Commercial Aviation
Wizz Air Plans to End Engine Groundings by 2027 Amid Pratt Whitney Crisis
Wizz Air targets 2027 to resolve engine groundings caused by Pratt & Whitney GTF issues, impacting operations and finances across the aviation sector.
Wizz Air’s announcement that it expects to end engine-related aircraft groundings by the end of 2027 marks a critical juncture in the airline’s ongoing struggle with a manufacturing crisis that has disrupted the global aviation industry. The statement from Chief Financial Officer Ian Malin signals both hope and realism in the face of persistent issues with Pratt & Whitney’s geared turbofan (GTF) engines, which have grounded hundreds of aircraft worldwide. The root cause, defective engine components produced with contaminated powdered metal, has forced airlines to overhaul operational strategies, fleet management, and financial planning, while also prompting a broader industry reckoning with supply chain risks and maintenance practices.
The implications of this crisis are far-reaching. Airlines have been compelled to adapt quickly, manufacturers are under pressure to restore confidence and operational reliability, and the competitive dynamics within the commercial aviation sector have shifted. As Wizz Air and its peers navigate these challenges, the industry is witnessing an accelerated evolution in maintenance practices, risk management, and customer support frameworks. Understanding the genesis, scale, and ongoing response to the GTF engine crisis is essential for grasping its impact and the path to eventual resolution.
The Pratt & Whitney PW1000G geared turbofan engine was introduced as a breakthrough in aviation technology, promising significant improvements in fuel efficiency and noise reduction. However, a critical flaw was discovered: contaminated powdered metal used in manufacturing certain engine components between late 2015 and 2021. This contamination resulted in microscopic defects, particularly in the high-pressure turbine disks, which could develop into dangerous cracks and potentially cause uncontained engine failures.
The full extent of the problem became apparent in 2023, when Pratt & Whitney expanded its recall to include all 3,000 PW1100G engines in service globally. These engines power a substantial portion of the Airbus A320neo family, creating a ripple effect across airlines that rely on this aircraft type. The recall required lengthy inspections, each taking up to 300 days, and led to an average of 350 aircraft being grounded at any given time through at least 2026, with the highest concentration of groundings in early 2024.
Financially, the crisis has been monumental. RTX, Pratt & Whitney’s parent company, estimates the total cost, including unscheduled work, replacement parts, and operator compensation, at $6 to $7 billion. RTX itself expects to pay $2.9 billion in compensation to affected customers, reflecting the scale and complexity of the recall. These costs represent one of the largest product recall events in aerospace history and have had a material impact on both manufacturers and operators.
“The recall’s magnitude is unprecedented, requiring inspections that take between 250 to 300 days to complete, leading to an average of 350 airplanes being grounded through 2026.”
Wizz Air stands out as one of the most affected airlines, with its operational model and fleet composition making it particularly vulnerable to the GTF engine disruption. As of mid-2024, the airline had 41 aircraft grounded due to engine issues, approximately 15% of its total fleet. Although this number has since declined to 38, it remains a significant operational constraint, especially for a carrier built on high utilization and rapid growth.
To mitigate the disruption, Wizz Air has doubled its spare engine pool and overhauled maintenance cycles. The airline has also shifted its approach to fleet planning, emphasizing tighter collaboration with Pratt & Whitney and more predictive, data-driven maintenance strategies. These adjustments have exposed structural weaknesses in the engine aftermarket and placed additional pressure on both internal and external maintenance resources.
The financial impact has been severe. For the year ending March 2025, Wizz Air reported a 41.5% year-over-year drop in net profit to €213.9 million, while operating profit fell by 62% to €167.5 million. Despite a modest rise in annual revenues to €5.3 billion, non-fuel unit costs surged nearly 20%, largely due to increased maintenance, repair, and material expenses. The crisis has also forced Wizz Air to reduce its annual passenger growth target and delay new aircraft deliveries, constraining both its short-term flexibility and long-term expansion plans. Wizz Air has responded to the crisis by fundamentally rethinking its network and fleet strategy. The airline recently exited the Abu Dhabi market, citing geopolitical risks and environmental factors that worsen engine wear. Aircraft previously based in Abu Dhabi have been redeployed to European routes, while older A320ceo models are being parked during off-peak periods to conserve maintenance resources.
