Lufthansa has published a special timetable for its services for Tuesday, September 8.
The action has been taken following a call by the Vereinigung Cockpit pilots’ union (VC) for its members at Lufthansa German Airlines and Lufthansa Cargo to take strike action.
A total of 1,500 passenger flights (including some 170 long-haul services) and seven cargo flights were scheduled to be operated during the planned strike period today.
With a relatively large number of cockpit personnel indicating their willingness to fly, the airline will be able to operate more than half of its intercontinental passenger services despite the VC’s strike call.
All in all, 84 long-haul services from or to Frankfurt, Munich or Düsseldorf will have to be cancelled, while 90 such flights can be operated.
The willingness of many pilots to work despite the strike call will also permit all seven scheduled cargo flights for Tuesday to be performed. Lufthansa Cargo will thus be able to maintain its full flight program.
All Lufthansa customers holding tickets for long-haul travel from or to Frankfurt, Munich or Düsseldorf are urged to check the latest status of their flight on LH.com well in advance of their scheduled departure.
Copyright Photo: Javier Rodriguez/AirlinersGallery.com. Airbus A380-841 D-AIMK (msn 146) arrives at the Frankfurt hub.
Second quarter operating profit €530 million ($582 million) (2014: operating profit of €380 million)
Revenue for the quarter up 11.2 percent to €5,656 million
Passenger unit revenue for the quarter up 5.0 per cent and down 6.6 per cent at constant currency
Fuel unit costs for the quarter up 3.0 per cent, down 12.0 per cent at constant currency
Non-fuel unit costs for the quarter up 3.2 per cent, down 6.9 per cent at constant currency
Operating profit for the half year €555 million (2014: operating profit €230 million), up 141 per cent
Cash of €6,421 million at June 30, 2015 was up €1,477 million on 2014 year end
Adjusted gearing down 8 points to 43 per cent and adjusted net debt to EBITDAR improved 0.4 to 1.5 times
Willie Walsh, IAG Chief Executive Officer, said:
“We made an operating profit of €530 million in the quarter, up from a €380 million operating profit last year.
“At constant currency, revenue was down 1.2 per cent with passenger unit revenue down 6.6 per cent. Non-fuel unit costs were down 6.9 per cent while fuel unit costs were down 12 per cent.
“We said previously that profit improvement would be slower in the second quarter and we are on track to reach our full year targets.
“We continue to take cost out of the business, with both employee and supplier unit costs down at constant currency, and improvements in productivity levels.
“In the half year, we made an operating profit of €555 million which is up from a €230 million operating profit last year”.
Quarter 2 operating profit overview:
IAG’s operating profit for the quarter to June 30, 2015 was €530 million, an improvement of €150 million from the same quarter in the prior year. British Airways made a profit of €453 million (2014: operating profit €332 million); Iberia made a profit of €51 million (2014: operating profit €16 million) and Vueling’s profit was €24 million (2014: operating profit €30 million) on top of a 13.9 per cent capacity increase.
Half year financial review:
On May 26, 2015 IAG and the independent directors of Aer Lingus Group plc (‘Aer Lingus’) reached agreement on the terms of a recommended cash offer for the entire issued ordinary share capital of Aer Lingus to be made by AERL Holding Limited, a wholly incorporated subsidiary of IAG. The offer is for €2.55 per Aer Lingus share, comprising a cash payment of €2.50 per Aer Lingus share and the payment of a cash dividend of €0.05 per Aer Lingus share (paid by Aer Lingus on May 29, 2015 to Aer Lingus shareholders on the register of members on May 1, 2015). The transaction values Aer Lingus’ entire issued ordinary share capital at approximately €1.4 billion. The offer, extended to August 18, 2015, is subject to the terms and conditions that have not already been satisfied which are set out in Appendix I of the Offer document (www.iairgroup.com), in particular acceptance of the Offer having been received in respect of the Aer Lingus shares held by the Ryanair Group.
Operating and market environment
The half year has seen decreasing fuel prices although partially offset by adverse exchange. The improvement in the pound sterling against the euro has generated translation benefits for the Group which again have been partially offset by the US dollar strength.
