Just describe how important it is for IAG for your airlines that you are now able to do two way traffic across the Atlantic. Now
for us is critical is a crucial moment because as you know is one of our main markets and we needed to have that capacity in
the air. So I think you say where we are going to see that their future
in some way we can fly all the aircraft that was on I think is an important day for us. How's capacity going to work. How much
capacity you're putting back on now. How many flights are you flying and who is flying. What kind of passengers are you
picking up at the moment. OK today we are flying to 17 destinations seeing us. We are going to increase to 23
destinations at the end of the year. I think around two hundred and forty six weeks of weekly flights. What we have seen today
is that the load factor of these flights is close to 100 percent. We see a lot of leisure traffic VFR traffic business
traffic is also coming back taking more time that day thing. But I mean last year for example is working very well. We have a lot
of people that they wanted to travel and now they have the opportunity to have people that they want to reunite with their
families. But also you have people that they want to do business face to face. So that thing is a great thing although it's not.
It is nice to be face to face finally getting to talk to people rather than on a video call. Let's talk a bit about business
though which was a huge components of the North Atlantic profitability. Really kind of rested on that on that area. Do
you think do you think we are going to see structurally business being weaker going forward. Is there going to be a structural
effect of the pandemic do you think. I think still we have a lot of volatility and we don't know what's going to happen. What we
see is when we come fly with half far a lot of pent up demand. But in any case we have the assumption that in 2023 we are going
to have far reduction in trouble of around 10 15 percent. If we compare to 2019 and we prefer to be concerned about. Because
he's better to flex to flex their business leader now not to need to do that 10 years after this crisis you've retired a
number of long haul aircraft wide body aircraft during the pandemic. The 747 have gone flying at a thrift 350 350 this
morning. And I can get my words out. I saw the Virgin and the B.A. take off the simultaneous takeoff just a few minutes ago.
Are you going to have to bring more aircraft in. What kind of aircraft are you looking at. Yes I think as you said we are
replacing the 747 and we are replacing three forty six candidates in Iberia. I think we are bringing new generation
aircraft 77 threefold. We are going to bring also more. 350 is on some consumption
field. We are going to have a reduction of up to 40 percent. So we delayed the delivery to the liberty of this aircraft because
of the crisis. But now they are coming and we are going to recover the capacity that we have in 2019 in 2023. Given the
fact that it's cop continuing this week what is that going to mean in terms of your trajectory towards being net neutral. I
think it is being bought under new technology. For sure. The airlines. What we can do is to buy the latest technology that we
have in the market and that's what we are doing. And then I think we want to participate for shooting the process of
decarbonization of the industry. The plan is for that. We need for a simple more sustainable aviation field. You know that
today for example we are flying we 35 percent of sustainable aviation fuel in the aircraft but they put on and is that to
reach their commitment. That was half of the 10 percent of sustainable aviation fuel in 20 30.
We are going to need around 300 plants around the world. Right now we don't have sustainable IBEX and. No there is a
there's a whole infrastructure that needs to be built up. Talking of fuel. Fuel prices are going up. How big a headwind is
that going to be for us. A cost of fuel is going to go also. So I think we are going to have the pressure of the fuel price.
But we are having also the pressure of supplier suppliers monopolistic suppliers. And also I think labour and inflation
can be also other talents that we are going to have. But to be honest I'm happy to talk about the challenges of flying up
because before we were talking about the number of aircraft that we've had on. Yeah it is. And today is really just emblematic of
that. Talking of labour I remember when when it was go the low cost
carrier that BHP had. You are now going to be launching a new one.
It's probably gonna sort of take to the beginning of next year. It's going to operate from Gatwick a low cost carrier.
Where are you. Kind of. What are the details that you can give us in terms of the process in terms of getting that done. OK.
First of all it's not a low cost carrier Kathleen Hays or forgetting. What we need these a few simple ISE forum. The
problem is the Gap week. The last 10 years we were losing money. Is that one of them. So if we want to operate and to compete in
this new new environment that is going to be even tougher. We need to be efficient. So we have reached an agreement with the
pilots and it's an important agreement last week. Also they have close on agreement with going group and they are talking now.
With also we've grown people and a weaker gun laws all that. We will just start flying from that week in March 22. And I think
the most important thing is to have for the efficiency that is required to be profitable. Because when you have obviousness
that is profitable then you can develop the business and we are going to have more opportunities in the future.