This strategic shift reflects a broader move toward maintenance flexibility and risk mitigation. By pausing utilization of older, less efficient aircraft, Wizz Air is prioritizing operational resilience over aggressive growth. The airline’s ability to rapidly adapt its network and fleet utilization has been tested, forcing a shift from opportunistic expansion to a more conservative, maintenance-driven approach.
The network restructuring has also affected Wizz Air’s competitive positioning. Reduced operational flexibility has limited the airline’s ability to capitalize on new market opportunities, a key advantage for low-cost carriers. Instead, Wizz Air is now dependent on the timely completion of engine repairs and long-term planning with manufacturers and maintenance partners.
“The airline has been compelled to double its spare engine pool and reconfigure maintenance cycles, creating mounting pressure on internal planning and third-party maintenance, repair, and overhaul partners.”
The ongoing engine crisis has placed significant strain on Wizz Air’s financial position and creditworthiness. In July 2025, Fitch downgraded the airline’s credit rating from BB+ to BB, citing weaker operating performance as a direct result of the engine issues. Despite some revenue growth, the airline’s profitability and cost structure have been fundamentally altered by increased maintenance expenses and lost capacity.
Other airlines have faced similar challenges. Spirit Airlines, for example, has negotiated compensation agreements with Pratt & Whitney, including monthly credits through 2025. These arrangements provide some financial relief but require airlines to release further claims, locking in both parties to a defined compensation structure while the repair program continues.
For manufacturers, the crisis has forced accelerated investment in maintenance, repair, and overhaul (MRO) capacity and technological innovation to reduce repair times. RTX has expanded its MRO network, including new partnerships with Delta TechOps and MTU Aero Engines, and is deploying additive manufacturing techniques to speed up repairs and reduce costs.
The GTF engine crisis has affected airlines worldwide, not just Wizz Air. Spirit Airlines has seen up to 30% of its A320neo-family fleet grounded, while Indian carrier GoFirst suspended operations and filed for bankruptcy, directly attributing its collapse to engine reliability problems. Swiss and Air Baltic have also grounded portions of their A220 fleets due to related engine issues, and EgyptAir sold its entire A220-300 fleet because of persistent reliability challenges.
The technical challenges stem from both the contaminated powdered metal issue and other design flaws. The GTF engine’s innovative geared design enables higher efficiency and lower noise but also introduces new failure modes. In addition to the powdered metal contamination, earlier problems included knife edge seal failures and excessive corrosion in high-pressure compressor components, further complicating maintenance and reliability. Pratt & Whitney’s response has included a comprehensive fleet management plan, expanded MRO capacity, and significant investment in new repair technologies. The company’s compensation framework, valued at $6–7 billion, is one of the largest in aerospace history and includes direct payments, credits, and support to affected airlines. These measures aim to restore operational reliability and rebuild customer confidence, but the resolution timeline extends into 2027, with ongoing risks and uncertainties.
“The crisis has accelerated broader industry trends toward maintenance digitization and predictive analytics. Airlines are investing heavily in data-driven maintenance approaches and closer collaboration with engine manufacturers.”
The path to recovery will be gradual. Wizz Air’s goal of ending engine-related groundings by 2027 is ambitious but reflects the current pace of repairs and capacity expansion. As of early 2024, the number of grounded aircraft industry-wide peaked at around 650 before stabilizing at 300–350, where it is expected to remain until 2026. Pratt & Whitney has reported a modest improvement in engine turnaround times, but the repair backlog remains substantial.
Looking ahead, the crisis is likely to influence engine selection, fleet planning, and risk management strategies for years to come. Airlines may prioritize supply chain diversity and avoid overreliance on single-source engine suppliers. Meanwhile, the adoption of predictive maintenance and advanced repair technologies could improve long-term operational resilience and efficiency. The experience has also underscored the importance of robust quality control in aerospace manufacturing and the potential consequences of supply chain lapses.