Revenues in our domestic, LATAM and Asia Pacific markets were up 3 to 4 per cent at constant currency (‘ccy’) on capacity growth of about 8 per cent. The LATAM market has been impacted by weakness in Brazil and Venezuela. Revenues in our European markets rose 8 per cent at ccy while capacity for the Group was increased by 13 per cent partially through seat densification but also reflecting additional capacity in our low cost carriers, Iberia Express and Vueling. Capacity in the Africa, Middle East and South Asia region was reduced 4 per cent but revenues fell further impacted by weakening of oil routes. North Atlantic passenger unit revenues were broadly flat for the six months, down 1 per cent.
IAG increased capacity (ASKs) by 5.3 per cent in the first six months of the year and traffic volumes rose 5.8 per cent, increasing seat factor to 79.3 per cent. The rise in capacity reflects growth at Vueling, restoration of routes at Iberia and seat densification in British Airways’ shorthaul.
Passenger revenue increased 11.5 per cent compared to the prior year six months with approximately 10.4 points of beneficial currency impact. Passenger unit revenue (passenger revenue per ASK) was down 3.8 per cent at constant currency (‘ccy’) from lower yields. Yields have been impacted at Vueling and Iberia by growth. British Airways yields are down related to weakening oil routes and increased competitor capacity on transatlantic routes in addition to the impacts of currency dislocation. Overall the Group has maintained its volumes in the first half of 2015 with seat factor rising 0.4 points.
Cargo revenue for the period decreased by 8.0 per cent at ccy reflecting the reduction in the Cargo freighter programme. The performance of the Cargo business was up with load factors flat, positive mix partially offsetting market price pressure, and benefits from strong cost management.
Other revenue was up 6.3 per cent at ccy. The increase includes a €50 million benefit from the timing of the recognition of Avios revenue. The underlying revenue rose through higher customer engagement at BA Holidays and in the Avios loyalty scheme, partially offset by lower third party maintenance activity in the period.
Employee unit costs improved 3.5 per cent at ccy. The average number of employees reduced by 0.3 per cent and productivity rose by 5.6 per cent with improvements at each airline.
Fuel costs decreased 6.8 per cent at ccy, driven by lower average fuel prices net of hedging. At constant currency and on a unit basis the improvement was 11.7 per cent, with benefits from more efficient aircraft and improved operational procedures.
Handling, catering and other operating costs decreased 1.8 percent at ccy benefiting from an improvement in operations reducing costs related to disruption, including compensation fees and baggage costs. The improvements have been partially offset by higher costs due to additional passengers carried, inflationary price increases and BA Holiday activity.
Landing fees and en-route charges rose 6.4 per cent excluding adverse currency impacts. The performance reflects increased airport charges and additional volume, with ASKs up 5.3 per cent and sectors flown up 6.1 per cent.
Engineering and other aircraft costs were broadly flat at ccy. Increases are driven by volume and price, offset by the reduced freighter flying of IAG Cargo and less third party maintenance activity.
Property, IT and other costs decreased, half of which is due to cost improvements including IT initiatives and the remaining reduction from one-time benefits.
Selling costs decreased 3.9 per cent excluding adverse currency impacts due to the timing of promotions and from improvements in supplier contract terms. The reduction in selling costs was partially offset by volume increases related to additional passengers carried during the period.
Ownership costs increased 1.6 per cent at ccy. At June 30, 2015 the Group had 472 aircraft, an increase of 13 from June 30, 2014. The increase in aircraft primarily related to 22 additional Airbus A320s, while the Boeing 737-400s are being retired.
At constant currency non-fuel unit costs decreased by 4.9 per cent with benefits from exiting the Cargo freighter program and the seat densification at British Airways. Non-fuel unit costs improved at British Airways and Iberia, while Vueling was broadly flat.
Operating profit overview
IAG’s operating profit for the six months to June 30, 2015 was €555 million, an improvement of €325 million from the prior year. British Airways made a profit of €570 million (2014: €327 million); Iberia made a loss of €4 million (2014: €95 million) and Vueling’s loss was €5 million (2014: €0 million).
There have been no exceptional items in the six months to June 30, 2015 or 2014.
