http://www.iata.org/ AIRLINES FINANCIAL MONITOR (1) Airline share prices were up 2% in September compared to August, supported by low jet fuel prices. Airline shares outperformed the broader market which fell 4% over the month; The financial performance of the airline industry has been mostly solid up to the middle of the year, with Q2 results showing large profit improvements in the US and Asia Pacific, but down in Latin America;Crude oil prices stayed below $50/bbl in September, kept down by expectations of supply increases from Iran and the US as well as a softer demand outlook; Passenger yields in the US continue to fall and although the US$ appreciation has exaggerated declines in global fares, currency adjusted levels are also down, by 6% on a year ago;Weakness in yields and fares reflects downward pressure from declines in fuel costs and stronger growth in capacity relative to demand in some regions; RPK growth was strong in August and the trend for 2015 remains robust. FTKs were stable, but the industry was 2% smaller in August compared to 2014 year-end;Growth in seats accelerated in August with net storage activity falling, but remained in line with growth in demand;Passenger loads reached a record high in August (80.6%, seasonally adjusted) as demand outstripped capacityexpansion, but air freight load factors fell further to levels not seen since mid-2009
http://www.iata.org/ (2) Financial indicators Airline shares rose 2% in September as the broader market fell 4% compared to August Airline share prices were up 2% in September compared to August. Airline shares bucked the trend in the broader market, with the FTSE Global All Cap falling 4% over the same period. Globally, financial markets have been impacted by adverse developments in some markets, most notably in China. Airline share prices, however, have been supported by strong Q2 financial results as well as recent declines in oil prices. Airline share prices in all regions were up in September. Q2 financial results show strong profit gains in the US and Asia but down in Latin America Airline financial performance has been improving strongly up to the middle of the year. A sample of 82 airlines shows that the industry financial performance improved significantly on the year ago period in Q2 2015. The increase was driven by North American airlines, where consolidation and lower fuel costs have resulted in a significant boost to profitability. Airlines in Asia Pacific were also up on a year ago supported by cost cutting measures and easing fuel cost pressure. Airlines in Latin America, by contrast, struggled with falling yields and recession in major economy Brazil
http://www.iata.org/ (3) Fuel costs Crude oil price prices remain below $50/bbl on expectations of supply increases Crude oil prices fell below $50/bbl in January, thelowest price seen for the past 6 years. Since then, there have been two small rallies, but so far in 2015, the average crude oil price has been $57/bbl. August and September saw further weakness in oil prices, with levels falling back below $50/bbl, down by 22% compared to July. The recent weakness reflects expectations of supply increases from Iran and the US. In addition, the demand outlook has weakened with a slower than expected global economic growth, especially in key economies like China. Yields Passenger yields remain weak worldwide, reflecting lower fuel related costs In August, US passenger yields were down 4% year-to-date. The weakness in yields likely reflects downward pressure from declines in fuel costs. In US$-terms average global fares were down 13% in the first 7 months of this year, compared with the year ago period. However, if we hold exchange rates constant to eliminate the translation effect of the stronger US dollar, global fares were down 6% over the same period. The US dollar appreciation is exaggerating the downward pressure on fares, but there is still some underlying downward pressure evident
http://www.iata.org/ (4) Demand RPK volumes increased in August and FTK volumes were stable after months of decline Air transport volumes increased again in August, sustaining the robust growth trend after a moderation in June. Weakness in some emerging markets, including China, has been placing downward pressure on global economic growth. However, growth in RPKs, particularly the more price sensitive economy class leisure travel, has received some help from lower fares. Air freight volumes were broadly unchanged in August compared to July. The stability is a welcome development after months of decline throughout most of 2015. The weakness that has plagued air cargo this year is consistent with a trend change in world trade, particularly in emerging Asia, where trade has been in notable decline throughout much of H1 2015.
