Category Archives: Uncategorized

Mixed fleet flying for Airbus A380 and A320 approved by Japan’s Civil Aviation Bureau, ANA’s third A380 is delivered

All Nippon Airways (ANA) is set to introduce Mixed Fleet Flying (MFF) for the A380 and A320 Family following approval by Japan’s Civil Aviation Bureau (JCAB). The Japanese carrier is the first operator in the world to introduce the MFF between the two types.

MFF is unique to Airbus aircraft. As a result of flight deck and aircraft control systems it enables pilots to be certified to operate more than one type from the Airbus fly-by-wire product line on a regular and concurrent basis. At ANA this will enable crews to fly a mixed pattern of short and long haul services.

Airbus commonality extends from the flight deck into the passenger cabin as well, with a maximum use of similar systems, control panels and procedures within the various aircraft families.  The unique level of technical commonality between Airbus fly-by-wire aircraft also streamlines maintenance procedures, resulting in significantly reduced costs.

“We are pleased that A320 and A380 MFF operations were approved by JCAB and that  ANA has become  the world’s first airline to introduce it ,” said Stéphane Ginoux, Head of North Asia region for Airbus and President of Airbus Japan. “MFF offers airlines increased flexibility and cost-efficiency and has become one of the keys to Airbus’ success. For airlines, the increase in revenue hours flown by pilots due to less standby and downtime results in a significant improvement in productivity.”

MFF also enables airlines to interchange differently sized aircraft at short notice without crew-scheduling difficulties, allowing them to better match aircraft capacity to passenger demand.

In other news, ANA on Friday, October 15 took delivery of its third (and last) Airbus A380 (JA383A) named “Ka La”. This is also the last A380 delivery from Toulouse.

Photos: Airbus.

328 Support Services GmbH officially becomes Deutsche Aircraft GmbH

328 Support Services GmbH (328SSG) – Type Certificate holder for the D328® aircraft – officially became Deutsche Aircraft GmbH (Deutsche Aircraft) on October 8, 2021. The new company name follows the reestablishment of the company as an Aircraft Original Equipment Manufacturer (OEM).

Following a decades-long track record of success as 328SSG, Deutsche Aircraft is poised to support the future of aviation with development of the D328eco™ aircraft, a fast, modern, high-flying, 40-seat turboprop that is SAF compatible and features a new integrated Companion™ flight deck (based on Garmin 5000 avionics suite). The D328eco is expected to enter into service by end of 2025.

Headquartered in Oberpfaffenhofen, near Munich, Deutsche Aircraft will continue to provide maintenance and technical support to the global D328 fleet in service. Deutsche Aircraft also has plans to grow its engineering, operations, programs and supply chain teams to support the D328eco program development. The first prototypes of the D328eco will be built in Oberpfaffenhofen with the flight-testing campaign scheduled to start in 2024.

The new and state-of-the-art Final Assembly Line (FAL) in Leipzig is on target to be operational by the end of 2024. Restarting production in Germany allows the company to capitalize on the growing and immediate demand for aircraft of this size with a proven and internationally recognized platform.

Video:

Etihad Airways welcomes vaccinated American travelers to Abu Dhabi

"Greenliner"

Etihad Airways, the national airline of the UAE, celebrates Abu Dhabi’s reopening to fully vaccinated travelers with the launch of the Abu Dhabi Time is Now campaign, featuring special fares for American travelers who book now until September 30 for travel up to June 30, 2022.

Those traveling from Etihad’s US gateways – New York City, Washington, DC and Chicago – to the Abu Dhabi International Airport (AUH) can enjoy Economy Class rates starting at $816 USD and Business Class rates starting at $4,054 USD.

Earlier this month, the government of Abu Dhabi announced that fully vaccinated travelers with vaccines approved by the World Health Organization can arrive from all international destinations without the need to quarantine. All travelers will require a PCR test within 48 hours of departure, a test on arrival and retesting on select days depending on the country of origin.