The net non-operating cost was €143 million for the six months compared to €75 million for the same period last year. The increase related to ‘Net currency retranslation charges’ from the weakening of the euro against the US dollar and additional finance costs primarily from adverse translation currency with the weakening of the euro against the pound sterling.
The tax charge for the six months to June 30, 2015 is €80 million (2014: €59 million charge) with an effective tax rate of 19 per cent.
Profit after tax
The profit after tax for the six month period to June 30, 2015 was €332 million (2014: €96 million).
For the six months to June 30, 2015, the reported results are impacted by translation currency from converting British Airways’ results from sterling to the Group’s reporting currency of euro. The net impact on the operating profit was €73 million favourable, with an increase in revenue of €814 million and an increase in cost of €741 million, reflecting a 10.3 per cent weakening of the euro versus the pound sterling.
The transactional exchange rate impact across the Group was €167 million favourable on revenues and €194 million adverse on costs with a net adverse impact of €27 million.
The net benefit on operating profit from currency was €46 million for the six months to June 30, 2015.
The Group’s cash position was €6,421 million up €1,477 million from December 31, 2014. British Airways’ cash position was €3,730 million, Iberia €1,118 million, Vueling €829 million and the parent and other Group companies €744 million.
Compared to December 31, 2014, the Group’s adjusted net debt decreased by €618 million to €5,463 million and adjusted net debt to EBITDAR improved 0.4 points. Adjusted gearing improved by eight points.
Principal risks and uncertainties
During the period we have continued to maintain and operate our structure and processes to identify, assess and manage risks. The principal risks and uncertainties affecting us, detailed on pages 87 to 93 of the December 31, 2014 Annual Report and Accounts, remain relevant for the remaining six months of the year.
Other strategic developments
On January 26, 2015, Iberia announced plans to begin flights to Cali and Medellin in Colombia in early July. Iberia highlighted that this has been possible due to its restructuring which has allowed it to achieve a competitive cost base.
Iberia and its subsidiary Iberia Express were the world’s most punctual airlines in January according to the latest ranking published by FlightStats. Iberia led network carriers with 92.72 per cent of flights on time while Iberia Express achieved 96.34 per cent punctuality the highest score among low cost carriers. The airline’s improvement in operational performance has been a key aspect of its restructuring.
British Airways is changing its ‘On Business’ loyalty scheme for small and medium sized businesses to incorporate American Airlines and Iberia. The new partnership will allow On Business members to benefit from collecting and spending across all three airlines under one program.
Vueling Airlines has become the first airline to offer a self-service baggage check-in at its hub in Barcelona, also as part of a marketing agreement, Vueling has begun to install power outlets in the priority seats of its fleet.
On March 4, 2015, Iberia announced that it had reached an agreement with Airbus to take early delivery of eight Airbus A330-200s that IAG ordered for the airline last year to replace Airbus A340-300s. The new aircraft will join Iberia’s longhaul fleet up to 14 months earlier than initially planned, between November 2015 and December 2016.
On March 19, 2015, Vueling signed an agreement with American Airlines to feed its longhaul flights from the US at Barcelona-El Prat and Rome-Fiumicino airports.
On March 29, 2015, British Airways began its Airbus A380 services to San Francisco from London Heathrow adding 6,000 more seats a month between the two cities.
In April 2015, IAG took delivery of its first five Airbus A320s standardized aircraft which have joined Vueling’s fleet. The aircraft are part of IAG’s harmonization plan which aims at reducing costs by standardizing its Airbus A320 fleet across the Group.
On May 13, 2015, Iberia announced that it won 17 out of 21 tendered licenses to provide handling services at Spanish airports. The airline remains the main handling operator in Spain and highlighted that this outcome has been achieved due to the cost and productivity agreements reached with its employees.
On May 27, 2015, British Airways started daily flights to Kuala Lumpur on a four class Boeing 777-200 ER aircraft. The airline also announced two new routes from Heathrow for the winter season. From October 25, 2015, it will start flights to Keflavik (Reykjavik) while services to Salzburg will commence on December 5, 2015.
On June 1, 2015, Iberia resumed its flights to Havana. The five per week service between Madrid and the Cuban capital is operated on Airbus A330 aircraft with new longhaul cabins. These new flights aim to strengthen further Iberia’s leadership between Europe and Latin America.