The Pratt & Whitney GTF engine crisis stands as a defining challenge for the aviation industry, highlighting vulnerabilities in manufacturing, maintenance, and supply chain management. Wizz Air’s projection that it will resolve engine-related groundings by 2027 provides a roadmap for recovery, but the journey involves ongoing operational, financial, and strategic adjustments. The crisis has forced airlines to rethink growth strategies, invest in maintenance capabilities, and collaborate more closely with manufacturers.
Ultimately, the lessons learned from this episode will shape the future of aircraft design, manufacturing standards, and airline operations. While the costs have been high, both financially and operationally, the industry’s response demonstrates resilience and a commitment to safety and reliability. As the sector moves forward, the innovations and adaptations born out of necessity may yield long-term benefits, strengthening the foundations of global aviation.
What caused the Pratt & Whitney GTF engine crisis? How has Wizz Air been affected by the engine issues? When is the crisis expected to be resolved? What compensation have airlines received? What are the broader industry implications? Sources:
Wizz Air Aims to End Engine-Related Groundings by 2027 Amid Ongoing Pratt & Whitney Turbofan Crisis
The Genesis and Scale of the Pratt & Whitney GTF Crisis
Wizz Air’s Operational and Financial Challenges
Strategic Pivots and Network Restructuring
Financial Performance and Credit Implications
Industry-Wide Impact and Technical Details
Future Outlook and Industry Implications
Conclusion
FAQ
The crisis was caused by contaminated powdered metal used in manufacturing engine components between 2015 and 2021, leading to microscopic defects and potential engine failures.
Wizz Air has had up to 41 aircraft grounded, representing about 15% of its fleet, and has faced significant financial and operational challenges, including reduced profitability and delayed growth plans.
Wizz Air’s CFO has stated the airline aims to resolve all engine-related groundings by the end of 2027, though this timeline depends on ongoing repair and maintenance efforts.
Affected airlines have received compensation agreements from Pratt & Whitney and RTX, including direct payments, credits, and other financial support, with the total compensation framework valued at $6–7 billion.
The crisis has prompted airlines to reassess their maintenance strategies, diversify engine sourcing, and invest in predictive maintenance and advanced repair technologies.
Reuters
Photo Credit: Arpingstone
Aircraft Orders & Deliveries
Qanot Sharq Receives First Airbus A321XLR in Central Asia
Qanot Sharq becomes Central Asia’s first operator of the Airbus A321XLR, expanding long-haul routes to North America and Asia from Tashkent.
This article is based on an official press release from Airbus and Qanot Sharq.
On December 19, 2025, Qanot Sharq, Uzbekistan’s first private airline, officially took delivery of its first Airbus A321XLR (Extra Long Range) aircraft. The delivery, facilitated through a lease agreement with Air Lease Corporation (ALC), marks a historic milestone for aviation in the region, as Qanot Sharq becomes the launch operator of the A321XLR in Central Asia and the Commonwealth of Independent States (CIS).
This aircraft is the first of four confirmed A321XLR units destined for the carrier. According to the official announcement, the airline intends to utilize the aircraft’s extended range to open new long-haul markets that were previously inaccessible to single-aisle jets, including planned services to North America and East Asia.
The newly delivered A321XLR is powered by CFM International LEAP-1A engines and features a two-class layout designed to balance capacity with passenger comfort on longer sectors. The aircraft accommodates a total of 190 passengers.
In addition to the seating configuration, the aircraft is fitted with Airbus’ “Airspace” cabin interior. Key features include customizable LED lighting, lower cabin altitude settings to reduce jet lag, and XL overhead bins that provide 60% more storage capacity compared to previous generation aircraft.
Nosir Abdugafarov, the owner of Qanot Sharq, emphasized the strategic importance of the delivery in a statement regarding the fleet expansion.
