Tag Archives: GRU

Sky Airline unveils a new livery and becomes a LCC carrier

Sky Airline (Santiago) on March 15, 2017 unveiled its new livery and revised brand. The green color of its early years has been kept, while the blue has been replaced by a new violet color.

The new concept includes a green “arrow” (above) in the “K” that is incorporated on the horizontal stabilizer. The modified K letter is always facing forward with the green arrow portion. All Ks in the logo are modified except the one on the left side of the fuselage (below).

The first Airbus A320 (CC-ABV) in the new livery will be unveiled in April after it is painted by Coopesa. The airline will also issue new uniforms for its employees.

The Chilean carrier starting today is also reinventing itself as a low-cost carrier.

All images courtesy of SKY Airline via ModoCharlie.

Alvaro Romero reporting from Santiago, Chile.

The current livery:

Sky Airline (Chile) Airbus A319-111 CC-AIB (msn 2378)  GRU (Rodrigo Cozzato). Image: 931932.

Copyright Photo Above: Sky Airline (Chile) Airbus A319-111 CC-AIB (msn 2378) GRU (Rodrigo Cozzato). Image: 931932.

Sky Airline aircraft slide show:

Advertisements

Alas Uruguay operates its last revenue flight

Airline Color Scheme - Introduced 2015

Alas Uruguay (Montevideo) has operated its last revenue flight. Boeing 737-36N CX-OAC (msn 28563) operated flight YZ163 from Buenos Aires (AEP) to Montevideo on October 24, 2016.

The carrier has now suspended all operations.

The airline recently commenced operations on January 21, 2016.

Alvaro Romero reporting from Chile:

At dusk of October 24 2016 (19:55), the Boeing 737-300 registered CX-OAC of Alas Uruguay, took off from Buenos Aires Aeroparque Jorge Newbery bound for Carrasco airport near Montevideo, Uruguay. The airliner performed the flight YZ163 which is to date, the last of this short-lived airline.

According to local media, the lessor of CX-OAC asked for the return of the aircraft because of debts, while CX-OAA has been preserved some weeks ago before returning it to the owner; it has been said that OAC would be leased by the Chilean company LAW. Before the last flight, Alas halted operations between Montevideo and Asunción, Paraguay last week because of poor loads.

A statement published on Twitter by Alas, indicated that passengers who had bought tickets from October 25 onwards must contact the airline for finding a solution as the flights were cancelled “because of operational reasons”: 300 passengers are affected by this situation.

What would happen to the airline constituted by ex-Pluna workers? Some sources say that there are talks with foreign airlines interested in the routes and the AOC, but current evidence states Alas (wings, in Spanish) is not to fly anymore, as Uruguay government said no more economical aids would be given to the company after supporting it with USD $15 million.

A complex situation not only for Alas’ workers and passengers, but also for the Uruguayan taxpayers.

Copyright Photo: Alas Uruguay Boeing 737-36N WL CX-OAA (msn 28569) GRU (Rodrigo Cozzato). Image: 932748.

AG Read the Real WAN

TAM to reduce its domestic operations in Brazil

LATAM Airlines Group S.A. and TAM S.A. (TAM Linhas Aereas) (Sao Paulo), announced that TAM will adjust its domestic network in Brazil. The group issued this statement:

LATAM Airlines Group logo

In order to allow TAM Airlines to remain committed with its long term sustainable development and growth plans for Brazil, the Company has decided to implement an adjustment to its domestic network at this time.

Given the impact of the challenging economic scenario in the country, caused by an increase in inflation and an appreciation of the U.S. dollar versus the Brazilian real, resulting in a slowdown in the airline industry, TAM is now implementing a gradual reduction of its domestic operations in Brazil of approximately 8% to 10%. As a result, the company has revised its capacity growth (ASK) guidance for this year for the domestic market in Brazil from 0% growth to a contraction of 2 to 4% as compared to 2014.

TAM has been working to adopt several measures to limit the impact of this adjustment on its employees. Nonetheless, the Company estimates it will reduce its staff by less than 2%, considering its normal turnover. Given the Company’s mid-term growth plans, this adjustment will not impact flight crew personnel. TAM will provide support to the affected employees with an outplacement program.

