Technology
Infor Unveils Its Expanded Infor Industry AI™ as New Global Research Finds Off-the-Shelf AI Falls Short for Two Out of Three Businesses
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Infor’s next-generation agentic architecture is built with industry-specific context, security, and auditability that generic AI doesn’t have
ORLANDO, Fla., Oct. 6, 2026 /PRNewswire/ — Infor, a leading enterprise provider of cloud software solutions specialized for how industries actually work, today unveiled its Infor Industry AI™ architecture and the next evolution of Infor Velocity Suite, which includes personalized adaptive user experiences, new governance models across customers’ entire enterprise, and more Industry AI agents.
Experience the full interactive Multichannel News Release here: https://www.multivu.com/infor/9413251-en-infor-unveils-expanded-industry-ai-new-research
This next phase of Infor’s evolution responds to needs that generic ERP and AI cannot meet. Backed by the second edition of the Infor Enterprise AI Adoption Impact Index, new proprietary research surveying over 2,000 business decision-makers across seven markets finds that most businesses believe generic AI tooling can’t deliver on their AI ambitions.
Infor Industry AI reinforces Infor’s commitment to developing industry-specific solutions built for the specific complexities and operational realities of a defined set of industries. The platform architecture is built to help close the value void, the gap between what technology can promise and what companies achieve, and help businesses become agentic enterprises, where people and agents work as one coordinated team.
As AI deployment accelerates, businesses need expert agents they can trust to act, and trust only scales when those agents are coordinated across the enterprise rather than operating as isolated point solutions. Infor’s Industry AI agents are built with industry-specific context already in place, designed to reduce the errors and guesswork that come with generic AI, use tokens efficiently, and shorten the path from deployment to value.
Infor Industry AI is organized around four platform pillars:
PreciseOutcomes—An expanded suite of Industry AI agents with true micro-vertical AI expertise grounded in deep industry logic. Rather than reasoning from a generic, horizontal model, Infor’s Industry AI agents draw on Industry CloudSuites, Industry Process Catalogs, and industry-specific domain language models built from decades of in-house expertise. Customers using this layer are seeing shipments processed up to 60% faster. Paired with Industry AI Agents, the Infor GenAI Knowledge Hub provides customers with the depth of Infor’s application and industry knowledge to build custom AI Agents, now open to general availability.Open & Connected—An interoperable architecture that extends across the customer’s full ecosystem, not just Infor. Infor’s modular, open platform connects to non-Infor applications and existing orchestration and analytics tools, so customers are not required to standardize on a single vendor’s stack. Agents coordinate as one system through Infor IQ, the semantic layer that gives every agent a consistent understanding of the customer’s business, with a catalog of more than 350 value-driven use cases available out of the box.Easy to Use—Adaptive UX includes a personalized, AI-assembled experience that meets people in the tools they already work in. Infor’s Adaptive UX pulls what a decision requires, such as the bill of materials, quoted price, and delivery date, into a single role-aware view instead of ten screens across multiple applications, so users review and act in one step. Customers can work through the Infor GenAI Assistant or through the AI assistants they have already adopted, with no requirement to standardize on one. Customers are seeing up to 90% time savings across procurement, supply chain, manufacturing, and sales workflows.Governed—Enhanced Infor Governance, Risk, & Compliance capabilities bolster enterprise-grade security, governance, and auditability from the ground up. Human-approval workflows, agentic permission structures, and audit trails run throughout Infor’s orchestration layer, enabling customers to have critical benefits like accountability and traceability natively built into the architecture. Every agent action runs through a governance, risk, and compliance layer built into the core of the Infor Industry Cloud Platform with explainable AI logic and verifiable, immutable logging of every action taken. Customers are seeing up to a 90% reduction in auditing costs tied to access management.
Enterprise AI Adoption Impact Index: What Businesses Are Telling Us
Infor is also releasing the second edition of the Infor Enterprise AI Adoption Impact Index, surveying business decision-makers across seven markets. The data found that businesses’ investment in AI is outpacing efficiency gains, which Infor credits to the post-adoption gap often created by traditional AI and ERP solutions. Key findings include:
Finding 1: Businesses keep hitting the same wall: generic AI doesn’t speak their industry’s language.
