Airlines rarely use one funding method for an entire fleet. They combine operating cash, aircraft-backed borrowing, unsecured corporate debt, leases and, in some deliveries, sale-and-leaseback transactions. The right mix depends on cash at delivery, financing cost, balance-sheet treatment, flexibility, aircraft residual-value risk, lender protections and the airline’s access to capital at that time.
A loan finances an aircraft purchase and leaves the airline with debt service. A lease gives the airline contractual use of an aircraft in exchange for lease payments. A sale-and-leaseback raises cash by selling an aircraft or delivery position and then leasing that aircraft back. Those labels describe different legal transactions, but the accounting result must be determined from the contract and applicable rules rather than from the label alone.
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Why aircraft deliveries need several sources of funding
A new commercial aircraft requires large payments before it produces revenue. An airline may owe deposits when it orders the aircraft, progress payments during production and a final payment at delivery. It can meet those commitments with cash generated by operations, existing liquidity, a new loan, a bond or other corporate borrowing, a lease arranged with a specialist lessor, or a combination.
Fleet plans also span many years. An airline might own some aircraft, finance others with secured debt, lease additional jets and use sale-and-leasebacks to release cash from aircraft already delivered. Lufthansa describes using unsecured corporate finance, specific aircraft-financing models and leases rather than treating every delivery alike. A financing decision therefore applies to a particular aircraft, delivery slot or fleet program, not to an airline in the abstract.
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How an aircraft loan works
Purchase with cash or borrowed funds
With a conventional purchase, the airline takes ownership at delivery. It can pay from its own cash or borrow part or all of the purchase price. Borrowing creates scheduled principal and interest obligations. The exact amortization, interest basis, maturity, prepayment rights and recourse are set by the financing documents; aircraft loans do not all use the same package.
Aircraft-backed debt commonly uses the aircraft as collateral. Airbus says that when it provides customer financing, the aircraft generally serves as security. If the borrower defaults, the lender’s rights to the aircraft and related claims depend on the contract, registration and security-perfection rules in the relevant jurisdictions. Some airline borrowing is unsecured corporate debt instead, supported by the airline’s general credit rather than a pledge of one aircraft.
What lenders evaluate
- Repayment capacity: projected cash flow, liquidity and the airline’s ability to meet debt service through weak travel periods.
- Collateral and recourse: the aircraft’s value, where it is registered, insurance arrangements and whether the lender can pursue other airline assets.
- Covenants: financial tests, restrictions on additional debt, limits on asset sales and requirements to maintain insurance or liquidity.
- Market access: the airline’s credit rating, investor appetite, interest-rate conditions and availability of specialist aviation lenders.
These protections can lower a lender’s risk but constrain the airline’s freedom to refinance, sell or redeploy the aircraft. A secured structure may be attractive when the airline has valuable collateral but limited unsecured borrowing capacity; an unsecured structure can preserve aircraft flexibility while relying more heavily on the airline’s overall credit.
Manufacturer backstop commitments
Aircraft manufacturers can offer a financing backstop when a customer places an order. Airbus describes a backstop as a commitment to provide financing if the customer cannot secure enough funding when a payment falls due. Such commitments can be transferred and generally include financial conditions. A backstop is therefore contingent support, not the same thing as a loan funded on the order date, and it does not eliminate the need to satisfy the agreed conditions.
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How aircraft leasing works
The lessor-funded model
Under a lease, a specialist lessor buys an aircraft from the manufacturer or acquires it through another transaction, then grants the airline the contractual right to use it. The airline pays rent and must comply with conditions covering maintenance, insurance, permitted operations, return configuration and other matters. The lessor retains some or all ownership economics, depending on the lease structure.
Leasing can reduce the cash that the airline must provide as a purchase price at delivery, but it does not make the aircraft free. Lease payments are contractual obligations, and the airline may owe maintenance reserves, fees, security deposits or costs to restore the aircraft at return. Early termination, assignment and subleasing rights are governed by the lease and can be narrower than an owner’s rights.
Finance and operating classifications
“Lease” covers materially different legal and accounting arrangements. Lufthansa’s disclosed policy classifies a lessor lease as a finance lease when it transfers essentially all risks and rewards associated with ownership; otherwise it classifies it as operating. That is the lessor-side classification in Lufthansa’s policy and should not be treated as a universal rule for every jurisdiction or contract.
