德勤全球2025年航空公司首席执行官调研报告

Deloitte Consumer Industry Center Introducing our CEOsurvey findings Dear aviation colleagues, It is our pleasure to welcome you to Deloitte’s 2025Airline CEO Survey. We embarked on this researchjourney to tap into the collective wisdom of airlineleaders and illuminate the strategic priorities shap-ing the future of aviation. Drawing on insightsfrom 32 chief executive officers across the globe—spanning a diverse range of airline sizes andmodels—this report offers a unique vantage pointinto the forces at play and leadership strategies guid-ing the industry forward. These aren’t just business strategies—they’re riskmanagement practices, helping leaders build resil-ience in a world that’s becoming harder to predict. And perhaps most notably, less than 5% of CEOsview pandemics as a leading threat. It’s a symbolicmoment—the crisis that reshaped the industry nolonger defines its future. Throughout this report, you’ll find an in-depthlook at how airline leaders are balancing compet-ing priorities, adopting advanced technologies, andfortifying their workforces and culture to buildresilience. From transformative technology invest-ments to the evolution of customer engagement,the insights shared here reveal how CEOs are posi-tioning their organizations for long-term success. Fielded just after tariff announcements in earlyApril, the survey might have been expected tosurface apprehension over global trade. But tariffsappeared only on the margins of CEO concerns.More strikingly, even other familiar industry risks—like pilot shortages and fuel-price volatility—werenot top of mind. Instead, CEOs pointed to broadermacro-risks: persistent economic uncertainty andgeopolitical instability. This focus sets the tone forwhat follows: a renewed emphasis on cost controland reliability, paired with more pragmatic stancesin areas like customer experience and sustainability. We extend our gratitude to the leaders who sharedtheir insights and to you, our readers, for yourcontinued engagement. Together, let’s navigate theseturbulent skies and chart a course toward a moreresilient and prosperous future. Sincerely, Yvonne Rene de Cotret Transportation, Hospitality & Services leader,Deloitte Consulting LLP Bryan TerryAviation leader,Deloitte Consulting LLP Airline CEOs are navigating a market that’s still vola-tile and increasingly shaped by forces outside theircontrol. Thinking about the year ahead, CEOs nowsee their biggest threats to airline success rooted inmacroeconomic uncertainty and geopolitical insta-bility (figure 1). The potential for fragile consumerand business confidence, escalating operating costs, and unpredict-able demand patterns have replaced COVID-19–induced disruptionsas the top sources of risk. It’s not just belt-tightening; it’s a structural shift. After years of rapidgrowth and workforce expansion, many carriers are rebalancingtoward leaner, more efficient operations. Operational reliability,cited by 66% (figure 2), reflects a renewed push to deliver consistentperformance where it counts—on-time arrivals driven by strong techops execution (figure 5). Still, more than half of CEOs surveyed continue to prioritizecustomer experience, reflecting the need to manage costs withoutsacrificing competitive differentiation (figure 2). That tension—between financial discipline and delivering value to customers—isthe throughline running across major decisions that airlines aremaking today, and underscores the broader narrative of balancerunning through this year’s findings. In response, leaders are tightening their grip on what they can influ-ence: cost structures, operational reliability, and network perfor-mance. This year’s survey shows cost control and financial healthhigh on the strategic agenda, cited by 63% of CEOs (figure 2). Figure 1 Market volatility and geopolitical instability lead risk concerns Which risks pose the greatest threat to your airline’s growth and stability over the next three years? Please select your top three. While cost control and operational excellence are key focus areas,no strategic priority stands alone. Many CEOs are also leaningon customer experience, commercial performance, transformativetechnology, and a strong culture to position their airline for whatcomes next (figure 2). And a varying mix of five different growth initiatives are beingprioritized by at least one-third of CEOs (figure 3). This balancedapproach to priorities and growth reflects not only the multifacetedrole CEOs play, but also a shared belief: Being resilient and adapt-able in the face of uncertainty means excelling across many fronts. Figure 2 Control the controllables: Operational excellence and financial health top strategic priorities What are your top strategic priorities for improvement over the next 12 months? Please rank your top three. Figure 3 Growth at the right cost: Tech and revenue management top a varied mix of growth initiatives Which initiatives are you prioritizing to drive gro