A Horizontal Aviation Agreement was signed at the EU-India Summit in Marseille,which will restore legal certainty to the bilateral air services agreements between India and EU Member States and reinforce EU-India aviation relations.
The Vice-President Antonio Tajani said, “The agreement signed today is good news for Indian and EU airlines and passengers as it removes the legal uncertainty from the bilateral air services agreements. But equally important, it represents a very significant step forward in strengthening our relations with India and in opening up new areas of cooperation. India is an important partner for Europe[1] and is one of the world's fastest growing aviation markets. The EU and India have much to gain from closer cooperation in this sector. This agreement is a further tangible result of the EU-India strategic partnership. I expect the cooperation in aviation to deepen much further in the coming years in a range of areas such as regulatory and technical cooperation.”
The horizontal agreement will restore legal certainty to the 26 bilateral air services agreements that India has with individual EU Member States by bringing these into conformity with Community law[2]. It will thus create a sound legal basis for further developing EU-India air transport relations and cooperation in the future.
Tuesday, September 30, 2008
Airbus A320 Final Assembly Line in China
Airbus took another big step toward domination of the global large aircraft marketplace Sunday, by opening its third final assembly line for the A320 in Tianjin, China.
Attending the opening ceremonies were Chinese Premier Wen Jiabao, Airbus Chief Executive Officer Thomas Enders, and Chinese Party Chief Zhang Gaoli. "With the final assembly line here in Tianjin, we deepen and expand our industrial relationship, which is a key pillar of the internationalization strategy of Airbus," said Enders.
Built in a slim 15 months, the production facility represents a joint venture between Airbus and Tianjin Zhongtian Aviation Industry Investment Company, Xinhua reports. With production to identical standards as European-made Airbus aircraft, the state-of-the-art assembly line "has integrated technologies from both lines in France and Germany," Enders said.
The line is capable of building both the A319 and A320, with the first A320 slated for completion during the summer of 2009. The plant hopes to ramp up production to complete 44 planes annually by the year 2011.
Airbus estimates reveal the intense growth period anticipated in China over the next 20 to 30 years, predicting a need in excess of 3,000 planes over the period, including 180 super jumbo airliners.
Airbus purchased $70 million US of outsourced materials from China in 2007 alone, and has said it was hoping to triple that amount to more than $200 million US by 2010. Enders further announced "a new goal of one billion US dollars of annual sourcing from Chinese companies in 2020."
China is also developing its own jumbo passenger aircraft technology, having built such a facility last May in Shanghai. "China is an important -- an increasingly important -- part of the global aviation family,"
Attending the opening ceremonies were Chinese Premier Wen Jiabao, Airbus Chief Executive Officer Thomas Enders, and Chinese Party Chief Zhang Gaoli. "With the final assembly line here in Tianjin, we deepen and expand our industrial relationship, which is a key pillar of the internationalization strategy of Airbus," said Enders.
Built in a slim 15 months, the production facility represents a joint venture between Airbus and Tianjin Zhongtian Aviation Industry Investment Company, Xinhua reports. With production to identical standards as European-made Airbus aircraft, the state-of-the-art assembly line "has integrated technologies from both lines in France and Germany," Enders said.
The line is capable of building both the A319 and A320, with the first A320 slated for completion during the summer of 2009. The plant hopes to ramp up production to complete 44 planes annually by the year 2011.
Airbus estimates reveal the intense growth period anticipated in China over the next 20 to 30 years, predicting a need in excess of 3,000 planes over the period, including 180 super jumbo airliners.
Airbus purchased $70 million US of outsourced materials from China in 2007 alone, and has said it was hoping to triple that amount to more than $200 million US by 2010. Enders further announced "a new goal of one billion US dollars of annual sourcing from Chinese companies in 2020."
China is also developing its own jumbo passenger aircraft technology, having built such a facility last May in Shanghai. "China is an important -- an increasingly important -- part of the global aviation family,"
Monday, September 29, 2008
Bomb Threat on Northwest Airlines Flight
A bomb threat was received against a Northwest Airlines Flight headed from Detroit to Atlanta. Fortunately, the airliner was still on the ground, enabling the safe deplaning of all 99 passengers and subsequent search of the plane.
The Associated Press reports NWA Flight 467 had rolled away from the gate at Detroit Metro Airport before passengers and their bags were removed, Northwest Airlines spokeswoman Michelle Aguayo Shannon said.
Scheduled to depart at 1:28 pm, the DC9-50 airliner was delayed for hours as authorities and bomb-sniffing dogs searched the plane and luggage for explosives. Transportation Safety Administration spokesman Christopher White said no bomb-like materials were found and no arrests have been made in connection with the threat.
Shannon said passengers were re-screened, and those without checked luggage were placed aboard a 5 pm flight to Atlanta. The remaining passengers were expected to leave on the original plane about 6 pm. Finally departing at 7:48 pm, Flight 467 arrived safely in Atlanta almost six hours later than scheduled, according to NWA records.
The Associated Press reports NWA Flight 467 had rolled away from the gate at Detroit Metro Airport before passengers and their bags were removed, Northwest Airlines spokeswoman Michelle Aguayo Shannon said.
Scheduled to depart at 1:28 pm, the DC9-50 airliner was delayed for hours as authorities and bomb-sniffing dogs searched the plane and luggage for explosives. Transportation Safety Administration spokesman Christopher White said no bomb-like materials were found and no arrests have been made in connection with the threat.
Shannon said passengers were re-screened, and those without checked luggage were placed aboard a 5 pm flight to Atlanta. The remaining passengers were expected to leave on the original plane about 6 pm. Finally departing at 7:48 pm, Flight 467 arrived safely in Atlanta almost six hours later than scheduled, according to NWA records.
Saturday, September 27, 2008
A Record Year for American Airlines Pilot Retirements
The Allied Pilots Association (APA) says this is a record year for retirements for the American Airlines pilots. And most of the retirements are coming before age 60.
So far this year, 430 pilots have retired from American Airlines. That is a single-year record and we still have four months to go.
Of the retirements, only 11 were normal (age 60) retirements and 23 were late (past age 60). The remaining 396 were early retirements, although a significant number of those were 58-59 years of age.
With the economic turmoil this year, many of the recent retirees have reported that the retirement value lock-in feature, a contractual protection AMR management wants to eliminate, was an invaluable financial safety net. Stay tuned as the retirement march continues through the end of the year.
That lock-in feature lets pilots say they want to retire in 90 days, and the value of their defined-contribution pension fund is locked in at its value at the beginning of the period. After the 90 days, they can withdraw their retirement papers or go forward -- and with the stock market going down, a lot of them are going forward.