Top Copyright Photo: Etihad Airways Boeing 787-10 Dreamliner A6-BMH (msn 60765) (Greenliner) AMS (Ton Jochems). Image: 952960.

Etihad Airways aircraft slide show:

Celebrating 90 aviation years in Pittsburgh

Pittsburgh International Airport (PIT) made this announcement about 90 years of aviation history on the Pittsburgh area:

Transat A.T. Inc. reports its results for third quarter of 2021

Air Transat Airbus A321-271NX WL C-GOIF (msn 8876) LGW (Richard Vandervord). Image: 954944.

Transat A.T. Inc., one of the largest integrated tourism companies in the world and Canada’s holiday travel leader, announces its results for the third quarter ended July 31, 2021.

“We’re very pleased we were able to resume operations as scheduled on July 30 and move into the restart phase where our activities can gradually expand, and particularly as we look forward to a winter season that promises to be much busier than the last one. While we must continue to exercise caution given the evolving health situation, and although a full return to normal is still some time away, we’re very keen to get the crisis behind us,” stated Annick Guérard, President and Chief Executive Officer, Transat.

“Beyond resuming our operating activities, gradually recalling our employees and delivering training, we’ll be using this period to implement our strategic plan. We’ve announced two new destinations in the United States for the winter, we’re working on optimizing our capital structure, and we’re engaging in a number of discussions towards entering into airline partnership agreements. Our ambitions are high, but we’re on the right track,” Mrs. Guérard added.

The global air transportation and tourism industry has faced a collapse in traffic and demand. Travel restrictions, uncertainty about when borders will reopen fully, both in Canada and at certain destinations the Corporation flies to, the imposition of quarantine measures and vaccination and testing requirements both in Canada and other countries, as well as concerns related to the pandemic and its economic impacts are creating significant demand uncertainty, at least for fiscal 2021. For the first half of winter 2021, the Corporation rolled out a reduced winter program. On January 29, 2021, following the Canadian government’s request to not travel to Mexico and the Caribbean, and the introduction of new quarantine measures and COVID-19 testing requirements, the Corporation announced the complete suspension of all its regular flights and the repatriation of its clients to Canada.

Starting July 30, 2021, the Corporation partially resumed its operations and gradually rolled out a reduced summer program. The Corporation cannot predict all the impacts of COVID-19 on its operations and results, or precisely when the situation will improve. The Corporation has implemented a series of operational, commercial and financial measures, including new financing and cost reduction measures, aimed at preserving its cash. The Corporation is monitoring the situation daily to adjust these measures as it evolves. However, until the Corporation is able to resume operations at a sufficient level, the COVID-19 pandemic will have significant negative impacts on its revenues, cash flows from operations and operating results. While progress on vaccination and the lifting of certain restrictions have made it possible to resume operations at a certain level during 2021, the Corporation does not expect such level to reach the pre-pandemic level before 2023.

Preserving cash is a priority for the Corporation; with respect to the COVID-19 pandemic, the Corporation has taken the actions discussed in the Overview section of the MD&A included in our 2020 Annual Report. Other opportunities are being evaluated to achieve this objective and the following additional actions in response to the COVID-19 pandemic were taken during the nine-month period ended July 31, 2021:

  • The Corporation completed its efforts to obtain long-term financing. As described in the Financing section of the MD&A, the available financing therefore represents a maximum of $820.0 million, of which $585.1 million was drawn as at July 31, 2021. Of the drawn down amount, a total of $265.1 million was used to repay travelers who were scheduled to leave after February 1, 2020, for which a travel credit had been issued due to COVID-19 and who had requested to be reimbursed.
  • During the quarter ended January 31, 2021, two Airbus A330s and one Boeing 737-800 were returned to lessors early. These are in addition to the three Boeing 737-800s and one Airbus A330 that were returned in advance to their lessors during the fiscal year ended October 31, 2020.
  • The Corporation continuously adjusts its flight program as the situation evolves. Since the resumption of its airline operations on July 30, 2021, Transat offers once again a reduced program of international flights departing from Montréal and Toronto that it intends to enhance gradually.
  • The Corporation is negotiating with its suppliers, including aircraft lessors to benefit from cost reductions and changes in payment terms, and is continuing to implement measures to reduce expenses and investments.
  • The Corporation is continuing to make use of the Canada Emergency Wage Subsidy [“CEWS”] for its Canadian workforce, which enables it to finance part of the salaries of its staff still at work and, until August 28, 2021, to offer employees on temporary layoff to receive a portion of their salary equivalent to the amount of the grant received, with no work required.
  • As at July 31, 2021, cash and cash equivalents totaled $429.4 million.