When asking business leaders why their AI initiatives haven’t delivered the way they hoped, a familiar frustration emerges again and again: the tool wasn’t built for how their industry actually works. This was the majority view across six of the seven markets surveyed where two in three (68%) businesses said off-the-shelf AI doesn’t adequately address their industry’s needs.Finding 2: Some regions are pulling ahead on AI deployment while some regions are lagging, even as leaders grow comfortable handing critical decisions to autonomous agents.
Comparing the same questions from the first iteration of the Enterprise AI Adoption Index in April 2026, the markets surveyed both times, a clear divide opened up. Businesses in the US are accelerating deployment and seeing more efficiency gains than they were a few months ago. Germany held steady on both measures, favoring methodical pilot expansion over a rush to full scale. The UK’s picture is mixed: efficiency gains fell back while deployment edged forward. Overall, 59% of businesses globally expect AI investment to increase over the next 12 months. Now more than half (54%) of global leaders are comfortable with autonomous agents fully executing critical business processes without human input at every step. Just 11% of leaders prefer humans to make high-stakes decisions without any AI input.Finding 3: Almost nobody has figured out who’s actually accountable for AI, and that’s a problem hiding in plain sight.
Even as adoption accelerates, most businesses still haven’t answered a basic question: who’s responsible when AI gets something wrong? Across every market surveyed, accountability is scattered rather than centralized: 23% point to the CEO or executive leadership, 22% to the CIO or CTO, 15% to an AI committee or governance group, and 10% to individual department heads. Fifteen percent say no one person has primary responsibility, or it’s unclear who does. Chief AI Officer roles are still the exception rather than the rule everywhere, sitting at just 10% globally. That vacuum shows up in what leaders say they need most: 33% cite data security, sovereignty, or compliance as their single greatest barrier to advancing their AI strategy.Finding 4: Manufacturers feel the industry-fit problem more sharply than almost anyone else.
Pooled across all seven markets, 73% of manufacturing respondents said off-the-shelf AI doesn’t fit their needs, a sign that the complexity of real production environments, from shop-floor processes to supply-chain nuance, is exactly where generic AI tends to fall short. Distribution felt the gap even more acutely, at 76%, while retail trailed at 69%, together forming a consistent pattern: the more variable and hands-on the operating environment, the less generic AI delivers.
Quotes
“Everyone has the same AI models now. What matters is what those models know about your business,” said Kevin Samuelson, CEO, Infor. “Customers keep telling us that general-purpose AI doesn’t get the details of their world, like how a food manufacturer traces a bad lot back through its suppliers, or how a distributor has to reprice when freight costs jump. Our agents have access to our deep industry context to deliver precise and valuable outcomes.”
“AI only matters when it creates real value,” said Alicia Thompson, CTO, Team Air Distributing. “Infor has kept pace with our ambitions, pairing Infor Industry AI Agents with Forward Deployed Engineers who understand our industry and work as an extension of our team. Together, we’re reducing manual work and turning operational challenges into practical improvements, building trust one process at a time.”
“The next phase of enterprise AI will be defined not by access to models, but by how effectively organizations apply AI within the context of their industry and business processes,” said Shashi Bellamkonda, Principal Research Director at Info-Tech Research Group. “Infor’s focus on industry-specific intelligence, interoperability, and embedded governance addresses several of the practical barriers organizations face as they move from AI experimentation to trusted, measurable outcomes.”
Learn More:
Learn more about Infor Velocity SuiteRead the Enterprise AI Adoption Impact Index full reportRead the Enterprise AI Adoption Impact Index blogRegister for the virtual event: AI That Moves Your Industry ForwardFollow Infor on LinkedIn and Instagram
Frequently Asked Questions
What is Infor Velocity Suite?