So far this year, 430 pilots have retired from American Airlines. That is a single-year record and we still have four months to go.
Of the retirements, only 11 were normal (age 60) retirements and 23 were late (past age 60). The remaining 396 were early retirements, although a significant number of those were 58-59 years of age.
With the economic turmoil this year, many of the recent retirees have reported that the retirement value lock-in feature, a contractual protection AMR management wants to eliminate, was an invaluable financial safety net. Stay tuned as the retirement march continues through the end of the year.
That lock-in feature lets pilots say they want to retire in 90 days, and the value of their defined-contribution pension fund is locked in at its value at the beginning of the period. After the 90 days, they can withdraw their retirement papers or go forward -- and with the stock market going down, a lot of them are going forward.
Alitalia Airlines Rescue Plan
Alitalia pilots were agreed to the rescue package for the airline proposed by the Italian Air Company investor group, boosting hope that Italy's national carrier may survive. The agreement which settles issues such as the pilot's work contract was backed by the four main trade unions after nearly 12 hours of uninterrupted negotiations with the government.
Alitalia's 900 captains will have contracts that differ from those of the other staff members, while other pilots' contracts will be the same as those of the rest of the airline personnel. Talks with the airline's flight attendants who have not agreed to the package will be held on Monday.
After allowing two deadlines to lapse for the four diehard unions to come on board, no new time limit had been set. A government official had told reporters earlier: "Negotiations continue (and) the hands of the clock have been stopped."
The package proposed by the Italian Air Company (CAI) investor group has won the backing of the bulk of Alitalia's workforce, represented by five of the failing airline's nine unions. The deal could go ahead without all unions on board, Labour Minister Maurizio Sacconi had told. Unanimous approval "would be important... but I think CAI can pursue its course in any case," he said.
Italy's powerful CGIL union dropped its objections to the rescue plan on Thursday, prompting the CAI to revive its US$1.45 billion offer for the flag carrier, valid until October 15. The left-wing union had rejected an accord reached last week with three other unions but reportedly won last-minute concessions on pay for ground crew, leave and temporary work contracts.
Meanwhile, with Alitalia's "Made in Italy" rescue plan within reach, CAI was stepping up contacts with potential foreign partners Air France-KLM and Lufthansa.
Air France-KLM, which dropped a takeover bid for Alitalia in April in the face of union resistance, is considering acquiring a 10 to 20 per cent stake in the relaunched Alitalia, industry sources said. The European giant already holds a two percent stake in Alitalia.
Meanwhile, Lufthansa chief Wolfgang Mayrhuber was in Rome on Friday "at the request of the Italian government," an airline spokeswoman told AFP, adding that he had met with union representatives.
Some union leaders are reportedly attracted to Lufthansa because it operates from more than one hub, like Alitalia, whose Milan hub has seen drastic cutbacks. Alitalia, 49.9 per cent state owned, is losing about three million euros a day and has debt of about 1.2 billion euros.
Under the rescue plan, CAI would take over Alitalia's passenger activities and merge them with Italy's number two airline Air One. Alitalia's debt would be assumed under the umbrella of the company's remaining activities, which would be liquidated, throwing the burden on the Italian taxpayer.
Some 12,500 workers of the two sections would be rehired by CAI, while 3,250 would be laid off. The government has promised compensation over seven years for those who lose their jobs.
Alitalia's 900 captains will have contracts that differ from those of the other staff members, while other pilots' contracts will be the same as those of the rest of the airline personnel. Talks with the airline's flight attendants who have not agreed to the package will be held on Monday.
After allowing two deadlines to lapse for the four diehard unions to come on board, no new time limit had been set. A government official had told reporters earlier: "Negotiations continue (and) the hands of the clock have been stopped."
The package proposed by the Italian Air Company (CAI) investor group has won the backing of the bulk of Alitalia's workforce, represented by five of the failing airline's nine unions. The deal could go ahead without all unions on board, Labour Minister Maurizio Sacconi had told. Unanimous approval "would be important... but I think CAI can pursue its course in any case," he said.
Italy's powerful CGIL union dropped its objections to the rescue plan on Thursday, prompting the CAI to revive its US$1.45 billion offer for the flag carrier, valid until October 15. The left-wing union had rejected an accord reached last week with three other unions but reportedly won last-minute concessions on pay for ground crew, leave and temporary work contracts.
Meanwhile, with Alitalia's "Made in Italy" rescue plan within reach, CAI was stepping up contacts with potential foreign partners Air France-KLM and Lufthansa.
Air France-KLM, which dropped a takeover bid for Alitalia in April in the face of union resistance, is considering acquiring a 10 to 20 per cent stake in the relaunched Alitalia, industry sources said. The European giant already holds a two percent stake in Alitalia.
Meanwhile, Lufthansa chief Wolfgang Mayrhuber was in Rome on Friday "at the request of the Italian government," an airline spokeswoman told AFP, adding that he had met with union representatives.
Some union leaders are reportedly attracted to Lufthansa because it operates from more than one hub, like Alitalia, whose Milan hub has seen drastic cutbacks. Alitalia, 49.9 per cent state owned, is losing about three million euros a day and has debt of about 1.2 billion euros.
Under the rescue plan, CAI would take over Alitalia's passenger activities and merge them with Italy's number two airline Air One. Alitalia's debt would be assumed under the umbrella of the company's remaining activities, which would be liquidated, throwing the burden on the Italian taxpayer.
Some 12,500 workers of the two sections would be rehired by CAI, while 3,250 would be laid off. The government has promised compensation over seven years for those who lose their jobs.
Friday, September 26, 2008
Qantas Airlines A380 Landing in Melbourne
Qantas' new Airbus A380 roared over Melbourne before touching down at Melbourne Airport for the first time.
The "jolly green giant", so called because of its fuel efficiency, flew from the home of Airbus France to Sydney, via Singapore, on Sunday before landing in Melbourne at about 7.30am this morning to start a series pilot training flights.
The $300 million aircraft, named Nancy-Bird Walton after the Australian aviatrix who flew with Sir Charles Kingsford Smith, came more than two years and two months late. However, Qantas chief executive Geoff Dixon has already foreshadowed the purchase of 20 more.
The executive general manager of Qantas, John Borghetti, said the aircraft would make several flights in and out of Melbourne until October 17, including a promotional flight over the MCG during the AFL grand final
"The Qantas A380 will operate its first commercial service between Melbourne and Los Angeles on 20 October, and a range of pilot and ground training, maintenance and promotional activities are planned in the lead-up to this milestone," Mr Borghetti said.
