The Growth and Economics of Ultra-Long-Haul Flights

Ultra-long-haul (ULH) flights, defined as non-stop flights exceeding 16 hours, have transformed global travel in recent years, connecting cities on opposite ends of the world. These ULH flights, such as Singapore Airlines’ 19-hour journey from Singapore to New York, or Qantas’s planned Project Sunrise route linking Sydney to London, exemplify how the aviation industry continues to push the limits and transcend geographical boundaries. While advancements in aircraft design and fuel efficiency have made such routes feasible, the rise of ULH flights is becoming more of a matter of economics and business strategy rather than technological progress.

Historically, ULH flights were constrained by the limits of aircraft range, payload capacity, and fuel efficiency. The introduction of aircraft like the Boeing 787 Dreamliner and the Airbus A350 has revolutionised long-haul travel, offering greater fuel efficiency, flight range and reduced emissions. These factors allowed airlines to operate routes that were previously impossible or unprofitable. Additionally, innovations in cabin pressurisation and humidity controls have also enhanced passenger comfort on marathon journeys.

Operating ULH flights poses significant economic challenges, despite the availability of technology.  Airlines must contend with high operational costs, particularly fuel cost. In order for these routes to happen, passenger demand must justify the expenditure. The profitability of ULH flights often hinges on attracting premium travellers, as business and first-class fares will help offset the lower profit margins of economy seats. For instance, Singapore Airlines offers only Business and Premium Economy seats on its non-stop flight from Singapore to New York. Airlines have thus tailored their aircraft configurations to include larger premium cabins, offering luxurious amenities to cater to customers who are willing to spend more to save time.

Even after the route is planned and seats are sold, airlines still face the challenge of providing a good in-flight experience for passengers. Spending 16 to 20 hours on a non-stop flight can strain one’s physical and mental well-being. Furthermore, business travellers often hope to arrive at their destination well-rested and able to start the workday. Airlines have responded by redesigning cabin interiors with features like improved seating, a better selection of in-flight entertainment, and diverse dining options to mitigate fatigue. Some carriers also offer wellness programmes, including stretching routines and curated meals to combat jet lag.

Last year, I spent around 18 hours in the sky on two instances, on a round-trip non-stop flight between Singapore and New York. While time didn’t exactly fly by, it didn’t feel unbearably long either. Thinking back on these flights, part of the magic was in the carefully curated rhythm of service, including timing meal intervals such that passengers could catch up on sleep without going hungry. With only 161 seats in total, the cabin felt far cozier than a typical flight. The uniqueness of flights like these lies not only in its sheer duration or the customised aircraft variants, but also in the fact that non-stop flights between far-flung cities are only profitable to operate under specific circumstances and therefore will only ever exist for certain pairs of wealthy, globalised cities.