On June 9, 2015, Vueling announced that it had become a member of IATA (International Air Transport Association). The airline will benefit from lower costs on transactions with IATA members.
On June 17, 2015, the chief executives of IAG, Air France-KLM, EasyJet, Lufthansa Group and Ryanair announced that they will work together to develop an EU aviation strategy which will support growth and jobs across Europe, strengthen the sector and provide more choice and competitive fares to European passengers. This is in response to a consultation by the EU Transport Commissioner Violeta Bulc.
Our mission is to be the leading international airline group. This means we will:
• win the customer through service and value across our global network;
• deliver higher returns to our shareholders through leveraging cost and revenue opportunities across the Group; • attract and develop the best people in the industry;
• provide a platform for quality international airlines, leaders in their markets, to participate in consolidation;
• retain the distinct cultures and brands of individual airlines.
By accomplishing our mission, IAG will help to shape the future of the industry, set new standards of excellence and provide sustainability, security and growth.
Copyright Photo: SPA/AirlinersGallery.com. Iberia will retiring its Airbus A340-300s by December 2016. On March 4, 2015, Iberia announced that it had reached an agreement with Airbus to take early delivery of eight Airbus A330-200s that IAG ordered for the airline last year to replace Airbus A340-300s. The new aircraft will join Iberia’s long-haul fleet up to 14 months earlier than initially planned, between November 2015 and December 2016. Airbus A340-313 EC-GLE (msn 146) departs from London (Heathrow).
Titan Airways (London-Stansted) has retired its last BAe RJ100 after a long association with the UK-built 146 series of aircraft. The airline issued this statement:
Titan Airways RJ100, G-POWF, left the fleet to begin a new role with Canadian operator, North Cariboo Air.
G-POWF, which had been with us for two and a half years, had most recently been employed on a government contract in the Gulf region. The RJ100 superseded Titan Airways’ BAe 146 operations in the Gulf which dated back to 2009.
The role previously fulfilled by Titan is now being taken over by the RAF’s own aircraft.
The departure of the RJ100 is a step in Titan’s long term strategy to operate more modern, economical and environmentally friendly aircraft. In addition to the phasing out of older aircraft types, we have begun actively seeking younger, more efficient aircraft. An Airbus A320-233 was introduced in April and we are looking for further opportunities to expand our charter fleet with Airbus.
Copyright Photo: Christian Volpati Collection. Titan Airways has had a long association with the BAe 146 and its various models. The type has also had a number of liveries. BAe 146-200 G-ZAPN (msn E2119) sports one of those unique color schemes.
The Convair 580 lurched to the left followed by the nose bobbing up and down, then a quick unexpected jab to the right. How much abuse could this airliner take? And we were just taxiing… Seriously, though, Aspen Airways Convair-Liners took a daily pounding over the Rocky Mountains and came back for more, year after year.
Being intrigued by Aspen’s (AP) operation, I put in for jumpseat authority in September 1977. Linking up with the flight crew at the Aspen hangar in Denver, I met captain Bill Rosquist. An immediately likeable person, Bill was in his mid-30s, slim with sandy hair. He introduced me to the 580 Convair that would be assigned the Denver (DEN)-Aspen (ASE) round trips for most of the day: N73133.
Copyright Photo: DDM Photos – Dave Nichols Collection. Convair 580 N73133 (msn 70) rests between flights at Los Angeles. The airliner at this time wears the 1972 two-tone blue scheme. It would later wear United Express colors.
Since it’s “all about the airplanes”, Bill told me the history of this airliner. Manufacturers Serial Number 70, N73133 had been originally purchased and operated by United Airlines in 1953. One of the last Convair 340s flying with UA, Tex Johnston Inc. purchased the airplane in 1968. That company modified it to a 580 but it was a bare-bones conversion with no flight director, updated avionics nor updated panel. N73133 then went through two owners and some desert storage when liberated by Aspen in 1975. The aircraft had always kept its original N number. This Convair-Liner was kind of an orphan with AP. Not equipped like the other 580s in the fleet – purchased from Allegheny and Frontier – N73133 was used almost exclusively on the DEN-ASE run. Today, the airplane was still in the older color scheme of white fuselage with orange cheatline, the last to be repainted. The other nine 580s were resplendent in the super sharp aspen tree leaf design.
