Latvia airBaltic Fleet Reduction Triggers Powerful Riga Shake-Up as A220 Fleet Plunges to 36

The airBaltic Fleet in Latvia is getting smaller. This is a change for the national carrier. The airBaltic Fleet is moving away from growing fast. The main goal is to keep the airline stable. The airBaltic Fleet also wants to keep Riga connected and make sure it can withstand times in the long run.

The airline plans to have around 36 Airbus A220-300 aircraft by the end of 2026. This is down from 54 aircraft. The airBaltic Fleet will then slowly add aircraft and have around 40 by 2031. The airBaltic Fleet needs some money to do this. It is looking for €225 million to help it in the short term. The airline also wants to change how it handles debt and equity.

People who have already booked flights with the airBaltic Fleet do not have to worry. The normal schedule is still the same.. This new plan is a big deal for aviation in the Baltic region, tourism and Latvians economy. This is especially true because airlines, over the world are having a really tough time right now. The airBaltic Fleet is making changes to make sure it can survive.

airBaltic Fleet Reduction Replaces Expansion With Financial Discipline

Latvia’s national airline has unveiled a fundamentally revised business plan built around a smaller fleet, a more concentrated network and a clear change in strategic priorities. The company describes its new direction as putting financial stability before further growth.

The airBaltic Fleet Reduction will take the carrier from its current operational fleet of 54 Airbus A220-300 aircraft to approximately 36 by the end of 2026. The fleet is then expected to grow cautiously, reaching around 40 aircraft by 2031. This is substantially below the expansion towards nearly 100 aircraft envisaged under airBaltic’s previous strategy.

The new plan is not simply an aircraft-cutting exercise. It combines several connected measures:

• A tighter network centred on Riga Airport
• More selective deployment from other Baltic bases
• Greater aircraft utilisation
• Stronger year-round ACMI partnerships
• Lower operating and fixed costs
• New revenue initiatives
• Interim financing to meet near-term liquidity requirements
• A permanent recapitalization involving debt and equity
• Partial conversion of existing obligations into equity

The airline expects the fleet, network and operational measures to produce approximately €45 million in recurring annual benefits. Most would come from operating-cost reductions, although airBaltic also expects revenue opportunities from more efficient deployment and commercial partnerships.

Crucially for travellers, airBaltic says its normal flight schedule continues and that customer tickets, reservations and services are not affected by the announcement. The revised plan concerns the long-term structure of the business rather than an immediate shutdown or blanket cancellation of scheduled services.

However, several financial elements remain proposals rather than completed transactions. Interim financing has not yet been secured, and the wider recapitalization requires creditor support, bondholder resolutions and other approvals. The airline’s official company announcement filed through euro next Dublin therefore establishes both the plan’s scale and its conditional nature.

What Exactly Will Change Under the New Business Plan?

The revised strategy replaces broad expansion with a model designed to improve cash generation, margins and resilience. The central principle is that airBaltic will deepen its presence where demand and profitability are strongest instead of continuously adding aircraft and destinations.

The Airbus A220 Fleet Will Fall to About 36 Aircraft

The Airbus A220-300 fleet remains central to the airline. airBaltic is not announcing a return to a mixed fleet or the introduction of another aircraft type. Its operational platform will continue to rely exclusively on the A220-300.

What changes is the planned fleet size. The carrier expects approximately 36 aircraft at the end of 2026, compared with 54 at the time of the announcement. That represents a reduction of about one-third.

The plan then anticipates only measured growth:

• Approximately 36 aircraft in 2026
• Approximately 36 in 2027
• Around 37 in 2028
• Around 39 in 2029
• Around 40 in 2030
• Approximately 40 or slightly more by 2031

These figures are forecasts, not guarantees. Fleet deployment will depend on financing, aircraft availability, commercial demand, lease arrangements and implementation of the restructuring.

The revised trajectory nevertheless represents a decisive break from airBaltic’s former expansion ambitions. Its earlier strategy, developed partly in preparation for a potential initial public offering, assumed stronger growth in passenger demand, revenue and fleet size.

Riga Will Become Even More Important

The plan reinforces Riga as airBaltic’s primary hub. Riga already anchors the airline’s network, but the revised model gives the Latvian capital an even more prominent strategic role.

Rather than spreading capacity widely across numerous growth initiatives, airBaltic intends to concentrate on routes and frequencies that support demand, connectivity and profitability. This should favour services that feed passengers through Riga and strengthen the hub’s ability to connect the Baltic region with European and other international markets.

