Commercial Aviation
CFM LEAP Engine Achieves Major Milestones in Aviation Performance
CFM LEAP engine reaches 60 million flight hours, delivers fuel efficiency and durability upgrades, supporting a sustainable aviation future.
In the world of commercial aviation, the engine is the heart of the aircraft. It’s where raw power, cutting-edge engineering, and economic reality converge. The CFM International LEAP engine has rapidly become a central figure in this narrative, powering some of the most common aircraft in the skies today. As a joint venture between GE Aerospace and Safran Aircraft Engines, CFM has positioned the LEAP family as the successor to the legendary CFM56, an engine that set industry standards for decades. The LEAP program’s significance lies not just in its technological advancements but in its sheer scale and the speed of its adoption across the globe.
The transition to a new generation of engines is a monumental task, filled with immense challenges and high stakes for airlines, manufacturers, and passengers alike. The LEAP engine entered service in 2016 with promises of significant leaps in fuel efficiency, reduced emissions, and quieter operation. Now, with years of operational data and millions of flight hours logged, we can move beyond projections and analyze the real-world performance and maturity of this critical piece of aviation technology. Examining its journey provides a clear picture of modern engine development, from celebrated performance milestones to the practical engineering challenges of operating in diverse and demanding global environments.
The story of the LEAP engine is, in many ways, a story told by the numbers. The fleet’s rapid accumulation of operational experience is a key indicator of its reliability and the trust airlines have placed in it. As of September 2024, the global LEAP engine fleet had surpassed an impressive 60 million flight hours and 26 million flight cycles. This isn’t just a vanity metric; each hour and cycle represent vast amounts of data that feed back into the program, allowing for continuous refinement and a deeper understanding of how the engine performs over its lifespan. This rapid accumulation is noted as one of the fastest in the history of commercial aviation.
For an airline, an engine’s value is measured by its ability to keep aircraft flying safely and on schedule. The LEAP engine has demonstrated exceptional performance in this regard, achieving a dispatch reliability rate of over 99.95%. This figure means that flight delays or cancellations attributed to engine issues are exceedingly rare, a critical factor for the operational stability and profitability of the 165 operators that rely on the LEAP fleet. Powering approximately 2,300 aircraft, this level of reliability, maintained across a vast and growing fleet, underscores the fundamental soundness of the engine’s design and the effectiveness of its support network.
The sheer volume of operational hours provides a foundation for maturity. With every flight, CFM gathers more data on engine performance under varied conditions, from short-haul domestic routes to long-haul international flights, and in climates ranging from arctic cold to desert heat. This continuous feedback loop is invaluable for predictive maintenance, allowing engineers to anticipate issues before they become critical and to schedule shop visits more efficiently. It’s this deep well of experience that allows the program to mature, moving from early-service learning to a state of optimized, predictable performance.
At its core, the LEAP engine was designed to address two of the most pressing issues in aviation: fuel consumption and environmental impact. Compared to its predecessor, the CFM56, the LEAP engine delivers a 15% to 20% improvement in fuel efficiency and a corresponding reduction in CO2 emissions. This is a significant step forward, offering airlines substantial savings on fuel, which is often their largest operating expense. The real-world impact of this efficiency is staggering; since its introduction, the LEAP fleet has enabled operators to save more than 35 million tons of CO2.
This efficiency gain is the result of advanced technologies, including the use of lightweight and durable materials like Ceramic Matrix Composites (CMCs) and the innovative debris rejection system. Beyond the benefits to the balance sheet and the environment, the LEAP engine also brings a significant reduction in noise. This makes it a “good neighbor” at airports, helping airlines meet increasingly strict noise regulations in communities around the world. The combination of lower fuel burn, reduced emissions, and quieter operation makes the LEAP engine a cornerstone of the aviation industry’s efforts to operate more sustainably.
“The LEAP engine family has achieved one of the fastest accumulations of flight hours in commercial aviation history. Our focus for the next 25 million hours and beyond is to continue to deliver on our commitments to keep our operators flying.” – Gaël Méheust, President and CEO of CFM International.
