Airlines Strategy
EVA Air and Southwest Airlines Launch Strategic Interline Partnership 2025
EVA Air and Southwest Airlines partner in 2025 to connect Asia and US with seamless bookings and baggage through four major gateways.
Introduction
The launch of a strategic interline partnership between EVA Air and Southwest Airlines in August 2025 marks a pivotal moment in trans-Pacific aviation. This collaboration connects Asia and North America through four major U.S. gateway cities, offering travelers integrated booking, through-checked baggage, and coordinated services. By leveraging each airline’s network strengths, the partnership aims to enhance passenger convenience and expand market reach for both carriers.
For Southwest Airlines, this move represents a significant step toward international connectivity without operating long-haul flights directly, while for EVA Air, it provides access to a vast domestic U.S. network. The timing is notable, aligning with a resurgence in Taiwan-U.S. travel demand and EVA Air’s expansion in the American market. The partnership reflects industry trends where airlines collaborate to increase competitiveness and respond to evolving passenger needs.
As the aviation industry recovers from pandemic-related disruptions, such alliances are increasingly important. This article examines the structure, strategic context, financial foundations, and broader implications of the EVA Air–Southwest Airlines partnership, providing a comprehensive analysis of its significance for the airlines and the sector at large.
Partnership Structure and Operational Framework
The EVA Air–Southwest Airlines interline agreement is structured around four key U.S. gateway Airports: Los Angeles (LAX), San Francisco (SFO), Seattle-Tacoma (SEA), and Chicago O’Hare (ORD). These locations were selected to maximize connectivity between EVA Air’s trans-Pacific flights and Southwest’s extensive domestic network, facilitating smooth transfers for passengers traveling between Asia and destinations throughout the United States.
Operationally, the partnership enables passengers to book a single itinerary that includes flights on both airlines, with all boarding passes issued at the initial departure point. Baggage is checked through to the final destination, reducing the complexities often associated with international connections. Bookings are available via EVA Air’s website and major travel agencies, reflecting EVA Air’s established international booking infrastructure and Southwest’s domestic strengths.
EVA Air operates 89 weekly flights to North America, a number set to increase to 94 by the end of 2025. This frequency, combined with Southwest’s domestic reach, creates substantial value for travelers seeking seamless connections between Asia and secondary U.S. cities. The partnership’s immediate implementation demonstrates both airlines’ agility in capitalizing on market opportunities and their commitment to improving the passenger experience.
“This partnership eliminates many traditional friction points for travelers, offering unified ticketing and baggage handling across two major networks.”
Strategic Background and Airline Evolution
Southwest Airlines’ move toward international Partnerships marks a significant departure from its traditional domestic focus. The EVA Air alliance is Southwest’s third international partnership, following agreements with Icelandair and China Airlines. This strategy allows Southwest to expand its global footprint without the financial and operational complexities of launching its own long-haul services.
Under CEO Bob Jordan, Southwest has prioritized rapid partnership development, aiming to provide more choices and greater flexibility for its customers. Jordan has indicated that the airline will continue to pursue new alliances, reflecting a broader transformation in response to competitive pressures and changing consumer expectations for international connectivity.
For EVA Air, the partnership aligns with its strategy to strengthen its North American presence. As Taiwan’s second-largest airline and a member of Star Alliance, EVA Air brings a reputation for service quality and operational reliability. The partnership with Southwest complements EVA Air’s network by opening access to over 30 additional U.S. destinations, particularly valuable for business, leisure, and diaspora travelers.
Financial Performance and Market Analysis
EVA Air’s financial performance has been robust, with trailing twelve-month revenue reaching $7.08 billion in 2025, up from $6.86 billion in 2024. This growth signals a strong recovery from the pandemic and effective market positioning. Southwest Airlines, meanwhile, reported $27.47 billion in revenue for the same period. Although Southwest’s revenue saw a slight year-over-year decline, its scale and market presence provide a stable foundation for the partnership.
The two airlines operate in largely complementary markets, minimizing direct competition and maximizing network synergies. Taiwan is the 18th largest source of visitors to the United States, with 124,293 Taiwanese travelers visiting in the first four months of 2025. This represents a 12.3% increase in tourism compared to the previous year. American tourism to Taiwan is also rebounding, with arrivals reaching 93% of pre-pandemic levels by August 2025.
