Market Report Trends in Air Traffic Control Opportunities in the Middle East

Total Page:16

File Type:pdf, Size:1020Kb

Market Report Trends in Air Traffic Control Opportunities in the Middle East Co-located with: Market Report Trends in Air Traffic Control Opportunities in the Middle East Prepared by: TRENDS IN AIR TRAFFIC CONTROL: OPPORTUNITIES IN THE MIDDLE EAST IATA estimates global passenger traffic movements will double to 8.3 billion per annum by 2037 with the centre of activity moving to Asia. Fuelled by low cost carriers and the emergence of middle-class wealth, air travel will continue to grow and dominate and with it, air traffic control management (ATCM). A recent report stated the ‘Global Air Traffic Control market accounted for $30.93 billion in 2017 and is expected to reach $105.20 billion by 2026 growing at a CAGR of 14.6%’ Regionally, the Middle East is showing 4.4% CAGR in passenger numbers and Africa is experiencing 5.01% growth. By 2037, the total Middle Eastern market size should be 501 million passenger movements annually. Furthermore Dubai, as the world’s busiest airport for international traffic, is likely to remain in this position due to its strategic location between Europe and Asia as well as being a hop the ‘Kangaroo Route’ to Australia. This growth will equate to investment in the latest in air traffic control management (ATCM). Dubai’s national air navigation service provider, dans, invested AED$60 million (USD$16 million) into soft and human infrastructure to support the expected 1.2 million annual air traffic movements in UAE airspace in 2025. Another major investment and progression for regional air traffic management came in 2017 when GCAA UAE (General Civil Aviation Authority) pressed go on the ground-breaking performance- based navigation system. This new system offers more automation and dynamic control than traditional signal-based systems delivering greater scheduling efficiency, improved aircraft on time performance plus reducing fuel wastage and fallout. The Emirates are not alone in their investments. Reportedly, USD$50 billion worth of aviation projects were under construction in the Gulf region in 2018. Bahrain announced a BD13 million (USD$37 million) project to upgrade their ATCM systems including BD2.4 million (USD$6.4million) on a new ATC centre to manage the expected growth in traffic in the coming two decades. This is in addition to the USD$1.1 billion being spent in the country on a new passenger terminal. Whilst Saudi Arabia selected Thales to upgrade its radar to Monopulse Secondary Surveillance Radars (MSSR) Mode S for Jeddah, Riyadh, Damman and Jazan Airports. Kuwait has committed to investing a total of USD$20 billion in human resources and infrastructure for commercial aviation. The investment program includes a new greenfield airport development in the country plus a new ATC tower for the existing Kuwait International Airport. An additional KD 10.19 million (USD33.6 million) will be spent over five years in a management deal with Deerns to develop navigational, meteorological and technical systems to support the ATCM of the existing and new airport. Growth presents threats and opportunities for the air traffic control industry for both regulators and operators. The tragedy of MH370 brought into sharp focus the weaknesses in aircraft monitoring systems in remote areas and since that time, there has been increased investment and consideration not only to the modernisation of technology yet to the integration of those managing air space, training and automation. Co-located with TRENDS IN AIR TRAFFIC CONTROL: OPPORTUNITIES IN THE MIDDLE EAST Key trends As airports, ANSPs, aviation authorities and airlines work towards predicting and managing future growth, there are clear trends in the technology and systems. In short, the industry is working towards greater reliance on digital and satellite technology, more automation and addressing the changing human resources needs of the industry. 1. Remote Towers London City Airport has been the first to SESAR’s PJ05 Remote Tower Project seeks adopt the digital remote air traffic control to develop a model for a centralised remote tower with technology produced by Saab tower servicing multiple airports. The Digital Air Traffic Solutions. The technology technology was born out of a desire to support was developed in a regional Swedish airport smaller regional airports to achieve cost and tested in a range of locations including efficiencies, yet this would equally apply to central Australia. London City Airport will larger airports. With their MOTO project, utilise 14 high definition cameras to capture SESAR is developing the virtual reality aspect the 1500-metre single runway. The footage is of the towers to include other senses including then transmitted in real time to a digital tower audio and vibro-tactile given the ATC a true 120 miles (193 km) away. to life experience albeit in a remote location. Digital Remote Towers offer ATCs greater In late 2017, NATS (the UK’s ANSP) was visual clarity, irrespective of weather awarded the contract to trial a digital remote conditions, in a 360o virtual reality set up. It tower for one of the busiest airports in the will also allow them to zoom to identify rogue world, Singapore’s Changi Airport. The trial drones or other hazards. It is part of a is expected to end in early 2020. Whilst in the development upgrade to the whole London UAE, dans also began a trial of a remote City Airport and is currently in testing phase digital tower in 2017 with the view of before being fully implemented by 2020. supporting both Dubai International (DXB) Remote towers, until recently, have been and Al Maktoum International Airport (DWC) promoted for smaller or secondary airports yet airports. Co-located with TRENDS IN AIR TRAFFIC CONTROL: OPPORTUNITIES IN THE MIDDLE EAST 2. Automatic Dependent Surveillance-Broadcast (ADS-B) Concerns exist around the bandwidth capacity The development of ADS-B is intended to to cope with the increasing number of aircraft supplement the current radar-based movements as well as the security of the data surveillance system which has inherent being transmitted. The system has also relied weaknesses in remote areas or stretches of on ground receivers therefore sharing similar flight paths over vast oceans. Championed by weaknesses to radar monitoring system. the USA’s Federal Aviation Administration However, since the MH370 mystery (FAA), the first ADS-B system was launched disappearance, Aireon has launched a fleet of in 2006 and consisted of 11 ground stations 66 satellites, with the support of Iridium, to with an ultimate mandated goal of nationwide receive and subsequently transmit ADS-B implementation by 2020. signals from aircraft to ANSPs mitigating the Since then, many national civil aviation reliance on land-based receivers. The authorities have taken on the technology company has gone one step further to combine which allows an aircraft to automatically and this technology with the data process regularly broadcast data from onboard systems capabilities of FlightAware to launch with pilot intervention to ground receivers GlobalBeacon; a real time tracking system for and, ultimately, ANSPs. In the UAE, DXB is airlines and ANSPs. To date, Aireon – a strat operating ADS-B in conjunction with Wide up – has raised USD$550 million to fund the area multilateration (WAM) and dans has venture whilst the reported costs to individual indicated their intention to invest in this aircraft to comply with ADS-B ranges from system for DWC as well. USD$2,000 to above USD$20,000. With ADS technology, airline operators and However, the future of this technology will ATCs have access to more accurate and timely also support air traffic movements around information on any given aircraft’s position airports. Rather than just broadcasting out improving. This improved predictability information, aircraft can receive data from allows ATCs to confidently reduce the ATC and surrounding aircraft. FAA is separation times between aircrafts increasing maturing the ADS-B technology both IN and capacity and accuracy of scheduling. The OUT to manage intervals between aircraft as result is more flights, less delays and greater part of the growing trend to automate ATCM commercial outcomes for airports and airlines. systems. Co-located with TRENDS IN AIR TRAFFIC CONTROL: OPPORTUNITIES IN THE MIDDLE EAST 3. Instrument Landing System (ILS) Whilst the basic principal of guiding a pilot to land via developing GBAS technology to cover Cat II and III instrument with the support of radio navigation has and overcome ionospheric disturbances through dual remained unchanged, the advent of the satellite has frequency transmissions. resulted in the next incarnation of ILS; GBAS (Ground Base Augmentation System). The next generation ILS Furthermore, the system also purports to be able to offers much greater accuracy to the pilot for Cat I support multiple glide paths to an airport tailored to approaches through satellites and requires only one specific aircraft. The industry had been slow to uptake single frequency on the VHF transmission. The the technology however; NATS studied arriving benefits of GBAS is more accuracy for pilots; less aircraft to the Dubai to model savings on fuel, relief on infrastructure and cost requirements for airports; ATC workload and reliability achieved by a GBAS suitability to more airports than ILS technology; and system. Subsequently, and perhaps fuelled by the fuel saving approaches. average 105 flights affected each of the 156 fog days However, it is currently limited to only Cat I experienced in Dubai, dans has supported the use of conditions. Subsequently, both FAA and SESAR are this technology at their airports. Co-located with TRENDS IN AIR TRAFFIC CONTROL: OPPORTUNITIES IN THE MIDDLE EAST Automation and consolidation ATCM is really a conglomeration of a series calculation. The best possible route is of systems, technology and infrastructure calculated, and the pilot is guided by a series designed to manage and anticipate air craft of green lights. It reduces human error born movements.
Recommended publications
  • Low-Cost Long-Haul Carriers: a Hypothetical Analysis of a ‘Kangaroo Route’
    Low-cost long-haul carriers: A hypothetical analysis of a ‘Kangaroo route’ Author Whyte, Randall, Lohmann, Gui Published 2015 Journal Title Case Studies on Transport Policy Version Accepted Manuscript (AM) DOI https://doi.org/10.1016/j.cstp.2015.01.003 Copyright Statement © 2015, Elsevier. Licensed under the Creative Commons Attribution-NonCommercial- NoDerivatives 4.0 International Licence, which permits unrestricted, non-commercial use, distribution and reproduction in any medium, providing that the work is properly cited. Downloaded from http://hdl.handle.net/10072/69183 Griffith Research Online https://research-repository.griffith.edu.au Low-cost long-haul carriers: a hypothetical analysis of a ‘Kangaroo route’ Abstract Given the success of short-haul, low-cost airlines in most regional markets, it was expected that low- cost airlines would next venture into long-haul markets; however, most attempts in the past decade have, like their predecessors, failed. The purpose of this paper is to demonstrate that a long-haul, low- cost operation based on a hypothetical airline that operates between Melbourne (Australia) and London (UK) can achieve a cost advantage compared to full-service airlines, but this advantage is not as great as the difference between low-cost carriers that operate in short-haul markets compared to full-service airlines (FSAs). Research to date on concept of low-cost long-haul airline operations is limited, but it does acknowledge that the cost differential between low-cost airlines and full-service airlines in short-haul regional markets is not as strong in long-haul operations. Factors such as larger and more expensive aircraft; flight-operating conditions including fuel burn; congestion around busy airports; crew costs; airport charges at main airports; and marketing issues such as branding, advertising and distribution all combine as deterrents for low-cost carriers to enter long-haul markets.
    [Show full text]
  • Ultra Long-Haul: an Emerging Business Model in the Post-COVID-19 Era 27 May 2020, by Linus Benjamin Bauer
    Ultra long-haul: An emerging business model in the post-COVID-19 era 27 May 2020, by Linus Benjamin Bauer expectations, by capturing a significant market share of 24% in the first year of its operations, claiming average load factors above 90%, and achieving the highest net promoter scores in its entire network. COVID19: Threat to the hubs along the Kangaroo Route? The famous Kangaroo Route has been one of the most competitive air corridors and finds Qantas competing with carriers offering 1-stop products like Singapore Airlines. In response to strong customer demand for the direct service prior/during the COVID-19 outbreak in Asia in January/February Kangaroo route. Credit: City University London 2020, Qantas decided to temporarily re-reoute its daily Sydney-Singapore-London route to via Perth. The option of bypassing a hub in the area of an outbreak can be considered as one of the The current crisis with its unique dynamics has additional sources of demand for direct services, been a far more catastrophic event that has driven by the fast-changing behaviour of health- created a nearly complete shutdown of the world's conscious corporate and travellers visiting friends travel industry. Its impact on aviation has been and relatives (VFR). much more severe than previous crises. Airlines came up with unusual ultra long-haul (ULH) repatriation flights worldwide. In other words, the pandemic has provided a testing ground for airlines to test the operational performance/capabilities of possible future routes. I would like to offer a few key findings on why ULH could become an emerging business model for full- service network carriers, and how existing ULH operators could benefit from it.
    [Show full text]
  • British Airways London to Montreal Flight Schedule
    British Airways London To Montreal Flight Schedule Whiniest Bear defecating that kaki rewritten adhesively and disseminating cliquishly. Rarer Zebedee never canopy so perversely or prologize any audiophiles then. Wandering and androdioecious Odie begirded: which Waring is sapiential enough? British Airways flights to Montreal from Glasgow Expedia. 11 Best Cities in Canada PlanetWare. The Star Alliance carrier has reduced service between Toronto Montreal and seasonal. Have both than doubled in the Montreal area over the tax month. Montreal has 1 international airport and 2 medium airports Airline Journey Duration British Airways LHR YUL 7 hrs 25 mins. See other question arrived between london to montreal and charges are extremely cold snack will contact person? Monday and montreal certainly events which generally has service. Miami International Airport. Diverse cultural scenes of montreal is london to take on schedule at time of outdoor activities. Detailed flight information from London LHR to Montreal YUL See all airlines with scheduled flights and weekly timetables up to 9 months ahead. Montreal February 14 2017 After a record and in 2017 with almost. Most major airlines operate scheduled flights to Paris from the US and Canada. Find airfare deals on cheap tickets from London LHR to Montreal YUL and science on your overseas flight. On July 16th 2019 British Airways canceled its BA 19 London Heathrow LHR New York Newark EWR flight scheduled to gravel at 445 pm as well about its. Montreal is a great mystery to produce if women know but either English or French You ought always find grit to be serviced by thinking to live beside you'll likely occur to deliberate both official languages Otherwise well-paying jobs will be very lazy to find.
    [Show full text]
  • Chapter 1: Introduction and Background
    A GEOGRAPHICAL ANALYSIS OF AIR HUBS IN SOUTHEAST ASIA HAN SONGGUANG (B. Soc. Sci. (Hons.)), NUS A THESIS SUBMITTED FOR THE DEGREE OF MASTER OF SOCIAL SCIENCES DEPARTMENT OF GEOGRAPHY NATIONAL UNIVERSITY OF SINGAPORE 2007 A Geographical Analysis of Air Hubs in Southeast Asia ACKNOWLEDGEMENTS It seemed like not long ago when I started out on my undergraduate degree at the National University of Singapore and here I am at the conclusion of my formal education. The decision to pursue this Masters degree was not a straightforward and simple one. Many sacrifices had to be made as a result but I am glad to have truly enjoyed and benefited from this fulfilling journey. This thesis, in many ways, is the culmination of my academic journey, one fraught with challenges but also laden with rewards. It also marks the start of a new chapter of my life where I leave the comfortable and sheltered confines of the university into the “outside world” and my future pursuit of a career in education. I would like to express my heartfelt thanks and gratitude to the following people, without whom this thesis would not have been possible: I am foremost indebted to Associate Professor K. Raguraman who first inspired me in the wonderful field of transport geography from the undergraduate modules I did under him. His endearing self, intellectual guidance, critical comments and helpful suggestions have been central to the completion of this thesis. A special word of thanks to you Ragu, my supervisor, mentor, inspiration and friend. All faculty members at the Department of Geography, NUS who have taught me (hopefully well enough!) during my undergraduate and postgraduate days in the university and enabled me to see the magic behind the discipline that is Geography.