While operational performance is critical, an engine program’s success also hinges on the manufacturer’s ability to build and deliver it at scale. The demand for the LEAP engine has been immense, driven by high-volume orders for the Airbus A320neo and Boeing 737 MAX families. Meeting this demand requires a robust and resilient supply chain, a challenge that CFM has been actively managing. The company’s production numbers reflect this ramp-up, with 1,570 LEAP engines delivered in 2023, a 38% increase over the previous year. The challenge doesn’t end there. CFM holds a backlog of over 10,675 LEAP engines, a figure that speaks volumes about the market’s long-term confidence in the product. To address this, the company has set ambitious production targets, aiming for a 15-20% increase in deliveries for 2025 and a long-term goal of producing 2,500 engines per year by 2028. Hitting these targets requires meticulous coordination across a global network of suppliers and manufacturing facilities. It’s a monumental industrial undertaking that is essential to getting new, more efficient aircraft into the hands of airlines.
This production ramp-up is not just about quantity; it’s also about quality and consistency. As production rates increase, maintaining the highest standards of manufacturing is paramount. Innovations in the production process, such as the simpler design of newly upgraded turbine blades, are expected to help speed up manufacturing without compromising quality. Successfully navigating this production increase is a key focus for CFM, ensuring that the promises made in order books are translated into engines delivered on the flight line.
No new engine program is without its challenges, and the LEAP has faced what are often termed “teething issues,” particularly related to durability in harsh operating environments. Regions with high levels of dust, sand, and pollution, such as the Middle East and parts of Asia, have proven to be particularly demanding on engine components. These conditions can accelerate wear on sophisticated parts, leading to more frequent maintenance and reduced “time on wing,” the amount of time an engine can operate on an aircraft before needing to be removed for a shop visit.
In response, CFM has taken a direct and transparent approach. The company developed a “durability kit” specifically designed to enhance the engine’s resilience. This kit includes redesigned high-pressure turbine blades and new fuel nozzles, among other upgrades. The upgraded components for the LEAP-1A, which powers the Airbus A320neo family, were certified in late 2024 and are now standard on all new production engines. A similar set of upgrades for the LEAP-1B, used on the Boeing 737 MAX, is in development and expected to be certified about a year later.
This proactive approach to engineering solutions demonstrates a commitment to the fleet’s long-term performance and to supporting its customers’ operational needs. By incorporating these durability enhancements, CFM aims to extend the engine’s time on wing, reduce maintenance costs for operators in challenging environments, and ensure the LEAP engine lives up to its promise of reliability throughout its entire service life. It is a clear example of a program maturing in real-time, learning from operational experience and implementing tangible improvements.
The CFM LEAP engine has firmly established itself as a workhorse of modern aviation. It has successfully navigated its initial entry into service, achieving remarkable milestones in flight hours and delivering on its core promises of fuel efficiency and reliability. The program’s journey thus far has been a balancing act between celebrating its performance achievements, like saving millions of tons of CO2, and actively addressing the real-world operational challenges that come with a global deployment of this scale. The development of durability upgrades is a testament to a program that is responsive and committed to continuous improvement.
Looking ahead, the focus for the LEAP program is twofold. First, successfully executing the ambitious production ramp-up to meet the massive backlog is paramount. This will require continued resilience and innovation throughout the supply chain. Second, the ongoing maturation of the fleet through upgrades and data-driven maintenance will be key to maximizing value for operators. With the fleet of LEAP-powered aircraft projected to double by 2030, the engine’s role in shaping a more efficient and sustainable aviation industry is only set to grow. The next chapter for LEAP will be defined by its ability to scale, adapt, and continue delivering performance for a generation to come.
Question: What makes the LEAP engine more efficient than older engines? Question: What aircraft use the LEAP engine? Question: What is CFM doing to improve the engine’s durability? Sources: CFM International
CFM’s LEAP Engine: Charting a Course Through Milestones and Maturity
Unpacking the Numbers: LEAP’s Operational Dominance
Record-Breaking Flight Hours and Reliability
The Efficiency and Environmental Edge
Engineering the Future: Production Ramps and Durability Enhancements
Scaling Production to Meet Unprecedented Demand
Addressing ‘Teething Issues’ Head-On
The Next Chapter for the LEAP Program
Frequently Asked Questions
Answer: The LEAP engine provides a 15-20% improvement in fuel efficiency and CO2 emissions compared to its predecessor, the CFM56. This is achieved through the use of advanced materials like Ceramic Matrix Composites (CMCs), a higher bypass ratio, and other sophisticated aerodynamic design features.