EVA Air’s dominance in North American routes among Taiwanese carriers, combined with Southwest’s coverage of over 100 U.S. cities, positions the partnership to capture a significant share of the growing trans-Pacific travel market. The collaboration is particularly well-suited to serve the needs of business travelers, leisure tourists, and the visiting friends and relatives (VFR) segment.
“Taiwanese visitor numbers to the U.S. reached 398,813 in 2024, about 80% of pre-pandemic levels, highlighting strong recovery and pent-up demand.”
Tourism and Travel Market Dynamics
The Taiwan-U.S. travel corridor is characterized by robust demand across business, leisure, and VFR segments. Taiwanese travelers often begin their U.S. visits in West Coast cities before exploring other regions, a pattern that aligns with the partnership’s gateway strategy. Shopping, sightseeing, and fine dining are popular activities, supporting the need for flexible itineraries and access to diverse destinations.
American tourism to Taiwan is also on the rise, driven by business interests, cultural exploration, and educational exchanges. The recovery in both directions is supported by regulatory developments that have expanded bilateral air services and facilitated greater airline cooperation. The partnership’s ability to offer seamless connections to secondary and tertiary U.S. markets is particularly valuable for VFR travelers and those seeking specialized tourism experiences.
Seasonal fluctuations in demand, with peaks during summer and major holidays, are addressed by EVA Air’s planned frequency increases and Southwest’s flexible scheduling. The partnership enables both airlines to optimize capacity and respond to shifting market conditions, enhancing their competitiveness in a dynamic travel landscape.
Industry Implications and Competitive Landscape
The EVA Air–Southwest partnership exemplifies a shift away from traditional alliance models toward more flexible, cross-alliance collaborations. EVA Air’s Star Alliance membership does not preclude this agreement, signaling increased openness to innovative partnership structures across the industry. This trend is likely to influence how airlines approach international expansion and network optimization in the future.
Legacy carriers such as United, American, and Delta now face competition from this new alliance, which offers routing options that may be more convenient or cost-effective for certain travelers. The partnership’s impact is particularly pronounced in the low-cost long-haul segment, where Southwest can now compete for international traffic without investing in widebody aircraft or direct long-haul service.
Other Taiwanese carriers, including China Airlines and Starlux Airlines, are also affected by this development. While China Airlines has a similar partnership with Southwest, EVA Air’s greater frequency and North American network may give it a competitive edge. The partnership’s success could prompt further consolidation and innovation in the Asia-Pacific aviation market.
Technological Integration and Customer Experience
Delivering seamless customer experiences across two distinct airlines requires significant technological integration. The partnership’s unified booking system enables customers to purchase combined itineraries through EVA Air’s website and major travel agencies, with real-time inventory sharing and coordinated fare calculation.
Passengers benefit from receiving all boarding passes at check-in and having their baggage checked through to the final destination. This level of integration requires advanced baggage tracking, coordinated ground handling, and shared customer service protocols. Disruption management and customer assistance are also coordinated to ensure a consistent experience, even during irregular operations.
Future enhancements may include integration of frequent flyer programs, allowing passengers to earn and redeem rewards on partner flights. This would further strengthen customer loyalty and differentiate the partnership in a competitive market. Ongoing investment in digital platforms and mobile services will be essential to maintaining high service standards and meeting evolving passenger expectations.
“Southwest CEO Bob Jordan has indicated that Rapid Rewards earning and redemption on partner bookings will be available ‘in the not-too-distant future.’”
Conclusion
The EVA Air–Southwest Airlines interline partnership is a transformative development in trans-Pacific aviation, offering seamless connectivity between Asia and North America through a combination of network strengths, operational integration, and technological innovation. For Southwest, it provides a cost-effective entry into international markets, while EVA Air gains unprecedented access to the U.S. domestic market.
As travel demand between Taiwan and the United States continues to recover, the partnership is well-positioned to capture significant market share and set new standards for airline collaboration. Its success may influence future alliance structures and encourage other carriers to pursue similar strategies, ultimately benefiting travelers with more choices and greater convenience.
FAQ
What is an interline partnership?
An interline partnership allows two airlines to coordinate ticketing, baggage handling, and scheduling, enabling passengers to book connecting flights on a single itinerary with seamless transfers.
Which cities are included in the EVA Air–Southwest Airlines partnership?
