Finnair Oyj

Tervetulleeksi Finnairin toisen vuosineljänneksen tulosinfoon. Toimitusjohtaja Topi Manner käy nyt läpi katsauskauden tapahtumia, ja sen jälkeen otetaan kysymyksiä sekä täältä paikan päältä että linjoilta. Ole hyvä, Topi.

Kiitos, Päivyt, ja hyvää aamupäivää kaikille täällä huoneessa ja myöskin etäyhteyksien päässä. Finnairin toinen vuosineljänne, se oli vahva. Se oli vahva vahvan kysynnän ja onnistuneen strategian toteutuksen tuloksena. Tänään myöskin nostamme pitkän aikavälin kannattavuustavoitetta kuuteen prosenttiin liiketuloksella mitattuna. The second quarter of the year was in every way strong. Our comparable turnover rose to 66 million euros. This was the fourth consecutive quarter in which our operating turnover was positive. Viime vuonna kolmannella neljänneksellä pandemian ja Venäjän ilmatilan sulun jälkeen ensimmäisen kerran palattiin kannattavaksi ja nyt tätä on jatkunut vuoden verran ja lentokorkeus ollaan jälleen saavutettu. Myöskin nettotuloksella mitattuna tässä oli kysymys kolmannesta peräkkäisestä positiivisesta neljänneksestä. Meidän matkustajamäärä kasvoi. There were 2.8 million passengers in the quarter. Our capacity for our flights was 75% compared to 2019. When we count the vacancies for aircraft and personnel, our capacity was 78%. This was actually a little less than we had originally planned, and the reason for this is the global capacity of aviation. So, in global aviation, it is clearly visible that pilots and other personnel, aircrafts and spare parts. The last one, the spare part situation, also affected our number of flights. The spare part of the fire caused the maintenance schedules to be delayed. If maintenance is delayed, the aircraft will not fly due to flight safety reasons. This is why our capacity was temporarily a little less planned. The supply and demand situation in aviation is reflected in the development of unit production. Our unit production increased by 27% in April 2019. verrattuna ja merkittävästi tukivat meidän kannattavuuskehitystä. Käyttöasteet parani lähes kaikissa liikennekategorioissa. Kokonaiskäyttöaste oli 76 %. Nettosuositeluindeksi, eli asiakastyytyväisyydestä puhutaan, oli 35, eli hyvää kansainvälistä tasoa. Vertailukohtainen voi sanoa esimerkiksi, että amerikkalaisten lentoyhtiöiden The average net recommendation index is around 25. Customer satisfaction is a good level internationally. Achievement accuracy 85% was a strong figure. Finnair is currently one of the most accurate airlines in Europe. osoitus operatiivisesta laadusta. Kaiken kaikkiaan hyvää työtä on Finnairissa tehty. Se näkyy toisen neljänneksen tuloksessa jokaisella rivillä. Our strategy has really progressed well. It has progressed faster and better than we had originally imagined. In the second year, we announced a rental agreement for aircraft and men. with Qantas to Australia. Our two Airbus 330 planes will start flying from Sydney to Singapore and Bangkok. This is in many ways a career-changing agreement in global aviation for the other side of the ball. We are now starting to operate flights. which is an indication of Finnair's operative quality, that a company like Qantas wants to cooperate with us. And of course, this also shows the other side of the capacity bubble, which means that there has been a demand for the purchase of Finnair's machines. And it has been an opportunity that we have been able to use well in our business. During the fourth year, we used the Superlight flag and new travel regulations. Finnair is a network airline, Finnair is a quality airline that wants to offer wide selection of products and services to different customer needs. Premium experience is offered to travelers in business class. For example, the new business class of long-distance flights has won many awards. We are talking about five stars experience. On the other hand, In Europe, the Superlight flag offers a good alternative to the most cost-effective passengers. We have different passenger classes, different ticket products, different additional services for all customer needs. In this respect, the Superlight flag has also been an important renewal of our to provide products and be part of our strategy. FINRA was once again selected 13 times as the best airline company in Northern Europe in the Skytrax customer assessment. This is a very important reward and consideration for us, because it comes from the customer's voice, and that's why we always manage to be happy about it. Finar is one of the only airlines in Europe that has made significant travel improvements in recent years. We have made an investment of 200 million euros in our long-distance travel experience, by renewing the business class by bringing a completely new premium economy travel class to long-distance aircraft, by milling the economy travel class. Matkustamo-uudistus etenee. Tällä