For a lessee, Lufthansa states that lease liabilities are initially measured at the present value of lease payments and that right-of-use assets are depreciated over the applicable period, subject to the exceptions in its IFRS 16 policy. This means it is inaccurate to describe all leases as “off balance sheet.” Whether an arrangement produces a right-of-use asset, a lease liability, a finance-lease balance or another presentation depends on the applicable accounting framework, elections and detailed terms.
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What a sale-and-leaseback does
The transaction sequence
- Identify the asset or delivery position. The airline may sell an aircraft it owns, an aircraft just delivered or, in some cases, rights connected with a delivery and advance payments.
- Transfer it to a lessor. The lessor pays the agreed purchase price and becomes the owner if the transfer is legally completed.
- Sign the leaseback. The airline leases the aircraft from that lessor and continues operating it under the lease terms.
- Receive cash and assume lease obligations. The sale proceeds improve liquidity, while future rent, maintenance and return obligations replace the ownership funding structure.
The airline keeps operational use but no longer holds the same ownership position. It transfers some exposure to future aircraft value and accepts the lessor’s contractual protections. The proceeds are not a free gain: the airline has committed itself to lease payments and to meeting the lease’s operating and return conditions.
Lufthansa’s 2024 example
Lufthansa reported €761 million of proceeds from sale-and-leaseback transactions in 2024. The transactions covered 15 passenger aircraft, which were leased back for six-year periods. Those figures describe Lufthansa Group’s reported activity for that year; they are not an industry average, a standard lease term or a quoted market rate.
When the transfer counts as a sale
A sale-and-leaseback does not automatically qualify as a sale for accounting. Lufthansa says it assesses the transfer using IFRS 15 criteria. If a sale occurs, the lessee derecognizes the transferred asset and recognizes a right-of-use asset. Any gain or loss is limited to the rights actually transferred. If the transfer does not qualify as a sale, the asset remains on the lessee’s books and the transfer price is recorded as a financial liability.
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Loan, lease and sale-and-leaseback compared
| Question | Aircraft-backed purchase loan | Lease from a lessor | Sale-and-leaseback |
|---|---|---|---|
| What happens at delivery or closing? | The airline buys the aircraft with cash or borrowing and becomes owner. | A lessor owns or acquires the aircraft and grants the airline use under a lease. | The airline sells an aircraft or delivery position, then leases that aircraft back. |
| Cash required from the airline | Purchase equity and financing fees may be required at delivery. | Less purchase-price funding is needed from the airline, but rent and other contractual payments are due. | Sale proceeds provide cash, while the airline takes on lease payments and transaction costs. |
| Primary obligation | Principal and interest, plus loan covenants and security obligations. | Lease payments, maintenance and insurance duties, and return conditions. | Lease payments and return conditions after the sale, together with obligations in the sale agreement. |
| Aircraft-value exposure | The airline generally retains residual-value upside and downside as owner. | The lessor generally retains ownership residual-value exposure, subject to the lease terms. | Some ownership economics and future-value exposure move to the lessor, while the airline retains use for the lease term. |
| Security and control | The aircraft may secure the debt; covenants can limit actions affecting the collateral. | The lessor retains title and can enforce lease remedies for breaches. | The lessor owns the aircraft after closing and enforces both ownership and lease rights. |
| Accounting | Debt and the owned aircraft are presented under the applicable accounting rules. | Right-of-use assets and lease liabilities may be recognized; classification depends on rules and terms. | Accounting depends on whether the transfer qualifies as a sale and on the leaseback rights retained. |
There is no matched, same-aircraft data in the available company disclosures that would establish a universal price ranking among the three structures. Interest, rent, fees, collateral value, tax treatment and market conditions can change the result.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.How airlines choose a structure
Start with cash at delivery
An airline with ample liquidity may value ownership and avoid a long stream of rent. An airline preserving cash for payroll, maintenance, irregular operations or a rapid fleet expansion may prefer a lease or a sale-and-leaseback. The relevant measure is not only the initial payment but also deposits, reserves, fees and the timing of every future obligation.
