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ATSB Finds Unauthorised Spin Likely Preceded Fatal Cessna 210 Crash Near Goolwa

Investigation

ATSB Finds Unauthorised Spin Likely Preceded Fatal Cessna 210 Crash Near Goolwa

October 28, 2026

Macao, China: Global airlines incurred $24.5 billion in payment-related costs in 2025 while processing $1.05 trillion in sales, according to new data released by the International Air Transport Association (IATA) on 27 October 2026. The figures show that payment costs increased by 10.4% compared with 2023, significantly outpacing the 7.7% growth in travel sales over the same period, when sales rose from $977 billion to $1.05 trillion. IATA said the average payment cost amounted to $5 per passenger, exceeding its forecast net profit of $4.50 per passenger for the airline industry in 2026. The association warned that the growing cost of processing transactions is adding pressure to an industry characterised by intense competition, high capital requirements and narrow profit margins. “The airline industry is hyper competitive, capital intensive and famously low margin. In such an environment every cost item needs to be looked at carefully. The fact that payment transaction costs are increasing faster than industry revenues is unsustainable and, despite significant technological advances, highlights the critical need for greater cost efficiency,” said Sandrine Le Borgne, IATA’s Interim Director General and Chief Financial Officer. IATA’s analysis of the $24.5 billion payment bill identified three principal cost categories: direct transaction fees, airline operating expenses associated with payment processing, and losses from fraud or uncollected sales. Direct payment fees accounted for $20.7 billion, representing 84.5% of the total. These expenses cover the direct costs of completing transactions. A further $2.9 billion, or 11.8%, was attributed to airline operating costs, including payment systems, delayed cash flow, staffing and compliance. The remaining $0.9 billion, equivalent to 3.7%, was lost through fraud or sales that airlines could not collect. Card payments were the most expensive payment option identified in the release, with average payment fees of 2.53%. This was higher than the estimated overall average payment fee of 1.97%. By comparison, the lowest-cost payment options carried fees of 0.01%, highlighting the potential for airlines to reduce expenses by expanding the use of more economical payment methods. IATA is encouraging airlines to introduce alternative, lower-cost payment methods as passenger preferences evolve. Its 2025 Global Passenger Survey found that 29% of passengers preferred digital wallets, while 8% favoured local instant payment solutions. To support this shift, IATA highlighted two existing services: IATA Pay and the IATA Financial Gateway (IFG). IATA Pay allows passengers to purchase travel using local instant payment solutions. The service has been rolled out in 34 countries and covers 38 payment schemes. The IATA Financial Gateway enables airlines and travel suppliers to manage, optimize and control payments across multiple sales channels in more than 170 countries, using over 300 payment methods. The association said these services can help airlines respond to changing payment preferences while improving efficiency in managing transactions. Another area of focus is the cost of agency cards. IATA’s Transparency In Payments solution enables airlines to establish their payment policies and frameworks within the IATA Billing & Settlement Plan (BSP). The system is intended to help airlines make informed decisions about whether to accept agency cards instead of customer cards or choose other cost-effective alternatives available through the BSP, including IATA EASY PAY. IATA said improving transparency around these costs would help airlines evaluate the financial implications of different payment methods and make decisions that better support their commercial priorities. IATA is also working with airlines and corporate customers to develop a new approach to corporate travel payments as the industry moves towards the Offers & Orders model. The initiative is designed to improve payment efficiency, simplify reconciliation and provide richer transaction data. It is also intended to give airlines and corporate customers greater choice in how payments are managed. In addition, IATA has developed the Airline Payment Framework – Management Foundation. The framework is intended to help airlines align their commercial, financial and operational priorities when evaluating payment options, ensuring that payment systems support both customer experience and financial performance. Beyond reducing costs, IATA said offering passengers more payment options could help airlines recover revenue lost when transactions fail. “In addition to cost-efficiency, IATA research shows that providing passengers with alternative payment methods could also have a revenue-generating impact. About one in five ancillary purchase attempts are not completed because the initial payment attempt was refused and no other method was offered. Enabling more payment options has the potential to help airlines realize some of this lost revenue,” said Le Borgne. Ancillary purchases include additional products and services sold alongside air travel. IATA’s finding indicates that when an initial payment is declined and no alternative is available, airlines may lose sales that could otherwise have been completed. The association’s proposed measures therefore address both sides of the issue: reducing the cost of processing payments and providing passengers with more opportunities to complete purchases. IATA, the International Air Transport Association, represents more than 370 airlines that account for approximately 85% of global air traffic, according to the note for editors accompanying its 27 October 2026 release.

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Global Airlines Paid $24.5 Billion In Transaction Costs On $1.05 Trillion Sales: IATA

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Automation Rises, But Are Indian Pilots Being Trained To Keep Pace With The Future?