hetkellä meillä on 18 laajadunkokonetta, 25, jotka on varustettu uudella matkustamolla. Asiakaspalaute näiden matkustusluokkien uusien penkkejen suhteen on myöskin erittäin positiivista. Siinä mielessä ollaan tyytyväisiä siitä, että ollaan voitu tarjota asiakkaille parempi asiakaskokemus, parempi matkustuskokemus tältä osin. It was also remarkable that our home country, Helsinki-Vantaa, was selected as the 23rd best European airport in its own class. Everyone who has gone through Helsinki-Vantaa's new security survey knows how easy it is compared to many other airports. This can be achieved by Finnavia. They have done a good job. in the renewal of the airport. Finnair and its staff are also a significant part of the Helsinki-Vantaa travel experience service. Helsinki-Vantaa is also an important part of our customer's travel experience. We are pleased to be able to offer this as well. matkustajille, jotka matkustavat Suomesta maailmalle, maailmalta Suomeen, mutta myöskin meidän vaihtomatkustajille ja vaihtomatkustusajathan tuolla Helsinki-Vantaalla on erittäin nopeita muihin lentokenttiin verrattuna. Toimintaympäristöön liittyen voi sanoa, että meidän toimintaympäristön erityiset riskit, joilla me viitataan ennen kaikkea pandemiaan, and the closure of the Russian airspace have now been normalized. Pandemic effects and travel restrictions have subsided. People clearly want to travel. The closure of the Russian airspace seems to be a new normal. And the markets, but also Finnair have adapted to the closure of the Russian airspace. On the other hand, there are other risks in our business environment, of course, which many other companies have talked about in their annual reports. The rise in inflation and interest rates causes uncertainty regarding the purchasing power of consumers, and we must of course take that into account. Finnair has collected a considerable amount of debt during the dual crisis, which we have to pay off. And now the debt payment has started to decrease. During the quarter, our net debt has decreased to €850 million. On the other hand, due to the reduced risk of improved profitability and the reduced operating environment, we now see the possibility of paying off a hybrid loan of 200 million euros in September. This is our plan for September. The hybrid tax rate is 10%, so the annual tax costs are €20 million. When this tax cut is possible, this will significantly reduce our costs. If we take a closer look at the numbers of the second quarter of the year, we can see that the net profit margin of the second quarter of the year rose by almost 9%, or 8.8%. The result of the second quarter was the best in the history of Finnair in the second quarter of the year, and clearly better in the second quarter of 2019. This despite the fact that the Russian airspace has had a significant impact on our business and was open in the second quarter of 2019. So Finnair's Koko tiimin hyvä työ näkyy tässä tuloksessa. Myyntitoimenpiteet on ollut onnistuneita. Me ollaan onnistuttu tuottojen optimoinnissa. Myöskin selvästi kuluhallintatoimet, operatiiviset kustannukset, kuluhallinta näkyy tässä tuloksessa. Siitäkin huolimatta, että polttoaineen hinta on selvästi korkeammalla kuin esimerkiksi se oli vuoden 2019 toisella neljänneksellä. Tulos ennen veroja oli 44 miljoonaa euroa. Nyt, koska meidän liiketoiminnan pitkän aikavälin näkymät ovat parantuneet, meidän strategian toteuttamisen seurauksena, vahvan matkustuskysynnän seurauksena, niin me voidaan myöskin palauttaa kerta erä laskennallisia verosaamisia meidän nettotulokseen. Tässä on kysymys 99 miljoonan euron kertaerästä, joka ei ole kassavirta-vaikutteinen, ja joka me alaskirjattiin viime vuoden toisella neljänneksellä, ja nyt se tosiaan palautetaan takaisinkirjauksen muodossa. Sen seurauksena meidän toisen neljänneksen nettotulos, rises to 139 million euros and thus supports our TASE's own capital in the form of net profit, which will then be seen as a good development of TASE's credit scores, which will soon be shown. There was a question about the fourth quarter, where the turnover was positive. If we look back 12 months, we see that Finnair's turnover in the last 12 months has been 120 million euros. We can say that the turnover has happened. And we can say that Finnair has clearly returned to a profitable year. And we also predict that good revenue development will continue. In our guidance, as you can see in this slide, we predict that In the calendar year 2023, the operating profit will be between 150 million and 210 million euros. which the markets typically look at, is 180 million euros. So, the third quarter of the year is typically the strongest season. And now we have also seen that the third quarter of the year has gone well. So, from the beginning of the summer to the end of the summer, Se näkyy tuolla