This article is based on an official press release from JetBlue.

JetBlue Launches Public Vote for First-Ever Dominican Republic Livery

JetBlue has announced the launch of a new cultural campaign, “RD: Orgullo que Eleva” (DR: Pride That Elevates), aimed at celebrating the airline’s long-standing relationship with the Dominican Republic. As the largest carrier currently serving the market between the United States and the Dominican Republic, the airlines is introducing a public voting initiative to select a custom aircraft livery designed by Dominican artists.

According to the company’s announcement, this marks the first time JetBlue will dedicate a specific aircraft livery to the Dominican Republic. The winning design will be painted on an Airbus A320, which is scheduled to enter service in Spring 2026. The initiative highlights the carrier’s strategy to deepen ties with the Dominican community, a market it has served for nearly 22 years.

Campaign Details and Voting Process

The core of the “RD: Orgullo que Eleva” campaign is community engagement. JetBlue has commissioned three distinct Dominican artists and collectives to propose designs that reflect the country’s folklore, nature, and spirit. The airline has opened a public voting platform where community members can select their preferred design.

Voting is currently open and will run through February 1, 2026. The airline directs participants to cast their votes at VotaJetBlueRD.com. Following the conclusion of the voting period, the winning concept will be announced in February, with the aircraft expected to debut later in the spring.

“As the largest airline serving the Dominican Republic, we’re proud to introduce JetBlue’s first livery dedicated to the country, which will showcase the work of a local artist and be chosen by the community. This initiative honors the country’s vibrant culture and creative talent, while reflecting the strong bond we’ve built there for more than twenty years.”

The Contending Artists

JetBlue selected three artists to interpret Dominican culture through their unique visual styles. The public will choose between the following concepts:

Willy Gómez: Nature and Rhythm

An art director and muralist with over two decades of experience, Willy Gómez is known for merging Neo-traditional and Art Nouveau styles. His proposed design focuses on the theme of “Nature & Rhythm,” utilizing bold colors to depict the island’s coastal beauty and musical heritage.

Los Plebeyos: Everyday Life and Folklore

This design collective brings a contemporary social lens to their work. Their concept, centered on “Everyday Life & Folklore,” features playful illustrations that highlight Dominican gastronomy, family life, and traditional folklore.

Lena Tokens: Tradition and Identity

An internationally recognized illustrator, Lena Tokens combines surrealism with natural elements. Her design theme, “Tradition & Identity,” incorporates the colors of the Dominican flag and features figures representing the nation’s creativity and rhythm.

Market Position and Operational Context

The launch of this campaign underscores the strategic importance of the Dominican Republic to JetBlue’s network. Data provided in the announcement indicates that JetBlue expects to average more than 30 daily departures from the Dominican Republic by Spring 2026.

The airline currently operates service to four major airports in the country:

• Santo Domingo (SDQ)
• Santiago (STI)
• Punta Cana (PUJ)
• Puerto Plata (POP)

Recent network adjustments include the relaunch of service between Fort Lauderdale (FLL) and Santiago (STI), as well as new routes connecting Tampa (TPA) to Punta Cana (PUJ). Beyond flight operations, the airline highlighted its philanthropic footprint through the JetBlue Foundation, which supports local educational initiatives like the Mariposa DR Foundation and the DREAM Project.

AirPro News Analysis

While special liveries are a common marketing tool in aviation, JetBlue itself has previously released liveries for the Boston Celtics, the New York Jets, and the FDNY, dedicating an aircraft to a specific international destination is a distinct move. It signals a defensive strategy to solidify brand loyalty in a high-volume “Visiting Friends and Relatives” (VFR) market.

By involving the community in the design process, JetBlue is likely aiming to differentiate itself from competitors by positioning the brand not just as a transit provider, but as a cultural partner. This is particularly relevant as the airline continues to manage capacity and optimize its route network in the Caribbean region.

Frequently Asked Questions

When does voting close?
Voting for the new livery closes on February 1, 2026.

Which aircraft will feature the new design?
The winning design will be painted on a JetBlue Airbus A320.

When will the aircraft start flying?
The aircraft is scheduled to debut in Spring 2026.

Who are the artists involved?
The three contending artists are Willy Gómez, the collective Los Plebeyos, and Lena Tokens.

Sources

• JetBlue Official Press Release

This article summarizes reporting by La Repubblica. The original report is paywalled; this article summarizes publicly available elements and public remarks.