Infor Velocity Suite is an all-inclusive AI package built for your industry. It includes industry-specific AI agents, GenAI, process mining, automation and a team of experts to implement it all for you. Infor Velocity Suite is designed to be the fastest path to real AI value and, ultimately, to becoming an agentic enterprise. Infor Velocity Suite is the single package through which customers access the capabilities announced today. It combines Infor Industry AI Agents, the Agentic Orchestrator, process mining, automation, prebuilt industry use cases, generative AI, and the implementation expertise to put them to work, all tied to a customer’s Industry Process Catalog. Rather than stitching together separate tools and consumption models from multiple vendors, customers adopt a single offer with unlimited access within fair business use, so adopting faster doesn’t mean a larger invoice.
What is the Infor Enterprise AI Adoption Impact Index?
It’s Infor’s proprietary research initiative tracking how enterprises are adopting, governing, and realizing value from AI over time. The October 2026 wave is the second in the series, surveying 2,111 business decision-makers across seven global markets, building on an initial April 2026 wave of 1,024 decision-makers across four markets.
What Was the Survey Methodology for the Infor Enterprise AI Adoption Impact Index Conducted?
The October 2026 wave was conducted in August 2026 and polled 2,111 business decision-makers across seven markets — the UK (254), US (550), Singapore (260), Japan (266), France (260), Australia (263), and Germany (258). Research was conducted by YouGov on behalf of Infor.
What does “off-the-shelf AI doesn’t fit our industry” actually mean?
In the survey, respondents were asked whether generic AI solutions adequately address their industry’s specific regulatory, workflow, and data requirements. Six of seven markets surveyed disagree by a clear majority — meaning most enterprises believe horizontal, one-size-fits-all AI tools fall short of what their industry actually requires, regardless of geography.
How does Infor’s architecture address the gaps this research identifies?
Infor’s architecture is built specifically around the two gaps the research surfaces most clearly. The industry-fit gap is addressed at the foundation: Infor’s CloudSuites and underlying data models are purpose-built for a defined set of industries, rather than generalized across every vertical, and a semantic/ontology layer gives agents industry-specific context rather than generic data to reason from. The governance-ownership gap is addressed through built-in auditability and human-approval workflows across the orchestration layer, so accountability and traceability are part of the architecture rather than something a customer has to bolt on separately.
What does “industry-specific context” actually mean at a technical level?
Infor’s agents draw on a shared semantic and knowledge layer — internally referred to during development as Infor IQ that gives every application in a CloudSuite a consistent understanding of core business concepts (what counts as a “location,” an “item,” a “customer”) along with the process- and industry-specific nuance underneath them. For example, an agent handling a raw-material order for a food manufacturer needs to understand an industry-specific spec like a sugar shipment’s Brix factor, while an agent handling an automotive parts order needs to understand a VIN number — two completely different kinds of precision that a generic, horizontal data model isn’t built to carry. Because Infor works across a defined, finite set of industries rather than attempting to serve every industry on the planet, it can build and maintain that depth of context in a way a horizontal platform serving dozens of unrelated industries structurally cannot.
Why does industry-specific context matter for things like accuracy and cost?
Enterprise AI agents typically need to call many technical, granular APIs to complete one piece of business work, which increases both the chance of errors and the compute cost of getting a task done. Infor’s architecture instead exposes business-level process APIs — the equivalent of “create a purchase order” rather than dozens of underlying technical calls — so agents can complete work in fewer steps. Combined with industry-specific context from the semantic layer, this is designed to reduce hallucination, improve reasoning accuracy, and lower the token cost of completing a given task relative to a generic AI approach working from generic data.
Does this replace a customer’s existing AI or orchestration tools?
No. Infor’s architecture is built to be open and composable — it’s designed to plug into a customer’s existing ecosystem, including third-party orchestration tools, rather than requiring a customer to replace what they already use. A single orchestration layer inside Infor coordinates work across Infor’s own applications regardless of which front-end experience or outside orchestrator a customer chooses to use.
About Infor
Infor is a global leader in business cloud software specialized by industry. We develop complete solutions for our focus industries. Infor’s mission-critical enterprise applications and services are designed to deliver sustainable operational advantages with security and faster time to value. Over 60,000 organizations in more than 175 countries rely on Infor’s 17,000 employees to help achieve their business goals. As a Koch company, our financial strength, ownership structure, and long-term view empower us to foster enduring, mutually beneficial relationships with our customers. Visit www.infor.com.