In order to guarantee the best service to its passengers, TAM will continue to serve all domestic destinations that it currently operates.

The Brazilian airline industry has suffered from declining demand, according to National Civil Aviation Agency (ANAC) data. Furthermore, data from the Market Readout of the Brazilian Central Bank released on July 10 indicates that the market projects a further decline of the Brazilian GDP, in 2015, with estimates revised down from a contraction of 1.3% to a 1.5% decline. They also estimate that inflation should end the year at over 9%, while the U.S. dollar is expected to continue to strengthen against the Brazilian real.

“TAM is taking this measure to face the difficult economic scenario of the country. It is necessary to make adjustments to our network while maintaining the connectivity we offer our passengers, and strengthening even further the Company’s competiveness in Brazil ”, said Claudia Sender, CEO of TAM S.A.

“We continue to believe in the country’s recovery and this adjustment in no way affects the Company’s long-term strategy, which include the renewal of the fleet, the feasibility study for the Northeastern hub and the continuous strengthening of our hubs in Brasília and São Paulo/Guarulhos”, she added.

Copyright Photo: Rodrigo Cozzato/AirlinersGallery.com. Airbus A321-231 PT-MXM (msn 5987) with Sharklets departs from the Sao Paulo (Guarulhos) hub.

TAM aircraft slide show: AG Airline Slide Show

AG Full screen views

 

Gol and Delta Air Lines strengthen their strategic alliance

Gol Linhas Aereas Inteligentes (Sao Paulo) has agreed to enter into several strategic transactions with the Constantino Family, Gol’s controlling shareholder, and Delta Air Lines (Atlanta) to strengthen the airlines’ strategic alliance and enhance Gol’s financial position and liquidity.

The airline continued;

Gol logo-2

As part of the agreement, Gol’s controlling shareholder will invest up to $90 million (US) in newly issued preferred shares of Gol and Delta will invest up to $56 million in newly issued preferred shares of Gol. Delta also will guarantee a term loan to be entered into by Gol with third party lenders of up to $300 million. In connection with these transactions, Gol and Delta will extend their commercial cooperation arrangements.

The consummation of each of the strategic transactions is subject to the execution and delivery of definitive documentation and customary closing conditions, including receipt of required regulatory approvals.

Copyright Photo: Rodrigo Cozzato/AirlinersGallery.com. Gol’s Boeing 737-76N PR-GOH (msn 32440) departs from Sao Paulo (Guarulhos).

Gol aircraft slide show: AG Airline Slide Show

JustPlanes 25 Years banner

Star Alliance votes for Avianca Brazil to join the alliance on July 22

The Star Alliance has issued this statement from Warsaw, Poland touting the accomplishments of the alliance. In the report, Avianca Brazil (OceanAir Linhas Aereas dba) (Sao Paulo) has been granted membership and will join the group on July 22:

Star Alliance logo

Star Alliance member carrier LOT Polish Airlines hosted the mid-year Chief Executive Board (CEB) Meeting during which the member carrier CEOs endorsed enhancements to further improve the network travel experience offered to customers and gave the go-ahead for the inclusion of a new member in Brazil.

 

As hosting carrier, LOT outlined its new strategy – a new LOT in a new Europe – under which it plans to double in size over the next five years. In addition to three new connections to Asia – Tokyo, Seoul and Bangkok – it plans more than a dozen new European routes. Announcing the most dynamic growth in the company’s history, LOT said it was competing for leadership in the region and aimed to become the largest network carrier in New Europe.

In their joint discussions, the CEOs reaffirmed the objectives set out by the Alliance’s founding fathers more than 18 years ago, agreeing to continue to build on its key strengths – a global network, a high standard of customer service and making use of modern technology to drive business strategies.

Star Alliance’s aim at launch in May 1997 was to become the leading global airline alliance for the high value international traveller and contribute to the long-term profitability of its member airlines beyond their individual capabilities.