“The A321XLR’s exceptional range and efficiency will allow us to offer greater comfort and convenience while maintaining highly competitive operating economics.”
, Nosir Abdugafarov, Owner of Qanot Sharq
The introduction of the A321XLR allows Qanot Sharq to deploy a narrowbody aircraft on routes typically reserved for widebody jets. With a range of up to 4,700 nautical miles (8,700 km), the airline plans to connect Tashkent with destinations in Europe, Asia, and North America.
According to the airline’s strategic roadmap, the new fleet will support route expansion to Sanya (China) and Busan (South Korea). Furthermore, the airline has explicitly outlined plans to serve New York (JFK) via Budapest. While the A321XLR has impressive range, the distance between Tashkent and New York (approximately 5,500 nm) necessitates a technical stop. Budapest will serve as this intermediate point, potentially allowing the airline to tap into passenger demand between Central Europe and the United States, subject to regulatory approvals. AJ Abedin, Senior Vice President of Marketing at Air Lease Corporation, noted the geographical advantages available to the airline.
“Qanot Sharq is uniquely positioned to unlock the full potential of the A321XLR due to its strategic location in Uzbekistan, bridging Europe and Asia.”
, AJ Abedin, SVP Marketing, Air Lease Corporation
The delivery of the A321XLR signals a distinct shift in the competitive landscape of Uzbek aviation. Until now, long-haul flights from Tashkent,specifically to the United States,have been the exclusive domain of the state-owned flag carrier, Uzbekistan Airways, which utilizes Boeing 787 Dreamliners for non-stop service.
By adopting the A321XLR, Qanot Sharq appears to be pursuing a “long-haul low-cost” hybrid model. The A321XLR burns approximately 30% less fuel per seat than previous-generation aircraft, allowing the private carrier to operate long routes with significantly lower trip costs than its state-owned competitor. While the one-stop service via Budapest will result in a longer total travel time compared to Uzbekistan Airways’ direct flights, the lower operating costs could allow Qanot Sharq to offer more competitive fares, appealing to price-sensitive travelers and labor migrants.
Furthermore, the choice of Budapest as a stopover is strategic. If Qanot Sharq secures “Fifth Freedom” rights,which are currently a subject of regulatory negotiation,it could monetize the empty seats on the Budapest-New York sector, effectively competing in the transatlantic market while serving its primary base in Central Asia.
Sources: Airbus Press Release, Air Lease Corporation
Qanot Sharq Becomes First Central Asian Operator of Airbus A321XLR
Aircraft Configuration and Capabilities
Strategic Network Expansion
AirPro News Analysis: The Long-Haul Low-Cost Shift
Sources
Photo Credit: Airbus
Airlines Strategy
Kenya Airways Plans Secondary Hub in Accra with Project Kifaru
Kenya Airways advances plans for a secondary hub at Accra’s Kotoka Airport, leveraging partnerships and regional aircraft to boost intra-African connectivity.
This article summarizes reporting by AFRAA and official statements from Kenya Airways.
Kenya Airways (KQ) is moving forward with strategic plans to establish a secondary operational hub at Kotoka International Airport (ACC) in Accra, Ghana. According to reporting by the African Airlines Association (AFRAA) and recent company statements, this initiative represents a critical pillar of “Project Kifaru,” the airlines‘s three-year recovery and growth roadmap.
The proposed expansion aims to deepen intra-African connectivity by positioning Accra as a pivotal node for West African operations. Rather than launching a wholly-owned subsidiary, a model that requires heavy capital expenditure, Kenya Airways intends to utilize a partnership-driven approach, leveraging existing relationships with regional carriers to feed long-haul networks.
While the Kenyan government formally requested permission for the hub in May 2025, Kenya Airways CEO Allan Kilavuka confirmed in December 2025 that the plan remains under active study. A final decision on the full execution of the project is expected in 2026.