Media Contacts:
Infor Communications: inforpr@infor.com
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SOURCE Infor
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Technology
Government of Canada introduces legislation to accelerate defence procurement, strengthen Canadian industry, and reinforce Canadian sovereignty
Published
13 minutes agoon
October 6, 2026By
OTTAWA, ON, Oct. 6, 2026 /CNW/ — The world is more dangerous and divided. The international rules-based order is fading, and global conflict rages on. Canada’s Government is focused on what we can control: rebuilding, rearming, and reinvesting in the Canadian Armed Forces (CAF). In October 2025, Canada’s new government established the Defence Investment Agency (DIA) to overhaul and streamline our defence procurement. Since then, the DIA has facilitated key purchases that strengthen Canada’s strategic autonomy. In a rapidly changing world, Canada must move quicker to keep Canadians safe.
That is why, today, the Government of Canada introduced Bill C-40: Strengthening Canada’s Defence Sector, to establish the DIA as a Crown corporation. This reform will provide the DIA with the authorities, operational flexibility, specialized expertise and organizational structure needed to deliver critical capabilities quicker. The DIA will have greater commercial flexibility and more autonomous approvals, allowing it to work better with industry and deliver better value for money. It will maximise Canada’s generational defence investments to strengthen our industrial base, supply chains, and sovereign capabilities.
This legislation:
Creates the Canadian Corporation for Defence Investment, which will continue to operate under its existing name, the Defence Investment Agency. It will have more independence, its own Board of Directors, and greater authority to negotiate and manage contracts;Empowers the DIA to engage in defence production, procurement, and investment activities in support of national defence and the operational priorities, capability requirements and acceptance criteria established by the National Defence (DND) and the Canadian Armed Forces (CAF);Maintains the Government of Canada’s oversight of the new Crown Corporation;Amends the National Defence Act to create an Associate Minister of National Defence for Procurement, who will be responsible to Parliament for the DIA, consolidate procurement and commercial authorities and strengthen accountability for procurement delivery within the National Defence portfolio, andIntegrates the DIA with the National Defence portfolio to further reduce red tape that slows procurement down and ensures that defence procurement in Canada is focused on equipping the National Defence and CAF with the tools they need to defend Canada.
Bill C-40: Strengthening Canada’s Defence Sector represents the next step in the Government of Canada’s modernization and transformation of Canadian defence procurement.
The DIA was launched to accelerate procurement and use defence spending to strengthen Canadian industry, build sovereign capabilities, and catalysing investment in the Canadian defence sector. As a Crown corporation it will have the commercial tools to deliver on its mandate. It will support Canada’s security and long-term economic growth, while remaining accountable to Parliament, and the Government of Canada.
The DIA will continue to strengthen Canada’s ability to work with allies and security partners. The Corporation would support joint defence procurement programs, including initiatives aligned with Canada’s participation in Security Action for Europe (SAFE) and Readiness 2030. Greater international collaboration will improve interoperability, provide Canadian suppliers with greater access to allied markets and supply chains, capitalize on economies of scale, and support Canada’s broader security and diplomatic objectives.
Canada is making generation investments to transform our defence sector. Empowered as a Crown corporation, the DIA will harness defence investment to catalyse industry, secure critical supply chains, and drive innovation and investment. In a rapidly changing world Canada’s government is building a stronger, more self-reliant country. One that is fully ready for the future. One that guarantees Canadians have tools needed to protect our country.
Quote
“Canada is making a generational investment in our defence and security, and we need institutions built to match the scale and urgency of that ambition. Establishing the Defence Investment Agency as a Crown corporation would give it the flexibility and specialized expertise to move faster, make strategic investments and deliver the capabilities our Armed Forces need. Just as importantly, it would allow us to use our defence investments to strengthen our sovereignty while building a robust Canadian defence industry, attracting investment and creating lasting economic opportunities and good jobs here at home.”