Answer: The LEAP engine family powers some of the world’s most popular single-aisle aircraft. The LEAP-1A powers the Airbus A320neo family, the LEAP-1B powers the Boeing 737 MAX family, and the LEAP-1C powers the Comac C919.
Answer: To address accelerated wear in harsh, dusty environments, CFM has developed and is implementing a “durability kit.” This includes redesigned high-pressure turbine blades and new fuel nozzles designed to extend the engine’s time on wing. These upgrades are now standard in new LEAP-1A engines and are in development for the LEAP-1B.
Photo Credit: CFM
Commercial Aviation
Azul Airlines Exits Bankruptcy with $2.5B Debt Reduction and New US Investment
Azul Airlines exits Chapter 11 bankruptcy after reducing $2.5B debt and securing $2.3B capital including investments from United and American Airlines.
This article summarizes reporting by Reuters and data from official company filings. The original Reuters report may be paywalled; this article summarizes publicly available elements and public remarks.
Brazilian carrier Azul S.A. formally exited Chapter 11 bankruptcy proceedings in the United States on February 20, 2026, marking the conclusion of a nine-month financial restructuring process. According to reporting by Reuters and official securities filings, the airline has successfully eliminated approximately $2.5 billion in debt and lease obligations while securing significant new equity from major US partners.
The exit positions Azul as the final major Latin American carrier to complete a post-pandemic restructuring, following similar processes by LATAM, Avianca, and Gol. With a leaner balance sheet and renewed capital, the airline has stated it will now pivot from stabilization to strategic growth, specifically targeting demand for the upcoming 2026 FIFA World Cup.
The restructuring plan, approved by the U.S. Bankruptcy Court for the Southern District of New York, focused heavily on debt-for-equity swaps and renegotiating contracts without grounding flights. According to summary data regarding the exit, the airline raised approximately $1.375 billion in new debt through Senior Notes and $950 million in new equity capital.
A key component of this financial overhaul involves direct Investment from two of the world’s largest airlines. United Airlines and American Airlines have each invested $100 million into the reorganized carrier. As a result of these capital injections, both US carriers now hold an approximate 8.5% stake in Azul.
In a statement regarding the company’s outlook, CEO John Rodgerson emphasized the carrier’s renewed stability.
“We have emerged significantly strengthened and are positioned for long-term stability and sustainable growth.”
, John Rodgerson, CEO of Azul S.A. (via press statements)
The restructuring also achieved an estimated 50% reduction in annual interest payments compared to pre-filing levels, significantly improving the airline’s cash flow profile. While the financial engineering took place in court, Azul implemented strict operational adjustments to improve efficiency. The airline simplified its fleet by returning approximately 20 older generation Commercial-Aircraft, primarily Embraer E195-E1s, to lessors. This move is intended to lower maintenance costs and increase average aircraft utilization across its remaining operational fleet of approximately 170 jets.
Network adjustments were equally aggressive. The carrier cut roughly 50 unprofitable routes to concentrate resources on high-margin domestic hubs, such as Viracopos in Campinas, and key international connections. Despite these cuts, Azul reported carrying a record 32 million customers in 2025 and ranked as the fourth most on-time airline globally.
The simultaneous investment by United Airlines and American Airlines is a notable development in the Latin American aviation market. Typically, US carriers align exclusively with specific partners to feed their respective alliances (Star Alliance and oneworld). The fact that both major US competitors have taken significant equity stakes in Azul underscores the strategic importance of the Brazilian domestic market.
Furthermore, this dual investment suggests that Azul may remain independent rather than merging with a rival like Gol, a possibility that had been speculated upon during the restructuring process. By securing capital from competing US giants, Azul maintains leverage and connectivity options across multiple international networks.
Looking ahead, Azul is aligning its network strategy with the 2026 FIFA World Cup, which will be hosted across the United States, Canada, and Mexico. The airline plans to reinforce flight schedules to the US to capture the anticipated surge in passenger demand between Brazil and North America.
S&P Global Ratings has issued a positive outlook for the airline, citing expectations for capacity expansion and sound operating performance in 2026. The company continues to trade under the ticker AZUL (B3: AZUL4) and its ADRs on the NYSE.