Qantas expects to take delivery of three more A380s by the end of this year and another eight by the end of 2009.
China's manned space flight
9:07 pm, Sept.25, the Shenzhou VII spacecraft was lifted off by the Long March II-F carrier rocket from China's northwestern Jiuquan Satellite Launch Center, sending a trio of experienced taikonauts—the Chinese term for astronauts—into space. The launch of the Shenzhou VII is China's third manned space venture since October 2003, when it joined Russia and the United States as the only countries to have sent astronauts into space.
The Shenzhou VII space flight is not only considered a breakthrough in the number of astronauts, but hailed as a major step forward in China's aerospace technology. The three-day mission is expected to include the country's first attempt at a spacewalk. The extra-vehicular activity will also include running tests in space, and taking samples from space. Following the extra-vehicular mission, a small satellite will be launched in the orbit to accompany the craft's journey, which is also China's first attempt. China's first relay satellite, Tianlian I, launched in the first half of the year, will be put into full practice during the Shenzhou VII space fight. The application of relay satellites may well in the future greatly boost the coverage and efficiency of China's monitoring networks.
The national space program is expected to aid China economically by helping to create technological breakthroughs that may some day be applied to computers or other digital equipment. But behind the glorious feats are the unprecedented challenges and risks. Spacewalk is a splendor, but full of risks, which will pose a challenge to anything related to space flight including the complicated and expensive space suit designed and produced in China. Additionally, the astronauts will have to overcome space motion sickness to accomplish the extra-vehicular mission within two days in the orbit. The craft in itself will also face the challenge from its maiden flight carrying the permitted crew number of a trio. Meanwhile, the launch of Shenzhou VII will act as a big test to China's environmental control and life security systems in space.
It takes intelligence as well as courage to make a large step forward in aerospace technology. But the prospects of China's manned space flight have so far proved promising. During the second phase, China plans further breakthroughs in manned space flight beyond spacewalks, such as the docking of the space modules. The ability to do with extra-vehicular activity is essential for China's long-term goals of assembling an orbiting station in the next decade and possibly making a visit to the moon.
Initiated in 1992, China's manned space flight is another milestone for a country that got a late start in space exploration, but now possesses the most advanced space projects and have accomplished splendid feats in its space programs. Over the 16 years, China has made a big jump in both quantity and quality in terms of manned space flight. The Shenzhou VII craft marks a new height to be scaled in the realm of China's aerospace technology, and its triumphant return will be remembered as the national pridenal pride
The Shenzhou VII space flight is not only considered a breakthrough in the number of astronauts, but hailed as a major step forward in China's aerospace technology. The three-day mission is expected to include the country's first attempt at a spacewalk. The extra-vehicular activity will also include running tests in space, and taking samples from space. Following the extra-vehicular mission, a small satellite will be launched in the orbit to accompany the craft's journey, which is also China's first attempt. China's first relay satellite, Tianlian I, launched in the first half of the year, will be put into full practice during the Shenzhou VII space fight. The application of relay satellites may well in the future greatly boost the coverage and efficiency of China's monitoring networks.
The national space program is expected to aid China economically by helping to create technological breakthroughs that may some day be applied to computers or other digital equipment. But behind the glorious feats are the unprecedented challenges and risks. Spacewalk is a splendor, but full of risks, which will pose a challenge to anything related to space flight including the complicated and expensive space suit designed and produced in China. Additionally, the astronauts will have to overcome space motion sickness to accomplish the extra-vehicular mission within two days in the orbit. The craft in itself will also face the challenge from its maiden flight carrying the permitted crew number of a trio. Meanwhile, the launch of Shenzhou VII will act as a big test to China's environmental control and life security systems in space.
It takes intelligence as well as courage to make a large step forward in aerospace technology. But the prospects of China's manned space flight have so far proved promising. During the second phase, China plans further breakthroughs in manned space flight beyond spacewalks, such as the docking of the space modules. The ability to do with extra-vehicular activity is essential for China's long-term goals of assembling an orbiting station in the next decade and possibly making a visit to the moon.
Initiated in 1992, China's manned space flight is another milestone for a country that got a late start in space exploration, but now possesses the most advanced space projects and have accomplished splendid feats in its space programs. Over the 16 years, China has made a big jump in both quantity and quality in terms of manned space flight. The Shenzhou VII craft marks a new height to be scaled in the realm of China's aerospace technology, and its triumphant return will be remembered as the national pridenal pride
Chennai and Ahmedabad operation of Paramount Airways
Paramount Airways launched its Western India operations with daily flights between Chennai and Ahmedabad.
Speaking on the occasion, M.Thiagarajan, Managing Director, Paramount Airways, said, “Paramount Airways, a leader in the premium business class segment, is pleased to make its first foray into the western region after its resounding success across South India. We are confident that Ahmedabad, one of India’s prominent business hubs, will welcome ParamountAirways.”
Speaking on the occasion, M.Thiagarajan, Managing Director, Paramount Airways, said, “Paramount Airways, a leader in the premium business class segment, is pleased to make its first foray into the western region after its resounding success across South India. We are confident that Ahmedabad, one of India’s prominent business hubs, will welcome ParamountAirways.”
Merging of Delta Airlines and Northwest Airlines
Delta Airlines Inc. announced that its shareholders along with the shareholders of Eagan, Minnesota-based Northwest Airlines Corp. approved the merger proposal between the two companies in an all-stock transaction that would create the world's largest carrier, Delta.
The merger plan provides the issuance of 1.25 shares of Delta common stock for each Northwest share to be distributed upon completion of the merger. The merger proposal was approved by more than 99% of Delta stockholders, while 98% of Northwest stockholders voted in favor of the merger.
Delta stockholders were also favorably disposed to its broad-based employee compensation program that will allow the company to distribute equity to U.S.-based employees of the combined company upon completion of the merger. This amendment was ratified by approximately 92% of Delta stockholders.
The combination will provide customers access to more than 390 destinations in 67 countries and is expected to generate more than $35 billion in aggregate annual revenues. The combined carrier would have 800 aircraft and 75 thousand employees, surpassing American Airlines as the largest airline.
The transaction is expected to close later this year subject to the approval of the U.S. Department of Justice. The proposed merger has received unconditional clearance from the European Commission on Aug. 6, 2008.
Commenting on the development, Richard Anderson, Chief Executive Officer, Delta said, "This is another milestone toward completing a merger that brings together two unique airlines with complementary strengths that will offer unmatched global service. Providing both Delta and Northwest employees with the ability to share in the benefits of the merger from the beginning is a prime example of the Delta Difference.''