The airline will continue selected point-to-point flying from Tallinn, Vilnius and other operating bases. However, those services will be judged more closely against demand, seasonality and financial performance.

For business travellers, this may make Riga a more important connecting point. For tourism authorities, it means Latvia’s capital will carry even more responsibility as the main gateway supporting international arrivals and onward regional travel.

Capacity Will Be Managed More Intensively

A smaller fleet does not automatically mean that scheduled capacity will fall in direct proportion to the number of aircraft removed. airBaltic expects better aircraft utilisation, a more focused network and commercial partnerships to keep scheduled capacity broadly stable over the longer term.

The company’s plan indicates that scheduled available seat kilometres could decline from about 9.6 billion in 2026 to 8.7 billion in 2027 before recovering gradually to approximately 10.5 billion by 2031.

Available seat kilometres measure the number of seats offered multiplied by the distance flown. The indicator therefore captures both seat supply and network length.

The expected initial decline shows that the restructuring includes real capacity discipline. The later recovery depends on stronger utilisation and more productive deployment rather than a rapid return to fleet expansion.

Why Has airBaltic Reversed Its Growth Strategy?

airBaltic has identified a combination of commercial, operational and geopolitical pressures. No single factor explains the airBaltic Fleet Reduction.

Demand and Revenue Growth Have Moderated

The previous business model relied on sustained growth. However, the airline now says demand and revenue growth have moderated. A strategy designed for rapid expansion becomes harder to sustain when traffic, fares or yields do not increase at the expected pace.

Airlines face substantial fixed and semi-fixed costs. Aircraft ownership or leases, maintenance obligations, crew, insurance, systems and financing expenses continue even when individual routes under perform.

A smaller fleet can reduce exposure to those costs. It can also allow management to concentrate aircraft on markets producing stronger revenue and margins.

The revised plan therefore moves away from measuring success primarily through network breadth or fleet growth. It places greater emphasis on return, cash generation and financial sustainability.

Geopolitical Disruption Has Reshaped the Baltic Market

The airline has also pointed to developments involving Ukraine and the Middle East. The consequences include closed or restricted airspace, longer routings, fluctuating fuel costs, lost markets and weaker predictability.

These pressures carry particular weight for a carrier based in north-eastern Europe. Russia’s war against Ukraine removed important eastern markets and changed regional traffic patterns. Airspace restrictions can require longer routes, adding fuel, crew time and operational complexity.

Conflict in the Middle East creates another layer of uncertainty. It can affect energy markets, route planning, traveller confidence and the commercial viability of particular services.

The revised business plan does not attempt to predict when these geopolitical conditions will normalize. Instead, it seeks to create a smaller and more flexible airline capable of responding to volatility.

Engine Availability Has Limited Fleet Productivity

Problems involving the availability and maintenance of Pratt & Whitney engines have constrained the use of parts of the Airbus A220 fleet. An airline may own or lease an aircraft, but that asset cannot generate scheduled passenger revenue when it is unavailable for operation.

This distinction is important. A large fleet on paper does not necessarily translate into an equally large productive fleet.

Aircraft groundings can also produce indirect costs. Airlines may need replacement capacity, adjusted schedules or alternative arrangements. Commercial planning becomes harder because the number of aircraft available at a given time can differ from the nominal fleet.

The smaller plan reflects the airline’s attempt to align fleet commitments more closely with realistic operational availability and commercial needs.

Financial Stability Is Now the Defining Priority

The new strategy places financial restructuring alongside operational reform. airBaltic is not presenting fleet reduction alone as sufficient to secure its future.

airBaltic Is Seeking €225 Million in Interim Financing

The airline is seeking €225 million in interim financing to address near-term liquidity requirements and support implementation of the revised operating plan.

Interim financing is intended to bridge the period before a permanent capital solution is established. It should not be described as money already received. As of 12 August 2026, discussions with stakeholders and potential finance providers were continuing.

The proposed arrangement also depends on required creditor and bondholder approvals. That means the operational plan and the financing process are closely connected.

Without adequate liquidity, an airline can encounter pressure even when flights continue normally. Fuel, airport charges, staff, maintenance, suppliers, leasing and debt-service obligations require dependable access to cash.

The proposed financing would give airBaltic time to implement operational changes and negotiate a more durable capital structure.

