook, along with Airbnb and others rapidly accumulating massive data sets and the ability to use them. How are airlines responding? How should they respond?
17:15	Chairman's Wrap

17:20 End of Day 1 Sessions

19:00 Pre-dinner drinks, followed by CAPA Gala Dinner and Awards for Excellence

FRIDAY 13 OCTOBER 2017

08:00

Registration

09:00

Chairman's Welcome

09:05

One Belt, One Road - the inexorable growth trajectory for Chinese aviation...

The impact of China on global aviation is only just beginning, as millions of Chinese consumers enter the market for international travel. How big an impact will it really be and what are the implications for airlines and the aviation industry at large?

10:00 Coffee Break and Networking in CAPAConnect/InterACTE

10:45

Establishing and Operating Airline Subsidiaries: best practice and where to next?

As full service airlines seek to respond to short and long haul low cost operators and to target different market segments, the number of subsidiaries proliferates. Responding in this way raises almost as many issues as they solve, but the successful models have certain characteristics in common. Our panel of experts will review best (and other) practice, drawing from their own experience and from observing others. The degree of separation between parent and daughter airline is defined by such matters as management and staff partitioning, connectivity, interlining and codesharing, branding – as well as the ability or otherwise to participate in the global alliance based joint ventures.

11:45

Transition Time

12:00 Joint CAPA ACTE Closing Plenary Session

13:00

Chairman's Wrap

13:15 Final Lunch and Networking in CAPAConnect/InterACTE