    [Show full text]
  • Chapter 6 Airline Business Strategy
    CHAPTER 6 AIRLINE BUSINESS STRATEGY Gui Lohmann and Bojana Spasojevic Airlines are notorious for providing lower returns on investment when compared with other corporations. As a result, airline executives implement business strategies aiming to obtain higher than normal financial returns. With the liberalisation process that airlines have enjoyed around the world, some carriers have been quite creative in fostering new approaches in terms of their business models, product differentiation and cost reduction. In addition, because of the international multiple-business related nature of airline operations (which includes aircraft manufacturers and maintenance, distribution channels, and airport logistics), these characteristics make airline strategic management a very complex exercise. A number of approaches have been used to explain strategic issues related to airlines. One of them is Shaw’s (2011) application of Porter's classic Five Forces model to the airline industry, a framework for analysing competitive forces, for instance, rivalry, substitution, new entry, power of customers, and power of suppliers. Scholars have also focused their attention on analysing airline strategic decisions relating to a number of managerial issues, with a particular emphasis on mergers and alliances (Gudmundsson and Lechner, 2011; Iatrou and Oretti, 2016). This chapter is structured into four main sections. The first one provides some generic strategies. The second section focuses on airline differentiation strategies and niche products, mainly charter and leisure carriers. The third section tackles growth strategies, examining the four distinct strategies proposed by Ansoff’s Matrix: market penetration, product development, market development and diversification. The fourth section considers different strategic growth methods, including organic growth, mergers and acquisitions, industry cooperation, franchising.
    [Show full text]
  • 10 Indian Airports
    Open The public affairs journal of Emirates Issue 14 | October 2012 Sky 1 Welcome 2 Emirates and Qantas: A global partnership 3 Canada’s aviation leakage problem 4 Emirates’ impact on the Indian economy 5 China’s secondary cities take flight 6 Tim Clark at the International Aviation Club 7 Australia’s Passenger Movement Charge 7 BRICS connectivity 8 They said it best 9 New Silk Road – African traders put down roots in China 9 Infrastructure at Incheon 10 Sector Insight: Chris Tarry, CTAIRA 12 Emirates Airline Foundation in Bangladesh 12 Fast Facts Welcome In this issue of Open Sky, we discuss the We also examine the increasing trend of partnership Emirates announced with border leakage in Canada, where millions Qantas last month. The deal will offer travel across the border each year to fly travellers increased choice and connectivity out of US airports. As numerous studies to and from Australia and the world. show, high airport fees do not fully explain this trend – instead, it is a lack of airline With such a significant partnership, the deal competition, including a scarcity of flights prompted questions whether Emirates was and options for travellers, and that helps to rethinking its approach to alliances. While keep airfares high – and forces travellers to Emirates will continue with its philosophy of seek cheaper prices from the US. not joining one of the big three alliances, we do evaluate and embrace specific bilateral Our guest analyst in this edition is Chris partnerships that add value to us and our Tarry of CTAIRA, an aviation consultancy, customers, and the Qantas partnership who looks at the state of UK infrastructure more than fulfils these criteria.
    [Show full text]
  • Air Transport
    The History of Air Transport KOSTAS IATROU Dedicated to my wife Evgenia and my sons George and Yianni Copyright © 2020: Kostas Iatrou First Edition: July 2020 Published by: Hermes – Air Transport Organisation Graphic Design – Layout: Sophia Darviris Material (either in whole or in part) from this publication may not be published, photocopied, rewritten, transferred through any electronical or other means, without prior permission by the publisher. Preface ommercial aviation recently celebrated its first centennial. Over the more than 100 years since the first Ctake off, aviation has witnessed challenges and changes that have made it a critical component of mod- ern societies. Most importantly, air transport brings humans closer together, promoting peace and harmo- ny through connectivity and social exchange. A key role for Hermes Air Transport Organisation is to contribute to the development, progress and promo- tion of air transport at the global level. This would not be possible without knowing the history and evolu- tion of the industry. Once a luxury service, affordable to only a few, aviation has evolved to become accessible to billions of peo- ple. But how did this evolution occur? This book provides an updated timeline of the key moments of air transport. It is based on the first aviation history book Hermes published in 2014 in partnership with ICAO, ACI, CANSO & IATA. I would like to express my appreciation to Professor Martin Dresner, Chair of the Hermes Report Committee, for his important role in editing the contents of the book. I would also like to thank Hermes members and partners who have helped to make Hermes a key organisa- tion in the air transport field.
    [Show full text]
  • Logistel Presentation
    Arup Aviation Ten-year prospective view of Heathrow Airport Airport privatization Tiago Lopes 0 0 LogistelProject International [] Conference Lisbon, MayFinal 2008Report [] 200 [] 0 Contents 1. Heathrow airport development 2. Heathrow performance indicators 3. Airport privatization market 1 1 LogistelProject International [] Conference Lisbon, MayFinal 2008Report [] 200 [] 1 London Heathrow airport overview z Third largest airport in the world in passenger throughput (67.5 mppa in 2007) after Atlanta and Chicago O’Hare z Heathrow is the world’s largest international airport z 34% of passengers at Heathrow are transfer pax z Heathrow handles 1.3 million tons of cargo per year and is the 4th largest cargo airport in Europe z Heathrow is a destination for 90 airlines and has direct connections to 180 airports in the world z Heathrow has 5 passenger terminals including T5 with an initial capacity of 35 million passengers +45 million for the others z Home base of British Airways (oneWorld), BMI (Star Alliance) and Virgin Atlantic z London Heathrow has the highest connectivity (# flights) in the transatlantic market, the largest single market in the world z Heathrow operates under strict environmental constraints z The airport employs around 68,000 staff, 4,500 by BAA alone z Heathrow airport is owned by BAA, which also owns Gatwick and Stansted in the London area z Aeronautical charges are regulated through a price-cap. Following the latest review Heathrow is allowed to increase its charges by 23% in real terms over the next 5 years 2 2 LogistelProject International [] Conference Lisbon, MayFinal 2008Report [] 200 [] 2 London Heathrow challenges z Heathrow is congested and offers poor passenger experience z Its two runways operate at 99% of permitted capacity.
    [Show full text]
  • Qantas Makes History Partner Airbaltic
    ISSN 1718-7966 APRIL 2, 2018/ VOL. 634 WEEKLY AVIATION HEADLINES Read by thousands of aviation professionals and technical decision-makers every week www.avitrader.com WORLD NEWS Laudamotion ties the knot with and Ryanair Rising from the ashes of collapsed of Air Berlin, Laudamotion and Ryanair announced a new aviation partner- ship where the Irish airline is initially taking a 24.9% stake in Laudamo- tion, which will increase to 75% sub- ject to approval by the EU Competi- tion Authority. The aim is to further develop and expand Austria’s Lauda- motion GmbH, headquartered in Vi- enna. Niki Lauda will chair the newly created Laudamotion Board and be responsible in his new role for estab- The 787-9 is lishing Laudamotion as an Austrian operated by low-fare airline for the scheduled four pilots across the and charter market. 17-hour journey. Budapest Airport welcomes Photo: first CS300 Qantas Budapest Airport has just wel- comed the arrival of its first CS300 flight with its closely-held airline Qantas makes history partner airBaltic. The Latvian flag With first direct flight to London carrier will use the next generation Qantas’ first Perth to London flight in the Middle East or Asia when the seven stops it made over four aircraft on its three times weekly took to the sky recently marking choosing a flight path. days back in 1947. Now we can do service between Budapest and Riga the start of the only direct air link it in a single leap. – the 1,101-kilmoetre sector being between Australia and Europe – Qantas Group CEO Alan Joyce, who the Hungarian gateway’s primary and the fastest way of traveling be- was one of the passengers on the “The response to the flight has been link to the Baltic States.
    [Show full text]
  • British Airways Profile
    SECTION 2 - BRITISH AIRWAYS PROFILE OVERVIEW British Airways is the world's second biggest international airline, carrying more than 28 million passengers from one country to another. Also, one of the world’s longest established airlines, it has always been regarded as an industry-leader. The airline’s two main operating bases are London’s two main airports, Heathrow (the world’s biggest international airport) and Gatwick. Last year, more than 34 million people chose to fly on flights operated by British Airways. While British Airways is the world’s second largest international airline, because its US competitors carry so many passengers on domestic flights, it is the fifth biggest in overall passenger carryings (in terms of revenue passenger kilometres). During 2001/02 revenue passenger kilometres for the Group fell by 13.7 per cent, against a capacity decrease of 9.3 per cent (measured in available tonne kilometres). This resulted in Group passenger load factor of 70.4 per cent, down from 71.4 per cent the previous year. The airline also carried more than 750 tonnes of cargo last year (down 17.4 per cent on the previous year). The significant drop in both passengers and cargo carried was a reflection of the difficult trading conditions resulting from the weakening of the global economy, the impact of the foot and mouth epidemic in the UK and effects of the September 11th US terrorist attacks. An average of 61,460 staff were employed by the Group world-wide in 2001-2002, 81.0 per cent of them based in the UK.