Permanent recapitalization Could Combine Debt and Equity

airBaltic’s proposed permanent package includes up to €225 million in new debt financing and €100 million in new equity capital.

The recapitalization also contemplates:

• Converting part of the 2029 Senior Secured Notes into equity
• Replacing the remaining portion with reduced new debt of up to €125 million
• Partially converting selected other balance-sheet obligations into equity
• Bringing new equity into the company
• Reducing leverage over the business-plan period

Converting debt into equity changes the status of participating capital providers. Debt creates repayment and interest obligations. Equity gives ownership exposure but does not carry the same fixed repayment schedule.

Such a conversion could reduce financial pressure, but it requires agreement from affected stakeholders. It can also change ownership proportions and the distribution of risk.

The proposal must therefore be treated as a restructuring framework rather than a completed capital transaction.

Bondholder Approval Remains Critical

Holders of airBaltic’s 2029 Senior Secured Notes have been asked to participate in voting connected with the proposed recapitalization and revised business plan.

A reconvened vote was scheduled for 17 August 2026, after the previous meeting did not achieve the required quorum. Because the verification date for this article is 12 August, the outcome was not yet known.

This timing matters. Neither approval nor rejection should be assumed. Further voting rounds and additional negotiations may also be required.

Latvia’s government has said creditor support will help determine airBaltic’s future. The Latvian Cabinet’s official position describes the airline’s financial situation as very serious while recognising its strategic importance to connectivity, business, investment and tourism.

Prime Minister Andris Kulbergs has also stated that strategic importance should not mean unconditional state funding. The government’s position places responsibility on creditors, private capital, management and public authorities to build a viable solution.

What Do airBaltic’s Official Financial Results Show?

The airline’s results explain why management has moved from ambitious growth towards financial consolidation.

Revenue Reached €779 Million in 2025

According to airBaltic’s official investor information, group revenue reached approximately €779 million in 2025. The airline carried about 5.2 million passengers, demonstrating the scale of its scheduled and partner operations.

However, passenger growth and revenue do not automatically produce net profitability. airBaltic reported a net loss of approximately €44.3 million for 2025.

This gap underlines a central aviation reality: a carrier can expand traffic while remaining financially exposed. Revenue must cover fuel, staff, maintenance, leases, airport services, financing, distribution and other costs.

The airline’s audited Annual Report 2025 and its management presentation are available through the official airBaltic investor financial-information portal.

The revised strategy uses 2025 as the base for its longer-term financial projections. It expects revenue of approximately:

• €800 million in 2027
• €900 million in 2029
• €1 billion by 2031

These are forward-looking business-plan assumptions. They are not reported earnings and should not be presented as guaranteed outcomes.

EBITDAR Is Expected to Improve

airBaltic projects EBITDAR of approximately:

• €192 million in 2027
• €243 million in 2029
• €300 million in 2031

EBITDAR means earnings before interest, tax, depreciation, amortization and aircraft rent. Airlines frequently use it because aircraft leasing can have a major effect on their accounts.

The airline projects an EBITDAR margin of approximately 25% to 29% over the later business-plan period. Achieving that range would depend on cost savings, fleet utilisation, network performance, demand, pricing and execution of the recapitalization.

The figures should therefore be understood as management targets. The airline will need to demonstrate progress through audited and interim financial reporting.

Leverage Is Intended to Fall

The revised plan aims to reduce net debt relative to EBITDAR. Following the proposed recapitalization, the ratio is expected to be about 4.8 at the end of 2026, falling to approximately 2.4 by the end of 2029 and around 1.6 by 2031.

A lower ratio would indicate that operating earnings are becoming stronger relative to net debt. However, the calculation depends on both sides of the equation. Debt must fall or be converted, while earnings must rise.

The projected improvement cannot be separated from the proposed financing. If the recapitalization changes, the leverage path may also change.

Why Riga Airport Has So Much at Stake

The Riga aviation hub depends heavily on airBaltic. The airline’s restructuring therefore matters far beyond its own balance sheet.

airBaltic Held 57.2% of Riga Airport’s Market in 2025

RIX Riga Airport reported that it served approximately 7.1 million passengers in 2025. airBaltic was its largest carrier, accounting for 57.2% of the market, while Ryanair held 22.8%.

That concentration demonstrates why the national carrier’s stability is strategically significant. A sustained reduction in airBaltic connectivity could influence passenger volumes, transfer traffic, airport income and Latvia’s accessibility.