Shares of DAL are currently trading at $8.15, up $0.14 or 1.74% on a volume of 10.64 million shares on the NYSE.
NWA is currently trading at $9.92, down $0.07 or 0.70%, on a volume of 4.04 million shares on the NYSE.
The merger plan provides the issuance of 1.25 shares of Delta common stock for each Northwest share to be distributed upon completion of the merger. The merger proposal was approved by more than 99% of Delta stockholders, while 98% of Northwest stockholders voted in favor of the merger.
Delta stockholders were also favorably disposed to its broad-based employee compensation program that will allow the company to distribute equity to U.S.-based employees of the combined company upon completion of the merger. This amendment was ratified by approximately 92% of Delta stockholders.
The combination will provide customers access to more than 390 destinations in 67 countries and is expected to generate more than $35 billion in aggregate annual revenues. The combined carrier would have 800 aircraft and 75 thousand employees, surpassing American Airlines as the largest airline.
The transaction is expected to close later this year subject to the approval of the U.S. Department of Justice. The proposed merger has received unconditional clearance from the European Commission on Aug. 6, 2008.
Commenting on the development, Richard Anderson, Chief Executive Officer, Delta said, "This is another milestone toward completing a merger that brings together two unique airlines with complementary strengths that will offer unmatched global service. Providing both Delta and Northwest employees with the ability to share in the benefits of the merger from the beginning is a prime example of the Delta Difference.''
Shares of DAL are currently trading at $8.15, up $0.14 or 1.74% on a volume of 10.64 million shares on the NYSE.
NWA is currently trading at $9.92, down $0.07 or 0.70%, on a volume of 4.04 million shares on the NYSE.
Thursday, September 25, 2008
FAA to help Skywest Airlines, US Airways and Southwest Airlines to install the Crash Aviodance Equipment
Three airlines that operate at Los Angeles International Airport will install safety equipment in their cockpits designed to reduce runway near misses, the Federal Aviation Administration announced Wednesday.
The FAA will provide $600,000 each to Skywest Airlines, US Airways and Southwest Airlines to help pay for cockpit systems that show pilots their precise locations at airports and provide them with information about the runways they are entering, crossing or departing from.
Research by the FAA and the airline industry shows that the technology would have eliminated 44% of the serious runway incursions nationwide that were caused by pilot error between 2004 and '08.
Incursions occur when pilots fail to stop at hold lines on taxiways that lead to runways. Aircraft that stray too far present a risk of collision with other planes.
FAA officials say the so-called "electronic flight bags," which include a map display and an alerting system, will be particularly useful to pilots at night, during poor weather or when flight crews are not familiar with the layout of an airport.
"This technology is on every pilot's wish list. It's going to be a big boost for runway safety," said Bobby Sturgell, the FAA's acting administrator. "As a former airline pilot myself, I can tell you that putting these systems in the cockpit will raise situational awareness considerably."
The FAA has agreed to help fund the systems in exchange for information from the airlines that will help the agency evaluate the effectiveness of the system. Under the agreement, each airline will install the technology in 20 aircraft by May 15, 2009.
The $600,000 grants are part of a $5-million program by the FAA to help equip cargo and passenger carriers with the new technology, especially at major airports with runway safety issues.
The FAA will provide $600,000 each to Skywest Airlines, US Airways and Southwest Airlines to help pay for cockpit systems that show pilots their precise locations at airports and provide them with information about the runways they are entering, crossing or departing from.
Research by the FAA and the airline industry shows that the technology would have eliminated 44% of the serious runway incursions nationwide that were caused by pilot error between 2004 and '08.
Incursions occur when pilots fail to stop at hold lines on taxiways that lead to runways. Aircraft that stray too far present a risk of collision with other planes.
FAA officials say the so-called "electronic flight bags," which include a map display and an alerting system, will be particularly useful to pilots at night, during poor weather or when flight crews are not familiar with the layout of an airport.
"This technology is on every pilot's wish list. It's going to be a big boost for runway safety," said Bobby Sturgell, the FAA's acting administrator. "As a former airline pilot myself, I can tell you that putting these systems in the cockpit will raise situational awareness considerably."
The FAA has agreed to help fund the systems in exchange for information from the airlines that will help the agency evaluate the effectiveness of the system. Under the agreement, each airline will install the technology in 20 aircraft by May 15, 2009.
The $600,000 grants are part of a $5-million program by the FAA to help equip cargo and passenger carriers with the new technology, especially at major airports with runway safety issues.
Delivery of the first V2500 SelectOne Powered Airbus A320 to IndiGo Airlines
International Aero Engines celebrated the delivery of the first V2500 SelectOne™ powered Airbus A320 to launch customer, India’s IndiGo.
This new V2500 engine build standard, which delivers an additional 1% fuel burn benefit, was delivered on schedule, maintaining the program’s unparalleled record for meeting its milestones. Aircraft level certification, EASA CS-25, was achieved in Jul-08, following FAR33 engine level certification in Dec-07.
The aircraft, registration VT-INV, which is leased from Australia’s Allco Finance Group, was handed over to IndiGo at the Airbus facility in Toulouse before flying to its new home base in Delhi, India. It is due to make its first commercial flight on 01-Oct-08.
IAE President and CEO, Jon Beatty, said: “In many ways, today is the final chapter in an incredible journey with the SelectOne™ development program, yet it is the start of another as we enter into service. IndiGo is an ambitious and forward-thinking organization that recognized the value that V2500SelectSM and the V2500 SelectOne™ engine would have for airlines, so it is a fitting recipient of the first aircraft.”
In 2005, IndiGo placed the single largest order for the V2500 when it purchased engines for a fleet of 100 A320s, supported by a comprehensive V2500SelectSM aftermarket agreement.
The 22,000-33,000lb of thrust V2500 is available in seven different thrust settings to power the Airbus A319, A320 and A321 Family of aircraft as well as the Airbus Corporate Jetliner. More than 5,000 V2500 engines are in service or on firm order.
The SelectOne™ build standard delivers an additional 1% fuel burn advantage, along with a corresponding reduction in CO2 emissions. It will improve time-on-wing by up to 20%, and demonstrate compliance with the most stringent CAEP/6 NOx standards.
This new V2500 engine build standard, which delivers an additional 1% fuel burn benefit, was delivered on schedule, maintaining the program’s unparalleled record for meeting its milestones. Aircraft level certification, EASA CS-25, was achieved in Jul-08, following FAR33 engine level certification in Dec-07.
The aircraft, registration VT-INV, which is leased from Australia’s Allco Finance Group, was handed over to IndiGo at the Airbus facility in Toulouse before flying to its new home base in Delhi, India. It is due to make its first commercial flight on 01-Oct-08.