Sources: Reuters, MarketScreener, S&P Global Ratings
Azul Airlines Exits Chapter 11 Bankruptcy with $2.5 Billion Debt Reduction and New US Investment
Financial-Results Restructuring Details
Operational Changes and Fleet Optimization
AirPro News Analysis
Strategic Outlook: World Cup 2026
Frequently Asked Questions
Photo Credit: Airbus
Route Development
Guwahati Airport Terminal 2 Opens, Quadruples Passenger Capacity
Guwahati Airport’s new Terminal 2 starts operations, increasing capacity to 13.1 million passengers and enhancing connectivity in Northeast India.
This article is based on an official press release from Adani Group and additional data from public reporting.
Commercial operations officially began today, February 22, 2026, at the new Integrated Terminal (Terminal 2) of Lokpriya Gopinath Bordoloi International Airport (LGBIA) in Guwahati, Assam. According to an official press release from Adani Airport Holdings Ltd (AAHL), the new facility increases the airport’s annual passenger handling capacity from 3.4 million to 13.1 million, marking a significant shift in the aviation infrastructure of North East India.
The terminal, which was inaugurated by Prime Minister Narendra Modi on December 20, 2025, is designed to serve as the primary aviation gateway to Southeast Asia. The project represents a total investment estimated at ₹5,000 crore (approximately $600 million), with the terminal building alone accounting for over ₹1,600 crore. The transition to the new facility addresses long-standing congestion issues at the airport, which serves as the central hub for the region.
In a statement regarding the operational launch, the Adani Group emphasized that the expansion is not merely a capacity upgrade but a strategic development to bolster connectivity for Assam and its neighboring states. The operator, Guwahati International Airport Limited (GIAL), a subsidiary of AAHL, confirmed that the old terminal (Terminal 1) will now be repurposed into a dedicated cargo hub to support regional trade.
The operationalization of Terminal 2 introduces a massive scale-up in infrastructure. The total terminal area has expanded from approximately 20,000 square meters to 140,000 square meters. This physical expansion supports a drastic increase in processing capabilities, designed to handle the projected growth in air traffic over the coming decades.
According to data provided in the press release and project reports, the new terminal features significant upgrades across all passenger touchpoints:
Jeet Adani, Director of Adani Airport Holdings Ltd, highlighted the collaborative effort behind the project.
Today is more than a commercial milestone. It is a proud moment for the people of Assam and the North-East… This achievement belongs to the countless hands and hearts that turned vision into reality.
, Jeet Adani, Director, Adani Airport Holdings Ltd
The architecture of Terminal 2, designed by Nuru Karim of NUDES, is marketed as India’s first “nature-themed” airport terminal. The design explicitly references local culture, utilizing the “Bamboo Orchid” theme inspired by the kopou phool (foxtail orchid) and the bholuka bamboo native to Assam. Sustainability was a core component of the construction brief. The structure incorporates over 140 metric tonnes of bamboo, paying homage to the structural traditions of the Apatani tribe. Inside, the terminal features a “Sky Forest”, an indoor rainforest installation housing nearly 100,000 indigenous plants. The facility also integrates passive cooling systems, extensive natural lighting, and water recycling capabilities to minimize its environmental footprint. These features contributed to the design winning the International Architecture Award 2025.
The Guwahati terminal demonstrates how world-class airport infrastructure can be delivered swiftly while remaining deeply rooted in local identity.
, Gautam Adani, Chairman, Adani Group
With a capacity of 13.1 million passengers, Guwahati (LGBIA) has solidified its position as the undisputed aviation hub of the North East. For comparison, nearby airports such as Imphal and Agartala handle approximately 1.5 to 2 million passengers annually. The expansion allows Guwahati to act as a spoke-and-hub center, feeding traffic to smaller regional airports while maintaining direct connections to major metros and international destinations.
Currently, the airport connects to 21 domestic destinations and 3 international routes (Bangkok, Singapore, and Paro). The increased runway capacity and immigration facilities are expected to attract more international carriers, specifically targeting Southeast Asian markets.
The opening of Terminal 2 at LGBIA represents a critical maturation point for the privatization of Indian airports. Since the Adani Group took over operations in October 2021, the focus has shifted toward maximizing non-aeronautical revenue and expanding capacity ahead of demand curves.