The Honourable Stephen Fuhr
Secretary of State (Defence Procurement)
“We look forward to continued collaboration with the Defence Investment Agency to further strengthen defence procurement. As a Crown corporation within the National Defence portfolio, the DIA will have the direct authorities and added flexibility to streamline procurement so that the Canadian Armed Forces and Canadian Coast Guard have more secure, reliable and quicker access to the capabilities they need to protect our sovereignty and keep Canadians safe.”
The Honourable David J. McGuinty
Minister of National Defence
“In a more dangerous and divided world, Canada is taking action and establishing a clear and compelling path forward. With the introduction of this legislation, we are making clear that large-scale, agile defence production and procurement is here to stay. Procurement and investment must live together, by connecting the capabilities our armed forces need with the investments that will deliver them and the industrial capacity that will sustain them. As a Crown corporation, the Defence Investment Agency will integrate these priorities, delivering critical capabilities to our armed forces more efficiently while strengthening Canadian industry, driving innovation and creating economic opportunity for years to come.”
The Honourable Joël Lightbound
Minister of Government Transformation, Public Works and Procurement and Quebec Lieutenant
“Establishing the Defence Investment Agency as a Crown corporation is an important step in building the organization Canada needs to meet today’s defence and security challenges. It will give the DIA the tools, flexibility, and expertise to move faster and make strategic investments that deliver capabilities for the Canadian Armed Forces and the Canadian Coast Guard. Our responsibility will be to turn Canada’s defence investments into results, strengthening our industrial base, building sovereign capacity, deepening partnerships with industry, and creating economic opportunities at home. I am proud of what the DIA team has accomplished since our launch, and I look forward to leading this transition and the organization’s next chapter.”
Doug Guzman
Chief Executive Officer, Defence Investment Agency
Quick facts
The DIA was initially established as a Special Operating Agency within Public Services and Procurement Canada, allowing the organization to begin operations while the Government of Canada developed its longer-term organizational model.Establishing the DIA as a Crown corporation within the National Defence portfolio is intended reduce handoffs, consolidate procurement and commercial authorities and strengthen accountability for procurement delivery.By consolidating responsibility and expertise within one organization, the DIA will reduce duplication, streamline decision-making, and accelerate procurement from validated requirement definition to contract award, while DND, the CAF and the CCG retain responsibility for defining capability requirements, operational priorities and acceptance criteria. The DIA is a central delivery partner for Canada’s Defence Industrial Strategy and its Build–Partner–Buy approach to defence procurement.The proposed Corporation will be accountable to the Government of Canada through a responsible Minister and subject to legislated governance, financial, audit, reporting and parliamentary oversight requirements.
Associated links
Backgrounder: Introduction of legislation to strengthen Canada’s Defence SectorDefence Investment AgencyCanada’s Defence Industrial Strategy
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Technology
Ampersand closes generation gap between agents and the enterprise software stack, backed by $15 million from Bessemer Venture Partners
Published
13 minutes agoon
October 6, 2026By
Ampersand lets agentic applications read and write inside legacy systems of record, removing the integration work that has stalled AI projects industry-wide.
SAN FRANCISCO, Oct. 6, 2026 /PRNewswire/ — Ampersand today announced a $15 million Series A led by Bessemer Venture Partners, with participation from existing investors Matrix and Flex Capital. New investors participating in this round also include Yelp, Tenacity Capital, CTO Fund, Mana Ventures, and prominent angel investors. Lauri Moore, Bessemer Partner, will be joining Ampersand’s board. Ampersand is building integration infrastructure for enterprise agents, so agentic applications can read and write inside the CRM, ERP, and other systems of record that power the enterprise.
While enterprises are ready to adopt agentic software, they are running into a practical issue: legacy systems of record. CRMs and ERPs in different verticals have been around for decades, and every implementation is highly customized. AI-native software vendors looking to sell to the enterprise are faced with needing deep domain expertise on how these systems function before they can deliver value to enterprise customers. This practical reality slows AI adoption for the enterprise and limits the market size for AI vendors.
“With Ampersand, we’re able to serve new customers that were previously unavailable to us because of their complex integration requirements,” said John Pena, CTO at Hatch, an AI communications platform for service businesses, acquired by Yelp in 2026. “Now we’ve expanded our total addressable market without taking on months of maintenance headaches.”