Third-quarter highlights

Since mid-March of 2020, restrictions on international travel and government-imposed quarantine measures have made travel sales very difficult. Due to the global COVID-19 pandemic, the Corporation suspended its airline operations on January 29, 2021 for the second time since March 2020, until their partial resumption on July 30, 2021. These factors caused the fall in revenues. The Corporation recognized revenues of $12.5 million during the quarter, an increase of $3.0 million or 31.4% compared with 2020. In 2021, revenues were mainly driven by the activities of the Corporation’s incoming tour operator in sun destinations.

Operations generated an operating loss of $98.4 million compared with $132.0 million in 2020, an improvement of $33.6 million. Transat reported an adjusted operating loss1 of $50.9 million compared with $79.9 million in 2020, an improvement of $29.0 million. The decreases in operating loss and adjusted operating loss1 were due to the unfavorable settlement of fuel derivative contracts in the third quarter of 2020.

Net loss attributable to shareholders amounted to $138.1 million or $3.66 per share (diluted) compared with $45.1 million or $1.20 per share (diluted) for the corresponding quarter of last year. In 2020, the net loss attributable to shareholders was mitigated by a gain in the fair value of fuel-related derivatives and other derivatives of $67.7 million, related to the significant recovery of fuel prices during the quarter. The deterioration of the net loss attributable to shareholders was also accentuated by the $15.9 million foreign exchange loss recorded in the third quarter of 2021, mainly due to the unfavorable exchange effect on lease liabilities related to aircraft, following the weakening of the dollar against the U.S. dollar. During the third quarter of 2020, the Corporation recognized a $28.5 million foreign exchange gain, resulting mainly from the favorable exchange effect on lease liabilities related to aircraft. Excluding non-operating items, Transat reported an adjusted net loss1 of $115.6 million or $3.06 per share for the third quarter of 2021, compared with $139.8 million or $3.70 per share in 2020.

Nine-month period highlights

As a result of the above-mentioned factors, the Corporation recorded a decrease in its results for the nine-month period ended July 31. Moreover, for the first half of winter 2021, demand was very weak and the Corporation’s capacity represented a fraction of the 2020 level. For the nine-month period as a whole, the Corporation recognized revenues of $62.0 million, a decrease of $1.2 billion or 95.1% compared with 2020, and operations generated an operating loss of $282.9 million, compared with $186.6 million in 2020, a deterioration of $96.3 million. Transat reported an adjusted operating loss1 of $155.5 million compared with $31.4 million in 2020, a deterioration of $124.1 million.

Net loss attributable to shareholders amounted to $268.2 million or $7.11 per share (diluted) compared with $258.5 million or $6.85 per share (diluted) for the corresponding nine-month period of last year. Excluding non-operating items, Transat reported an adjusted net loss1 of $328.0 million or $8.69 per share for the nine-month period ended July 31, 2021, compared with $198.9 million or $5.27 per share in 2020.

Financial position

As at July 31, 2021, cash and cash equivalents amounted to $429.4 million, compared with $576.4 million on the same date in 2020. This decrease was mainly attributable to a significant decrease in business and to refunds of travel credits, partially offset by drawdowns on the credit facilities.

In total, the available financing represents a maximum of $820.0 million, of which $585.1 million was drawn down as at July 31, 2021. Of the drawn down amount, a total of $265.1 million was used to repay travelers who were scheduled to leave after February 1, 2020, for which a travel credit had been issued due to COVID-19 and who had requested to be reimbursed.