Calculate total financing cost
Compare interest and lender fees with lease rentals, commitment fees, maintenance reserves, insurance requirements, transaction expenses and the cost of returning the aircraft. A sale-and-leaseback also requires analysis of the sale price, any gain or loss recognized, and the economic value surrendered by no longer owning the aircraft. Published company totals cannot substitute for a model of the specific aircraft and contract.
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Test flexibility and residual-value risk
Ownership generally gives an airline more freedom to sell, modify or keep an aircraft, subject to debt security and covenants. A lease can make fleet capacity easier to add or return, but the airline must meet usage limits, maintenance standards and redelivery specifications. An owner bears more direct exposure to the aircraft’s future market value; a lessee pays for use while the lessor normally bears that residual risk.
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Review accounting and credit metrics
Management should model debt, lease liabilities, right-of-use assets, depreciation, interest and cash-flow presentation under the reporting framework that applies to the airline. A transaction marketed as improving leverage may not do so once lease liabilities and sale-qualification rules are applied. Lenders and rating agencies may also assess obligations differently from statutory financial statements.
Match the structure to funding access
Airlines with strong bond-market access may raise unsecured corporate funds. Others may obtain better terms by pledging aircraft or using a lessor’s balance sheet. During market stress, availability and pricing can change quickly. Airbus reported US$0.3 billion (€0.3 billion) of gross customer-financing exposure at 31 December 2024, compared with US$0.4 billion (€0.3 billion) in 2023; this is Airbus’s own exposure, not a measure of all aircraft finance.
Industry figures that illustrate scale
| Company and period | Reported activity | How to interpret it |
|---|---|---|
| Airbus, 31 December 2024 | US$0.3 billion (€0.3 billion) gross customer-financing exposure; US$0.4 billion (€0.3 billion) in 2023. | Manufacturer-reported exposure, not total industry lending. |
| Lufthansa Group, 2024 | €761 million sale-and-leaseback proceeds from 15 passenger aircraft leased back for six years. | One airline group’s transactions during one year. |
| SMBC Aviation Capital, FY2024 | US$5 billion of long-term leases agreed: US$3.5 billion for aircraft bought directly from manufacturers and US$1.5 billion from sale-and-leaseback transactions. | A lessor’s company-specific leasing activity, not the market total. |
SMBC Aviation Capital CFO Aisling Kenny described the operating environment this way: “We operate in a cyclical industry and we closely monitor financial, geopolitical and macroeconomic developments.” That observation explains why an airline’s funding mix can change between order, delivery and refinancing.
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Risks that require transaction-level advice
Aircraft finance is cross-border and contract-specific. Tax rules, insolvency regimes, aircraft registration, security perfection, export-credit support, accounting jurisdiction and currency can materially affect economics and enforceability. A loan secured in one country, a lessor incorporated in another and an aircraft operating globally may involve several legal systems.
Currency is another practical issue: an airline earning mostly in one currency may face a mismatch if rent, principal or interest is payable in another. Insurance, sanctions, permitted-country clauses and maintenance-record requirements can also affect whether the aircraft remains financeable. These issues are negotiated in the documents and should be reviewed by aviation counsel, tax specialists, accountants and treasury professionals.
A practical checklist before signing
- Map every payment from order deposits through delivery, rent or debt maturity.
- Identify who owns the aircraft at each stage and which party bears residual-value risk.
- List collateral, guarantees, financial covenants, events of default and cure periods.
- Model right-of-use assets, lease liabilities, debt, depreciation and gains or losses under the applicable accounting rules.
- Check maintenance reserves, return conditions, utilization limits, modification approvals and insurance requirements.
- Stress-test fuel-price shocks, traffic declines, interest-rate changes, currency moves and an aircraft’s earlier-than-planned retirement.
- Confirm registration, repossession, tax, insolvency and security-perfection treatment in every relevant jurisdiction.
Loans, leases and sale-and-leasebacks are tools rather than mutually exclusive answers. An airline can own one aircraft with secured debt, lease another directly from a lessor and sell-and-lease back a third to release cash. The sound choice is the structure whose total cost, obligations, accounting effects, flexibility and risk allocation fit that airline’s fleet plan and financial capacity at the time of delivery.
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