The partnership covers Los Angeles (LAX), San Francisco (SFO), Seattle-Tacoma (SEA), and Chicago O’Hare (ORD) as gateway cities for connecting flights between Asia and the U.S.
Can passengers earn frequent flyer miles on both airlines?
While full integration is not yet available, Southwest CEO Bob Jordan has stated that Rapid Rewards earning and redemption on partner bookings will be introduced in the near future.
How does the partnership benefit travelers?
Travelers can book a single itinerary for international and domestic segments, receive all boarding passes at the start of their journey, and have their baggage checked through to the final destination, simplifying the travel experience.
What are the broader implications for the airline industry?
The partnership signals a trend toward more flexible, cross-alliance collaborations, enabling airlines to expand their networks and enhance competitiveness without significant capital investment.
Sources: Yahoo Finance, EVA Air News Releases, Southwest Airlines
Photo Credit:
Airlines Strategy
Southwest Airlines Plans First Class, Lounges, and Long-Haul Expansion
Southwest Airlines will add first-class seating, lounges, and long-haul international flights over five years, driven by its Chase credit card partnership.
This article summarizes reporting by View from the Wing and Gary Leff.
Southwest Airlines is embarking on the most significant transformation in its history, spanning 55 years according to industry data. Moving away from its egalitarian roots to embrace premium travel, the airline is fundamentally altering its business model. According to reporting by View from the Wing, CEO Bob Jordan outlined a five-year roadmap that includes the introduction of “true first class” seating, airport lounges, and long-haul international flights.
The strategic pivot, discussed at the Bernstein 42nd Annual Strategic Decisions Conference on May 28, 2026, is heavily driven by the economics of the airline’s co-branded credit card partnership with Chase. As noted by Gary Leff, Southwest aims to capture high-spending customers who currently defect to legacy carriers for premium experiences and aspirational redemptions.
This shift follows a series of foundational changes aimed at boosting profitability. Industry data indicates that Southwest introduced checked-bag fees in May 2025 and officially implemented assigned seating and extra-legroom options on January 27, 2026.
The Push for Premium: First Class and Lounges
For decades, Southwest built its brand identity on a simplified, low-cost model featuring open seating and no first-class cabins. However, reporting by View from the Wing highlights that within the next five years, the airline will likely introduce dedicated first-class cabins and a curated network of airport lounges.
The underlying motivation for these upgrades is loyalty program revenue. In the modern aviation industry, co-branded credit cards often generate more profit than the core business of flying passengers. To incentivize consumers to sign up for and spend heavily on Southwest Chase credit cards, the airline needs to offer high-value, aspirational redemption options. Without premium cabins or lounges, high-net-worth travelers have historically preferred credit cards from competitors like Delta, United, or American Airlines.
Expanding Horizons: Long-Haul International Flights
In addition to premium seating, Southwest plans to expand its route network significantly. The airline’s current footprint is limited to North America, Central America, and the Caribbean. However, CEO Bob Jordan confirmed plans to add 8 to 12 long-haul international destinations over the next five years, according to industry reports.
“I think it’s likely that we’ll, over that period of time, delve into long-haul international,” Jordan stated during the conference.
According to our research data, Jordan specifically highlighted Baltimore/Washington International Thurgood Marshall Airport (BWI) as a “natural hopping-off point” for transatlantic flights. This strategy leverages Southwest’s massive market share at BWI, which industry estimates place at over 70 percent.
Fleet Capabilities and Financial Validation
Southwest’s all-Boeing 737 fleet is well-equipped to handle this expansion. Industry specifications show that the 737-8 has a range of approximately 3,500 nautical miles, while the upcoming 737-7, for which Southwest is the launch customer, boasts a range of 3,800 nautical miles. Both aircraft are fully capable of reaching multiple destinations in Western Europe from U.S. East Coast hubs.
Financially, the initial phases of Southwest’s transformation are already yielding positive results. In the first quarter of 2026, the airline’s revenue per available seat mile (RASM) increased by 11.2 percent year-over-year, according to financial data, providing validation for the ongoing strategic shifts.
Balancing Modernization with Brand Identity
The push for modernization was heavily accelerated by Elliott Investment Group, an activist investor that acquired a significant stake in the airline. Although financial reports indicate Elliott reduced its stake from 16 percent to 9 percent in early 2026, the transformational trajectory they championed remains in full effect.
