Viva and Volaris merger signals new phase for Mexican aviation

Birth of a giant in Mexico aviation

By merging operations, Viva and Volaris aim now to accelerate growth by leveraging economies of scale, optimizing fleet utilization, and strengthening purchasing power.

The combined airline would operate approximately 251 Airbus narrow-body aircraft. Together, the carriers would offer a network spanning 86 destinations, 324 routes, and nearly 1,000 daily flights.

Executives believe greater scale could reduce operating costs — particularly aircraft ownership expenses — and help deliver some of the lowest unit costs among airlines in the Americas.

Both Viva and Volaris are currently adapting their product offerings to meet evolving passenger expectations. Both are expanding premium-style add-ons and ancillary services to attract a wider mix of leisure and value-focused travelers. The future airline entity would maintain the two brands to retain customers’ fidelity while expanding network reach.

Volaris and Viva facts and figures (Screenshot of a presentation of the potential merger-December 2025)

What are the next steps in the future merger?

The proposed tie-up has drawn positive early comments from Mexican President Claudia Sheinbaum, who highlighted its potential to boost tourism and strengthen competition, subject to regulatory approval.

The calendar of the proposed merger should follow the following steps:

December 19, 2025 — Viva and Volaris officially announce plans for a 50/50 merger of their holding companies, creating Mexico’s largest ultra-low-cost airline group.
January–March 2026 : Formal regulatory filings submitted to Mexican competition authority (COFECE) and relevant aviation regulators; initial antitrust review process begins.
Q1–Q2 2026 : Shareholder approvals continue alongside regulatory evaluation, including potential remedies or conditions tied to market competition.
Mid-2026 (expected) : Antitrust decision window; regulators may approve, request concessions, or extend review depending on competitive impact.
Second half of 2026 (target closing) : Legal completion of the merger, creation of a new joint holding company, and establishment of governance structure.
Late 2026–2027 (post-merger phase) : Gradual integration focused on cost synergies, fleet strategy coordination, network optimization, joint commercial initiatives while maintaining separate airline brands.