IAE President and CEO, Jon Beatty, said: “In many ways, today is the final chapter in an incredible journey with the SelectOne™ development program, yet it is the start of another as we enter into service. IndiGo is an ambitious and forward-thinking organization that recognized the value that V2500SelectSM and the V2500 SelectOne™ engine would have for airlines, so it is a fitting recipient of the first aircraft.”
In 2005, IndiGo placed the single largest order for the V2500 when it purchased engines for a fleet of 100 A320s, supported by a comprehensive V2500SelectSM aftermarket agreement.
The 22,000-33,000lb of thrust V2500 is available in seven different thrust settings to power the Airbus A319, A320 and A321 Family of aircraft as well as the Airbus Corporate Jetliner. More than 5,000 V2500 engines are in service or on firm order.
The SelectOne™ build standard delivers an additional 1% fuel burn advantage, along with a corresponding reduction in CO2 emissions. It will improve time-on-wing by up to 20%, and demonstrate compliance with the most stringent CAEP/6 NOx standards.
Effective Fuel Management steps initiated by Air India
Air India is taking major initiatives to increase its operational efficiency through effective fuel management. Best practices are being adopted to overcome the alarming situation arising out of the unprecedented increase in the price of ATF in recent months.
Air India had recently invited the IATA Green Team to undertake a Fuel Efficiency Gap Analysis (FEGA) of the airline’s operations relative to fuel efficiency and emissions reduction. In its assessment, the IATA Green Team has predicted a potential saving of USD 198 million per year for the airline, if certain changes were introduced.
Mr. Raghu Menon, Chairman and Managing Director, Air India, has based on the recommendations of the IATA Green Team, constituted a Steering Committee to look into all matters of operational efficiency, fuel management and cost reduction. Sub-committees have also been formed to ensure implementation of all projects determined by the Steering Committee and help in introduction of new processes and procedures.
Some of the major initiatives outlined are :
Selecting a modern computerized Flight Planning System based on cost optimization, with features of dynamic cost index, delay cost management, etc. and which would fully support present and future commercial needs.
Reviewing the Auxilliary Power Unit (APU) utilization across the company, with the objective of reducing APU usage. Flight crews and ground personnel would be sensitized regarding the cost of APU and the use of air conditioning packs to minimize fuel consumption.
Establishing a state-of-the-art Integrated Operational Control Room (IOCC) with key personnel from Operations, Despatch, IT, Load Control, Meteorology, Crew Scheduling, Maintenance, Ground Handling, Slot Control, Sales and others.
Centralizing Flight Despatch facilities into one common location for all airlines.
Improvising “flight following” and monitoring of all aircraft from the ground which should be carried out effectively by Flight Despatch. Flight following would include ASD (Aircraft Situational Display) and ACARS (Aircraft Communication Addressing and Reporting System).
Activating the ACARS systems and all system capabilities on existing aircraft to improve communications throughout flight data collection and proactive management of flights. Ensuring SATCOM capability on all aircraft types, especially those operating over oceanic airspace.
Formulating a common fuel policy across the company.
Improvising pilot flying procedures and techniques resulting in the carriage of less additional fuel and reduced APU usage, evolving procedures for taxi with an engine off for departure and arrival, reviewing take-off and landing flap settings, low noise low drag approaches, use of idle reverse thrust, etc. all of which contribute to fuel savings.
In addition to the above, the committee will also focus on other initiatives in areas like Maintenance and Engineering, Commercial, IT and Training.
Air India had recently invited the IATA Green Team to undertake a Fuel Efficiency Gap Analysis (FEGA) of the airline’s operations relative to fuel efficiency and emissions reduction. In its assessment, the IATA Green Team has predicted a potential saving of USD 198 million per year for the airline, if certain changes were introduced.
Mr. Raghu Menon, Chairman and Managing Director, Air India, has based on the recommendations of the IATA Green Team, constituted a Steering Committee to look into all matters of operational efficiency, fuel management and cost reduction. Sub-committees have also been formed to ensure implementation of all projects determined by the Steering Committee and help in introduction of new processes and procedures.
Some of the major initiatives outlined are :
Selecting a modern computerized Flight Planning System based on cost optimization, with features of dynamic cost index, delay cost management, etc. and which would fully support present and future commercial needs.
Reviewing the Auxilliary Power Unit (APU) utilization across the company, with the objective of reducing APU usage. Flight crews and ground personnel would be sensitized regarding the cost of APU and the use of air conditioning packs to minimize fuel consumption.
Establishing a state-of-the-art Integrated Operational Control Room (IOCC) with key personnel from Operations, Despatch, IT, Load Control, Meteorology, Crew Scheduling, Maintenance, Ground Handling, Slot Control, Sales and others.
Centralizing Flight Despatch facilities into one common location for all airlines.
Improvising “flight following” and monitoring of all aircraft from the ground which should be carried out effectively by Flight Despatch. Flight following would include ASD (Aircraft Situational Display) and ACARS (Aircraft Communication Addressing and Reporting System).
Activating the ACARS systems and all system capabilities on existing aircraft to improve communications throughout flight data collection and proactive management of flights. Ensuring SATCOM capability on all aircraft types, especially those operating over oceanic airspace.
Formulating a common fuel policy across the company.
Improvising pilot flying procedures and techniques resulting in the carriage of less additional fuel and reduced APU usage, evolving procedures for taxi with an engine off for departure and arrival, reviewing take-off and landing flap settings, low noise low drag approaches, use of idle reverse thrust, etc. all of which contribute to fuel savings.
In addition to the above, the committee will also focus on other initiatives in areas like Maintenance and Engineering, Commercial, IT and Training.
United Airlines is Relocating its Data Center
Travelport is relocating its Denver data center, which operates United Airlines' computerized reservations and check-in system, to Atlanta in coming weeks as part of a larger consolidation of its North American operations.
The move won't result in any local job losses because Travelport plans to "re-purpose" its Denver offices for disaster recovery related to its systems, company spokeswoman Jill Brenner said in an e-mail. Brenner did not respond to an e-mailed question about how many workers Travelport employs in Denver. In late 2006, the company cut 100 jobs here, leaving it with 400 employees in Denver.
The relocation could help ensure a smoother experience for passengers flying United, which has had several problems with its reservations and check-in system over the past few years. In several instances, for example, the system crashed, creating delays and long lines at airport ticketing counters.
That's exactly what happened in early 2005, when the system - then run by Cendant Corp. - went down for 45 minutes on a day when thousands of people were leaving Denver after the NBA All-Star Game.