ITA Airways Targets Growth with 500 New Hires and Fleet Expansion Following Lufthansa Deal

Following the finalization of Lufthansa’s 41% stake acquisition in ITA Airways earlier this month, the Italian flag carrier has outlined a comprehensive strategy shifting from consolidation to aggressive growth. In a recent interview with the Italian newspaper La Repubblica, ITA Airways CEO Joerg Eberhart detailed plans to hire 500 new staff members in 2026 and expand the airline’s fleet to 100 aircraft by the end of the decade.

The strategic roadmap comes as the airline prepares to exit the SkyTeam alliance and integrate with the Star Alliance network, aligning itself with new partners such as United Airlines and Air Canada. According to Eberhart’s comments to the Italian press, the carrier is prioritizing long-haul connectivity to the Americas and demanding higher operational efficiency from its primary hub at Rome Fiumicino (FCO).

Workforce and Fleet Expansion

The centerpiece of the 2026 strategy is a significant recruitment drive aimed at supporting the airline’s increasing capacity. Eberhart confirmed to La Repubblica that the carrier intends to bring on 500 new employees this year.

Recruitment Breakdown

The hiring plan specifically targets flight operations personnel to staff incoming aircraft. The breakdown provided in the report includes:

• 100 new pilots
• 400 new flight attendants

Eberhart noted that former staff from Alitalia, the predecessor entity, would be considered for these positions, signaling a potential return for experienced crew members who were not initially transitioned to the new company.

Long-Haul Fleet Strategy

To support this workforce expansion, ITA Airways is aggressively renewing and growing its Strategy. The CEO stated that the airline aims to reach a total fleet size of 100 aircraft by 2030. The immediate focus is on long-haul capabilities, which Eberhart described as the “backbone” of the carrier’s future profitability.

According to the interview, the fleet rollout schedule includes:

• 2026: Delivery of two new long-haul aircraft.
• 2027: Delivery of two additional long-haul aircraft.
• 2030 Target: A total of 30 long-haul jets.

The fleet will transition to an all-next-generation composition, utilizing Airbus A320neo, A220, A330neo, and A350 models to drive down fuel consumption and maintenance costs.

Network Shift: Focus on the Americas

Geopolitical constraints have forced a strategic realignment of ITA Airways’ route network. Eberhart explained that the ongoing closure of Russian airspace has made Asian routes significantly longer and more expensive to operate. Consequently, the airline is pivoting its focus toward North-America and South America.

As part of this transatlantic push, the airline is currently studying a new route connecting Rome (FCO) to Newark (EWR). This potential addition would complement existing services to New York JFK and align with the hub structure of United Airlines, a key partner in the Star Alliance.

Operational Challenges and Hub Efficiency

While outlining growth targets, Eberhart also addressed the infrastructure requirements necessary for ITA Airways to compete as a global hub carrier. He emphasized the need for “a more efficient airport,” referring to Rome Fiumicino.

“Serve un aeroporto più efficiente [We need a more efficient Airports].”

While Fiumicino has received accolades for passenger satisfaction, the CEO’s comments highlight the technical demands of a hub-and-spoke model. To compete with major European hubs like Frankfurt or Munich, the airport must support tight connection windows and rapid turnaround times for waves of incoming and outgoing flights.

Financial Headwinds

Despite reporting a positive EBIT (Operating Profit) for the previous year, ITA Airways posted a net loss. Eberhart attributed this largely to external factors, specifically citing engine issues. The grounding of aircraft due to Pratt & Whitney engine defects reportedly caused approximately €150 million in damages. High aircraft leasing costs also contributed to the net loss.

Brand Identity and Alliance Integration

With Lufthansa now holding a minority stake, questions regarding the brand’s future have surfaced. Eberhart confirmed that the name “ITA Airways” will remain. However, he acknowledged the enduring value of the Alitalia brand, which the company acquired during its formation. He hinted that iconic elements of the Alitalia identity, such as the stylized “A” on the tail, could be revived to enrich the current brand.

Operationally, the carrier is set to leave SkyTeam and join Star Alliance in 2026. Immediate integration priorities include aligning the Volare loyalty program with Lufthansa’s Miles & More and expanding codeshare agreements to feed traffic into the Rome hub.

AirPro News analysis

The pivot to the Americas is a pragmatic response to the closure of Russian airspace, but it also places ITA Airlines directly into the highly competitive transatlantic market. By joining Star Alliance, ITA gains access to the massive North American feed of United Airlines and Air Canada, a critical advantage it lacked within SkyTeam relative to the Delta/Air France-KLM joint venture.