Deposits from customers for future travel amounted to $262.8 million, compared with $638.1 million as at July 31, 2020, a decrease of $375.3 million. This change was due to refunds of travel credits made during the third quarter of 2021.

The working capital ratio was 1.27, compared with 0.93 as at July 31, 2020. The improvement in working capital resulted from the travel credits refunded during the period and financed partly by the drawdowns on the unsecured credit facility to refund travelers and drawdowns on credit facilities.

Customer deposits as at July 31, 2021 included these travel credits issued for cancelled trips related to COVID-19 amounting to $159.3 million, compared with $504.6 million as at April 30, 2021. On April 29, 2021, the Corporation entered into an agreement with the Government of Canada that also allows it to borrow an amount of $310.0 million to issue refunds to certain travellers. Following this agreement, at the end of August 2021, the Corporation had received requests for about 80% of the amount of credits issued and made refunds for more than 90% of amounts claimed. Customers had until August 26, 2021 to submit their refund requests.

Off-balance-sheet agreements, excluding contracts with service providers, stood at $544.5 million as at July 31, 2021. This amount mainly consists in commitments to take delivery of the seven A321neoLRs undelivered as at that date.

Outlook

The current situation shows encouraging signs such as the level of bookings observed and the increase in the vaccination rate. However, it remains impossible for the moment to predict the impact of the COVID-19 pandemic on future bookings, the partial resumption of flight operations and financial results.

The Corporation has implemented a series of operational, commercial and financial measures, including cost reduction, aimed at preserving its cash. The Corporation continues to monitor the situation daily to adjust these measures as it evolves. Please see the Risks and Uncertainties section of the Corporation’s MD&A for the year ended October 31, 2020 for a more detailed discussion of the main risks and uncertainties facing the Corporation.

Consequently, for now the Corporation is not providing an outlook for summer 2021 or winter 2022.

Top Copyright Photo: Air Transat Airbus A321-271NX WL C-GOIF (msn 8876) LGW (Richard Vandervord). Image: 954944.

Air Transat aircraft slide show:

KLM’s old 747s live on in AMS M Corridor

KLM and Amsterdam Airport Schiphol made this announcement on social media:

Planters made from an old KLM Boeing 747 and windmills from old information desks – you can find all this and more in the renovated M corridor.

LAX celebrates the 60th Anniversary of the ‘Jet Age’ terminals

LAWA issued this progress report for LAX:

This composite image shows the Central Terminal Area of LAX in the 1960s (left) and today. Over the past 60 years, the airport has reimagined itself several times, and is once again on the cusp of the most ambitious modernization of any U.S. airport.

A MESSAGE FROM JUSTIN ERBACCI
CEO, Los Angeles World Airports

 

In May of 1961 the New York Times proclaimed there was a “spectacular airport opening in Los Angeles.” It was a pronouncement that the “Jet Age” of airport design was here, as Los Angeles International Airport (LAX) set new standards for air travel around the world with its revolutionary design and unrivaled passenger amenities.

On opening day, June 25, 1961, the new LAX offered six new satellite terminals with a radical modular layout and underground passageways, 5,000 parking spaces, and the now iconic Theme Building – which offered admission to its observation deck at a cost of 50 cents for adults or 25 cents for children, with a coffee or cold drink included. The world was greatly impressed at this progressive, elegant airport that was the epitome of mid-century design, and that revitalized the golden age of travel using aircraft that were modern miracles of aviation.

Today, we acknowledge our proud history and heritage with the 60th anniversary of the Jet Age terminal dedication at LAX. More importantly, we also celebrate our future, which has never been brighter. For an airport that has evolved constantly during its nearly 100-year history – from a bean field in Westchester to one of the busiest airports in the world – there is a historical significance to this moment in time. We find ourselves once again on the cusp of unveiling yet another new age for air travel in Los Angeles.