The summer and fall are quieter months for Aspen Airways. The airline was adept at wet or dry leasing their excess capacity to other carriers during the slack months. Aspen was also dabbling in scheduled Lake Tahoe and Yellowstone National Park flights from California locations. Two other 580s were rotated into Denver-Aspen service this month and they were at the ready in Denver: N5814, an ex-Allegheny machine and N73126, a former Frontier aircraft.
I would experience three DEN-ASE round-trips today with captain Bill and N73133. I started at 9:00a.m. and would finish at 2:30 p.m. The 110-mile flight took 40 minutes and was flown directly over the mountains; such was the climb performance of the marvelous 580. The turnaround time in Aspen was 25 minutes and at Denver-Stapleton a quick 15. The captain, first officer, flight attendant and I taxied the 50-seater from the hangar to the terminal to start the day’s operation. During my initial cockpit scan I could easily see the economy of this particular aircraft’s conversion. The flight deck layout and goodies did not even compare to the Allegheny 580s I was familiar with. Boarding was quick and basic through a lower level non-jet bridge concourse. Eleven people joined us and we briskly taxied to the active runway. Flaps set at 15-degrees. A reduced power take-off was made. Yes, reduced power, just like the big-boy jets.
During the initial climb, Bill explained that the airplane would need only six minutes to be high enough to clear the mountain peaks which run north and south on the west side of Denver. The east side of town is flat prairie. The skies were completely clear and cobalt blue – it was a great day for flying over the Continental Divide.
One never tires of watching and feeling the Convair 580 perform. It’s like a sled dog musher behind 12 well-trained and fed Alaskan Huskies. When you holler “lets go” the experience is always enriching. Our 580 was climbing at 2500 feet per minute showing 185 knots indicated airspeed. It was purring. As soon as the Convair left 14,000 feet, we were vectored westbound to intercept the airway. Once level at 20,000 feet, our indicated airspeed ticked up to 240 knots yielding a true airspeed of 290 knots. The airspeed indicator needle was in the yellow arc.
Carrying on a conversation in the 580 is doable; it’s not as loud as the 440. Bill reminded me that the airframe of a 580 is pretty much original Convair 340/440. Our speed was much faster than originally performed in the recip version but the design was able to withstand it. Even in the mid-70s, Convair 580s had ten years of exposure on them. There was an Achilles Heel: turbulence. If mountain waved induced turbulence was encountered at an intensity of “severe”, he would have to throttle back to 170 knots. Bill added: “We Always get knocked around on this route but I can maintain 240 knots until it gets nasty.”
At 40-miles west of Denver it started. Even though the skies were incredibly clear, the turbulence was ever present. I could see the great Continental Divide ahead through the windshield; a devil’s backbone of north-south mountains clustered tightly together, all peaking around 14,200 feet. We had been flying over mountains already but the great divide is the mother lode. Even though we were 5,000 feet above the peaks, there was no immunity. The area was sprinkled with the carcasses of unfortunate airplanes that did not make it over the ridge or through a few mountain passes. I also knew that directly off the right wing, near Loveland Pass, was the final resting place of a chartered Martin 404 that ended most of the lives of the Wichita State University (Kansas) football team a few years earlier.
The bumps were mostly hard and jolting. Deep potholes in the airway pummeled us at irregular intervals. Clouds would actually have helped the crew know more about the location and severity of the turbulence. Rocky mountain-based pilots know how to read clouds. Occasionally we experienced that thermal drop where the bottom falls out and everything goes zero-G for several seconds. The flight attendant said that’s when some white knuckle passengers start upchucking. Can you imagine what the Frontier F/As went through with a whole propeller fleet crisscrossing the Rockies?