lentokentillä. Ennakoimme, että se tulee näkymään koko vuoden tuloksessa. Our operational cash flow was strong in the fourth year. We started in the fourth year with a cash flow of 1.6 billion euros. Our operational cash flow in the fourth year was 176 million euros. It is also worth noting that we started paying back our employment loan. We made the first 100 million euro loan reduction. Our cash flow at the end of the fiscal year was a little over 1.5 billion euros. That is, over 50% of the cash flow is in relation to trade, 54%. That is a very strong figure in this regard. Ja niin kuin tuossa aikaisemmin mainitsin, niin meidän tasen tunnusluvut kehittyvät nyt oikeaan suuntaan. Näissä ehdottomasti on pandemian aikana kertyneen velan jälkeen paljon vielä parantamisen varaa. This is why we need profitability, so that we can strengthen the balance and return the investment power over time. But now, as a result of this net income of 139 million euros, our equity rate at the end of the second quarter of the year rose by 13%, and the net debt rate has increased by about 150%. Kehityssuunta näissä luvuissa on nyt oikea. Toki pitää sanoa, että sitten kun me aiomme maksaa hybridilainan 200 miljoonaa euroa pois nyt syyskuussa, niin se tulee sitten vaikuttamaan heikentävästi hetkellisesti näihin tunnuslukuihin. Samanaikaisesti se kolmas vuosi neljännes tyypillisesti on tämän liiketoiminnan kausi luonteisesti vahvin neljännes. So, the strong quarter was a question. At the same time, Finnair's long-term views have improved. And they have improved because the demand is strong, and above all because we have progressed faster. and better in the implementation of our strategy than we initially predicted. That is why we are in a situation today where we can raise our long-term profitability target, and we can make some selected evolutionary updates to our strategy. Some weeks ago in June, we received a positive report saying that we will achieve our strategy's 5% operational turnover profitability target in 12-18 months' time. This is why we are now raising our profitability target to 6% by the end of 2025. When we talk about the improvements to the strategy, we have six strategic themes, the first of which is customer-oriented, commercial and operational quality. We have done a lot asioita ja muutoksia viimeisten vuosien aikana. Me ollaan lisätty suorajakelun osuutta merkittävästi meidän jakelussa. Me ollaan parannettu digitaalista myyntiä ja markkinointia. Me ollaan otettu edistyksellisiä tuottojen optimointivälineitä käyttöön. parannettu meidän tuotetarjoamaa. Nyt me halutaan ottaa seuraava askel ja olla entistä asiakastarvelähtöisempiä ja datalähtöisempiä siinä, että miten me tuodaan henkilökohtaisia, personoituja tuotteita ja tarjoamia asiakkaalle. Jotta tämä on mahdollista kaupallisesti, we need very strong and quality operational processes. We keep our focus on safe flight operations and precise flight operations, but at the same time we will increase our focus data in our operations in such a way that we can also operate the customer with the most personalized personalized offers. Let's talk now, for example, about flight-time offers and their pre-orders. The balanced growth of the optimized fleet is another of the themes of our strategy. During the last quarter, the published QANTAS agreement ended the optimization of our fleet. Our fleet has been optimized. We are satisfied with the fleet we have. Now we can look at the growth of this fleet. We see things in the way that we have the opportunity to grow cost-efficiently in the current fleet, in the way that we shorten the turning times of aircraft, We plan our networks and schedules in such a way that we can increase the level of use of our current machines. And thirdly, we can return out-of-the-box to other airline companies, especially low-end aircraft, into their own business, so that their level of use can also be increased. This way, in the coming years, we will be able to grow evenly with the growth of the markets, and at the same time offer some more jobs in Finnair. Kolmas teemapainopiste on jatkuva kustannustehokkuus kilpailukyvyn varmistamiseksi. Me ollaan nyt oltu tilanteessa, jossa meidän on We've had to deal with a two-way crisis that has been overwhelming. We've had to approach it in a way that allows us to adapt our costs to a new situation. In the future, we want to take a smaller step, but continue to take cost-efficiency measures. kilpailukyvyn varmistamiseksi, jotta me ollaan yhtä lailla kilpailukykyisiä verkostolentoyhtiöiden kohtaan ja halpalentoyhtiöitä kohtaan, jotka kaikki liikennöivät tänne Helsinki-Vantaan lentokentälle. Ja tietenkin pidemmällä aikavälillä kustannustehokkuus on tällä toimialalla tärkeetä, jotta myöskin voidaan investoida jatkuvasti asiakaskokemuksen parantamiseen. Me halutaan olla yks lentotoimialan