The core of the Accra strategy involves basing aircraft directly in West Africa to serve high-demand regional routes. According to details emerging from the planning phase, Kenya Airways intends to deploy three Embraer E190-E1 aircraft to Kotoka International Airport. These aircraft will facilitate regional connections, feeding passengers into the carrier’s long-haul network and supporting the logistics needs of the region.
This operational shift marks a departure from the traditional “hub-and-spoke” model centered exclusively on Nairobi. By establishing a presence in Ghana, KQ aims to capture traffic in a market currently dominated by competitors such as Ethiopian Airlines (via its ASKY partner in Lomé) and Air Côte d’Ivoire.
A key component of this strategy is the airline’s collaboration with Ghana-based Africa World Airlines (AWA). Kenya Airways signed a codeshare agreement with AWA in May 2022. This partnership allows KQ to connect passengers from its Nairobi-Accra service to AWA’s domestic and regional network, covering destinations like Kumasi, Takoradi, Lagos, and Abuja.
Industry observers note that this “capital-light” model reduces the financial risks associated with starting a new airline from scratch. Instead of competing directly on every thin route, KQ can rely on AWA to provide feed traffic while focusing its own metal on key trunk routes. The push for a West African hub comes as Kenya Airways navigates a complex financial recovery. The airline reported a significant milestone in the 2024 full financial year, posting an operating profit of Ksh 10.5 billion and a net profit of Ksh 5.4 billion, its first profit in 11 years. This resurgence provided the initial confidence to pursue the growth phase of Project Kifaru.
However, the first half of 2025 presented renewed challenges. The airline reported a Ksh 12.2 billion loss for the period, attributed largely to currency volatility and the grounding of its Boeing 787 fleet due to global spare parts shortages. These financial realities underscore the necessity of the proposed low-capital expansion model in Accra.
The strategy focuses on collaboration with existing African carriers rather than creating a new airline from scratch.
, Summary of Kenya Airways’ strategic approach
The viability of the Accra hub relies heavily on the Single African Air Transport Market (SAATM) and “Fifth Freedom” rights, which allow an airline to fly between two foreign countries. West Africa has been a leader in implementing these protocols, making Accra a legally feasible location for a secondary hub.
Furthermore, the African Continental Free Trade Area (AfCFTA) secretariat is headquartered in Accra. Kenya Airways is positioning itself to support the trade bloc by facilitating the movement of people and cargo between East and West Africa. The airline has already introduced Boeing 737-800 freighters to serve key destinations including Lagos, Dakar, Freetown, and Monrovia.
The decision to delay a final “go/no-go” confirmation until 2026 suggests a prudent approach by Kenya Airways management. While the West African market is lucrative, it is also saturated with aggressive competitors like Air Peace and the well-entrenched ASKY/Ethiopian Airlines alliance. By opting for a partnership model with Africa World Airlines rather than a full subsidiary, KQ avoids the “cash burn” trap that led to the collapse of previous pan-African airline ventures. If successful, this could serve as a blueprint for other mid-sized African carriers looking to expand without overleveraging their balance sheets.
What aircraft will be based in Accra? When will the hub become operational? How does this affect the Nairobi hub?
Kenya Airways Advances Plans for Secondary Hub in Accra Under ‘Project Kifaru’
Operational Strategy: The ‘Mini-Hub’ Model
Partnership with Africa World Airlines
Financial Context and ‘Project Kifaru’
Regulatory Landscape and Competition
AirPro News Analysis
Frequently Asked Questions
Current plans indicate that Kenya Airways intends to base three Embraer E190-E1 aircraft at Kotoka International Airport.
While planning is underway and government requests have been filed, a final decision on full execution is not expected until 2026.
Nairobi (Jomo Kenyatta International Airport) remains the primary hub. The Accra facility is designed as a secondary node to improve regional connectivity and feed traffic back into the global network.
Sources
Photo Credit: Embraer – E190
Commercial Aviation
Derazona Helicopters Receives First H160 for Energy Missions in Southeast Asia
Airbus delivers the first H160 to Derazona Helicopters in Indonesia, enhancing offshore oil and gas transport with advanced fuel-efficient technology.