At the same time, the airport’s figures provide important context. Its passenger total remained broadly stable, while the composition of traffic continued to change.

Riga Airport recorded approximately 1.45 million transfer passengers in 2025, down 6% from 2024 and 39% below 2019. Direct passenger numbers, by contrast, increased by 2%.

These official figures suggest that Riga’s direct travel market has been relatively resilient, but its transfer function remains under pressure. A more focused airBaltic network could seek to strengthen commercially viable connecting flows rather than restore every previous market.

The airport’s complete figures are available in its official 2025 operating statement.

The Airport Is Planning for Long-Term Growth

Riga Airport is developing an expanded passenger terminal and related airport-city infrastructure. The future terminal is expected to have capacity for up to 12 million passengers annually by 2030.

This creates a strategic tension. Airport infrastructure is being designed for long-term connectivity and passenger growth, while its largest airline is reducing its fleet and prioritising financial stability.

The two directions are not necessarily incompatible. Airport investment can support several airlines, cargo, non-aviation business and future recovery. A financially stronger airBaltic could also resume measured growth after restructuring.

However, the airport will need to diversify its carrier mix while maintaining the hub connectivity generated by airBaltic. Its development plans are detailed on the official RIX Airport City portal.

What Does the Plan Mean for Travellers?

The most immediate message is that airBaltic’s existing schedule, customer tickets and reservations continue unaffected. Travellers should not interpret the business-plan announcement as an automatic cancellation notice.

Existing Tickets Remain Valid

airBaltic explicitly states that normal operations continue. Customers with bookings should therefore follow their confirmed itineraries unless the airline contacts them with a change.

Passengers should use the airline’s official website or application to check flight status, booking information and contact details. Third-party speculation about future routes should not override official booking information.

The restructuring could influence future schedules as the network becomes more demand-led. Individual routes and frequencies may change during subsequent timetable seasons, but the 11 August announcement does not provide a complete list of services to be removed.

Riga Connections Could Become More Central

Travellers may see a network increasingly organised around Riga. This can produce both benefits and trade-offs.

A concentrated hub may support stronger frequencies on key routes and more dependable connections. It can also reduce the number of weaker point-to-point services from secondary bases.

Passengers travelling from Estonia, Lithuania or Finland should monitor future seasonal schedules carefully. airBaltic says selected direct operations from other bases will continue, but commercial performance will play a greater role in deployment.

Passenger Rights Remain in Force

The business plan does not suspend or weaken passenger protections. airBaltic flights operating within the European Union remain subject to applicable EU consumer and air-passenger rules.

Under Regulation (EC) No 261/2004, travellers may have rights to care, rerouting, reimbursement or compensation when flights are cancelled or severely delayed, depending on the circumstances.

Eligibility is determined by the details of each disruption. A corporate restructuring alone does not automatically create a compensation entitlement.

Passengers can consult the European Commission’s official air-passenger rights guidance and the designated national enforcement authority where necessary.

How Could Tourism and Business Travel Be Affected?

Air connectivity is an essential part of Latvia’s visitor economy. It supports holidays, conferences, corporate travel, family visits, education and trade.

Tourism Depends on Reliable International Access

Latvia has no comparable high-speed land connection to the major population centres of Western Europe. Aviation therefore carries exceptional importance for inbound tourism.

A stable airBaltic can help maintain year-round access from important European markets. Its hub also enables visitors from cities without direct Latvia services to reach Riga through a single connection.

The fleet reduction presents a risk if it produces a prolonged loss of useful routes or frequencies. However, an unsustainable expansion model would create greater long-term uncertainty.

The key tourism issue is therefore not the absolute number of aircraft. It is whether the revised network preserves the routes, timings and connectivity required by visitors and the travel trade.

Business Travellers Need Frequency and Predictability

Corporate travellers often value frequency, schedule convenience, punctuality and rebooking options more than headline network size.

The new strategy may strengthen high-demand business routes if airBaltic concentrates aircraft on commercially important markets. More frequency can make same-day or short-duration travel easier.

Conversely, reduced service on thinner routes can increase travel time and require connections. Companies operating across the Baltic region will need to evaluate future schedules as they are published.

The airline’s commitment to stable operations is therefore important, but implementation will determine the practical outcome.

Meetings and Events Could Feel the Connectivity Impact

Riga competes for international meetings, conferences and events partly because delegates can reach it through airBaltic’s network.