johtavista vastuullisuustoimijoista. Me ollaan täysin sitoutuneita meidän pitkän aikavälin hiilineutraaliustavoitteeseen, sen tavoitteen saavuttamiseen vuonna 2045. Se mitä me nyt tullaan tekemään on se, että me tullaan siirtymään pois päästökompensaatioiden offset-tausten käytöstä ja fokusoitamaan vain ja ainoastaan niihin toimenpiteisiin, jotka tuovat aitoja hiilidioksidipäästöjen vähennyksiä. Varten me otetaan käyttöön niin kutsutut science-based target initiative, initiativein mukaiset tavotteet. Tässä syksyn aikana lähetetään meidän sustainability vastuullisuustavoitteet tämän science-based target initiative arvioitavaksi ja validoitavaksi ja ennakoidaan, että me saadaan vahvistus niille ensi vuoden alussa. Tämä Science-Based Target Initiative on käytännössä globaali best practice, globaali paras käytäntö hiilijalanjäljen pienentämiseksi. Siinä mielessä tämä on askel eteenpäin meidän vastuullisuusagendalla. Se, mitä se tulee tarkoittamaan pitkällä aikavälillä, on se, että meidän pitää lisätä investointeja muun muassa uusiutuvien polttoaineiden käyttöön, tai uuteen lentokone- ja moottoriteknologiaan, jonka päästöt ovat nykyistä kalustoa vähäisempiä. Kestävät ase on ollut meidän fokus ja tulee jatkossakin olemaan fokus. Se on tärkeetä ennen kaikkea siksi, että me pystytään palauttamaan meidän investointikyky ja voidaan maksaa pois niitä velkoja, jotka viimeisten vuosien aikana ovat kertyneet. Muun muassa vastuullisuustavoitteiden saavuttaminen edellyttää sitä, että meillä on merkittävää investointikykyä tulevaisuudessa. And an example of a single step towards a sustainable balance is the so-called hybrid loan refund of 200 million euros, which will also significantly reduce our funding costs. Viimeisin vaan ei vähäisin meidän strategiateemoista on sopeutumiskykyinen Finnair-kulttuuri sitoutuneen henkilöstön avulla. Se, mitä me Finnairissa ollaan jouduttu läpikäymään ulkosten shokkien muodossa tässä viimeisten vuosien aikana on ollut monella tapaa vaikutuksiltaan järisyttävää. Ja oon todella ylpeä siitä, että miten Finnair's entire staff and team have been able to build a path forward for us. First from the pandemic, then adapted to the Russian airlock. Then a new strategy was made. Now the strategy has been successfully implemented and has clearly returned to be profitable. Sopeutumiskykyinen yhdessä tekemisen kulttuuri on Finnairin aivan erityinen vahvuus. Ehkä tärkein yksittäinen tekijä sille, että me ollaan pystytty sopeutumaan näihin ulkoisiin shokkeihin viimeisten kolmen vuoden aikana. Se on ainoastaan mahdollista sitoutuneen henkilöstön avulla. Sen takia me halutaan jatkossa lisätä meidän panostuksia henkilöstön kehittämiseen, henkilöstön kouluttamiseen ja henkilöstön työhyvinvointiin kokonaisuutena. Ja uskotaan, että panostamalla työntekijätyytyväisyyteen, niin pystytään myöskin parantamaan asiakastyytyväisyyttä, parantamaan asiakaspalvelua ja sitä kautta parantamaan kannattavuutta. Eli tavallaan se strategian evoluutio And the update here is that where previously we focused very strongly on returning profitability, Now the return on profitability has happened, and we will continue to focus on profitability. We want to reach the 6% level, as this goal indicates. In addition, we will increase the focus on customer satisfaction and employee satisfaction. Because we know that this kind of balanced approach is central to Finnair's long-term success. And that is, in short, the central content of this strategy update. Let's move on to the last slide and talk about our future prospects and guidance. After the second quarter, we will repeat the capacity guidance for the entire year. It is predicted that Finnair's capacity will be set to 80-85% this year compared to 2019. We will also repeat the guidance on trade. It is predicted that trade will grow significantly this year, but that it will not yet reach the level of 2019. In June, we will look at the positive results from the business results, and estimate that the business results will be between €150 million and €210 million this calendar year. In terms of the business environment, Nämä meidän liiketoimintaympäristön erityiset riskit, pandemia, Venäjän ilmatilan sulku ovat normalisoituneet, inflaatio, korkotason nousu edelleen aiheuttaa epävarmuutta ja ne riskit ovat kohollaan. Sitten seuraavan vuosi neljänneksen yhteydessä, niin kuin normaalisti, niin me tullaan jälleen päivittämään näkymiämme. But all in all, it was a strong fourth for Finnair. Special thanks to our entire staff. Pidemmän aikavälin näkymät liiketoiminnassa ovat parantuneet onnistuneen strategian toteutuksen seurauksena, vahvan matkustuskysynnän seurauksena, ja sen takia me voidaan tehdä näitä evoluutiopäivityksiä meidän strategiaan, ja voidaan nostaa meidän pidemmän aikavälin kannattavuustavoitetta kuuteen prosenttiin. Kiitokset. Mä lopetan tähän.