Our $14.5 billion modernization is reimagining the LAX experience. The Automated People Mover train will fundamentally transform how tens of millions of people access the airport each year. Every terminal has been or will be modernized with the latest in technology and amenities. We are creating a digital marketplace in which passengers will be able to control most of the aspects of their journey from their phone, from reserved parking with automatic payment to streamlined mobile food ordering and delivery. And we will do so sustainably, with bold goals to become carbon neutral by 2045.

These and other projects allow LAWA to continue in its role as an important driver of the Southern California economy, providing thousands of local jobs and business opportunities.

At the same time, we are preparing to meet the demands of the future while staying within our existing footprint, with the environmental review process underway for airfield safety improvements, a new concourse and terminal, and elevated roadways to separate airport traffic from neighborhood traffic. We are doing all of this while being responsible, first-class neighbors to our community and engaging with local residents as we build the future world-class airport Los Angeles deserves ahead of the spotlight of the 2028 Olympics.

Below is a snapshot at how far we have come, and where we are going, as our history of innovation and imagination repeats itself at LAX.

Justin Erbacci
Chief Executive Officer, Los Angeles World Airports

The Past (1961)
In December 1957, Los Angeles embarked in one of the West’s most complex construction projects with the construction of the modern LAX. When the satellite terminals opened in the summer of 1961, they were a modern marvel that reset public expectations of what air travel could be. New technology included automated doors, moving walkways, automatic parking pay machines, a telephone system that took four years to engineer, covered jet bridges and complex baggage conveyers. The airport was configured around a Central Terminal Area and saw daily activity including 20,000 passengers, 40,000 visitors and 32,000 workers employed by 158 tenants. Click here to view the 1960s documentary, “#1 World Way, the Story of Los Angeles International Airport.”
Terminals: In the summer of 1961, the new Jet Age LAX opened with six satellite terminals and a seventh concourse (connected to the United Airlines ticketing building). This new, modern facility made up the original Central Terminal Area (CTA) at the airport. Each satellite building was connected to its ticketing building (located on World Way) by a 300- to 400-foot tunnel. This was a radical new approach that influenced airport design for a generation.
Airlines: Operations at the redesigned LAX began at Terminal 7 in August 1961, and a total of 19 airlines served the airport at the time. International carriers flew from Terminal 2, with Trans World Airlines at Terminal 3, American Airlines at Terminal 4, Western Air Lines at Terminal 5, a group of regional airlines at Terminal 6 and United Airlines at Terminal 7 and the connected concourse.
Shops and Dining: Each of the new satellite terminals included a coffee shop and a sit-down restaurant with an attached cocktail lounge. A total of 21 dining rooms, bars, gift shops and newsstands were open. Each of the locations had a California or Western theme, including “Early Days of the Movie Industry” and “Famous Sights of Los Angeles.” They were constructed at a cost of $3 million to be “among the most spectacular in Southern California,” according to a 1961 press announcement. It was predicted the restaurants would sell 580,000 hamburgers each year.
Parking and Access: Most parking in the Central Terminal Area was in surface lots, including the site of the future Terminal 1, with a capacity of 5,000 cars, making it the world’s largest airport parking facilities at the time. Some metered parking also was available at a cost of 25 cents for three hours. The Central Terminal Area had only the ground-level roadway until a second level was constructed in the 1980s.
Airfield: Three runways were available in 1961, two on the south side of the airfield and one on the north side. FAA controllers worked from a 172-foot tall tower that was among the first structures to open in the new Central Terminal Area. The FAA tower managed 1,000 flight operations every 24 hours with eight controllers on duty.
Theme Building: A central point of the new Jet Age facilities, the Theme Building quickly became the symbol of mid-century design and synonymous with LAX. Upon opening, the building included an observation deck, a Bank of America branch, a “Sky Gourmet Restaurant,” barber shop, gift shop, employee cafeteria and central kitchen and commissary which served all the satellite terminal restaurants and lounges. The building was designed by a team that included famed LA architect Paul Revere Williams.