North of Aspen, captain Bill banked the Convair to the left and set up for the visual approach to runway 15. We would have a 40-degree crosswind at 11 knots. Bill turned his head and with a quick grin said: “No one enjoys flying into Aspen-Pitkin but it’s not terrifying. You can see how close the mountain bluffs are to the airport.” The first officer pointed to two locations of former wrecks. The shards of aluminum and Plexiglas were frequently visible, winking from ledges. Aspen Airways crunched-in their first Convair 240 (N270L msn157) when the gear collapsed on this airport in 1970. Trying to approach and land from the southeast requires a steep descent. It was done more recently with the BAe146 jet but in the 70s it was not the norm. I could see some of the ski runs which are powdery white and contoured in winter but now were rocky and brown. Captain Rosquist made a top notch landing using 28-degree flaps. The 580 does best touching down with only a slight nose-up flare. Reverse pitch is so productive it’s like throwing out an anchor. We deplaned and walked around the ramp.
The turnaround provided Bill a chance to give me a condensed history of Aspen Airways. Founded in 1968 with a base in Denver and a sole route of DEN-ASE. The first aircraft was the ill-fated CV240 purchased from Chesapeake and Ohio Railroad. A replacement 240 – N91237 (msn 140) – was hastily purchased in 1970. The model 240 was barely suitable for the mountainous routes and loads, so CV340/440s were added from 1970-72. All were ex-Delta. The recip fleet totaled four and they gave solid service up to 1978. At the time of this story, AP was using the piston Convairs on charter work away from Colorado.
Copyright Photo: Bruce Drum. Formerly operated by Delta Air Lines in the Deep South, Convair 440-38 N4816C (msn 118) (converted from a 340-38) moved west to serve with Aspen Airways. N4816C is parked at Aspen, Colorado in the summer of 1973.
Needless to say, the 580 Convair was the machine they had been praying for. CV580s were purchased in 1973 and would eventually number 13, with aircraft being bought and sold as needed. Aspen experimented in scheduled routes to various Colorado seasonal ski areas. Charters were quite successful. By 1977, the fleet was at eight airplanes, with four coming from Allegheny and three from Frontier at more than a million bucks apiece.
Time to press on, we enplaned 15 pax and rocketed out of ASE. Taking the safe way, we retraced our inbound track starting with a take-off on runway 33. Flight 418 would have a snack service and on afternoon runs the airplane offered wine and cheese to the folks in the back; very popular and unexpected from a small airline.
Aspen Airways, at the time, was truly the air bridge to the City of Aspen. A long and twisting mountain car drive was reduced to a scant 40 minutes on board AP. In 1977, the walk-up fare was $32 one-way. Blocks of tickets were available to locals for a nice discount. Being a fan of old timetables, I noticed that AP only raised fares an average of 4% a year.
1980 Route Map: Aspen Airways expanded outside of its traditional Denver-Aspen Colorado route west to California with its growing Convair 580 fleet in 1979. Due to Deregulation, Air California, PSA and United Airlines abandoned a lot of local routes, especially to Lake Tahoe. Burbank became the short-lived hub of the West Coast operations.
The well muscled 580 is a kerosene binge drinker, even by 1977 standards. Three hundred gallons an hour goes into the burners at 20,000-foot cruise. At low altitudes, the beast swigs 420 gallons every 60 minutes. This is about double the avgas a CV440 goes through. The piston sister has a max gross weight of 49,700 pounds. The 580 tops out at 53,200 pounds. Wide-open throttle garners 2500 horsepower for the 440 and a whopping 3750 for the beefy 580. The 440 cruises around 190 knots indicated, with the 580 blowing by at a cool 250. Is it worth the much higher purchase price and fuel costs? In the 60s and 70s, the answer was a resounding “yes”. By 1985, it was “no”, even for many of the freight dogs.
The return flight to Denver placed us going in the same direction as the flow of air. Once near the Continental Divide I could feel the airplane surfing the invisible waves. After a while, you could sense climbing over a swell, riding the crest and then rushing down the forward face: “hanging ten” on a 51,000 pound piece of aluminum. This was all cool and such but occasionally the Convair would sink into a trough between two large waves – hello breakfast. From the cockpit, I could easily hear the passengers groan under the force of negative Gs.
As an epilogue, Aspen Airways became a United Express affiliate in 1986, still operating those incredible 580s. N73133 was donated to a museum in Alaska in 1986 but was later freshened up and put back in service with Kelowna Flightcraft in Canada as a freighter during 1992. Conversion to fire fighting air tanker took place around 2000 where it was flown by Conair as C-FKFM. Air Wisconsin purchased Aspen Airways in 1991 and quickly disposed of the Convair-Liners, bringing in their BAe 146s. The other former Aspen 580s found work right away: nine of the thirteen were still active around the world up to 2003.