    [Show full text]
  • Australia Through the Prism of Qantas: Distance Makes a Comeback
    The Otemon Journal of Australian Studies, vol. 31, pp. 135−157, 2005 135 Australia Through the Prism of Qantas: Distance Makes a Comeback Peter J. Rimmer* Abstract Distance and remoteness have been making a comeback among economists interpreting Australia’s place in the world. Although there are claims by telecommunications theorists that distance is dead, this is not the case in international air transport. As a means of elaborating this proposition, attention is focused on tracing changes in the overseas operations and route network of Qantas (Queensland and Northern Territory Aerial Services Ltd) since its inception in 1920. After discussing Qantas’s origins three issues are explored: how did Qantas reflect Australia’s Imperial connection; how did the nationalization of Qantas reshape the airline’s pri- orities; how has the privatization of Qantas changed the airline’s main concerns? There is an abundance of material on the history and development of Qantas’s international passenger net- work to address these issues. The material ranges from annual reports; company histories; auto- biographies and a biography of co-founder Sir W. H. Fysh (1895−1974); anecdotes from for- mer pilots providing insights into the places used for their ‘slips’ or crew stopovers between flights; paraphernalia such as timetables and posters; the travel diaries of frequent (and infre- quent) flyers; a living memory bank in George A. Roberts (born 1909), who worked for the company between 1936 and 1970 and who now manages the Qantas Historical Collection; and Qantas Virtual Airway providing detailed information for game-players to simulate historic, current and future flights.
    [Show full text]
  • CELEBRATING 80 YEARS of INTERNATIONAL FLYING Qantas
    CELEBRATING 80 YEARS OF INTERNATIONAL FLYING Qantas logo and text ‘Celebrating 80 Years of International Flying’, ‘A look at key Qantas milestones from 80 year of International flying.’ Timeline of major events in Qantas’ history with short videos and picture to accompany text: ’17 April 1935 – First international passenger flight Brisbane – Singapore’. Video of plane taking off. ‘4 August 1938 – Inaugural Empire flying boat service from Rose Bay, Sydney – Singapore’. Video of plane flying in air and taking off in Sydney Harbour. ’10 July 1943 – Inaugural Double Sunrise Catalina flight Perth – Ceylon’. Video of plane flying over houses and in the sky. ‘1 December 1947 – First all‐Qantas Kangaroo Route service Sydney‐London by Constellation’. Video of engine from inside cabin, image of plane flying above clouds, image of plane landing at airport. ’15 May 1954 – First Qantas trans‐Pacific service to USA, Sydney‐San Francisco with Super Constellation’. Image of Super Constellation on ground, crew standing on stairs, aircraft flying. ‘2 July 1959 – Delivery of first Qantas Boeing 707 used in first trans‐Pacific jet service and trans‐ Tasman jet service to New Zealand’. Video of plane being towed from hanger and flying. ’16 August 1971 – Delivery of first Qantas Boeing 747B jumbo jet’. Video of jet flying. ’18 August 1989 – Record breaking non‐stop delivery flight by VH‐OJA, London‐Sydney’. Video of jet flying over clouds and landing at airport. ’19 September 2008 – Delivery of first Airbus A380 aircraft’. Time lapse video of plane being assembled in hanger. ’31 March 2013 – Qantas – Emirates partnership begins with Kangaroo Route service via Dubai’.
    [Show full text]