Technology: The new satellite terminals featured new technology including an underground, automated baggage movement system with magnetic coding for sorting bags. Other innovations were pre-recorded information boards activated by push button, automatic flight information display boards and covered loading bridges.
“Believe it or Not Facts” as published by the Los Angeles Times (1961)
  • The project included 1.2 million square feet of buildings and 175 acres of pavement, including parking lots and airfield surface
  • The drainage complex utilized six miles of reinforced concrete pipe
  • 19 miles of underground electrical conduit were laid
  • Three miles of sewer lines were installed
  • Thirty miles of underground lines carrier jet fuel
  • 38,000 miles of wire and cable were installed by Pacific Telephone Co.
  • 6,500 rolls of roofing felt covered the new terminals
  • A half-million square yards of plaster was installed, enough for 900 average homes at the time
  • 29,000 lighting fixtures were installed
  • 165,000 tons of concrete was used
The Present (2021)
LAX has become the economic engine for the Los Angeles region, generating 620,600 jobs in Southern California, with labor income of $37.3 billion and economic output of more than $126.6 billion, according to an economic study based on 2014 operations. This activity added $6.2 billion to local and state revenues and $8.7 billion in federal tax revenues. The airport is in the midst of a $14.5 billion modernization program, which will fundamentally transform how people access and experience Southern California’s premier international airport. With the 2028 Olympics around the corner, LAX is setting the stage for the next 60 years of air travel with fully modernized facilities, new technology, enhanced amenities and reimagined access via an Automated People Mover train.
Modernization: The $14.5 billion modernization of LAX continues to make significant progress, focused on not only modernizing the terminals, but creating new and better ways to access the airport. After breaking ground on four of these projects in 2019, 2021 is a year of ongoing progress and completions. So far this year, the stunning new West Gates at Tom Bradley International Terminal and an extension to Terminal 1 have both opened. Later this year, a new approximately 4,300-space parking facility will open to the east of the airport, followed by the opening of a new Airport Police Facility. Meanwhile, the Automated People Mover train system and Consolidated Rent-A-Car facility continue to see significant progress. Click here to learn more.
Operations: In 2019, LAX served nearly 88.1 million passengers and offered an average of 700 daily nonstop flights to 113 destinations in the U.S. and 1,200 weekly nonstop flights to 91 markets in 46 countries on 72 commercial airlines. In 2019, LAX was the third-busiest airport in the world. LAX’s cargo operations also continue to grow, and so far in 2021 LAX is the No. 3 airport for total global trade by value among U.S. airports.
Technology: LAX is an industry leader with the newest technology including biometric self-boarding gates, the latest-generation Wi-Fi service, touchless check-in kiosks, mobile food ordering and gate delivery via LAXOrderNow.com. The West Gates at Tom Bradley International Terminal includes the most advanced baggage handling system in the country today, along with touchscreen kiosks that can send directions and information directly to passenger phones. LAX partnered with the TSA to be the first U.S. airport to include automated photo identification scanners at every security checkpoint. In the U.S. Customs and Border Protection Federal Inspection Station, a Simplified Arrivals process uses biometric photo identification to automate formerly manual document checks and saves up to 45 minutes by eliminating the need to line up a second time.
Parking: LAX in transforming its parking into a $303 million smart system that will enable a passenger-controlled journey that includes reservations, automatic payment and exit, valet service and available space overhead identification. The upgrades also include additional EV charging stations with reservations available and enhanced wayfinding. This summer, LAX will open an approximately 4,300-space parking facility east of the airport.
Mobility: Los Angeles World Airports’ new Mobility Strategic Plan lays the framework for revolutionizing landside access to LAX. This plan is a comprehensive roadmap for mobility policy, programs and initiatives that will define how passengers and employees travel to and from the airport into the 2020’s and beyond. Planning is underway to take full advantage of the Automated People Mover upon its completion, and a rejuvenated FlyAway® service is anticipated soon.