However, Eberhart’s comments on airport efficiency suggest a looming friction point. As ITA attempts to scale its “wave” model at Fiumicino, the airport’s infrastructure will be tested. If turnaround times cannot match those of Munich or Zurich, the efficiency gains promised by the Lufthansa partnership may be slower to materialize.

Sources:

• La Repubblica

This article is based on an official press release from San Francisco International Airport (SFO).

SFO Unveils High-Tech “Nerve Center” to Centralize Airport Operations

San Francisco International Airport (SFO) has officially opened its new Airport Integrated Operations Center (AIOC), a centralized hub designed to unify critical airport functions under one roof. According to an official announcement from the airport, the facility began full operations with a celebration on January 22, 2026. The 22,000-square-foot center represents a significant shift in how the airport manages its daily logistics, moving from decentralized departments to a collaborative, technology-driven model.

Located within the newly constructed Courtyard 3 Connector (C3C), a secure building linking Terminal 2 and Terminal 3, the AIOC serves as the operational “brain” of the airport. SFO officials state that the facility brings together security, dispatch, facilities, and airline coordinators into a single workspace, enabling faster response times and better coordination during both routine operations and emergencies.

A $250 Million Infrastructure Investment

The AIOC is a primary component of the Courtyard 3 Connector project, which SFO reports has an estimated value of $250 million. The project was delivered by a design-build team led by general contractor Hensel Phelps, with architectural design by HOK and MEI Architects. The facility features 67 workstations designed to foster cross-functional collaboration, breaking down the traditional silos that often exist between different airport departments.

Beyond housing the operations center, the C3C building provides a secure post-security walkway for passengers moving between terminals. This dual-purpose design improves passenger flow while simultaneously upgrading the airport’s operational infrastructure. In line with SFO’s sustainability goals, the building is “Net Zero Energy ready” and is targeting LEED Gold certification.

Digital Twin Technology and Real-Time Monitoring

A key feature of the new center is its integration of “digital twin” technology. Developed in partnership with Esri, this system creates a real-time 3D digital replica of the entire airport complex. According to the project details, this system allows staff to monitor a wide array of operational metrics, including:

• Aircraft taxi times and movement
• Baggage handling system status
• Security checkpoint wait times
• Terminal congestion and restroom cleanliness
• Traffic flow on airport roadways

The system utilizes color-coded alerts to notify staff of potential issues before they escalate. For example, the system can flag delays or early arrivals, allowing the integrated teams to reallocate resources proactively. In the event of a crisis, such as a security breach or natural disaster, the AIOC converts into a command post to coordinate a unified response among all agencies.

Mike Nakornkhet, the Airport Director at SFO, emphasized the strategic importance of the new facility in the official release:

“The AIOC is all about running the very best airport operation to deliver a consistent and seamless airport experience for our guests. Utilising a wealth of emerging technologies and historical data, the AIOC’s primary purpose is to ensure teams have the capacity to proactively monitor conditions, activate contingency plans and deploy resources.”

AirPro News Analysis

The opening of SFO’s AIOC highlights a broader trend in the aviation industry toward “predictive operations.” Historically, airports have operated in a reactive mode, addressing bottlenecks at security or baggage claim only after they occur. By co-locating key decision-makers and equipping them with a digital twin, SFO is attempting to transition to a model where operational disruptions are identified and mitigated before they impact the passenger.

This consolidation of command and control is particularly critical for airports with constrained footprints like SFO. With limited physical space to expand, efficiency gains must come from better management of existing assets. The “digital twin” concept, while common in manufacturing and urban planning, is rapidly becoming the standard for major international hubs seeking to optimize gate utilization and turnaround times without pouring new concrete.

Frequently Asked Questions

What is the Airport Integrated Operations Center (AIOC)?
The AIOC is a centralized facility at SFO where security, dispatch, maintenance, and airline operations teams work together in a shared space to manage airport logistics 24/7.

Where is the new facility located?
It is located in the Courtyard 3 Connector (C3C), a new building that connects Terminal 2 and Terminal 3.

What is a “Digital Twin”?
A Digital Twin is a virtual 3D replica of the airport that uses real-time data to simulate and monitor operations, helping staff predict and prevent delays.

When did the AIOC open?
While the unit began initial operations earlier, the official opening celebration took place on January 22, 2026.

Sources

• San Francisco International Airport (SFO)