A financially stable carrier and dependable hub would support the city’s position. A materially narrower network could make some bids more difficult, particularly where organisers require direct access from numerous European cities.

Destination marketers and convention bodies may need to align campaigns with the routes airBaltic prioritises. Stronger cooperation between the airline, airport and tourism institutions could help convert available capacity into higher-value visitor demand.

Why ACMI Partnerships Are Becoming More Important

ACMI stands for aircraft, crew, maintenance and insurance. Under this arrangement, airBaltic provides an aircraft and the operational resources required to fly it, while the commercial partner generally sells the seats and controls the route.

ACMI Can Diversify Revenue

The revised plan calls for stronger year-round ACMI partnerships. This can reduce airBaltic’s dependence on selling every seat in its own network.

ACMI income may also help smooth seasonal fluctuations. Demand in the Baltic home market varies considerably between summer and winter. Partner operations can place aircraft where other airlines need capacity.

The model can improve utilisation and create a more predictable revenue stream, although contract terms, costs and aircraft availability determine its profitability.

Partnerships Can Also Support Scheduled Capacity

airBaltic says stronger commercial partnerships will help it maintain capacity and use aircraft more efficiently.

The airline already has extensive cooperation with Lufthansa Group carriers. Lufthansa’s investment was completed alongside the Latvian state, giving the German group a minority interest and a position in airBaltic’s governance structure.

airBaltic’s official company history records the Lufthansa transaction, while the airline’s investor materials explain the wider partnership context.

A closer relationship may provide commercial opportunities, but it does not remove the need for airBaltic’s own restructuring. The revised plan still depends on creditor approval and substantial new financing.

What Does the Restructuring Mean for Latvia’s Economy?

The Latvian government treats airBaltic as strategically important because it connects the country with international markets.

Connectivity Supports Investment and Trade

Direct and connecting flights reduce the time required to reach Latvia. This matters to international investors, exporters, multinational employers and professional-services companies.

Air connectivity can influence decisions about where to locate offices, conferences and regional operations. Riga’s hub status therefore has value beyond ticket revenue.

The government’s May 2026 declaration committed it to assessing airBaltic’s business plan and deciding on future action by August. That commitment appears in the official Latvian government programme.

The 11 August announcement falls directly within that policy timetable. It represents the company’s response to the requirement for a credible plan, although the financing solution remains unresolved.

Public Finances Remain a Sensitive Issue

Latvia has previously provided substantial support to airBaltic, particularly during the pandemic. European Commission state-aid decisions record recapitalization and damage-compensation measures, including €11.6 million in compensation and a separate €33.4 million capital injection approved in 2022.

Those measures addressed exceptional pandemic damage and liquidity problems under the legal frameworks then available. They do not constitute automatic approval for new support.

The European Commission’s official state-aid decision explains the scope, proportionality controls and safeguards attached to earlier assistance.

The present government has drawn a clear distinction between strategic importance and unconditional taxpayer funding. Any further state participation would need to be evaluated against Latvian budget priorities, commercial terms and applicable European rules.

Employment and Skills Are Also Exposed

airBaltic reports more than 3,000 employees and a workforce representing over 30 nationalities. Its operations support pilots, cabin crew, maintenance specialists, dispatchers, technology staff and commercial teams.

The revised announcement does not publish a specific redundancy figure. It would therefore be inaccurate to claim that a defined number of jobs will be lost.

Nevertheless, reducing the fleet from 54 to approximately 36 aircraft may affect workforce planning, training, rosters and recruitment. ACMI activity and improved aircraft utilisation could offset some operational effects.

Employment consequences should be assessed only when the airline issues formal information. The present plan establishes a smaller operating platform but does not quantify staffing changes.

The Airbus A220 Remains Central Despite the Contraction

airBaltic was the launch operator of the Airbus A220-300 and has built its identity around the aircraft. The new plan continues that commitment at a reduced scale.

A Single Fleet Offers Operational Advantages

Operating one aircraft type can simplify pilot training, maintenance planning, spare parts and crew deployment. It also makes it easier to move aircraft between scheduled and ACMI assignments.

This flexibility supports a network containing both thinner regional markets and larger European destinations.

However, dependence on a single aircraft-and-engine combination creates concentration risk. Engine availability problems can affect a large share of the fleet simultaneously.