Ampersand is closing the gap between legacy systems and agentic products by making every customers’ system legible to agents. Ampersand’s approach to legacy systems allows every end customer to adopt a custom data model that can handle custom fields, objects, permissions, and workflows so agents have the right context. Then enabling agents to take deep, bi-directional actions in these systems of record.
“We’re in this fascinating moment where AI has the potential to transform the enterprise, but CTOs are still faced with the old problem of systems of record,” said Ayan Barua, co-founder and CEO of Ampersand. “Our bet is that the saasapocalypse is overstated and systems of record like Salesforce and NetSuite aren’t going anywhere. Ampersand is designed to sit between these two generations of software and make them legible to each other.”
Ampersand’s mission is to provide a complete integration solution for AI-native companies. This includes integration infrastructure, deep domain expertise, forward-deployed expertise, and agentic support. Ampersand announced the beta release of its AI integration agent, Andi. Andi helps developers with the implementation work required to get their products running in each customer’s environment.
Ampersand’s founders bring decades of integration experience to the problem. Ayan Barua was CTO and co-founder of Siftery, later acquired by G2, and then VP of Engineering at G2, where CRM and ERP integration work routinely consumed the majority of his engineering team’s time. Lauren Long built Firebase Extensions at Google, connecting Firebase apps to third-party APIs at a scale that grew to billions of executions a day. The two spoke with more than 100 companies building integrations before writing Ampersand’s first line of code.
“An agent is only as useful as the systems it can reach. MCP enables agents to describe a tool. It didn’t address what happens at runtime, when tokens expire, schemas drift, and every customer’s Salesforce looks a little different,” said Lauri Moore, Partner at Bessemer Venture Partners. “Connecting an agent to a system of record is a demo. Keeping that connection alive across hundreds of customers, with writes you can’t afford to get wrong, is much harder. That’s what Ampersand is building.”
About Ampersand
Ampersand is integration infrastructure for enterprise agents. With Ampersand, AI-native software vendors are able to bridge the generation gap between their customers’ legacy systems of record, CRMs, and ERPs, and the agentic capabilities in their software. Founded by Ayan Barua and Lauren Long, Ampersand is based in San Francisco. Learn more at ampersand.ai
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SOURCE Ampersand
Technology
SOUTHWEST AIRLINES LAUNCHES FIRST-OF-ITS-KIND U.S. AIRLINE PLUGIN IN CHATGPT
Published
13 minutes agoon
October 6, 2026By
Customers can discover Southwest destinations and plan flights in an experience powered by OpenAI and Amazon Web Services
DALLAS, Oct. 6, 2026 /PRNewswire/ — Southwest Airlines Co. (NYSE: LUV) today launched a first-of-its-kind U.S. airline plugin in ChatGPT, marking the first step in a phased AI-powered booking approach with OpenAI and Amazon Web Services (AWS) that allows travelers to discover and shop for Southwest flights in ChatGPT.
By launching the Southwest® plugin in ChatGPT, the airline can appear earlier in the Customer journey and offer a simpler, more direct path from inspiration and discovery to booking options with Southwest.
“Customers are evolving how they plan their travel, and Southwest is helping to shape what comes next,” said Sabrina Callahan, Chief Digital and Marketing Officer at Southwest Airlines®. “It is a meaningful example of how we test and learn with AI innovation to continue the Customer-first approach that defines our brand.”
“We’re putting the right technology in place to support what our Customers need today with flexibility to build what they’ll need tomorrow,” said Lauren Woods, Executive Vice President & Chief Information Officer at Southwest Airlines. “By creating a secure, scalable foundation for AI, we can add new capabilities more quickly and thoughtfully, making it easier to serve Customers across their journey.”
Southwest is working with OpenAI and AWS to combine leading AI and cloud technologies with Southwest’s deep understanding of its Customers. With OpenAI and AWS, Southwest is creating more intuitive travel planning while thoughtfully expanding AI-powered capabilities over time.
Learn more about the Southwest plugin in ChatGPT at Southwest.com/chatgpt.
ABOUT SOUTHWEST AIRLINES CO.