“As a mature Alliance with a comprehensive network and good, close relationships between our member airlines we are excellently placed to offer continuous enhancements in various ways that together improve the Alliance travel experience,” said Star Alliance CEO Mark Schwab.

Avianca Brasil logo

Avianca in Brazil will be added to the network as of July 22nd this year, allowing Star Alliance once again to offer its customers domestic flights in Latin America’s largest and most important market.

“We are delighted that we can include Avianca in Brazil as of next month, which, together with various new hub-to-hub services announced by individual members, signifies that we will boost network connectivity this year,” Schwab added.

The alliance continued in their meeting notes:

2015 has already seen a steady stream of route additions and more new routes will be introduced by the end of the year. These include for example further increasing choice at the Alliance’s Houston hub, with new long-haul flights by Air New Zealand, ANA and EVA Air from Auckland, Tokyo and Taipei. Air China has launched a new flight between Beijing and Montreal while Air Canada will start flying from Toronto to Delhi in December. A new Lufthansa flight from Frankfurt to Panama will establish an important link between a major hub in Europa and Latin America from late November.

Complementing the network expansions, member carriers are deepening their bilateral cooperation by signing code-share agreements. Recent examples include Air India and Air New Zealand, Air India and Avianca, Copa and TAP and EVA Air and Turkish Airlines.

In parallel to this organic network growth, the Alliance continues to monitor market developments and will seize opportunities for membership expansion if and when they arise.
With customer service improvement at the very heart of its activities, the member airlines are continuously looking for joint initiatives that will deliver a better experience – in many cases by introducing new behind the scenes technology to improve transactions between the carriers.
The most recent example of how such background changes can bring visible change for customers is demonstrated by Star Alliance’s award- winning home in London Heathrow Terminal 2, now one year old. The Queen’s Terminal, formally opened on June 23rd, 2014 by H.M. Queen Elizabeth II, uses new technology and processes that allow airlines to work together in its check-in hall, providing a highly automated and efficient service. Customer feedback on the new terminal has been extremely positive.

Dialogue with airports is essential in realising ground service improvements. “We would ask airports around the world to engage with us at a very early stage, as they redevelop terminals or build completely new infrastructures. As the experience at Heathrow shows, this can bring advantages for all,” Schwab said.

Projects are already under way at Sao Paulo – Guarulhos Airport as well as at Tokyo’s Narita Airport. In both cases the check-in halls face space constraints which cannot be resolved by expanding the current infrastructure.

Another service which is currently being rolled out across the network is Gold Track Security – a dedicated security lane for First and Business Class passengers as well as Star Alliance Gold Card holders. This Alliance product is currently available at over 25 major airports and will progressively expanded to the majority of Star Alliance hubs during the course of the year.
The CEOs also reviewed the successful implementation of several new IT systems. These use latest technologies to provide a more reliable and faster service, with better reporting systems in place to diagnose any errors and allow them to be quickly fixed.

An IT hub infrastructure forms the backbone for the majority of the systems required to deliver the Alliance customer promise. This has gradually being extended to handle different forms of business logic and further similar projects will follow. Examples to date include through check-in: which allows passengers to receive their boarding passes for their entire trip from the first point of check-in. Last year saw the introduction of two systems in the field of loyalty programmes.

The one allows faster and better exchange of the frequent flyer data, with the aim of all but eliminating the need to manually claim miles after a flight. The other system ensures the faster communication of status changes across all airlines in the Alliance, allowing customers to make use of their Gold benefits even before a new card is issued.

Schwab said: “Connecting the data networks is just as important as offering ideal flight options as part of our Airline’s schedule. Having our IT Hub infrastructure in place puts us into a unique position to provide the necessary IT technological support required for speedy implementations of new Star Alliance customer benefits.”

In closing, the CEOs reiterated that while adding new members to the Alliance no longer is of the same importance as some years ago, the Alliance business model continues to offer many opportunities for creating additional value for their individual companies. As a consequence, Alliance membership remains an important and integral part of individual member’s business plans, with each airline being able to decide how much value they wish to extract from their Alliance membership.

