Improvements to Ground Handling Operations and Their Benefits to Direct Operating Costs
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Improving Passenger Experiences
IMPROVING PASSENGER EXPERIENCES Meeting the Expectations of Modern Passengers Customer experiences are composed of every interaction between 3 The Customer Expectation Framework an organization and its customers throughout their relationship. In industries of all kinds, this relationship is becoming more and more 86% 4 Staying Connected in the Sky important to success. of buyers are willing to pay more for a great customer 5 Entertainment at 30,000 Feet Customers simply expect more - and not just more product for their experience. 6 Reduced Turbulence for Smoother Flights money. They expect a more consistent and fulfilling experience 7 Faster Turnarounds for More from the moment they begin searching for a product like air travel to long after the flight is over. On-Time Arrivals and Departures 8 Air Quality and Temperature Control When customers book air travel, they don’t just buy tickets. They buy an experience. So for airlines, business aviation operators and 73% for More Comfortable Cabins others, the quest is on to maximize that experience. They must of buyers point to customer experience as an important 9 Spotlight on Airliners transform the way flight works to build a new, more customer- factor in purchasing decisions.1 centered future for air travel. Doing so requires seeing each step of 10 Spotlight on Helicopters the experience from the viewpoint of the customer. 11 Spotlight on Business Jets 12 Honeywell Solutions for Comfort and Passenger Experience 13 User-Focused Communication Systems 14 Solutions for Reducing Weather Hazards and Turbulence 15 Tools to Achieve Better On-Time Performance 16 Systems for Optimized Temperature and Air Quality 1. -
Air Transport Industry Analysis Report
Annual Analyses of the EU Air Transport Market 2016 Final Report March 2017 European Commission Annual Analyses related to the EU Air Transport Market 2016 328131 ITD ITA 1 F Annual Analyses of the EU Air Transport Market 2013 Final Report March 2015 Annual Analyses of the EU Air Transport Market 2013 MarchFinal Report 201 7 European Commission European Commission Disclaimer and copyright: This report has been carried out for the Directorate General for Mobility and Transport in the European Commission and expresses the opinion of the organisation undertaking the contract MOVE/E1/5-2010/SI2.579402. These views have not been adopted or in any way approved by the European Commission and should not be relied upon as a statement of the European Commission's or the Mobility and Transport DG's views. The European Commission does not guarantee the accuracy of the information given in the report, nor does it accept responsibility for any use made thereof. Copyright in this report is held by the European Communities. Persons wishing to use the contents of this report (in whole or in part) for purposes other than their personal use are invited to submit a written request to the following address: European Commission - DG MOVE - Library (DM28, 0/36) - B-1049 Brussels e-mail (http://ec.europa.eu/transport/contact/index_en.htm) Mott MacDonald, Mott MacDonald House, 8-10 Sydenham Road, Croydon CR0 2EE, United Kingdom T +44 (0)20 8774 2000 F +44 (0)20 8681 5706 W www.mottmac.com Issue and revision record StandardSta Revision Date Originator Checker Approver Description ndard A 28.03.17 Various K. -
Electric Airports
Electric Airports In the next few years, it is highly likely that the global aircraft fleet will undergo a transformative change, changing air travel for everyone. This is a result of advances in battery technology, which are making the viability of electric aircraft attractive to industry leaders and startups. The reasons for switching from a fossilfueled to electric powertrain are not simply environmental, though aircraft do currently contribute around 3% of global carbon dioxide emissions [1]. Electric aircraft will provide convenient, comfortable, cheap and fast transportation for all. This promise provides a powerful incentive for large companies such as Airbus and many small startups to work on producing compelling electric aircraft. There are a number of fundamental characteristics that make electric aircraft appealing. The most intuitive is that they are predicted to produce very little noise, as the propulsion system does not rely on violent combustion [2]. This makes flying much quieter for both passengers and people around airports. As they do not need oxygen for burning jet fuel, they can fly much higher, which in turn will make them faster than today’s aircraft as air resistance decreases with altitude [3]. The most exciting characteristic is that electric aircraft could make vertical takeoff and landing, or VTOL, flight a possibility for everyone. Aircraft currently take off using a long runway strip, gaining speed until there is enough airflow over the wings to fly. It obviously doesn’t have to be this way, as helicopters have clearly demonstrated. You can just take off vertically. Though helicopters are far too expensive and slow for us to use them as airliners. -
Skyteam Global Airline Alliance
Annual Report 2005 2005 Aeroflot made rapid progress towards membership of the SkyTeam global airline alliance Aeroflot became the first Russian airline to pass the IATA (IOSA) operational safety audit Aeroflot annual report 2005 Contents KEY FIGURES > 3 CEO’S ADDRESS TO SHAREHOLDERS> 4 MAIN EVENTS IN 2005 > 6 IMPLEMENTING COMPANY STRATEGY: RESULTS IN 2005 AND PRIORITY TASKS FOR 2006 Strengthening market positions > 10 Creating conditions for long-term growth > 10 Guaranteeing a competitive product > 11 Raising operating efficiency > 11 Developing the personnel management system > 11 Tasks for 2006 > 11 AIR TRAFFIC MARKET Global air traffic market > 14 The passenger traffic market in Russia > 14 Russian airlines: main events in 2005 > 15 Market position of Aeroflot Group > 15 CORPORATE GOVERNANCE Governing bodies > 18 Financial and business control > 23 Information disclosure > 25 BUSINESS IN 2005 Safety > 28 Passenger traffic > 30 Cargo traffic > 35 Cooperation with other air companies > 38 Joining the SkyTeam alliance > 38 Construction of the new terminal complex, Sheremetyevo-3 > 40 Business of Aeroflot subsidiaries > 41 Aircraft fleet > 43 IT development > 44 Quality management > 45 RISK MANAGEMENT Sector risks > 48 Financial risks > 49 Insurance programs > 49 Flight safety risk management > 49 PERSONNEL AND SOCIAL RESPONSIBILITY Personnel > 52 Charity activities > 54 Environment > 55 SHAREHOLDERS AND INVESTORS Share capital > 58 Securities > 59 Dividend history > 61 Important events since December 31, 2005 > 61 FINANCIAL REPORT Statement -
9/11 Report”), July 2, 2004, Pp
Final FM.1pp 7/17/04 5:25 PM Page i THE 9/11 COMMISSION REPORT Final FM.1pp 7/17/04 5:25 PM Page v CONTENTS List of Illustrations and Tables ix Member List xi Staff List xiii–xiv Preface xv 1. “WE HAVE SOME PLANES” 1 1.1 Inside the Four Flights 1 1.2 Improvising a Homeland Defense 14 1.3 National Crisis Management 35 2. THE FOUNDATION OF THE NEW TERRORISM 47 2.1 A Declaration of War 47 2.2 Bin Ladin’s Appeal in the Islamic World 48 2.3 The Rise of Bin Ladin and al Qaeda (1988–1992) 55 2.4 Building an Organization, Declaring War on the United States (1992–1996) 59 2.5 Al Qaeda’s Renewal in Afghanistan (1996–1998) 63 3. COUNTERTERRORISM EVOLVES 71 3.1 From the Old Terrorism to the New: The First World Trade Center Bombing 71 3.2 Adaptation—and Nonadaptation— ...in the Law Enforcement Community 73 3.3 . and in the Federal Aviation Administration 82 3.4 . and in the Intelligence Community 86 v Final FM.1pp 7/17/04 5:25 PM Page vi 3.5 . and in the State Department and the Defense Department 93 3.6 . and in the White House 98 3.7 . and in the Congress 102 4. RESPONSES TO AL QAEDA’S INITIAL ASSAULTS 108 4.1 Before the Bombings in Kenya and Tanzania 108 4.2 Crisis:August 1998 115 4.3 Diplomacy 121 4.4 Covert Action 126 4.5 Searching for Fresh Options 134 5. -
A Conceptual Design of a Short Takeoff and Landing Regional Jet Airliner
A Conceptual Design of a Short Takeoff and Landing Regional Jet Airliner Andrew S. Hahn 1 NASA Langley Research Center, Hampton, VA, 23681 Most jet airliner conceptual designs adhere to conventional takeoff and landing performance. Given this predominance, takeoff and landing performance has not been critical, since it has not been an active constraint in the design. Given that the demand for air travel is projected to increase dramatically, there is interest in operational concepts, such as Metroplex operations that seek to unload the major hub airports by using underutilized surrounding regional airports, as well as using underutilized runways at the major hub airports. Both of these operations require shorter takeoff and landing performance than is currently available for airliners of approximately 100-passenger capacity. This study examines the issues of modeling performance in this now critical flight regime as well as the impact of progressively reducing takeoff and landing field length requirements on the aircraft’s characteristics. Nomenclature CTOL = conventional takeoff and landing FAA = Federal Aviation Administration FAR = Federal Aviation Regulation RJ = regional jet STOL = short takeoff and landing UCD = three-dimensional Weissinger lifting line aerodynamics program I. Introduction EMAND for air travel over the next fifty to D seventy-five years has been projected to be as high as three times that of today. Given that the major airport hubs are already congested, and that the ability to increase capacity at these airports by building more full- size runways is limited, unconventional solutions are being considered to accommodate the projected increased demand. Two possible solutions being considered are: Metroplex operations, and using existing underutilized runways at the major hub airports. -
Airbus Develops New A380 Cabin Enablers, Including “New Forward Stairs” Option
Airbus develops new A380 cabin enablers, including “New Forward Stairs” option By Melissa Silva on April, 10 2017 | Inflight Entertainment Airbus is developing a full spectrum of new cabin enablers for customers of its flagship A380 airliner. The latest is the “New Forward Stairs” (NFS) option, which was presented last week at the Aircraft Interiors Expo (AIX) in Hamburg. Together these cabin enhancements will make the already efficient and comfortable airliner even better: Overall cabin optimization is expected to result in the freeing-up of more cabin floor space for around 80 additional passengers, bringing airlines significant additional revenues. “Continuous improvement of our products is our daily work," said Dr. Kiran Rao, EVP of Strategy and Marketing at Airbus Commercial Aircraft. "This new package for our A380 customers is a smart way to meet airline needs while improving the A380 economics with additional revenues and innovating in passenger comfort.” Dr. Rao added: “Only the A380 has the economies of scale and development potential to efficiently solve the problem of increasing congestion at large airports while providing the best comfort for passengers. The aircraft can also serve fast growing markets and airlines' regional airports, so we are adapting the aircraft to meet evolving market needs.” With this latest proposal of the NFS option, the package of new cabin enablers for the A380 now comprises the following: 1 Copyright DutyFree Magazine. All rights reserved. New Forward Stairs — 20 more passengers (Business, Premium Economy and Economy Classes) The NFS involves relocation of the forward stair from door 1 to door 2, and combining the entrance of the NFS to the upper deck (going up), with the adjacent staircase to the lower-deck crew-rest (going down). -
Presentation: Electrification of Airport Ground Support Equipment
Heavy-Duty Vehicle Electrification and its Impacts Tuesday, March 27, 2018 2018 Advanced Energy Conference New York City, NY Baskar Vairamohan Senior Technical Leader © 2018 Electric Power Research Institute, Inc. All rights reserved. About the Electric Power Research Institute Independent Objective, scientifically based results address reliability, efficiency, affordability, health, safety, and the environment Nonprofit Chartered to serve the public benefit Collaborative Bring together scientists, engineers, academic researchers, and industry experts 2 © 2018 Electric Power Research Institute, Inc. All rights reserved. Airport Ground Support Equipment (GSE) Drivers for Electrification: .Air quality improvements – Benefits of emissions produced using electricity as a fuel versus diesel fuel or gasoline .Economic benefits – Reduced fuel costs – Reduced maintenance costs 3 © 2018 Electric Power Research Institute, Inc. All rights reserved. Electric GSE equipment options Common GSE, all available in electric options .Bag Tugs/Bag Tractor .Belt loaders .Pushback Tractor/Aircraft Tractor 4 © 2018 Electric Power Research Institute, Inc. All rights reserved. Electric GSE equipment options Not typical but all available in electric options .Container/cargo loaders .Passenger Stairs .Lavatory Truck .Catering Truck .…golf carts 5 © 2018 Electric Power Research Institute, Inc. All rights reserved. Other electric options . Auxiliary Power PC Air (PCA) Unit – Pre-conditioned Air Units are used to cool the aircraft while it is parked at the gate – Southwest Airlines project objective in 2002: Provide external pre- conditioned air (heat and cool) and 400 HZ power to the Aircraft to minimize the use of the Aircraft’s Auxiliary Power Units (APU) while the Aircraft is at the gate. Saving fuel and reducing emissions. 6 © 2018 Electric Power Research Institute, Inc. -
Appendix A: Gsemodel Operating Instructions
APPENDIX A GSEMODEL OPERATING INSTRUCTIONS GSEMODEL OPERATING INSTRUCTIONS Introduction GSEModel is a personal computer spreadsheet-based analysis tool that has been developed to quantify emission benefits and calculate the cost-effectiveness of converting existing airport ground support equipment (GSE) to cleaner-burning fuels and engine technologies. The model has been developed as a planning tool for use by metropolitan planning organizations (MPOs), airports, and other agencies interested in evaluating potential emission benefits and cost savings resulting from available GSE emission control technologies. It has been designed with a mouse-enabled graphical user interface to make it simple and easy to use. The GSEModel tool is based upon the “best practice” methodologies and information presented earlier in the body of this report. It has been designed to utilize local (i.e., airport-specific) GSE usage and cost information coupled with best-available emission factor data to perform the following functions using a consistent methodology: & Estimate current and alternative technology GSE emissions by individual equipment category (e.g., aircraft pushback tractors, baggage tugs, cargo loaders, etc.); & Compute the emission benefits of the available alternative technologies; & Quantify the incremental capital, operating, and life-cycle costs of converting GSE units to these alternative technologies; and & Calculate and compare the cost-effectiveness (cost per unit emissions reduced, e.g., $/ton) of these alternative technologies for each equipment category under airport-specific operating and usage conditions. Nevertheless, as with any analysis tool, the results computed by the model retain the inherent uncertainties of the data and estimates upon which they are based. As described in the operating instructions that follow, the model provides “default” values for a number of inputs to enable the user to quickly develop GSE emission reduction and cost- effectiveness estimates associated with alternative technologies. -
FRIENDLY AIRCRAFT HANDLING – Case Study: ZAGREB AIRPORT MODEL of ENVIRONMENT - FRIENDLY AIRCRAFT HANDLING – CASE STUDY: ZAGREB AIRPORT
Igor Štimac, Damir Vince, Bruna Jakšić MODEL OF ENVIRONMENTAL FRIENDLY AIRCRAFT HANDLING – Case Study: ZAGREB AIRPORT MODEL OF ENVIRONMENT - FRIENDLY AIRCRAFT HANDLING – CASE STUDY: ZAGREB AIRPORT Igor Štimac, MSc, IAP Damir Vince, MSc, IAP Zagreb Airport Ltd., Rudolfa Fizira Street 1, p.p. 40, HR-10150 Zagreb, Croatia [email protected], [email protected] Bruna Jakšić, mag.ing.el City office for energetics, environment protection and sustainable development, Dukljaninova 3, HR-10000 Zagreb, Croatia [email protected] ABSTRACT In the era of increased awareness surrounding global warming and the importance of renewable energy, airports are affected by the rising costs of fossil fuels, as well as by the demands for the reduction of greenhouse gases emission. This paper reports the effort to determine the benefits of replacing gasoline and diesel-fueled internal combustion engine ground support equipment (ICE GSE) with electric ground support equipment (eGSE). The model of environment-friendly aircraft handling will be based on the examination of cost- effectiveness and reduction of greenhouse gases in the case of replacing fossil-fueled GSE with cleaner, more efficient electric-powered alternatives. In comparison with the current procedures of Ground Handling, the authors choose Zagreb Airport Ltd. as the representative airport for building Case Study and Airbus A319/A320 as the reference aircraft for calculation of greenhouse gases emission during handling process. The calculation method will be based on real time duration of processes performed by each piece of GSE during aircraft handling procedure. The usage of the model will be tested on aircraft handling for two airline business models: network and low cost. -