Southwest Airlines Co. operates one of the world’s most admired and awarded airlines, offering its one-of-a-kind value and Hospitality at 120 airports across 12 countries. Southwest took flight in 1971 to democratize the sky through friendly, reliable, and low-cost air travel and now carries more air travelers flying nonstop within the United States than any other airline¹. By empowering its more than 73,000². People to deliver unparalleled Hospitality, the maverick airline cherishes a passionate loyalty among more than 134 million Customers carried in 2025. Southwest leverages a unique legacy and mission to serve communities around the world including harnessing the power of its People and Purpose to put communities at the Heart of its success. Learn more by visiting Southwest.com/citizenship.
1. Based on U.S. Dept. of Transportation quarterly Airline Origin & Destination Survey as of Q4 2025.
2. Fulltime-equivalent active Employees as of June 30, 2026.
Cautionary Statement Regarding Forward-Looking Statements
This news release contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. Specific forward-looking statements include, without limitation, statements related to the Company’s expectations with respect to its digital evolution, technology capabilities, including artificial intelligence capabilities, and Customer needs and expectations. These forward-looking statements are based on the Company’s current estimates, intentions, beliefs, expectations, goals, strategies, and projections for the future and are not guarantees of future performance. Forward-looking statements involve risks, uncertainties, assumptions, and other factors that are difficult to predict and that could cause actual results to vary materially from those expressed in or indicated by them. Factors include, among others, (i) the impact of geopolitical conflicts, fears or actual outbreaks of diseases, extreme or severe weather and natural disasters, actions of competitors (including, without limitation, pricing, scheduling, capacity, and network decisions, and consolidation and alliance activities), governmental actions, consumer perception, consumer uncertainties with respect to trade policies, tariffs, or government shutdowns, economic conditions, fears or actual acts of terrorism or war, sociodemographic trends, and other factors beyond the Company’s control, on consumer behavior and the Company’s results of operations and business decisions, plans, strategies, and results; (ii) the Company’s ability to timely and effectively implement, transition, operate, maintain, and protect the technology systems, cybersecurity measures, artificial intelligence and other emerging technology capabilities, and infrastructure necessary to support its operations and initiatives; (iii) the Company’s ability to effectively execute and evolve its strategic plans, initiatives, product offerings, and policies, including related consumer behavior and response; (iv) the impact of fuel price changes, fuel price volatility, and fuel availability on the Company’s business plans and results of operations; (v) the impact of the Federal Aviation Administration and other governmental regulations and actions, including with respect to government shutdowns and Air Traffic Control staffing shortages and inefficiencies, as well as the Company’s ability to obtain any required governmental approvals, on the Company’s business plans, results, and operations; (vi) the Company’s dependence on The Boeing Company (“Boeing”) and Boeing suppliers with respect to the Company’s aircraft deliveries, fleet and capacity plans, operations, maintenance, strategies, and goals; (vii) the Company’s dependence on other third parties, including with respect to technology, revenue management, distribution channels, operational reliability, fuel supply, maintenance, and the impact on the Company’s operations and results of operations of any third-party delays or nonperformance; (viii) the impact of labor matters on the Company’s business decisions, plans, strategies, and results; (ix) the Company’s ability to obtain and maintain adequate infrastructure and equipment to support its operations and initiatives; (x) the Company’s dependence on its workforce, including its ability to employ and retain sufficient numbers of qualified Employees with appropriate skills and expertise to effectively and efficiently maintain its operations and execute the Company’s plans; (xi) the cost and effects of the actions of activist shareholders; and (xii) other factors, as described in the Company’s filings with the Securities and Exchange Commission, including the detailed factors discussed under the heading “Risk Factors” in the Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 2025.
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SOURCE Southwest Airlines Co.
Government of Canada introduces legislation to accelerate defence procurement, strengthen Canadian industry, and reinforce Canadian sovereignty
Ampersand closes generation gap between agents and the enterprise software stack, backed by $15 million from Bessemer Venture Partners
SOUTHWEST AIRLINES LAUNCHES FIRST-OF-ITS-KIND U.S. AIRLINE PLUGIN IN CHATGPT
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