Copyright Photo: Jacques Guillem Collection. BAE 146-100 N462AP (msn E1017) is seen in action at the Denver base. The jetliner is painted in the orange version of the 1971 livery.
Many flying people will remember Aspen Airways fondly and perhaps a little scarily. I’ll bet you have an Aspen Airways story, too. The giant rolling river of air moving eastward over the Rocky Mountains is still there, every minute of every day, waiting to challenge whatever flying machine wishes to traverse.
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Daily Airline News:
1985 Route Map: In 1984 the company entered into a market agreement with United Airlines and began to add more feeder routes from and to the Denver hub, abandoning the West Coast operation. On September 1, 1986 Aspen Airways became a full United Express carrier and therefore abandoned its unique and colorful liveries for the traditional United brand.
Starbow Airlines (Accra) launched its first international route on August 13 from Accra to Cotonou, Benin.
Starbow is commencing Cotonou services with five flights per week but this service is expected to increase to daily flights within weeks. The nonstop flights will take 45 minutes only, thus reducing the travel time dramatically.
Copyright Photo: Keith Burton. BAe 146-300 9G-SBB (msn E3123) is seen at Southend before delivery to Africa.
Cobham Aviation Services Australia (Adelaide) is planning to expand its scope of operations by using a new gravel kit on its fleet of BAe 146s according to this report by The Australian. The carrier has been experimenting with gravel kits for the past 18 months and plans to fly into remote locations.
Aerovías DAP (Las Aerolíneas de la Patagonia) (Punta Arenas) on June 14 2012 announced the launch of a new regular route linking the southern Chilean city of Punta Arenas with the southern Argentine city of Ushuaia in the Patagonia (the route has been operated as charter flights in the past). A media flight was performed on June 14, while the official start of scheduled operations will be on July 7. The new route will be operated with two flights a week on Mondays and Saturdays. The aircraft that will be operating this new route is the pictured de Havilland Canada DHC-6-300 Twin Otter registered as CC-CHV (above), the same aircraft that was used on the promotional flight of June 14. The Twin Otter covers both cities in about 1 hour and 25 minutes over some very scenic territory.
In other news, Aerovías DAP BAe 146-200 CC-ACO landed in Santiago for the first time on June 12, on a direct flight from Punta Arenas. The jetliner is reportedly to be part of the charter operations on behalf of the mining industry in the northern part of Chile which are to begin soon. Once started, Aerovias DAP will operate from northern Chile to Antarctica.
Top Copyright Photo: Alvaro Romero. DHC-6-300 Twin Otter CC-CHV (msn 709) is being maintained at the Puntas Arenas base. The Twin Otter still wears the basic colors of Brymon Airways.
Bottom Copyright Photo: Alvaro Romero. The pictured BAe 146-200 CC-CZP operates regular scheduled flights from Punta Arenas to Puerto Williams and charter flights to Antarctica during the summer, hence the titles in Spanish.
Copyright Photo: Ivan K. Nishimura. A close-up of Bombardier DHC-8-103 N829EX (msn 146) at Honolulu showing the new sticker.
Island Air (Honolulu) has added a special 30th Anniversary logo (to the left of the forward door) to its Bombardier DHC-8-103 N829EX (msn 146).
The company was incorporated as Princeville Airways in 1980 by Colorado-based Consolidated Oil and Gas. It began scheduled services on September 9, 1980, between Honolulu and Princeville (a resort town on Kauai) using two de Havilland Canada DHC-6 Twin Otters. The company served the regular route between Princeville and Honolulu, primarily for Princeville Resort hotel guests.
In May 1987, Consolidated Oil and Gas sold Princeville Airways to the Aloha Air Group, the parent company of Aloha Airlines. Princeville Airways was renamed Aloha IslandAir and served the growing inter-island commuter routes that Aloha Airlines could not accommodate with its Boeing 737s. In June 1992, Aloha IslandAir registered the name of Island Air as its trade name. In 1995, newly renamed Island Air was granted FAA certification to operate larger aircraft in the islands.