While Wall Street and investors have cheered these changes, longtime loyalists have expressed frustration over the loss of the airline’s unique brand identity. Balancing premium expansion without alienating its core customer base will be Southwest’s greatest challenge.
“I want to give you fewer and fewer reasons to book another airline or feel like you need to travel on another airline,” Jordan explained.
AirPro News analysis
The convergence of airline business models is becoming increasingly apparent. Legacy airlines have introduced “Basic Economy” fares to compete with low-cost carriers, while low-cost carriers like Southwest are adopting premium cabins and lounges to capture high-yield business travelers. We observe that Southwest’s pivot is the ultimate proof of this blurring line. The reliance on credit card economics underscores a fundamental shift in the aviation industry: airlines are increasingly operating as lifestyle brands and financial institutions, where the flight itself is merely a mechanism to drive credit card spend. If Southwest successfully executes this five-year roadmap, it will fundamentally alter the competitive landscape of U.S. aviation, forcing legacy carriers to defend their premium market share more aggressively.
Frequently Asked Questions
When will Southwest introduce first-class seating and lounges?
According to CEO Bob Jordan’s roadmap, Southwest plans to introduce “true first class” seating and airport lounges within the next five years.
Why is Southwest making these changes?
The primary financial catalyst is the airline’s highly lucrative co-branded credit card partnership with Chase. By offering premium experiences and aspirational international destinations, Southwest aims to drive higher credit card acquisitions and everyday spending.
Where will Southwest fly internationally?
Southwest plans to add 8 to 12 long-haul international destinations. Baltimore/Washington International Thurgood Marshall Airport (BWI) has been highlighted as a potential hub for transatlantic flights to Europe.
Sources
Photo Credit: Southwest Airlines
Airlines Strategy
Qatar Airways and Philippine Airlines Expand Codeshare and Loyalty Benefits
Qatar Airways and Philippine Airlines expand codeshare routes and integrate loyalty programs from June 2026, adding 40+ destinations and seamless travel benefits.
This article is based on an official press release from Qatar Airways.
Qatar Airways and Philippine Airlines Expand Strategic Partnership and Loyalty Benefits
Qatar Airways and Philippine Airlines (PAL) have announced a significant expansion of their strategic Partnerships, unlocking over 40 new destinations across their combined networks. Effective June 1, 2026, the enhanced agreement broadens an existing codeshare arrangement and introduces highly anticipated reciprocal benefits for members of the Qatar Airways Privilege Club and PAL Mabuhay Miles loyalty programs.
According to the official press release issued on May 18, 2026, this development builds upon the foundation of an initial codeshare agreement launched in June 2025, which first saw Philippine Airlines offering daily nonstop flights from Manila to Doha. The expanded partnership is designed to capture growing international travel demand by streamlining connections between Southeast Asia, the Middle East, and Europe.
For Qatar Airways, the integration of Philippine Airlines marks the 26th Airlines partnership for its Privilege Club. We at AirPro News recognize this as a continued execution of the Gulf carrier’s strategy to expand its global footprint and deepen its market penetration in the lucrative Southeast Asian travel sector.
Expanded Codeshare Operations
Seamless Connectivity to Europe and the Philippines
Starting June 1, 2026, the two carriers will implement a comprehensive two-way codeshare arrangement aimed at simplifying long-haul international travel. Under the new agreement, Philippine Airlines will place its “PR” flight code on Qatar Airways-operated flights originating from key Philippine hubs, including Manila, Cebu, Clark, and Davao, to Hamad International Airport in Doha.
From Doha, PAL passengers will gain seamless onward access to more than 20 major European cities, including Paris, Rome, and Frankfurt. The official release notes that travelers will benefit from single-ticket bookings, baggage checked through to the final destination, and simplified transit connections.
The expanded codeshare arrangement streamlines international travel, allowing passengers to navigate between the Philippines, the Middle East, and Europe with unified ticketing and baggage routing.
Conversely, Qatar Airways will place its “QR” code on select Philippine Airlines domestic flights. This addition allows international travelers arriving in Manila and Cebu to easily connect to popular Philippine leisure and tourism destinations, such as Caticlan, the primary gateway to Boracay, and Puerto Princesa in Palawan.