Copyright Photo: Rodrigo Cozzato/AirlinersGallery.com. Avianca (Brazil) (OceanAir Linhas Aereas) Airbus A320-214 WL PR-ONZ (msn 6110) with Sharklets arrives ath the Sao Paulo (Guarulhos) base.

Avianca Brazil aircraft slide show: AG Airline Slide Show

AG Bottom Ad Bar

Synergy Aerospace Corporation signs MOU for 62 Airbus A320neo aircraft

Synergy Aerospace Corporation, Avianca’s largest shareholder and owner of Avianca Brasil (Sao Paulo), has signed a Memorandum of Understanding (MOU) with Airbus for 62 A320neo Family aircraft. The agreement paves the way for Avianca Brasil to base its fleet renewal and network growth strategy on the A320neo Family.

Synergy Aerospace logo

“These 62 A320neo aircraft will make it possible for Avianca Brasil (OceanAir Linhas Aereas) to take an important leap toward growing and modernizing its fleet, while improving passenger experience,” said German Efromovich, Chairman of Synergy.

Avianca Brasil logo

Synergy has ordered 10 A350 XWBs, six A330-200 passenger, one A330-200 Freighter and 20 A320 Family aircraft. Avianca Brasil currently operates 38 A320 Family aircraft and one A330 Freighter aircraft.

Once the order is firm, Airbus will have sold 407 A320neo aircraft to seven customers in Latin America — Avianca, Azul, Interjet, LATAM, Synergy, VivaAerobus and Volaris. With more than 950 aircraft sold and a backlog of almost 500, nearly 600 Airbus aircraft are in operation throughout Latin America and the Caribbean. In the past 10 years, Airbus has tripled its in-service fleet while delivering more than 60 percent of all aircraft operating in the region. In May, Airbus celebrated its 500th aircraft delivery in Latin America.

Top Copyright Photo: Rodrigo Cozzato/AirlinersGallery.com. Avianca in Brazil operates the current version of the Airbus A319 and A320. Avianca (Brazil) (OceanAir Linhas Aereas) Airbus A320-214 WL PR-OCD (msn 6173) with Sharklets arrives at Sao Paulo (Guarulhos) in the new 2013 Avianca delivery.

Avianca Brasil aircraft slide show: AG Airline Slide Show

Gol’s third quarter net loss widens to $95.2 million

Gol Linhas Aéreas Inteligentes S.A. (Gol Transportes Aereos) (Sao Paulo) reported a third quarter net of BRL 245.1 million ($95.2 million), a notable larger loss than BRL 197 ($76.5 million).

The company issued this full CEO report:

Highlights:

Operating income (EBIT) registered R$ 152 million in 3Q14, R$ 115 million up over 3Q13, with an operating margin (EBIT) of 6.2%, up by 4.5 percentage points. The last twelve months (LTM) EBIT totaled R$ 497 million, with an operating margin of 4.9%.

Net revenue reached R$ 2.5 billion, 10% up over the 3Q13, of which R$ 2.2 billion refers to passenger revenues. Net revenue from cargo and others totaled R$ 272 million, increasing its share from 8% in 3Q13 to 11% of the total revenue. Net revenue LTM stood at R$ 10 billion, a new record, with international revenue accounting for 11% of total revenues, reaching R$ 1.1 billion.

EBITDAR totaled R$ 463 million, 24% up on 3Q13. The EBITDAR LTM came to a record registering R$ 1.9 billion, reducing the financial leverage ratio (adjusted gross debt/EBITDAR) by 4.6 points, from 10.9x in 3Q13, to 6.3x in 3Q14.

Total load factor increased by 8 percentage points to 77.5% in the quarter. This increase more than compensates the 2% decline in yield. As a result, RASK and PRASK increased by 13% and 9% over 3Q13, respectively.

Total CASK grew 7% over 3Q13, while CASK ex-fuel increased by 10%. As RASK moved up 3 percentage points above the CASK ex-fuel, GOL maintained its margin expansion in the quarter reflecting its focus on controlling the manageable costs and increasing revenue.