Automation Rises, But Are Indian Pilots Being Trained To Keep Pace With The Future?

START: India is emerging as the fastest-growing aviation market worldwide, yet it faces a significant hurdle: a shortage of trained technical personnel, including pilots, engineers, and technicians. This challenge is expected to become more acute as Electric Vertical Takeoff and Landing (eVTOL) vehicles enter the market within the next year or two, creating an additional need for pilots. The issue stems largely from inadequate planning and foresight by the authorities. Consequently, many aspiring Indian pilots are pursuing training in countries like Sri Lanka, Thailand, Bosnia, Montenegro, and the Philippines. In fact, approximately 700 out of every 1,000 commercial pilot licenses issued by the Directorate General of Civil Aviation (DGCA) are earned abroad. India’s Potential as a Global Hub for Aviation Education Considering India’s expansive geography and favorable weather for flying, the country is ideally suited to be a global hub for aviation education. In the 1980s and 1990s, students from nations such as Iran, Jordan, Palestine, Afghanistan, Sri Lanka, Bhutan, and several African countries came to India for flight training. Today, the trend has reversed, with Indian students going overseas for pilot education. One key reason is the slow pace of domestic training programs and the cumbersome security clearance process for foreign students, which discourages them from enrolling in India. Competition from International Flight Schools Meanwhile, nations like the United Arab Emirates, Qatar, and Saudi Arabia have established world-class flight schools. Students from neighboring Arab countries now mostly prefer the United States, Canada, and Europe for training, despite these regions lacking ideal weather for primary flight instruction. Domestic regulations further complicate matters. The DGCA allows a flight school to operate only if it meets minimum requirements for aircraft and paid-up capital, while the Airports Authority of India (AAI) imposes additional capital requirements. These rules do not guarantee quality education but are often sufficient to prevent many capable entrepreneurs from opening flight schools. By contrast, an Indian entrepreneur started a flight school in New Zealand with a single rented aircraft, which has since expanded to a fleet of over 20 planes and now attracts Indian students. Shortage of Trainer Aircraft The shortage of trainer aircraft is another pressing challenge. In the 1970s, Prof. David Hazen of Princeton University, invited by the Indian government to establish the first aeronautical department at IIT Kanpur, outlined a roadmap for India to achieve self-reliance in aviation training. However, progress has been slow. The DGCA developed the Swati light aircraft, manufactured by Bharat Heavy Electricals Limited (BHEL), but a fatal accident during testing brought the program to an end. Similarly, the Hansa trainer created by the National Aerospace Laboratory (NAL) was rejected by most flight schools. Lessons from the Pushpak Aircraft A comparison with the Pushpak aircraft is instructive. Manufactured in the 1950s, HAL produced 160 Pushpaks, which served India reliably for over 50 years and maintained an excellent safety record. In 1968, the government gifted one Pushpak each to Singapore and Malaysia to help them establish their flight training programs. The Pushpak’s success was largely due to it being modeled closely on the proven US Aeronca Chief. NAL later developed the next-generation Hansa (NG Hansa), which was showcased at the 2020 Wings India airshow, but production has yet to start, and setting up the necessary infrastructure would still take several years even if action begins immediately. Global Trainer Aircraft Shortages and LSAs The shortage of trainer aircraft is not unique to India. Major manufacturers such as Cessna and Piper had slowed production, underestimating demand, and now struggle to meet global requirements. Other countries have tackled this problem by incorporating Light Sport Aircraft (LSAs) into flight training. Equipped with advanced navigation systems, LSAs are cost-effective, environmentally friendly, and widely used in the US and EU for commercial pilot instruction. However, Indian regulations currently do not permit LSAs for commercial pilot training. Despite being equipped with only a magnetic compass, pilots trained on Pushpaks have gone on to fly advanced aircraft like the Boeing 777 and Airbus A320. Allowing LSAs in India could reduce aircraft shortages, encourage domestic manufacturing, generate employment, and attract foreign investment. Lack of Experienced Flight Instructors The lack of experienced flight instructors adds another layer of difficulty. Rapid growth in airlines such as Indigo and Air India has led many instructors to leave training schools for better pay, career progression, and recognition in commercial aviation. This high turnover leaves less-experienced instructors teaching students, unlike other professional fields where teachers usually have extensive industry experience. In countries like the US, airline pilots can provide primary flight training in their spare time, giving trainees the advantage of learning from seasoned professionals and ensuring higher safety standards. Without urgent, proactive measures, India will continue to rely on foreign nations to fulfill the increasing demand for skilled professionals in its civil aviation sector. https://www.hindustantimes.com/ht-insight/knowledge/flight-training-a-challenge-in-civil-aviation-101727069965710.html

India’s Aviation Boom Threatened By Severe Pilot, Instructor And Aircraft Shortages

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