This article is based on an official press release from Airbus Helicopters.
On December 19, 2025, Airbus Helicopters officially delivered the first H160 rotorcraft to Derazona Helicopters (PT. Derazona Air Service) in Jakarta, Indonesia. According to the manufacturer’s announcement, this delivery represents a significant regional milestone, as Derazona becomes the first operator in Southeast Asia to utilize the H160 specifically for energy sector missions, including offshore oil and gas transport.
The handover marks the culmination of a strategic acquisition process that began with an initial order in April 2021. Derazona, a historic Indonesian aviation company established in 1971, intends to deploy the medium-class helicopter for a variety of critical missions, ranging from offshore transport to utility operations and commercial passenger services.
The introduction of the H160 into the Indonesian market signals a shift toward modernizing aging fleets in the archipelago. Derazona Helicopters stated that the aircraft will play a pivotal role in their expansion within the oil and gas sector, a primary economic driver for the region.
In a statement regarding the delivery, Ramadi Widyardiono, Director of Production at Derazona Helicopters, emphasized the operational advantages of the new airframe:
“The arrival of our first H160 marks an exciting chapter for Derazona Helicopters. As the pioneer operator of this aircraft for energy missions in Southeast Asia, we are eager to deploy its unique capabilities to serve our various clients with the highest levels of safety and efficiency. The H160’s proven performance will be key to reinforcing our position as a leader in helicopter services in Southeast Asia.”
Airbus executives echoed this sentiment, highlighting the aircraft’s suitability for the demanding geography of Indonesia. Regis Magnac, Vice President Head of Energy, Leasing and Global Accounts at Airbus Helicopters, noted the importance of this partnership:
“We are proud to see the H160 enter service in Southeast Asia, cementing our relationship with Derazona as they become the region’s launch customer for energy missions. The H160 represents a true generational leap, built to be an efficient, reliable, and comfortable workhorse, perfectly suited for the demanding operational requirements of the Indonesian energy sector.”
According to technical data provided by Airbus, the H160 is designed to replace previous-generation medium helicopters such as the AS365 Dauphin and H155. The aircraft incorporates several proprietary technologies aimed at improving safety and reducing environmental impact.
Key technical features cited in the release include: Airbus claims the H160 delivers a 15% reduction in fuel burn compared to previous generation engines, aligning with the energy sector’s increasing focus on reducing Scope 1 and 2 emissions in their logistics supply chains.
The delivery of the H160 to Derazona Helicopters reflects a broader trend we are observing across the Asia-Pacific aviation market: the prioritization of “eco-efficient” logistics. As oil and gas majors face stricter carbon reporting requirements, the pressure cascades down to their logistics providers.
By adopting the H160, Derazona is not merely upgrading its fleet age; it is positioning itself competitively to bid for contracts with energy multinationals that now weigh carbon footprint heavily in their tender processes. The move away from legacy airframes like the Bell 412 or Sikorsky S-76 toward next-generation composite aircraft suggests that fuel efficiency is becoming as critical a metric as payload capacity in the offshore sector.
Who is the operator of the new H160? What is the primary use of this aircraft? How does the H160 improve upon older helicopters? When was this specific aircraft ordered? Sources: Airbus Helicopters Press Release
Derazona Helicopters Becomes Southeast Asia’s First H160 Energy Operator
Modernizing Indonesia’s Energy Fleet
Technical Profile: The H160
AirPro News Analysis
Frequently Asked Questions
The operator is PT. Derazona Air Service (Derazona Helicopters), an Indonesian aviation company headquartered at Halim Perdanakusuma Airport, Jakarta.
It will be used primarily for offshore energy transport (supporting oil rigs), as well as utility missions and VIP transport.
The H160 offers a 15% reduction in fuel consumption, significantly lower noise levels due to Blue Edge™ blades, and advanced Helionix® avionics for improved safety.
Derazona originally placed the order for this H160 in April 2021.
Photo Credit: Airbus
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