GOL continued its liability management initiatives in the quarter, which aims to optimize the amortization schedule and reduce the Company’s cost of debt. GOL concluded two senior notes tender offer, totaling US$ 411 million, besides the new issuance of US$ 325 million in bonds due to 2022, at a rate of 8.875%. Its subsidiary Smiles S.A. also concluded a R$ 600 million debenture issuance to finance part of its capital reduction.

In the 3Q14, we recorded operating income (EBIT) of R$ 152 million, an expansion of R$ 115 million when compared to the same period last year, while the EBIT margin moved up 4.5 percentage points registering 6.2%. This was the seventh consecutive quarterly improvement in this indicator, reflecting the continuity and consistent delivery on our results.

Net revenue in the last 12 months totaled R$ 10 billion, a new record, even in a scenario of soft economic growth. GOL’s demand for seats (RPK) grew by 8.3% year over year in the first nine months, representing 53% of the industry’s growth, which reflects the greater attractiveness of our products and services. Domestic supply, however, fell by 2.9%, demonstrating the rationalization strategy that the Company took in place since April 2012. From January to September, 2014, we were the market leader in terms of passengers boarded in the domestic market, reaching the record mark of 27.5 million.

In order to offer greater connectivity, we launched during this quarter two new regional destinations on the domestic market, Carajás and Altamira (Pará), as well as new international flights to Santiago (Chile) from Guarulhos (São Paulo), Miami from Campinas, and to Punta Cana from Guarulhos (São Paulo), Confins (Minas Gerais) and Brasília. In this way, we are the Brazilian airline with the greater supply to the Caribbean, with 78 weekly flights.

The strategy of increasing our international presence has been further reinforced by the expansion of our alliances. This has also strengthened revenue in other currencies, which accounted for 11% of our total revenue in the last 12 months. We implemented a two-way codeshare partnership with Aerolineas Argentinas, allowing us to sell its tickets on our website. We will shortly begin offering the same facility for AirFrance-KLM flights.

In order to ensure an even better flying experience, we extended our GOL+ Conforto seating to our entire domestic route network, with an even greater reclining angle and even more distance between seats. Currently, 94% of our fleet is configured as GOL+ and, by the end of the year, 100% of our fleet will have this configuration. In the third quarter, we also launched an exclusive service in Brazil, our express bag drop service at Congonhas airport. With this new service, the customers can complete one more check-in stage at the self-service totems, labeling and weighing their own baggage, as well as paying for any excess. This is one more simple and intelligent innovation providing our passengers with even greater control and visibility throughout the entire process, since the ticket purchase to the flight.

These new facilities have strengthened our capacity to ensure an even better flying experience for leisure passengers, and to be more attractive to the corporate client. Even in the midst of a challenging economic scenario in Brazil, resulting in reduced demand from corporate customers, GOL was the airline company leader in tickets issued for the corporate segment, according to Abracorp (Brazilian Travel Agents’ Association).

Continuing with our measures to strength our balance sheet, we concluded two senior notes tender offers totaling US$ 411 million. Also, we concluded a senior notes issuance this quarter, totaling US$ 325 million at 8.875% p.a. due on 2022. These actions aim to optimize the debt profile, avoiding major amortization pressure in the next three years and reduce the financial cost. We closed the quarter with R$ 2.7 billion in cash position, equivalent to 27% of revenue in the last 12 months, which is essential to pass through periods of high market volatility. The financial leverage ratio (adjusted gross debt/EBITDAR) stood at 6.3x, 4.6 points down on 3Q13.

I would like to thank our customers for their loyalty, our Team of Eagles for their commitment and investors for their confidence posted on the Company. We celebrated on September 8, 2014 in the New York Stock Exchange (NYSE) the 10-year listing of GOL, in which we reiterated our commitment to the transparency and communication with our shareholders, which reinforces our vision of being the best company to fly with, work for and invest in.

Paulo Sérgio Kakinoff

CEO of GOL Linhas Aéreas Inteligentes S.A.

Copyright Photo: Marcelo F. De Biasi/AirlinersGallery.com. Gol’s Boeing 737-7Q8 PR-GIL (msn 30635) approaches the runway at Sao Paulo (Guarulhos).

Gol aircraft slide show: