
AirAsia signs US$12.25 billion deal for 50 A321XLRs with rights for 20 more
With the agreement, the airline is taking a major step towards becoming the world's first low-cost narrow-body network carrier, anchored by its multi-hub strategy. The aircraft are scheduled for delivery from 2028 through 2032.
Witnessed by Prime Minister Datuk Seri Anwar Ibrahim, the agreement was signed in Paris on Friday between Capital A CEO Tan Sri Tony Fernandes and Airbus Commercial Aircraft CEO Christian Scherer.
Fernandes, who is also adviser and steward of AirAsia Group, said: 'We pioneered low-cost travel in Asia – now we are taking it to the next level. AirAsia is on a transformative journey to become the world's first low-cost network carrier. This is about exponential growth, connecting geographies beyond Asean, and making flying even more democratic.
'We gave people in Asean the opportunity to explore Asia – now we want the world to see Asean, and Asean to see the world. The A321XLR and A321LR are the game-changers enabling this vision, and we are proud to lead the charge in making our world smaller. We can't wait to paint the skies even wider in red.'
Scherer said: 'We are pleased to confirm this agreement, as AirAsia Group begins its next development chapter. Having resumed its growth trajectory, which we salute and support, the airline is creating solid fleet efficiencies, allowing global network expansion. The A321XLR unlocks new opportunities for AirAsia to launch non-stop flights linking primary and secondary cities all around the globe.'
The next-generation A321XLRs will operate alongside AirAsia's all-Airbus fleet of A320 and A330 aircraft, supporting its long-term strategy to deliver connectivity across Asia and beyond, while maintaining a low-cost model through improved route economics, enhanced aircraft utilisation and fleet efficiency.
AirAsia Group aims to carry 150 million guests annually by 2030, reaching a cumulative total of 1.5 billion guests since inception.
The new fleet plays a pivotal role in this transformation. AirAsia's multi-aircraft strategy enables the airline to match capacity with demand, reduce fuel consumption and support a sustainable, cost-effective growth model in a highly competitive global landscape. The A321XLR offers up to 20% lower fuel burn per seat than the Airbus A321neo aircraft, significantly improving emissions performance and operating efficiency.
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


New Straits Times
an hour ago
- New Straits Times
Australian telco Vocus receives government nod for TPG Telecom deal
SYDNEY: Australia's TPG Telecom said on Monday that Macquarie-backed Vocus Group has secured the final approval for its A$5.25 billion (US$3.42 billion) acquisition of TPG's enterprise, government and wholesale fixed-line and fibre assets. The deal, first announced in 2024, received approval from Australia's competition regulator in March, positioning Vocus as one of the country's largest owners of underground fibre infrastructure. The acquisition will allow Vocus to connect nearly 20,000 buildings across Australia. Monday's clearance from the Foreign Investment Review Board marked the final regulatory approval needed for the transaction to proceed, TPG said in a statement. Shares of TPG Telecom ended flat, while the broader ASX 200 index closed 0.2 per cent lower.


The Star
2 hours ago
- The Star
Xiaomi outshines Apple in electric vehicle market
Lei Jun, founder and chairman of Xiaomi Corp, the only tech company to have successfully diversified into carmaking, couldn't resist. Speaking at a triumphant launch event in Beijing late last month for Xiaomi's second electric vehicle, a long-anticipated SUV, Lei pointedly mentioned Apple Inc, which spent a decade and US$10bil (RM42.36bil) trying to make a car before giving up last year. "Since Apple stopped developing its car, we've given special care to Apple users,' he said, noting that owners of the American giant's iPhones would be able to seamlessly sync their devices to Xiaomi's vehicles. The not-so-subtle dig was followed by a flex: Xiaomi then said it had received more than 289,000 orders for its new sport utility vehicle within an hour of its announcement, more than its first EV, a sedan launched in March 2024. Xiaomi succeeding where Apple failed has burnished Lei's reputation, made his company one of the most valuable in China and shaken up both the tech and automobile industries. The collapse of Apple's moonshot car program has only underscored the effectiveness of Xiaomi's grounded approach, which took inspiration from proven designs from Tesla Inc and Porsche Automobil Holding SE while staying true to the affordable ethos that's made it a cult brand for Gen Z consumers. Crucially, it also launched into the most fertile EV ecosystem in the world – China. With state subsidies, existing charging infrastructure and a ready made supply chain, Xiaomi had a structural tailwind Apple lacked. Xiaomi declined to comment for this story. Lei and Xiaomi's "charisma, brand recognition and ecosystem cannot be underestimated', Yale Zhang, the managing director of Shanghai-based consultancy Automotive Foresight, said. "It's a big influence on young consumers who have filled their homes with Xiaomi products. When it comes time to buy an EV, they naturally think of Xiaomi.' But building cars is a far more complex, capital intensive challenge than making phones or rice cookers. It requires mastering safety regulations, global logistics and production at scale, all while competing against legacy automakers with long histories and large model lineups. Any international expansion will also require navigating complex geopolitical landscapes. As one of the first tech giants to actually manufacture a car, Xiaomi is in uncharted territory. Apple's failings Apple's car project, internally dubbed Project Titan, failed in large part because it wasn't just an EV – it was at one point an attempt to leapfrog the auto industry with a fully autonomous, Level 5 self-driving machine. Its goals were lofty and the direction constantly shifting, the result being over a decade of effort with nothing to show. Lei, 55, was comparatively stingy with time and resources and staked his personal reputation on the endeavor, claiming that making cars would be his "last entrepreneurial project.' Xiaomi's public narrative is that Lei and his team learned by visiting multiple Chinese automakers, including Zhejiang Geely Holding Group Co and Great Wall Motor Co, and talked to more than 200 industry experts in some 80 meetings. The reality is also that he used Xiaomi's reputation as an innovative consumer behemoth to get close to China's large carmakers and pick off their top talent. Geely and its billionaire founder Li Shufu welcomed Lei to the automaker's research institute in Ningbo in the months leading up to Xiaomi's announcement that it would enter the car business to discuss topics, including potential collaboration. It's Geely lore that Lei added the WeChat contacts of many staff at the institute, including then-director Hu Zhengnan. Hu later joined Shunwei Capital Partners, the investment firm co-founded by Lei. Recruitment tactics Xiaomi headhunters also courted Geely staff intensely, according to people familiar with the matter. While it's common for talent to move between companies in the same industry, it was unusual to see this level of aggressiveness around recruitment, the people said, asking not to be identified discussing information that's private. Geely didn't respond to a request for comment. Hu, known for his love of the German luxury marque Porsche, was one of the team members credited as being instrumental to developing Xiaomi's EV business, Lei said at the SU7 launch in 2024. Lei added that Hu left his previous employer after his contract ended. Other executives who joined Xiaomi came from companies including BAIC Motor Corp, BMW AG, SAIC-GM-Wuling Automobile Co – the General Motors Co joint venture with SAIC Motor Corp and Wuling Motors Holdings Ltd – and auto supplier Magna Steyr LLC. Besides assembling top Chinese automaking talent, Lei made a prescient bet on investing in a self-controlled supply chain – insulating Xiaomi's operation from manufacturing vagaries. This came from painful lessons learned in Xiaomi's early smartphone-producing days, when external suppliers would cut off components unpredictably. In 2016, some members of Xiaomi's supply chain team displeased Samsung Electronics