While the aesthetic and capacity upgrades are substantial, the repurposing of Terminal 1 for cargo is perhaps the more economically significant move for the region. North East India has historically suffered from logistics bottlenecks; a dedicated air cargo hub in Guwahati could significantly lower transit times for perishable goods and export products from Assam, potentially transforming the economic landscape of the state beyond just tourism.
Guwahati Airport’s New Terminal 2 Commences Operations, Quadrupling Capacity
Infrastructure and Capacity Upgrades
Key Operational Metrics
Design and Sustainability: The “Bamboo Orchid” Theme
Strategic Importance for North East India
AirPro News Analysis
Frequently Asked Questions
Sources
Photo Credit: Adani
Route Development
Ethiopian Airlines to Open Three New Domestic Airports in April 2026
Ethiopian Airlines will inaugurate three new domestic airports and start passenger flights by April 2026, expanding its network to 26 airports.
This article is based on an official press release from Ethiopian Airlines.
Ethiopian Airlines has announced plans to inaugurate three new domestic airports and launch scheduled passenger services to these destinations by mid-April 2026. The expansion will see the addition of Negele Borena, Gore Metu, and Debre Markos to the carrier’s route map, further solidifying its position as the largest network operator in Africa.
According to the airline, the new services will operate thrice weekly to each destination. This move increases Ethiopian Airlines’ domestic network to 26 airports, following the inauguration of Yabello airport as its 23rd domestic destination in 2025. The expansion aligns with the carrier’s broader strategy to enhance internal air connectivity and support regional economic integration.
The three new airports are geographically distributed to serve distinct regions of the country. Negele Borena is located in the southern Oromia region, a key area for pastoralist communities and cross-border trade. Gore Metu serves the southwestern region, known for its dense forests and coffee production in the Illubabor Zone. Debre Markos is situated in the northwest Amhara region, a historical trade and administrative center.
Ethiopian Airlines Group CEO Mesfin Tasew emphasized the role of air transport in national development. In the press release, Tasew stated:
“The inauguration of these three new airports, along with the commencement of passenger services, represents a major milestone for Ethiopian Airlines and for the nation as a whole. This expansion reflects our steadfast commitment to enhancing connectivity within Ethiopia and serves as a powerful driver of economic growth and regional development.”
The airline confirmed that infrastructure renovation and enhancement remain a priority as it integrates these new stations. The flights are expected to facilitate easier movement for business, tourism, and social visits, reducing travel time significantly compared to road transport in these mountainous and remote areas.
This expansion underscores Ethiopian Airlines’ aggressive pursuit of its “Vision 2035” strategy, which aims to position the group as a top 20 global aviation competitor while maintaining a robust multi-hub system in Africa. While the carrier is globally recognized for its international long-haul fleet, its domestic network remains the backbone of its hub-and-spoke model at Addis Ababa Bole International Airport.
By connecting secondary and tertiary cities like Debre Markos and Negele Borena, the airline is not only feeding traffic into its international network but also stimulating local economies. The choice of Gore Metu is particularly notable for the coffee industry, potentially expediting the transport of high-value cash crops and business travelers in the southwest. Similarly, Negele Borena’s inclusion strengthens links to the southern borderlands, an area often challenged by long road travel times. The airline’s leadership views domestic connectivity as a tool for social inclusion. Tasew highlighted the broader mission behind the new routes:
“Our mission is to build an inclusive and integrated air transport network that empowers communities, unlocks economic opportunities, and supports national development by making safe, reliable, and efficient air travel accessible to all.”
The carrier continues to utilize a mix of aircraft for its domestic operations, which typically includes the De Havilland Q400 turboprop fleet, well-suited for the highland terrain and shorter runways characteristic of Ethiopia’s regional airports.
When do flights to the new airports begin? How frequent will the new flights be? How many domestic destinations does Ethiopian Airlines serve?
Airlines to Inaugurate Three New Domestic Airports in April 2026
Network Expansion Details
AirPro News Analysis
Executive Vision
Frequently Asked Questions
Passenger services to Negele Borena, Gore Metu, and Debre Markos are scheduled to commence by mid-April 2026.
Ethiopian Airlines plans to operate three weekly flights to each of the three new destinations.
With the addition of these three airports, the total number of domestic destinations will rise to 26.
Sources
Photo Credit: Ethiopian Airlines
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