Capacity ASKs continue to expand as do AFTKs, despite weakness in air cargo markets There was a slight 0.3% increase in passenger capacity in August compared to July. Carriers in all regions experienced capacity expansion on international markets, while on passenger markets there was some contraction in ASKs in Brazil, India and Australia. Air freight capacity growth moderated in August compared to July, expanding 0.2%. But looking over the past several months, the trend in AFTK growth has been strongly positive for much of 2015, in contrast to developments in demand volumes.
http://www.iata.org/ (5) Growth in seats ticked-up slightly in August, but still in line with growth in demand Growth in available seats ticked up slightly in August, reaching a 0.7% rate of increase compared to July. New aircraft deliveries were quite stable in August (120), compared to July(121). But there was a net decrease in storage activity over the period. Growth in seats reached an 8% annualized rate in August, which is in line with the current growth in demand and should help sustain loads and aircraft utilization rates
Passenger loads reached record highs in August but air freight load factors fell further Passenger load factors reached record highs in August, at 80.6% on a seasonally adjusted basis.1The increase in seasonally adjusted load factors resulted from a strong pick-up in volumes that outstripped growth in capacity. The pick-up in load factors was seen across both domestic and international markets. Cargo load factors fell in August compared to July. The modest expansion in volumes was met with a strong increase in capacity. Air freight load factors have been in decline since Q1 2015, down to levels not seen since mid-2009, on a seasonally adjusted basis.
http://mobile.dudamobile.com/ Lufthansa return to Nairobi generates controversy (1) Lufthansa, which forced partner Brussels Airlines off the Nairobi route in exchange for flights to Accra, Ghana, is coming under severe and sustained critique. Apparently, the airlines has made a U-turn and is scaling back the number of services operated from the envisaged four to just three, in addition to which a smaller aircraft is now scheduled to operate the Frankfurt to Nairobi flights from midOctober. The news a few months ago that Brussels Airlines, which operated an Airbus A330-200 from Brussels via either Bujumbura or Kigali to Nairobi before returning to Brussels nonstop, had been pushed to accept a deal reportedly forced upon them by senior partner Lufthansa, to yield the route to Kenya to them, had caused some serious consternation among travelers and travel agents alike. At the end of the 1990s, Lufthansa ditched the Nairobi route under the flimsy pretext of not having a suitable aircraft after the sale of their Airbus A310 fleet, though insiders at the time speculated that the Africa management forced the decision over revenues as flights to destinations like Asmara and Addis Ababa continued uninterrupted. ―They could not stand the competitive heat over low fares, that is the truth about what happened back then,‖ volunteered a Nairobi-based travel agent before adding, ―We were happy with Brussels Airlines. They were punctual, offered good fares and good service. Many of us are sad that they were pushed out of Nairobi, and the latest news about Lufthansa now
http://mobile.dudamobile.com/ (2) scaling back flights from four to three is just a reminder how they abandoned Nairobi 15 years ago. In fact, if the rumors are true that they intend to use a small single-aisle aircraft, they are very mistaken if they think they will make an impact in Kenya. Airlines like Qatar or Etihad use the Airbus A320, but that is only for a flight of about 5 hours. Frankfurt to Nairobi is eight plus hours, and squeezing people into a small aircraft will be self-defeating. The Gulf airlines, BA, KLM, Turkish will all have a field day to demolish Lufthansa’s sales efforts.‖ Another senior travel agent rubbished the Lufthansa return altogether when commenting on the emerging news that the airline planned to scrap the Sunday flight and change the aircraft from a wide-body to a Boeing B737-700: ―For one, an airline like Lufthansa is expected to operate daily flights and absorb the startup cost until the route is profitable. Secondly, reducing the already ridiculous four flights to three is doing their reputation a lot of extra damage. People are asking why do you come back with a very limited service? Thirdly, the distance is just too long to use a single-aisle aircraft for the route, a very bad way to relaunch and re-enter Kenya. Fourthly, even when they eventually bring a wide-body it is an old Airbus A340, in other words they offload their rubbish equipment on the Kenyan market. Why, and I asked you that before, did they not just let things be as they were. They codeshared with Swiss and Brussels Airlines and it worked well. This is just an ego trip for them it seems, and the way they are starting up makes them a laughing stock. You wait and see how the likes of Emirates, Qatar, Turkish, KLM and BA will take them apart. Foolish, very foolish.‖
http://mobile.dudamobile.com/ (3) Wait and see it for sure as all eyes are on the inaugural flight and what whoever comes to Nairobi to represent Lufthansa on the occasion will have to say in mitigation of such poorlyplanned changes sprung on the Kenyan market at the very last moment. ―We had high hopes for a big global airline like Lufthansa to come back to Nairobi,‖ said a regular source close to the Kenya Tourism Board before adding, ―Now it seems for whatever commercial reasons they have, they are not delivering what they promised. That is a big letdown, because the net effect, after Brussels Airlines goes away, is a loss of available seats, not an increase as we were told. This is very disappointing from a company like Lufthansa, very disappointing.‖ No doubt the airline will now use spin doctors and local PR links to mitigate this rather unmitigated re-entry disaster and everyone will watch their next moves and the reasons they will give to the public.
http://centreforaviation.com/ (1) Ethiopian Airlines, IndiGo, Qantas, Athens, Budapest, Vancouver, IBS receive awards at CAPA dinner Ethiopian Airlines, IndiGo and Qantas Airways received the top airline awards at the 2015 CAPA Aviation Awards for Excellence, held on 7-Oct-2015 in Helsinki as part of CAPA’s 2015 World Aviation Summit.Athens, Budapest and Vancouver were winners in the airport categories, picking up awards at a gala dinner hosted by Travelport. Now in its thirteenth year, CAPA’s Aviation Awards for Excellence are intended to reward airlines and airports that are not only successful but have also provided industry leadership in an always changing environment. At a time of industry upheaval, our winners are adopting strategies that offer new directions for others to take up. Award candidates were independently researched and shortlisted by a team analysts at CAPA - Centre for Aviation and partners at Heidrick & Struggles. Winners were then selected by an independent global panel of eight judges. The judges for the 2015 awards included: Dave Barger, Jon Boyle, Rigas Doganis, Peter Harbison, Andrew Herdman, Barry Humphreys, Mike Szucs and Professor Nawal Taneja. Brendan Sobie from CAPA and Con Korfiatis from Heidrick & Struggles were the co-moderators. Ethiopian Airlines was named the CAPA Airline of the Year. This award is given to the airline that has been the biggest standout strategically during the year, has had the greatest impact on the development of the airline industry, established itself as a leader, and provided a benchmark for others to follow.
http://centreforaviation.com/ (2) Ethiopian was selected by the judging panel for its ability to establish pan-African operations and thrive in an increasingly important emerging market where most airlines have struggled. Ethiopian has been a clear standout and emerged as the leader in Africa with a pioneering strategy. ―Ethiopian has doubled in size since the beginning of the decade while most other major African carriers have grown only slightly or not at all, successfully expanding its hub operation‖ said Mr Harbison. ―It has been consistently profitable over this period while most of its competitors in Africa have struggled financially in recent years.‖ CAPA noted that Ethiopian has rapidly expanded its network in Africa, which now consists of a leading 45 destinations. Its position in Africa has been further strengthened by pursuing joint ventures and investments in other African carriers. Ethiopian has also pursued rapid and successful expansion in Asia, where it now has 11 destinations, positioning Addis Ababa as the leading hub for the growing Asia-Africa market despite intensifying competition for such traffic from the Gulf carriers/hubs. Several new partnerships have been forged including with ANA, Singapore Airlines and United Airlines, leveraging Ethiopian’s membership in Star. IndiGo was named the CAPA Low Cost Airline of the Year. This award is given to the low cost airline that has been the biggest standout strategically, established itself as a leader, been most innovative, and provided a benchmark for others to follow.
http://centreforaviation.com/
(3) IndiGo was selected by the judging panel to for its ability to thrive in an extremely challenging market. The judges were particularly impressed by the execution of IndiGo’s executive team. ―In less than 10 years IndiGo has grown to become India's largest domestic airline with a market shareof close to 40%,‖ Mr Harbison said. ―Despite operating in a very challenging market, IndiGo has consistently reported profits for each of the last seven years, including a record profit in FY2015. Over the same period India's airlines combined have lost in excess of USD10 billion.‖ CAPA noted that IndiGo is now in the final stages of preparing for an historic initial public offering which is expected to value the airline at about USD4 billion. IndiGo has established a very positive brand reputation for the quality of its service, clean aircraft, innovative F&B packaging and its efficient operating model with the lowest cancellation rate and best on-time performance among the main Indian carriers. IndiGo’s on-time performance and schedule integrity has been an industry benchmark in India since it launched. Over the last year IndiGo has maintained stability in a challenging market while all its main competitors have faced a crisis. IndiGo is now attracting significant interest from potential foreign airline investors and global alliances. Qantas Airways was named the CAPA Airline Turnaround of the Year. This award is given to the airline that has had the most impressiveturnaround while establishing an innovative strategic direction for their business and the industry. Qantas CEO Alan Joyce was also named the CAPA Airline Chief Executive of the Year. This award is given to the executive who has had the greatest individual influence on the aviation industry, demonstrating outstanding strategic thinking and innovative direction for the growth of their business and the industry. .
http://centreforaviation.com/ (4) Mr Joyce accepted the Airline Chief Executive of the Year award from Mr Harbison and the airline Turnaround of the Year award from TravelportGlobal Head of Product and Marketing Ian Heywood. Qantas and Mr Joyce were chosen by the judging panel for the group’s remarkable turnaround. The judges were particularly impressed by the massive restructuring programme led by Mr Joyce and his ability to tackle complex industrial relations challenges. ―What Qantas has achieved under Mr Joyce’s leadership is one of the most remarkable turnarounds in the history of the aviation industry,‖ Mr Harbison said. ―The restructuring is particularly noteworthy as it was intelligently implemented without the benefit of Chapter 11 style bankruptcy protections.‖ CAPA noted that Qantas turned a pre-tax profit of almost AUD1 billion in the fiscal year ending Jun-2015, surpassing market expectations and representing a turnaround of AUD1.6 billion compared to the prior year. All operating segments are now profitable, including the international division which has returned to an operating profit after several years of losses – and is now expanding again. The turnaround follows a period of significant losses and restructuring initiatives which have proven to be successful despite being controversial internally, publicly and politically. The transformation has been driven primarily by process related cost-cutting initiatives and strategic adjustments. CAPA highlighted Mr Joyce's strong will in taking very hard decisions – grounding the airline during a battle with three key unions over demands on conditions, large redundancies and capacity discipline, especially in the domestic market – contributed to the turnaround. Mr Joyce also has driven new partnerships, including the bold decision to tie up with Emirates and more recently expand its partnerships with China Eastern andAmerican. Qantas meanwhile has continued to invest in its group of airlines and its product with significant new product investment in business class, lounges and most recently a 787-9 order for Qantas International. .
http://centreforaviation.com/ (5 ) Athens Airport CEO Yiannis Paraschis was named the CAPA Airport Chief Executive of the Year. A new category established for 2015, this award is given to the airport executive who has demonstrated outstanding strategic thinking and innovative direction for the growth of their business and the industry The judging panel selected Mr Paraschis for his pioneering work at Athens Airport and his ability to thrive in an extremely difficult environment. ―Athens has continued to record consistent growth in passenger numbers despite the debt crisis,‖ Mr Harbison said. ―Athens’ initiative under Mr Paraschis to work with airlines to reduce domestic fares by offering a reduction in charges is a hallmark example of strategic thinking and innovation. The initiative succeeded at stimulating domestic travel despite challenging market conditions.‖ CAPA noted that passenger growth at Athens was 1% in 2014 and has again exceeded 20% so far this year, a remarkable achievement given the economic and political situation in Greece. Mr Paraschis has been CEO of Athens since 2007, leading and expanding the airport through an extremely challenging period. Mr Paraschis has also been active as a board member of ACI World, serving as vice-chairman from 2009 to 2011 and chairman from 2011 to 2013. CAPA also noted that Athens Airport has received a high rating in the ACI Airport Carbon Accreditation programme and was recently named one of the world’s most efficient airports by the ATRS annual benchmarking study. Budapest Airport was named CAPA Airport of the Year. This award is given to the airport that has been the biggest standout strategically, established itself as a leader and done the most to advance the progress of the aviation industry.
http://centreforaviation.com/
(6)
The judging panel selected Budapest for its ability to diversify and resume growth through strategic initiatives that are pioneering for the airport sector. ―Budapest proved its mettle following the demise of national carrier Malev in 2012, which resulted in the loss of 33% of its passenger traffic and 40% of its revenues,‖ Mr Harbison said. ―It has since successfully battled to attract a broad range of carriers to replace Malev and is now growing rapidly, including 8% growth in 2014 and about 13% growth so far in 2015.‖ CAPA noted that the record numbers have helped the balance sheet of Budapest Airport, indicating solid financial grounds for accelerating the next phase of development plans which includes an on-site hotel, airport city development project, cargo base, new pier and a new check in hall within the mid-term range. Stakeholder relations, especially with all ministries within the Government of Hungary, are also at an all-time high. Budapest Airport is forecast to reach the 10 million passenger landmark in 2015. It has welcomed four new airlines and 18 new routes over the last 12 months, including four new longhaul routes. Vancouver Airport Authority won the Airport Product Innovation of the Year for BorderXpress. A new category for 2015, this award is given to the airport or IT supplier responsible for the most powerful The judging panel selected Vancouver Airport for being extremely innovative and taking the strategic initiative to develop a product that has significantly impacted the airport sector. ―Vancouver Airport has been a pioneer with its development of BorderXpress Automated Passport Control Kiosks, which has reduced waiting times by over 50%,‖ Mr Harbison said. CAPA noted that BorderXpress is now being used in about 25 airports across Canada, US andCaribbean and in the Vancouver seaport information technology innovation in the airport sector.
http://centreforaviation.com/ (7) Since the beginning of 2014 the kiosks have been successfully introduced at 20 additional airports, improving the efficiency of immigration process and passenger experiences. With the kiosks four times more travellers can be processed per border officer. IBS won the Airline Product Innovation of the Year for iCargo. A new category for 2015, this award is given to the airline or IT supplier responsible for the most powerful information technology innovation in the airline sector IBS Group CEO Rajiv Shah accepted the award from Mr Harbison. The judging panel selected IBS for its innovative approach to developing an IT solution with collaboration from five major airlines. CAPA noted that iCargo went live at Lufthansa Cargo in Jun2015, when the launch customer achieved a seamless cutover to the cargo management IT solution. The new system is now supporting Lufthansa Cargo operations at three hubs and more than 300 global destinations About CAPA, Heidrick & Struggles and the CAPA Aviation Awards for Excellence Established in 1990, CAPA – Centre for Aviation is the leading provider of independent aviation market intelligence, analysis and data services, covering worldwide developments. Heidrick & Struggles is a premier professional services firm providing executive search, culture shaping and leadership consulting services. It has a specialist aviation team which works with airline, airport and the broader aviation industry, clients across the globe.
http://centreforaviation.com/ (8) The CAPA Aviation Awards for Excellence have recognised strategic leadership in the aviation industry since 2002. The awards are not driven by customer surveys or sponsorship. They are independently researched by CAPA and Heidrick & Struggles and selected by an independent international panel of judges. Initially limited to Asia Pacific and the Middle East, CAPA expanded the awards in 2012 to include all regions. This year the Aviation Awards of Excellence will be presented at two gala dinners, one for the global industry and one for AsiaPacific including the Middle East. The CAPA Asia Pacific Aviation Awards for Excellence will be awarded on 23 November in Singapore as part of the CAPA Asia Aviation Summit. For more information on the CAPA Asia Aviation Summit and awards dinner click here. Click here for previous winners of the CAPA Aviation Awards for Excellence For more information on the CAPA Aviation Awards for Excellence including media queries please contact Brendan Sobie, CAPA Chief Analyst and Aviation Awards for Excellence Co-moderator, at bsobie@centreforaviation.com
http://www.newindianexpress.com/
United Airlines Flight Diverted After Copilot Passes Out HOUSTON: A United Airlines flight carrying nearly 200 people made an emergency landing in New Mexico after the co-pilot passed out, a day after an American Airlines captain died during a flight from Phoenix to Boston. United Flight 1614, scheduled to fly from Houston to San Francisco, landed at the Albuquerque International Sunport yesterday after the captain told controllers that the first officer had fallen unconscious during the flight, airport spokesman Daniel Jiron said. The first officer was able to walk off the plane, and he was taken to a local hospital, Jiron said. Information on his condition and what ailed him was not available, CNN reported. United said it was working to get the plane's passengers to their destinations. The emergency landing came a day after an American Airlines pilot, 57-year-old Michael Johnston, died during a flight from Phoenix to Boston. The co-pilot of that flight landed the plane in Syracuse, New York, where a medical examiner's office said Johnston died of natural diseases.
http://www.bizjournals.com/
Ethiopian Airlines could buy $7.4 billion worth of Boeing's new 777X jets Ethiopian Airlines may be about to give Boeing's new 777X facility in Everett a bump. The East African airline is reportedly considering buying 15 to 20 of Boeing's new 777X planes worth about $7.4 billion at list price, according to the Wall Street Journal. The airline's CEO told the WSJ that the company considered buying Airbus' A350-1000 planes, but is leaning toward Boeing (NYSE: BA) because the high-altitude hub puts a strain on plane performance. UPCOMING EVENTS 100 FSee More Events The 777X is a larger airplane than the A350, and the 1000 version of the A350 is stretched to the limits of its capacity to get as many people on the planes as possible. Boeing won 259 air show orders for the 777X at the 2013 Dubai Air Show, but it hasn't won many since then. Qatar ordered 10 at the Paris Air Show in June. Airlines have ordered only 20 of the planes so far this year. Still, demand for Boeing's new 777X is expected to be strong. In the meantime, Boeing is trying to get airlines to buy up the older model 777s to keep the production line going until the new version is ready. A Goldman Sachs analyst predicted this week that Boeing won’t be able to keep building 777s at the current rate of 8.3 planes per month until the new 777X is in full production after 2020 because Boeing doesn’t have enough orders for the older model.
http://news.airwise.com/
ANA-Ethiopian JV Possible In Future ANA and Ethiopian Airlines could one day be interested in a joint venture on routes between Japan and Africa but not at the moment, executives from the carriers said. ANA has joint ventures with United in North America and Lufthansa in Europe, so Africa would theoretically be a logical next step. Ethiopian Airlines chief executive Tewolde Gebremariam said volumes between Japan and Africa first needed to increase and that the two carriers, both members of Star Alliance, had to regain market share from Gulf carriers. "It's all about volume," Gebremariam told the CAPA World Aviation Summit in Helsinki. "How do we regain market share between the two home carriers? When that traffic market share grows, then we will reach a point for a joint venture." ANA is however trying to improve relations with carriers in nearby countries to reflect increasing traffic flows into Japan from countries such as Thailand, Singapore, China and Taiwan, said Keisuke Okada, senior executive advisor to ANA's chairman. "We are trying to make better relationships," Okada said, adding that one way to do so was by the use of equity stakes, although he said that was not necessary in order to form an alliance. Abu Dhabi-based Etihad has attracted attention for its use of equity stakes, in airlines such as Alitalia and Air Berlin, to form its own airline partnerships, rather than going down the traditional route of airline alliances. "Money is not the only way to make a happy family. Alliances and family are quite similar," Okada added.