Loyalty Program Integration
Unlocking Avios and Mabuhay Miles
A major highlight of the expanded partnership is the deep integration of the airlines’ respective loyalty programs. Privilege Club members can now collect and spend Avios on Philippine Airlines flights across its global network, which includes routes in Australasia, Southeast Asia, the United States, and domestic Philippine flights. Reciprocally, Mabuhay Miles members can earn and redeem miles on Qatar Airways’ global network across Africa, Europe, and the Middle East.
Based on the provided program data, Qatar Airways utilizes a distance-based award chart for PAL flights. For travelers looking to redeem Avios, the pricing structure offers competitive rates for transpacific travel:
- U.S. West Coast to Manila: A one-way business class ticket from cities like Los Angeles, San Francisco, or Seattle costs 110,000 Avios, while economy is priced at 55,000 Avios.
- Honolulu to Manila: Priced at 90,000 Avios for a one-way business class ticket.
- New York (JFK) to Manila: Costs 154,500 Avios in business class.
Taxes and fees on these Avios redemptions are reported to be reasonable, averaging approximately $200.
Premium Cabin Accessibility
Philippine Airlines operates a robust long-haul fleet that includes the A350-1000 (featuring 42 business class suites with doors), the A350-900, and the 777-300ER. Eligible U.S. gateways for these Avios redemptions include Los Angeles (twice daily), San Francisco (daily), Honolulu (five times weekly), New York JFK (three times weekly), Seattle (five times weekly), and Chicago (three times weekly, commencing November 9, 2026).
AirPro News analysis
We view the loyalty integration as the most disruptive element of this expanded partnership for the consumer market. Because Philippine Airlines is not part of a major global airline alliance such as Oneworld, SkyTeam, or Star Alliance, booking PAL award flights has historically been difficult for international travelers. Furthermore, Mabuhay Miles lacks direct transfer partnerships with major U.S. credit card rewards programs.
The integration with Avios, a currency easily accessible via 1:1 transfers from major credit card programs like Amex, Chase, Capital One, and Citi, suddenly makes PAL’s premium cabins highly accessible to a much broader audience. Strategically, this collaboration allows Philippine Airlines to significantly enhance its international reach in the Middle East and Europe without the immediate financial burden of deploying additional aircraft capacity. Meanwhile, Qatar Airways gains valuable deeper penetration into the Philippine domestic market, capturing transit traffic heading to popular leisure destinations. Ultimately, this arrangement intensifies the ongoing competition among Gulf and Asian carriers vying to dominate transit traffic between Europe, the Middle East, and Southeast Asia.
Frequently Asked Questions
When do the new codeshare and loyalty benefits take effect?
The expanded partnership, including the new codeshare routes and reciprocal loyalty benefits, officially goes into effect on June 1, 2026.
Can I use Avios to book Philippine Airlines flights to the U.S.?
Yes. Privilege Club members can spend Avios on PAL flights, including its U.S. routes. For example, a one-way business class ticket from the U.S. West Coast to Manila costs 110,000 Avios, plus approximately $200 in taxes and fees.
Which European cities can Philippine Airlines passengers access?
Through the Qatar Airways codeshare via Doha, PAL passengers can access more than 20 major European cities, including Paris, Rome, and Frankfurt.
Sources: Qatar Airways Press Release
Photo Credit: Qatar Airways
Airlines Strategy
Pan Am Chooses Jeppesen ForeFlight EFB for 2026 Relaunch
Pan Am will use Jeppesen ForeFlight’s Electronic Flight Bag to support its 2026 relaunch as a paperless airline operating Airbus A320neos from Miami.
This article is based on an official press release from Jeppesen ForeFlight.
Pan Am Selects Jeppesen ForeFlight EFB for 2026 Relaunch
The newly revived Pan American World Airways (Pan Am) has officially selected Jeppesen ForeFlight’s Electronic Flight Bag (EFB) solution to power its upcoming flight operations. The announcement, detailed in a recent company press release, marks a significant operational milestone for the iconic aviation brand as it prepares to return to the skies as a U.S. Part 121 scheduled Airlines in 2026.
This technology partnership brings together two entities currently undergoing massive corporate transformations. Pan Am is building a natively digital airline from the ground up, while Jeppesen ForeFlight recently emerged as an independent aviation software powerhouse following a blockbuster Acquisitions in late 2025.
By adopting the industry-leading EFB platform, Pan Am is executing its mandate to operate as a paperless airline from its very first flight. The integration is designed to ensure regulatory readiness, streamline cockpit workflows, and maximize operational efficiency ahead of the carrier’s highly anticipated launch.