Co representatives and the South Korean firm threatened to halt supply of its industry-leading AMOLED screens. To mend the fractured relationship, Lei flew to Shenzhen to meet with Samsung's China head at the time. The pair drank five bottles of red wine during their dinner meeting, according to a Xiaomi company biography, and Lei also made multiple trips to Samsung's headquarters in South Korea to apologise and negotiate the resumption of supply. Representatives from Samsung declined to comment. After Xiaomi went into the carmaking business, it invested into almost all parts of the EV supply chain, from batteries and chips to air suspension and sensors. It pumped more than US$1.6bil (RM6.78bil) via Shunwei or other Xiaomi-led funds into over 100 supply chain companies between 2021 and 2024, according to data compiled by Chinese analytics firm Zhangtongshe and Bloomberg. The components from some of the companies that Xiaomi invested in have ended up in its cars, such as lidars from Hesai Technology Co and onboard chargers and voltage converters from Zhejiang EV-Tech Co. With the 10bil yuan (RM 5.90 bil) it committed to the first phase of its EV venture, Xiaomi also built its own factory, rather than going down the contract manufacturing route that some Chinese makers, including Nio Inc and Xpeng Inc, did when they started out. "Among tech companies that now build electric vehicles, those who previously had hardware products seem to be more successful than those who only had software products or information services,' said Paul Gong, UBS Group AG's head of China autos research. Copycat allegations Despite its early success, there are many who argue Xiaomi's one hit car is copied from elsewhere – and that a sole successful vehicle does not a successful auto producer make. Lei's aggressive approach has also raised hackles in China's car industry. Yu Jingmin, vice president of SAIC's passenger car division, reportedly described Xiaomi's approach as "shameless' in a critique of the SU7 resembling Porsche. The SU7 has been colloquially dubbed "Porsche Mi' by netizens. SAIC didn't respond to questions about Yu's remarks. Xiaomi's design team, led by former BMW designer Li Tianyuan, has defended the SU7's aesthetics, emphasising that the choices were driven by aerodynamic efficiency and performance benchmarks. In late March, there was another setback after a fatal accident involving the SU7. The car had its advanced driver assistance technology turned on before the crash, which afterward led to authorities reining in the promotion and deployment of the technology. The usually vocal Lei kept a low profile on social media for more than a month post the March accident. He returned to more active engagement in May with a missive that said this period of time was the most difficult in his career. Fortunately for Xiaomi, its consumer base is sticky. Known as "Mi Fans', the loyal customers have played a pivotal role in the company's rise. Xiaomi cultivated this fandom early on by prioritising user feedback and the grassroots allegiance has helped it build strong brand equity, especially in China. The SU7 has remained a top selling model even after the accident in March. Indeed, dealers have reported that nearly 50% of customers plump for the SU7 without comparing it to other brands. "A significant number of older consumers are buying the SU7 for their children, indicating that the model has built trust among more conservative buyers thanks to its safety and quality,' said Rosalie Chen, a senior analyst from investment research firm Third Bridge. Small scale Xiaomi has set a delivery target of 350,000 units in 2025, up from its previous goal of 300,000, buoyed by demand for the newly launched YU7 and a ramp up in production. The starting prices for the SU7 sedan, at 215,900 yuan (RM 127,559 ), and its SUV, at 253,500 yuan (RM 149,774) , make them competitive alternatives to models like Tesla's Model 3 and Model Y. The EVs are also showing financial promise. Xiaomi posted record revenue for the first quarter this year, driven by car and smartphone sales. Its EV division is expected to turn profitable in the second half of 2025, Lei said in an investor meeting in June. But even if the popularity of Xiaomi's EVs can spring beyond the company's devoted base, production is still on a much more boutique scale. China's top car brand, BYD Co, sold around 4.3 million EVs and hybrids last year, many overseas, while Tesla moved about 1.78 million vehicles globally. Toyota Motor Corp, the world's No. 1 automaker, sold some 10.8 million vehicles and boasts a lineup of approximately 70 different models. Lei doesn't seem to be prioritising the mass market of below US$20,000 (RM 84,730) yet, which drives significant volume and is where BYD dominates, Automotive Foresight's Zhang said. Without a lineup in that segment, Xiaomi cars will remain niche purchases for middle to higher-income consumers and Xiaomi may face the same risks as Tesla, which is seeing its sales slump exacerbated by a narrow consumer base and limited models. Nonetheless, Lei seems buoyed by Xiaomi's early wins and is now looking at global expansion. Xiaomi will consider selling cars outside China from 2027, he said last week. Success or otherwise, the European Union, the US and Turkey have all slapped tariffs on Chinese EVs, but Xiaomi wants to set up a R&D center in Munich and may test sales starting in European markets such as Germany, Spain and France when the time is right, Chinese media 36Kr reported in April. "Xiaomi is a latecomer to the auto industry,' Lei admitted on Weibo in June. But, he said, in a market driven by technology and innovation and the rising global influence of China's EV culture, "there are always opportunities for latecomers.' – Bloomberg