The revised plan appears designed to preserve the benefits of fleet commonality while reducing the financial and operational exposure associated with rapid expansion.

The Plan Does Not Confirm Order Cancellations

airBaltic’s smaller 2031 fleet target raises questions about its previously announced Airbus order book.

It would therefore be speculative to describe the plan as a confirmed cancellation of undelivered aircraft.

The verified fact is narrower: airBaltic expects to operate approximately 36 aircraft at the end of 2026 and around 40 by 2031.

Can a Smaller Fleet Still Produce a Stronger Airline?

A smaller fleet can strengthen an airline when reduction removes underused assets, lowers fixed costs and improves deployment. It can weaken an airline if capacity falls faster than costs or if commercially essential routes disappear.

airBaltic’s plan attempts to achieve the first outcome through several coordinated measures.

Route Quality Will Matter More Than Route Quantity

The carrier intends to increase depth and frequency where demand and profitability are strongest.

The strongest plan would protect valuable network effects while removing structurally weak flying.

Utilisation Must Rise Without Damaging Reliability

Higher utilisation means aircraft spend more time producing revenue. However, tightly scheduled fleets can become vulnerable when maintenance or disruption removes capacity.

airBaltic must balance productivity with operational resilience. Spare capacity, maintenance planning and access to replacement aircraft will remain important.

Passengers will judge the plan by practical performance: completion rates, punctuality, baggage delivery, customer service and the stability of published schedules.

The targeted €45 million of recurring annual benefits is one of the plan’s most important operational objectives.

To achieve it, airBaltic must translate fleet reduction, network concentration and revenue measures into sustained cash improvement. Temporary savings would not be enough.

Future financial reports should show whether costs, margins and free cash flow are moving towards the revised targets.

What Should Travellers and the Travel Trade Watch Next?

The announcement begins a restructuring process; it does not complete one.

Interim Financing

The airline must secure the proposed €225 million facility. The final amount, providers, terms, security and approval status require official confirmation.

Permanent Capital

Stakeholders must agree on new debt, equity investment and partial conversion of existing obligations. The eventual ownership structure may differ from the current one.

Fleet Implementation

The market needs clarity on how the airline will move from 54 aircraft to approximately 36, including lease returns, delivery changes or other arrangements. Until officially disclosed, individual mechanisms remain uncertain.

Future Timetables

Travellers and travel sellers should monitor the airline’s published winter and summer schedules. These will show how network concentration affects Riga, Tallinn, Vilnius and other operations.

Financial Reporting

Interim and annual results will reveal whether the airline is achieving its cost, revenue, EBITDAR, cash and leverage targets.

Future Outlook for airBaltic and Baltic Aviation

The revised strategy gives airBaltic a clearer operational direction, but the plan’s success depends on financing and disciplined implementation.

The central aim is not to make airBaltic smaller indefinitely. It is to establish a sustainable base from which selective growth can resume.

A fleet of around 40 aircraft by 2031 would still make airBaltic an important European regional carrier. The airline could retain a meaningful network while using ACMI partnerships to diversify income.

Riga would remain the core hub, supporting Latvia’s international connectivity and a broader Baltic catchment area. Other bases would continue to receive selected services where demand justifies deployment.

The greatest risk is that financial negotiations fail or implementation produces more disruption than anticipated. The strongest opportunity is that a leaner balance sheet and more productive network create a resilient carrier able to grow without repeated emergency intervention.

Official information available by 12 August 2026 supports neither complacency nor claims of inevitable failure. It shows an airline at a critical decision point, with a detailed plan but unfinished financing.

Conclusion

The airBaltic Fleet Reduction is going to make some changes. They are going to make airBaltic smaller and focus on Riga. This will help airBaltic have money and be more stable.

They are going to get rid of some of their planes. Now they have 54 planes but by the end of 2026 they will have around 36 planes. This will help them save money.

All of this is not for sure yet. AirBaltic needs to get some money to help them, around €225 million. They also need to get some people to agree with their plan.

People who already booked flights with airBaltic do not have to worry. They can still go on their trips.. In the future airBaltic will only fly to places that are popular and make them money.

If airBaltic can make all of these changes it will be good for Latvia. People will still be able to travel. It will be good, for the country.. If airBaltic cannot make these changes it will be very uncertain what will happen to the airline. The future of airBaltic will be uncertain if they cannot get the money they need and save money.

[Source:- Business Travel News Europe]

Image Credit:- airBaltic