http://www.11alive.com/
Airbus reveals idea to stack airplane seating, passengers on top of each other Airlines have done just about everything they can to cram in more seats, and as a result we’re now at the point airplane seating has gotten so crowded that a consumer group has asked for a new Passenger Bill of Rights to set minimum airplane seat size. But more seats equal more money, and Airbus has come up with a new way to add even more seating into already limited space: do the same thing cities do when they run out of space and can no longer build across — start building up. The plane manufacturer has filed a patent with the European Patent Office for designs. The new layout would feature a raised mezzanine for extra seating inside the cabin. If the seating plan ever comes to fruition, not only will you have someone’s seatback to worry about, you might get one more passenger coming down above you. As the patent diagrams show, you could at least have a booty hanging above your face (and what could be wrong with that?). But don’t worry, the patent assures the new design will still provide, ―a high level of comfort.‖ ―In the reclined lying position, the backrest portion may extend at an angle of approximately 130 to 180 relative to the seating portion. In one embodiment of the passenger seating arrangement…at least one of the first and the second seat in its reclined lying position, is provide an entirely flat supporting surface.‖
http://www.11alive.com/
Well, that does sound nice, particularly for those sitting up top — as long as they don’t mind climbing down from a glorified bunk bed every time they want to stretch their legs or use the bathroom. This could be a significant improvement over modernday economy. But the patent actually recommends this scheme for business class, which does make sense from an available space perspective, but it’s hard to imagine anyone who’s paid several thousand dollars for a ticket agree to be ―stacked‖ in any way, shape or form. How it’s all stacked remains a very open question, as the patent proposes no less than seven formations. Some look more appealing than others. Figure 10, for example, has passengers facing each other in a way that’s not totally dissimilar to the recently revealed ―honeycomb‖ seating plan that was the subject of internet outrage. Thankfully, the idea remains just that, according to one :
http://www.11alive.com/
This does not mean they are necessarily going to be adopted into an aircraft design. This preserves the innovation and idea.‖
http://www.people.com/
Passenger Thanks 'Hero' Co-Pilot Who Safely Who Safely Landed American Airlines Flight After Pilot's Sudden Death: 'There Was No Panic' (1) When an American Airlines pilot died suddenly during a red-eye flight early Monday, the plane's first officer made a successful emergency landing, saving the lives of 152 people on board. One of those passengers, novelist and mother of two Heidi McLaughlin, is hoping to give that first officer the recognition he deserves. "The co-pilot landed this plane as his partner died right next to him," McLaughlin tells PEOPLE. "That to me is a hero." The captain, who has been identified as 57-year-old Michael Johnston, died of a heart attack somewhere en route from Phoenix to Boston, his wife Betty Jean Johnston told NBC News. In an audio recording from the cockpit posted by LiveATC.net, the co-pilot can be heard telling the control tower, "A medical emergency. Captain is incapacitated, request handling for runway one zero landing." After requesting the emergency landing in Syracuse, New York, the first officer, whose name has not been released, managed a smooth landing amidst the chaos. The co-pilot handled the emergency landing so calmly, McLaughlin says, that passengers' only indication that something was wrong was that "the flight attendants were crying."
http://www.people.com/
(2) There was no panic, our oxygen masks didn’t fall from overhead, our luggage didn’t come rolling out," she continues. "If we didn’t find out after, we would have had no idea [that the pilot had died]. The co-pilot put that bird down so fast and so efficiently." Passengers deplaned in Syracuse while EMTs attended to the pilot. After the pilot's body was removed, passengers boarded the same plane and a replacement crew completed the flight's path to Boston. "Now that it's all said and done, it all kind of sits on you that this could’ve been so much worse," McLaughlin says. "[The co-pilot] could’ve panicked, he could’ve freaked out, he could’ve not been in the cockpit when all this happened. This could've easily turned into such a huge catastrophe that he avoided." She adds, "It's a hard thing to grasp at the end of the day when you realize that we might not be here if he didn’t act the way that he did."
https://www.washingtonpost.com
Workers attack Air France managers, forcing them to flee Air France director of Human Ressources, Xavier Broseta, right, and Air France assistant director long-haul flight, Pierre Plissonnier, center, are protected by a police officer as they flee Air France headquarters at Roissy Airport, north of Paris, after scuffles with union activist, Monday, Oct. 5, 2015. Union activists protesting proposed layoffs at Air France stormed the headquarters during a meeting about the job cuts, zeroing in on two managers who had their shirts torn from their bodies, scaled a fence and fled under police protection. (Jacques Brinon/Associated Press)"
ادارة العالقات العامة -الشركة القابضة لمصر للطيران