Thank you, Topi. Let's move on to the next question. I'll start with a few questions from the lines, and then I'll let the audience think for a moment. How significantly has the number of flights increased during the second quarter, and what do you say about its impact on the climate?

The number of passengers continued to grow compared to last year's levels, so the number of passengers was clearly still at a lower level due to the pandemic. However, it is noteworthy that on the second quarter, Finnair flew 78% of the capacity that we flew in the opposite period. in 2019. The number of finnair flights has decreased, and it also means that carbon dioxide emissions have decreased. This is very important to note when talking about climate impact.

The result was already the fourth most productive year. What does the next year look like?

As mentioned, the long-term vision of our business has improved as a result of our successful strategy implementation, and that is why we see that people simply want to travel. After the pandemic, many of us have probably noticed what is important in life, and now it is clearly visible that consumption has moved away from goods to services in general, but also to different kinds of experiences, where travel experiences show It seems that travel is one of the last things that people save, even if the interest rates rise, even if inflation has risen. That's why the long-term view is better, and that's why we can now raise our long-term profitability target to 6% by the end of 2025.

How does the question and offer of flight travel affect Europe in general?

The question and offer of flight travel at the moment is quite tight in the market. It is affected by the capacity issues mentioned earlier in the global and European aviation. There are many issues that are related to the fact that Airbus and Boeing produce 70% of the aircraft they produced in 2019, because their operating chain simply does not allow them to produce more aircraft, even though they would certainly like to. Pilots have suffered a lot during the pandemic. Pilots have not been trained enough. There is a shortage of other personnel, for example in land services. There is also a shortage of spare parts. That is why the maintenance schedules of our aircraft have been delayed. This causes a shortage of capacity in European aviation. This is a question of the long history of the pandemic. This is a situation that took place three years ago. We estimate that it may take two or even three years for the capacity bottles to be completely removed.