Sustainability: LAX is leading the aviation industry in sustainability practices with the LAX Sustainability Action Plan, “Boldly Moving to Zero,” setting ambitious targets for becoming carbon neutral by 2045. Those efforts have already resulted in moving to an all-electric airfield bus fleet, expanding a food donation and waste diversion program to all concessions and lounges, promoting the use of sustainable aviation fuel and investing in solar generation at Los Angeles World Airports facilities. In 2019, LAX received Level III ACI Airport Carbon Accreditation from Airport Councils International-Europe.
Equity and Inclusivity: Los Angeles World Airports is committed to supporting the local business community and providing jobs for local workers. In 2020, the airport updated its procurement standards to ensure that commitments to employ local, small, disadvantaged businesses and local workers factor significantly in vendor selections for the approximately $500 million in goods and services that LAWA purchases annually. This new policy helps translate LAWA’s core values of diversity, equity, and inclusion into strong, enforceable contract language for companies doing business at LAWA. The HireLAX apprenticeship readiness program is preparing people for a career in skilled construction, and has so far connected more than 170 people from the local community with rewarding career opportunities and earned graduates more than $7 million in wages to date.
Community Engagement: LAX continues to reimagine our support for local communities in ways that reflect our commitment to the region. We focus on being good neighbors and continue to offer beneficial programs, services and opportunities as involved members of the airport community. LAX maintains a strong community presence by participating and representing LAX in a wide array of community and civic organizations. We also support tomorrow’s leaders in a variety of ways including our annual Aviation Careers Education Academy, Aviation Career Day, Network For Teaching Entrepreneurship, Read Across America Day Celebration, LAX Job Shadow day, Santa Fly-In and more.
The Future
LAX is in the midst of a $14.5-billion Capital Improvement Program that will completely transform LAX into a world-class airport. With the Automated People Mover train system opening in 2023, passengers and employees will find a much easier way to access the busy Central Terminal Area, and the long-awaited connection to regional transportation. Terminals 2, 3, 4, 5 and 6 are also undergoing modernization projects to enhance the guest experience greatly once completed. And, the airport has proposed a Concourse 0 and Terminal 9, along with improved roads to access the airport and relieve traffic in the area. LAX is on the cusp of a reimagined airport that will be built with the future in mind.
Automated People Mover: The 2.25-mile elevated guideway is now more than 60% complete, while station construction has commenced at three of the six station locations. The assembly and testing of train cars is underway in Pittsburgh, as the first of 44 train cars that will run on the system will be delivered to LAX in 2021. The first of six steel structures for pedestrian bridges that will connect terminals to the People Mover stations was placed in June, with the remaining to be installed over the next year.
Terminals: Several terminal projects within the Central Terminal Area have made significant strides as well. The extension of Terminal 1, which provides increased baggage and screening areas, as well as a future connection to the Automated People Mover system, opened in May. The renovations of Terminals 2 and 3 took advantage of the downturn in traffic at LAX by closing Terminal 3 to the public, which in turn is helping to accelerate the project schedule by approximately 18 months, with a targeted completion date of 2023.
Intermodal Transportation Facility-West: The Intermodal Transportation Facility-West is a new, approximately 4,300 stall parking structure that will open later this summer, offering both short-and long-term parking. The facility will provide an economy option for travelers when it opens, and will feature the latest in smart-parking technology to create a streamlined parking experience. In 2023, the facility will connect to the Automated People Mover train system, while a shuttle bus will transport travelers to and from the Central Terminal Area in the interim.
Consolidated Rent-A-Car Facility: What will become the largest rental car facility in the world once completed is visible from the 405 freeway. The three buildings that comprise the 6.3 million square foot facility – the Ready Return, Idle Storage and Quick Turn Around – will top off in concrete in July. The facility will connect to an Automated People Mover station and provide a streamlined rental car experience for the hundreds of thousands of travelers who rent cars each year.
Airport Police Facility: The new 160,000-square-foot facility will consolidate police operations into one location on the north side of Westchester Parkway. The project officially topped out in August as it moves toward completion in the fall of 2021.
LAX Fact Sheets