Travelport will move the Denver operation into a new facility in Atlanta, allowing it to upgrade United's system.
"This will improve reliability and support," said United spokesman Jeff Kovick. "We will be able to offer our customers a more consistent experience."
United, which is the largest airline in Denver, said its reservations and check-in system will be down or could experience problems from 11:30 p.m. Saturday to 2 a.m. Sunday as part of the upgrade.
The carrier encourages passengers traveling during that time to check in online the day before or to arrive at the airport 30 minutes earlier than usual. United will check in customers manually during the outage.
But the move should have little impact overall, United said, as most of its flights during the upgrade are in Europe and Asia.
The move won't result in any local job losses because Travelport plans to "re-purpose" its Denver offices for disaster recovery related to its systems, company spokeswoman Jill Brenner said in an e-mail. Brenner did not respond to an e-mailed question about how many workers Travelport employs in Denver. In late 2006, the company cut 100 jobs here, leaving it with 400 employees in Denver.
The relocation could help ensure a smoother experience for passengers flying United, which has had several problems with its reservations and check-in system over the past few years. In several instances, for example, the system crashed, creating delays and long lines at airport ticketing counters.
That's exactly what happened in early 2005, when the system - then run by Cendant Corp. - went down for 45 minutes on a day when thousands of people were leaving Denver after the NBA All-Star Game.
Travelport will move the Denver operation into a new facility in Atlanta, allowing it to upgrade United's system.
"This will improve reliability and support," said United spokesman Jeff Kovick. "We will be able to offer our customers a more consistent experience."
United, which is the largest airline in Denver, said its reservations and check-in system will be down or could experience problems from 11:30 p.m. Saturday to 2 a.m. Sunday as part of the upgrade.
The carrier encourages passengers traveling during that time to check in online the day before or to arrive at the airport 30 minutes earlier than usual. United will check in customers manually during the outage.
But the move should have little impact overall, United said, as most of its flights during the upgrade are in Europe and Asia.
Singapore - the Best Airline, Airport and City
In the recently announced 2008 Business Traveller Asia-Pacific Awards, Singapore came out on top winning first place honours in airline, airport and city categories. Singapore Airlines was recognised for its premier service, taking out ‘Best Airline’, ‘Best Asia-Pacific Airline’, ‘Best First Class’, ‘Best Business Class’ and ‘Best Economy Class’.
Changi airport took out ‘Best Airport in the World’ as well as ‘Best Duty-Free in the World’, while Singapore City took out ‘Best Business City in the World’.
When split into North and South Asia, Singapore took out best business city for South Asia, while Hong Kong took out the award for North Asia.
The awards are conducted by Business Traveller Asia-Pacific, a Hong Kong based magazine, through a survey of its readers, with the winners announced this year held at the Conrad Hong Kong last week.
In terms of Hotels, Grand Hyatt took out ‘Best Business Hotel Brand in the World’, while the Shangi-La Singapore took out ‘Best Business Hotel in the World’, and The Westin Beijing Financial Street was named ‘Best New Business Hotel in Asia-Pacific’.
Changi airport took out ‘Best Airport in the World’ as well as ‘Best Duty-Free in the World’, while Singapore City took out ‘Best Business City in the World’.
When split into North and South Asia, Singapore took out best business city for South Asia, while Hong Kong took out the award for North Asia.
The awards are conducted by Business Traveller Asia-Pacific, a Hong Kong based magazine, through a survey of its readers, with the winners announced this year held at the Conrad Hong Kong last week.
In terms of Hotels, Grand Hyatt took out ‘Best Business Hotel Brand in the World’, while the Shangi-La Singapore took out ‘Best Business Hotel in the World’, and The Westin Beijing Financial Street was named ‘Best New Business Hotel in Asia-Pacific’.
American Airlines add additional flights to Brazil
American Airlines will add several new flights to Brazil for the upcoming winter travel season, including four weekly non-stops between New York City and Rio de Janeiro.
The New York-Rio nonstop flights are in addition to American's previously announced plans to add three new destinations to Brazil in early November.
Additionally, American will operate a fourth daily nonstop flight between Miami and Sao Paulo from December 18, 2008, through January 30, 2009. This will give American 28 weekly nonstop flights between Miami and Sao Paulo during the winter season.
Also, American plans to operate one additional weekly flight between Miami and Belo Horizonte from December 21, 2008, through February 23, 2009
The New York-Rio nonstop flights are in addition to American's previously announced plans to add three new destinations to Brazil in early November.
Additionally, American will operate a fourth daily nonstop flight between Miami and Sao Paulo from December 18, 2008, through January 30, 2009. This will give American 28 weekly nonstop flights between Miami and Sao Paulo during the winter season.
Also, American plans to operate one additional weekly flight between Miami and Belo Horizonte from December 21, 2008, through February 23, 2009
Wednesday, September 24, 2008
Venezuelan Airlines Trying for Alitalia Airlines
Venezuelan airline Aserca is believed to be making an offer for distressed Italian national flag carrier Alitalia. Ascera has said it will make details of its plan available within days.
Alitalia sent out an SOS on Monday, publishing a final appeal on its website for investors to take over the near-bankrupt company.
It was feared the airline, which is 49.9 percent state-owned, could have been grounded by Thursday, without a credible cost-reduction plan in the pipeline.
The deadline of September 30 has been set for offers.
Alitalia sent out an SOS on Monday, publishing a final appeal on its website for investors to take over the near-bankrupt company.
It was feared the airline, which is 49.9 percent state-owned, could have been grounded by Thursday, without a credible cost-reduction plan in the pipeline.
The deadline of September 30 has been set for offers.
Airlines cancelled/delayed flights to Hong Kong from Maniala
Many airlines on Wednesday cancelled scheduled flights to Hong Kong from Manila due to bad weather caused by Typhoon Nina (international codename Hagupit) in Hong Kong. GMA’s Flash Report said a Cebu Pacific flight and two Philippine Airlines flights were cancelled while one China Southern Airlines flight and three Cathay Pacific flights were delayed due to inclement weather.
Following are the flights:
• Cebu Pacific flight 5J 110,
• Philippine Airlines flight 300/1,
• Philippine Airlines flight 318/9,
• Cathay Pacific flights CX 902,
• Cathay Pacific slight CX 904,
• Cathay Pacific flight CX 912/3, and
• China Southern Airlines flight CZ 398.
The airlines, however, did not advise when their Hong Kong-bound flights will resume.
The Manila International Airport Authority confirmed that torrential rains started to hit Hong Kong after typhoon Nina reached the territory after exiting the Philippines.