Do we have any questions from the audience here? Let's put the microphone there for a moment.

Kiitoksia. Viimeksi puhuttiin Kiinasta ja reittiävauksista mahdollisesti kesän aikana Pekingiin ja lisälennoista muihinkin kohteisiin Kiinasta. Miltä se Kiinan tilanne nyt näyttää?

Kiinan tilanne on sellainen asia, että sitä me seurataan hyvin tarkasti koko ajan. Kiinasta kun puhutaan, niin pitää muistaa se, että Kiina eroaa kaikista meidän muista markkinoista siinä, että Kiinan markkinalla ei ole tasaista pelikenttää. Chinese airlines fly through the Russian airspace to Europe, when European airlines travel through Russia's airspace to China. That's why they have a significant competitive advantage over Chinese airlines. At the same time, China's market has had a certain slowness in accepting new passports and visas, which is why the demand hasn't returned as quickly as it did in the spring. The third thing to note is that our fleet is currently connected to other routes that are worth flying to. In other Asian countries, in the North American market, and the Middle East market. That's why we need to be careful about when it's time to return to the Chinese market. Our aim is definitely to increase flights to Shanghai over time, and also to open up the Beijing market. But that won't happen this winter. This winter, In the coming winter, our capacity is already very important. The upcoming decisions will be made in the summer of 2024.

Nyt tuli sellainen uutinen tuossa, oliko se jo talvella, että Suomi on tehnyt lentoliikennesopimuksen Saint Martinin kanssa. Ruvetaanko nyt lentämään Karibialle ja muualle sinne suuntaan?

San Martin's aviation agreement and its flying are not in any way on our chart. Our capacity has now been allocated to those markets, to the network that we are currently flying to. And as we went through here, China's market is the first market where additional capacity is allocated when the time is right.

How is the American business developing?

The American business has been developing well. We are satisfied with our network in the North American market. The main routes are New York, Los Angeles and Dallas. We fly to Seattle, Chicago and Miami in the winter. Pohjois-Amerikan markkinalla meitä auttaa One World-kumppaneiden jakeluvoima. Ennen kaikkea American Airlines'n jakeluvoima. Sietlin seudulla Alaska Airlines'n jakeluvoima.

Sitten otetaan kysymyksiä täältä linjoilta. Onko viime vuosina kertyneitä velkoja tarkoitus maksaa pois jopa ennenaikaisesti, nyt kun liiketoiminta näkyvät, ovat selvästi parantuneet?

Kuten sanottu, me ollaan aloitettu jo velkojen poismaksu. Toisella neljänneksellä maksettiin 100 miljoonan euron lyhennys työeläkelainaa. Nyt todettiin se, että meidän aikomus on maksaa 200 miljoonan. euro hybrid loan out in September. As the figures show, these are quite large loan cuts. So, it's a bit of a waste of time. Our goal is to... to reduce our indebtedness in the future, and by doing so, strengthen our goals. We need better profitability, positive cash flow, and at some point, we have achieved a situation where we can start planning new, more significant investments.

What does the ticket sales and booking situation look like at the end of the year and at the beginning of next year?

At the end of the year, it looks good. The best view for us is to fly in the summer. Flying in the summer until the end of the third quarter looks bright. Now, when people return from summer holidays around the beginning of school, there is typically a one-year seasonal period around the beginning of the year. And now there are the first signs that reservations are beginning to come for the fall holidays and at some point in the beginning of the year, even for the Christmas movement. People are planning to travel. As we have seen, the view of our business has improved. We can increase our profitability by 6% by the end of 2025.

Will this improved profitability give us the opportunity to plan a small-scale fleet renewal?

Osa meidän strategian päivitystä on ennen kaikkea se, että me nähdään mahdollisuus siihen, että me kasvataan markkinakasvun mukaisesti samalla säilyttäen optio Aasian liikenteen palauttamiseen. if in the future we get peace and Russia's airspace open to Ukraine. We can grow cost-effectively by increasing the use of our aircrafts, shortening the turnaround times and returning the out-of-the-box aircrafts to use. This is the agenda that we have in view in the short term. Pidemmällä aikavälillä, kun me ollaan palautettu meidän investointikyky, niin kapea runkolaivaston uusiminen on meidän agendalla. Muun muassa vastuullisuustavoitteet Science Based Target Initiative ohjaa meitä pidemmällä aikavälillä siihen suuntaan. Sitä kautta se on ehdottomasti osa strategista agendaa, mutta ei ihan välittömässä lähitulevaisuudessa.