OUR WORLD WORKS for YOU ABOUT WFS 18,000 50 Million Airport Service Professionals Working Airline Passengers Served for Our Airline for You All Over the World
OUR WORLD WORKS FOR YOU ABOUT WFS 18,000 50 million Airport service professionals working Airline passengers served for our airline for you all over the world. customers annually. 198 300 Global locations on five continents. We are proud to serve over 300 airlines globally. More than €1 billion 4 million Annual sales, enabling us to Tonnes of cargo handled per invest in the services you need. annum worldwide. >03 WORKING WITH YOU In the fast-moving and highly competitive world of aviation, our aim is to provide our customers and our customers’ customers with the most professional, safe and secure service. This means ensuring passengers enjoy a fast and friendly journey through the required airport procedures. It means providing timely, safe and secure ramp handling to ensure on-time flight departures and efficient baggage handling for arriving and departing passengers. And, it means every piece of cargo we handle is managed securely and on-time to connect with outbound flights or made ready for customer collection. We, at WFS, consistently deliver to these high standards of quality and service through our investments in people, training, facilities and equipment – and our global commitment to best in class service. Our international organisation is enhanced through partnerships in key locations around the world with companies that share our business philosophy. This enables us to combine our global knowledge and expertise with a clear understanding of the needs of customers in local markets. We continue to explore and invest in new opportunities which extend the reach of our cargo, passenger, ramp, technical, baggage and premium services and that enable us to increase the scope of our offering to our global customers. -
About China Airlines About China Airlines 2015 China Airlines Corporate Sustainability Report 10
9 About China Airlines About China Airlines 2015 China Airlines Corporate Sustainability Report 10 1-1 About Us On December 16, 1959, a group of Republic of China Air Force veterans co-founded Taiwan's first private airlines-- China Airlines (CAL), and changed the country's civil aviation industry which was previously it of Excelle monopolized by foreigners. CAL is currently Taiwan's largest civilian airlines, and has the most international ursu nce destinations and number of passengers. CAL's headquarters and transit center are located in Taoyuan P International Airport. CAL is mainly engaged in international air passenger and freight routes, but also operates side businesses such as Taiwan's airport ground operation, air freight, airline catering, aircraft maintenance, ustomer First hotel management and in-flight duty-free shopping. In addition, all domestic routes have been operated by CAL C subsidiary Mandarin Airlines since 1998. At the same time, to compete with low-cost carriers (LCC) and meet different customer needs, CAL jointly established the Tigerair Taiwan with Singapore's Tigerair, which has begun operations since 2014. ustworthines Tr s In 2016, after 56 years of operation, CAL has a strong sense of mission as the pioneer of Taiwan's aviation industry. CAL continues to strengthen flight safety, improve service quality and operational efficiency, and uphold the corporate mission of trustworthiness, customer first and forever pursuit of excellence so that the world may see Taiwan and the New Face of CAL. About CAL 「 」 Corporate Mission 54.7Billion in registered capital 2610 12,437Employees 92 Aircraft At the end of 2015 On February 26, 1993, At the end of 2015 CAL has 71 passenger fleet CAL became publicly listed and 21 cargo fleet.