Following are the flights:
• Cebu Pacific flight 5J 110,
• Philippine Airlines flight 300/1,
• Philippine Airlines flight 318/9,
• Cathay Pacific flights CX 902,
• Cathay Pacific slight CX 904,
• Cathay Pacific flight CX 912/3, and
• China Southern Airlines flight CZ 398.
The airlines, however, did not advise when their Hong Kong-bound flights will resume.
The Manila International Airport Authority confirmed that torrential rains started to hit Hong Kong after typhoon Nina reached the territory after exiting the Philippines.
Go Airlines Pilots slept during landing of the aircraft ?
Two pilots for Hawaii's Go airlines who slept through their flight's landing procedure were suspended for the careless and reckless operation of an aircraft, the Federal Aviation Administration said Tuesday.
The pilots, who have been fired by Go, completed their suspensions on Sept. 9, FAA spokesman Ian Gregor said. He did not know whether they are flying again with a different carrier.
Captain Scott Oltman, 54, who was also cited for failing to maintain radio communications, had his license suspended for 60 days. First Officer Dillon Shepley, 24, was suspended for 45 days. Gregor said no action was taken against Go because it did nothing wrong and provided the pilots with a 15-hour break before their shift, nearly double what the FAA requires.
The National Transportation Safety Board had determined the two pilots fell asleep on the Feb. 13 flight from Honolulu to Hilo. Oltman was later diagnosed with a severe obstructive sleep apnea. It causes people to stop breathing repeatedly, preventing a restful night of sleep.
However, it was still unclear how both pilots fell asleep on the brief midmorning flight, which was carrying 40 passengers. No problems were found after examining the aircraft's pressurization system and carbon monoxide levels. The pilots failed to respond to nearly a dozen calls from air traffic controllers over a span of 17 minutes.
The pilots, who have been fired by Go, completed their suspensions on Sept. 9, FAA spokesman Ian Gregor said. He did not know whether they are flying again with a different carrier.
Captain Scott Oltman, 54, who was also cited for failing to maintain radio communications, had his license suspended for 60 days. First Officer Dillon Shepley, 24, was suspended for 45 days. Gregor said no action was taken against Go because it did nothing wrong and provided the pilots with a 15-hour break before their shift, nearly double what the FAA requires.
The National Transportation Safety Board had determined the two pilots fell asleep on the Feb. 13 flight from Honolulu to Hilo. Oltman was later diagnosed with a severe obstructive sleep apnea. It causes people to stop breathing repeatedly, preventing a restful night of sleep.
However, it was still unclear how both pilots fell asleep on the brief midmorning flight, which was carrying 40 passengers. No problems were found after examining the aircraft's pressurization system and carbon monoxide levels. The pilots failed to respond to nearly a dozen calls from air traffic controllers over a span of 17 minutes.
Saturday, September 20, 2008
Qantas Airlines receives its first Airbus A380 aircraft
The Australian national carrier takes delivery of the first of its double-decker airliners in Toulouse, France, today. The aircraft arrives in Sydney tomorrow and will go into scheduled service on October 20 when it flies from Melbourne to Los Angeles. Qantas will be the first airline to fly the world's biggest airliner - the giant Airbus A380 - to New Zealand next month, beating Dubai's Emirates Airline to the punch in a promotional one-off.
Emirates says it will fly the A380 on the trans-Tasman Auckland route from February, as an extension of its service from Dubai, as it does with its other long-haul aircraft now.
But Qantas says it will make a one-off promotional visit to Auckland about a week before it goes into service. It has no plans for a scheduled service from New Zealand. A select group of frequent fliers, VIPs and media are expected to be treated to a short joyride.
Auckland International Airport has spent millions preparing for the A380, including widening the runway and taxiways, and new airbridges. Qantas has ordered a fleet of 20 of the aircraft, second to Emirates' 58. Singapore already has five of the 19 it ordered.
Qantas had been due to receive its first plane nearly two years ago, but major design and production issues, largely relating to electrical wiring, have beset the jet.
The airline has received more than $200 million in compensation for the delay that has also handed an advantage to arch-rival Singapore Airlines.
Singapore Airlines was the first to put the A380 into commercial service in October last year, flying from Qantas' home turf of Sydney to London.
Emirates received its first aircraft last month. Qantas expects to receive another two aircraft this year and will compete directly with Singapore for A380 passengers on the so-called kangaroo route between Sydney and London from January 16.
The A380 is the first of a new generation of aircraft that are substantially quieter and more fuel-efficient. It also promised to usher in a new age of luxurious flying, for the well-heeled at least, with bars, lounges and even shops.
Both Singapore Airlines and Emirates took advantage of the extra space available by equipping their jets with personal cabins for first-class passengers and an enhanced business class. Emirates has even installed showers and a bar for its premium passengers. But those in economy have to make do with a few more entertainment options and the much quieter cabin that the A380 offers.
The interior of the Qantas plane is more standard, with a total of 450 passengers having the choice of four classes: first, business, premium economy and economy.
While most of the frills have been lavished on first class a few features have been added that should bring a smile to the faces of economy passengers.
There are four free self-service snack and drinks bars, and, to improve sleeping comfort, a foot net folds down from the seatback in front, replacing the traditional hard footrest.
Qantas has also put 39 fewer seats on its behemoth than Emirates, while Singapore has room for 471, all well below the 525 passengers Airbus uses for marketing purposes.
Economy passengers are seated behind first-class passengers on the main deck. Business class and premium economy occupy the upper deck. Business passengers also have a separate lounge
Emirates says it will fly the A380 on the trans-Tasman Auckland route from February, as an extension of its service from Dubai, as it does with its other long-haul aircraft now.
But Qantas says it will make a one-off promotional visit to Auckland about a week before it goes into service. It has no plans for a scheduled service from New Zealand. A select group of frequent fliers, VIPs and media are expected to be treated to a short joyride.
Auckland International Airport has spent millions preparing for the A380, including widening the runway and taxiways, and new airbridges. Qantas has ordered a fleet of 20 of the aircraft, second to Emirates' 58. Singapore already has five of the 19 it ordered.
Qantas had been due to receive its first plane nearly two years ago, but major design and production issues, largely relating to electrical wiring, have beset the jet.
The airline has received more than $200 million in compensation for the delay that has also handed an advantage to arch-rival Singapore Airlines.
Singapore Airlines was the first to put the A380 into commercial service in October last year, flying from Qantas' home turf of Sydney to London.
Emirates received its first aircraft last month. Qantas expects to receive another two aircraft this year and will compete directly with Singapore for A380 passengers on the so-called kangaroo route between Sydney and London from January 16.