Suunnitteleeko Finnair toimia matkustuksen kääntämiseksi keski- ja etelä-Euroopasta kohti pohjoista, erityisesti kuuman kesäkauden aikana, jolloin sieltä halutaan enemmänkin suunnata pohjoiseen kuin kovin kuumiin välimerenmaihin?

Hyvä kysymys. Finnairin suuri vahvuus on se, että me tarjotaan erinomaiset yhteydet Suomesta maailmalle, Eurooppaan. Pohjois-Amerikkaan, Lähi-Itään ja Aasian. Tämä verkosto, joka on Finnairin vahvuustekijä Suomeen liittyen, toimii myös toiseen suuntaan. Sieltä maailmalta on hyvät yhteydet Suomeen. Finnair voi tarjota laajan verkoston maailmalta Suomeen. hyvät aikataulut, hyvän vuorotinheyden, hyvän asiakaskokemuksen maailmalta Suomeen. Sen takia ehdottomasti me halutaan kehittää ja lisätä Suomen houkuttelevuutta matkailukohteena. Pidemmällä aikavälillä, jos tätä asiaa katsotaan, niin ilmastonmuutos, niin valitettavaa kuin se onkin, it can offer additional opportunities for Finland as a travel country. In terms of summer travel, the beautiful nature and pleasant temperatures will probably increase Finland's attractiveness in the coming years. In terms of winter travel, perhaps last winter was a good example of when the snow situation in the Alps was a little more uncertain and weaker. the great strength of the winter travel in Lapland will be that Lapland will be able to provide reliable snow. And that will surely be visible in the coming years. And our network does enable us to get from the world to Finland, and we are ready to welcome the increasing travel flows to Finland.

FinNAID pays compensation and focuses on reducing emissions. How is this in line with the Corsia program at the global level, i.e. ICAO, which is based on compensation?

As mentioned, the Science-Based Targets Initiative is a globally recognized best practice. It focuses on reducing emissions. aitoihin päästövähennyksiin. Ja sen takia Science Based Target Initiative mukaiset tavoitteet ovat selkeästi tiukempia päästövähennysten osalta, kun ICAON-KORSIA-sopimus on. To put it another way, when we fulfill the goals according to the Science Based Targets initiative, we will also complete the ICAO-CORSIA agreement. With the help of the Science Based Targets initiative, when we get these goals validated in the fall, we will raise the bar higher for ourselves in this regard.

Oliko täältä vielä kysymyksiä? Tuotko tänne eteenpäin mikrofonin?

We just visited Lapland. Many airlines have promised to bring people straight from Europe to Lapland. Finnair has also flown straight from Europe to Lapland. Is Finnair's response that there will be a lot of flights from Helsinki to Lapland? What does Finnair's response look like to other airlines?

It's like this. We are a network airline. We provide connections through Helsinki to the world and from there to Lapland. Finnair is the only airline that flies to Lapland every year. Finnair is the only airline that offers daily flights with a tight schedule. Our network and schedule is very strong and competitive compared to the fact that if you fly from one of the world's individual cities, for example, a few times a week to the cities of Lapland. And what our strategy update includes is that we see the possibility of balanced growth in this optimized fleet. And what it can mean, for example, in the case of the Lapin movement, is that We will increase the operating hours of our aircraft, increase the level of use of our aircraft. We will return the machines that have been stolen to our own flying. We can add flights to Lapland or to other parts of Finland. We can add them to Rovaniemi, Nivalo, Kittilä, Kuusamo and Oulu, for example.

You mentioned that the capacity will be returned from the British Airways cooperation to Finnair's own use. Is there a timeline for this?