The Star
3 hours ago
- The Star
Visa's 24/7 war room takes on global cybercriminals
From a small room called the Risk Operations centre in Virginia, employees analyse data streams on multiple screens, searching for patterns that distinguish fraudulent activity from legitimate credit card use. — Pixabay ASHBURN, United States: In the heart of Data centre Alley – a patch of suburban Washington where much of the world's internet traffic flows – Visa operates its global fraud command centre. The numbers that the payments giant grapples with are enormous. Every year, US$15 trillion (RM63.55 trillion) flows through Visa's networks, representing roughly 15% of the world's economy. And bad actors constantly try to syphon off some of that money. Modern fraudsters vary dramatically in sophistication. To stay ahead, Visa has invested US$12bil (RM50.84bil) over the past five years building AI-powered cyber fraud detection capabilities, knowing that criminals are also spending big. "You have everybody from a single individual threat actor looking to make a quick buck all the way to really corporatised criminal organisations that generate tens or hundreds of millions of dollars annually from fraud and scam activities," Michael Jabbara, Visa's global head of fraud solutions, told AFP during a tour of the company's security campus. "These organisations are very structured in how they operate." The best-resourced criminal syndicates now focus on scams that directly target consumers, enticing them into purchases or transactions by manipulating their emotions. "Consumers are continuously vulnerable. They can be exploited, and that's where we've seen a much higher incidence of attacks recently," Jabbara said. Scam centres The warning signs are clear: anything that seems too good to be true online is suspicious, and romance opportunities with strangers from distant countries are especially dangerous. "What you don't realise is that the person you're chatting with is more likely than not in a place like Myanmar," Jabbara warned. He said human-trafficking victims are forced to work in multi-billion-dollar cyber scam centres built by Asian crime networks in Myanmar's lawless border regions. The most up-to-date fraud techniques are systematic and quietly devastating. Once criminals obtain your card information, they automatically distribute it across numerous merchant websites that generate small recurring charges – amounts low enough that victims may not notice for months. Some of these operations increasingly resemble legitimate tech companies, offering services and digital products to fraudsters much like Google or Microsoft cater to businesses. On the dark web, criminals can purchase comprehensive fraud toolkits. "You can buy the software. You can buy a tutorial on how to use the software. You can get access to a mule network on the ground or you can get access to a bot network" to carry out denial-of-service attacks that overwhelm servers with traffic, effectively shutting them down. Just as cloud computing lowered barriers for startups by eliminating the need to build servers, "the same type of trend has happened in the cyber crime and fraud space," Jabbara explained. These off-the-shelf services can also enable bad actors to launch brute force attacks on an industrial scale – using repeated payment attempts to crack a card's number, expiry date, and security code. The sophistication extends to corporate-style management, Jabbara said. Some criminal organisations now employ chief risk officers who determine operational risk appetite. They might decide that targeting government infrastructure and hospitals generates an excessive amount of attention from law enforcement and is too risky to pursue. 'Millions of attacks' To combat these unprecedented threats, Jabbara leads a payment scam disruption team focused on understanding criminal methodologies. From a small room called the Risk Operations centre in Virginia, employees analyse data streams on multiple screens, searching for patterns that distinguish fraudulent activity from legitimate credit card use. In the larger Cyber Fusion centre, staff monitor potential cyberattacks targeting Visa's own infrastructure around the clock. "We deal with millions of attacks across different parts of our network," Jabbara noted, emphasising that most are handled automatically without human intervention. Visa maintains identical facilities in London and Singapore, ensuring 24-hour global vigilance. – AFP