The Revival of an Aviation Icon
A Natively Digital Strategy
The rights to the historic Pan Am brand were acquired in 2023 by Pan American Global Holdings, according to industry tracking reports. The revival effort is being spearheaded by aviation veteran and Pan Am co-founder Ed Wegel, who also founded the Miami-based aviation investment firm AVi8 Air Capital and serves as the CEO of UrbanLink Air Mobility.
According to March 2026 industry case studies from the Airline and Aircraft Operators Delegate Information, the new Pan Am plans to deploy a modern fleet of Airbus A320neo aircraft based out of Miami, Florida. A core pillar of the airline’s strategy is to avoid the legacy IT debt that plagues older carriers.
“A core pillar of the new Pan Am is to operate as a paperless operation from day one.”
Rather than adapting outdated workflows, the airline is designing its maintenance, engineering, and flight operations to be natively digital. This approach is intended to provide real-time visibility and seamless scalability before the first aircraft even enters service.
Jeppesen ForeFlight’s New Independent Era
The $10.55 Billion Spin-Off
The software provider chosen by Pan Am has also recently navigated a massive corporate restructuring. In late 2025, Boeing agreed to sell portions of its Digital Aviation Solutions business, which included Jeppesen, ForeFlight, AerData, and OzRunways, to the Software investment firm Thoma Bravo. According to late-2025 reports from Aviation Financial News, the all-cash transaction was valued at $10.55 billion.
Following the acquisition, Jeppesen and ForeFlight were consolidated into a single, independent corporate entity. Market trend reports from Tracxn in April 2026 confirmed the finalization of this transition. Jeppesen has historically served as the global standard for flight planning and navigation charts, while ForeFlight has dominated the market for EFB applications. This newly independent “Jeppesen ForeFlight” is now securing major contracts, with the Pan Am agreement serving as a high-profile early victory.
Strategic Alignment and EFB Integration
Streamlining the Cockpit
An Electronic Flight Bag (EFB) is a digital information management device that replaces traditional paper reference materials, such as heavy navigation charts, aircraft manuals, and printed weather data. By utilizing the Jeppesen ForeFlight software, Pan Am pilots will have seamless, digital access to flight planning, weather briefings, terminal charts, and advanced situational awareness tools.
The Federal Aviation Administration (FAA) requires strict authorization for Part 121 airlines to utilize EFBs in the cockpit. By partnering with an established, industry-leading provider, Pan Am is strategically positioning itself to smoothly navigate the FAA certification and operational specification processes required for its 2026 launch.
Connecting Airlines and eVTOLs
The digital infrastructure provided by Jeppesen ForeFlight will also support Pan Am’s broader, multi-modal ambitions. Under Wegel’s leadership, Pan Am is collaborating with UrbanLink Air Mobility to establish an integrated advanced air mobility (AAM) network. According to industry case studies, this initiative aims to create the world’s first electric vertical takeoff and landing (eVTOL) operation designed to connect directly with a commercial airline’s scheduled flights. Robust digital flight management tools will be critical in coordinating this complex network.
AirPro News analysis
We view Pan Am’s selection of Jeppesen ForeFlight as a highly pragmatic move that underscores the advantages of launching a “clean sheet” airline in the modern era. Legacy carriers spend millions annually attempting to digitize decades-old paper processes and integrate disparate IT systems. By mandating a paperless cockpit from day one, Pan Am bypasses this costly transition phase. Furthermore, for the newly independent Jeppesen ForeFlight, securing a high-visibility client like the revived Pan Am signals strong market confidence following its $10.55 billion separation from Boeing. It demonstrates that the consolidated company remains the default choice for commercial flight operations software.
Frequently Asked Questions
When is Pan Am scheduled to relaunch?
Pan Am is currently targeting a return to the skies in 2026 as a U.S. Part 121 scheduled airline.
What aircraft will the new Pan Am fly?
The airline plans to operate a modern fleet of Airbus A320neo aircraft, with its primary hub located in Miami, Florida.
What is an Electronic Flight Bag (EFB)?
An EFB is a digital device (often a tablet) used by flight crews to perform flight management tasks. It replaces traditional paper charts, manuals, and weather briefings, reducing aircraft weight and ensuring pilots have real-time access to critical aeronautical data.
Sources
Photo Credit: Jeppesen ForeFlight
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