There have not been any final decisions made yet, but we anticipate that the British Airways will be returned to us with four outfitted aircraft. Omaankäyttöömme. Tämä ulosvuokraus British Airwaysin kanssa on tehty 12 kuukaudeksi, ja se loppuu maaliskuun lopussa ensi vuonna, eli vuoden 2024 kesäkaudelle, niin meillä on mahdollisuus sieltä palauttaa kapasiteettia Omaankäyttöön nykysopimusten puitteissa.

Oliko vielä kysymyksiä täältä paikallaulijoilta? Ole hyvä.

We talked about global bubble caps and memories. We mentioned that aircraft maintenance in Finland has deteriorated, and aircrafts are growing enough. But what about the spare parts and passengers, passengers or pilots? Are there more bubble caps in Finland than globally, or have they been solved?

It's a good question. Global bubble caps are available to all airlines in the world, one way or another. The thing that has hit Finnair is the share price gap and their long-term maintenance schedules. But at the same time, we have had opportunities because we have had a demand for our machines for export. Instead, we are in a relatively good position as Finnair in that the situation of our pilots and passengers has been better than that of many other airlines. During the pandemic, Finnair did not reduce the number of flying personnel, which is why the situation has been good for our pilots and passengers. It has certainly been one of our most successful decisions during the pandemic. Nyt kun me ollaan esimerkiksi avattu lentäjien rekrytointiin, niin me ollaan saatu erittäin hyvin hakemuksia niihin paikkoihin. Viimeisessä rekrytoinnissa taisi tulla 500 hakemusta. Nyt kesäkaudelle me ollaan hankittu 80 kesätyöntekijää matkustamoon meidän kumppanin kautta. Tällä hetkellä arvioidaan sitä tilannetta, että olisiko meillä rekrytointitarvetta matkustamohenkilökunnan suhteen. Siitä ei ole lopullisia päätöksiä vielä tehty, että siihen asiaan meidän pitää palata, mutta suunta on selvä ja se on mieluumminkin se, että meillä on myöskin siellä rekrytointitarvetta.

Oliko vielä aikaa ehkä jollekin yhdelle kysymykselle, jos jollain on? Ole hyvä, Miikka.

India has been growing since the pandemic, just like North America. It seems that Mumbai is turning into a season route.

What does the situation in India look like overall in the Finnair network? We have two routes in India, Delhi and Mumbai. Let's go back to the bottle caps. Now, in the winter, we had to focus on flying Mumbai for the simple reason that we did not have the capacity to fly there. But it is predicted that we will continue to fly Mumbai in the summer in 2024 and so on. So, in the short term, these capacity problems in the global aviation industry, as well as in all other airlines, causes this type of situations, where capacity has to be strictly allocated on the basis of various restrictions. Over the longer term, we will see growth opportunities in the Indian market, and we will be keeping an eye on them. That is why it is important to note that our aim is to return to the Mumbai route by the summer of 2024.

There is one more question.

You will be receiving a new Airbus A350 next year. Another one is expected to arrive in 2026. Have you thought about what to do with these?

Yes. We still have two Airbus A350s in order. The first one is coming. at the end of 2024 and the second quarter at the end of 2026. The plan is that these will come to our own traffic. We will use them in our own network.

Then I'll take the last question from the lines. What does the situation look like from Stockholm and Copenhagen in terms of long-distance flights, and what is the role of using the outskirts in the future and the Finnair strategy?

Thank you. Good question. We are currently flying from Copenhagen to Doha on a daily basis and from Stockholm to Doha on a daily basis, just like we are flying from Helsinki to Doha on a daily basis. And these three routes is part of our commercial cooperation with Qatar Airways. Let's start with the fact that these routes from Copenhagen and Stockholm will continue within this cooperation. But we are not planning to fly long-distance flights outside Helsinki, nor short-distance flights. Once again, let's go back to the fact that our fleet has now been optimized. It is in good use with the routes that we currently have, and we do not need, nor do we have the opportunity to think about this type of things at the moment. China is the first market to which we want to allocate capacity when the opportunity is there and the time is right.

Thank you, Topi, and thank you to all participants for their active participation. I wish you a very good day and an excellent weekend.

Thank you very much.