The A380 is the first of a new generation of aircraft that are substantially quieter and more fuel-efficient. It also promised to usher in a new age of luxurious flying, for the well-heeled at least, with bars, lounges and even shops.
Both Singapore Airlines and Emirates took advantage of the extra space available by equipping their jets with personal cabins for first-class passengers and an enhanced business class. Emirates has even installed showers and a bar for its premium passengers. But those in economy have to make do with a few more entertainment options and the much quieter cabin that the A380 offers.
The interior of the Qantas plane is more standard, with a total of 450 passengers having the choice of four classes: first, business, premium economy and economy.
While most of the frills have been lavished on first class a few features have been added that should bring a smile to the faces of economy passengers.
There are four free self-service snack and drinks bars, and, to improve sleeping comfort, a foot net folds down from the seatback in front, replacing the traditional hard footrest.
Qantas has also put 39 fewer seats on its behemoth than Emirates, while Singapore has room for 471, all well below the 525 passengers Airbus uses for marketing purposes.
Economy passengers are seated behind first-class passengers on the main deck. Business class and premium economy occupy the upper deck. Business passengers also have a separate lounge
Alitalia Airlines has cancelled a number of flights from Rome's Fiumicino airport
Alitalia has cancelled a number of flights from Rome's Fiumicino airport. The cancellations have led to apprehension over the carriers solvency and fears it may soon go into liquidation.
On Thursday, a consortium withdrew a rescue offer for Alitalia due to opposition from trade unions. Alitalia, which filed for bankruptcy protection last month, has warned it is low on cash to buy more fuel.
The airline confirmed that a number of flights have been cancelled, but denied it had run out of aviation fuel.
On Thursday, a consortium withdrew a rescue offer for Alitalia due to opposition from trade unions. Alitalia, which filed for bankruptcy protection last month, has warned it is low on cash to buy more fuel.
The airline confirmed that a number of flights have been cancelled, but denied it had run out of aviation fuel.
Export-Import Bank of the US given $548.6 million loan to the India's national Airlines Air India
The Export-Import Bank (Ex-Im Bank) of the US has given India's national Airlines Air India $548.6 million in loan guarantees to support the purchase of Boeing aircraft. Air India chairman and managing director Raghu Menon and Ex-Im Bank chairman James H. Lambright signed the deal Friday at a ceremony at the bank headquarters here. Air India is officially called the National Aviation Company of India Limited (NACIL).
'We greatly value Ex-im Bank's contribution in partnering with Air India in our project to acquire 68 state-of-the-art aircraft from The Boeing Company,' said Menon. 'Induction of these modern aircraft into our fleet will be a major step forward in making Air India a truly global airline through a significant expansion of our international network,' he said.
'The fast-growing Indian market offers enormous opportunities for US exporters in many sectors including transportation, energy and infrastructure development,' said Lambright. 'We're also pleased that India has taken advantage of the new benefits offered by its participation in the Cape Town Treaty,' he added. The Cape Town Treaty is an international treaty that facilitates the cross-border financing and leasing of aircraft, helicopters and aircraft engines.
Ex-Im Bank reduces its exposure fee by one-third on asset-backed financings of new US-manufactured large commercial aircraft and spare engines for international buyers located in countries that ratify and implement the treaty. Ex-Im Bank's exposure fee is the risk premium that the bank charges for its export financing. As a result of ratifying and implementing the Cape Town Treaty, NACIL saved over $5 million on financing costs on this one transaction, the bank said.
Ex-Im Bank said it has identified India as a key market for its export financing. In April 2008, the bank established the Indian Infrastructure Facility to support US exports to Indian projects in sectors such as power and renewable-energy generation, oil and gas development, airport and seaport development, railway and urban transit, and health care.
The facility now includes nine Indian financial institutions and has a financing capacity of $2.45 billion. In 2007, Ex-Im Bank concluded a $1.2 billion financing of Boeing aircraft for NACIL. Accordingly, the bank's aggregate exposure under the 2007 financing and the current financing is approximately $1.6 billion.
In fiscal year 2007, Ex-Im Bank authorised $12.6 billion in financing to support an estimated $16 billion of US exports worldwide. The bank authorised more than $1.4 billion last year to support US exports to India, including a $500 million loan guarantee to Reliance Petroleum Ltd. for the Jamnagar refinery.
Ex-Im Bank is the official export-credit agency of the US. The independent, self-sustaining federal agency, now in its 74th year, helps create and maintain US jobs by financing the sale of US exports, primarily to emerging markets throughout the world, by providing loan guarantees, export-credit insurance and direct loans.
'We greatly value Ex-im Bank's contribution in partnering with Air India in our project to acquire 68 state-of-the-art aircraft from The Boeing Company,' said Menon. 'Induction of these modern aircraft into our fleet will be a major step forward in making Air India a truly global airline through a significant expansion of our international network,' he said.
'The fast-growing Indian market offers enormous opportunities for US exporters in many sectors including transportation, energy and infrastructure development,' said Lambright. 'We're also pleased that India has taken advantage of the new benefits offered by its participation in the Cape Town Treaty,' he added. The Cape Town Treaty is an international treaty that facilitates the cross-border financing and leasing of aircraft, helicopters and aircraft engines.
Ex-Im Bank reduces its exposure fee by one-third on asset-backed financings of new US-manufactured large commercial aircraft and spare engines for international buyers located in countries that ratify and implement the treaty. Ex-Im Bank's exposure fee is the risk premium that the bank charges for its export financing. As a result of ratifying and implementing the Cape Town Treaty, NACIL saved over $5 million on financing costs on this one transaction, the bank said.
Ex-Im Bank said it has identified India as a key market for its export financing. In April 2008, the bank established the Indian Infrastructure Facility to support US exports to Indian projects in sectors such as power and renewable-energy generation, oil and gas development, airport and seaport development, railway and urban transit, and health care.
The facility now includes nine Indian financial institutions and has a financing capacity of $2.45 billion. In 2007, Ex-Im Bank concluded a $1.2 billion financing of Boeing aircraft for NACIL. Accordingly, the bank's aggregate exposure under the 2007 financing and the current financing is approximately $1.6 billion.
In fiscal year 2007, Ex-Im Bank authorised $12.6 billion in financing to support an estimated $16 billion of US exports worldwide. The bank authorised more than $1.4 billion last year to support US exports to India, including a $500 million loan guarantee to Reliance Petroleum Ltd. for the Jamnagar refinery.
Ex-Im Bank is the official export-credit agency of the US. The independent, self-sustaining federal agency, now in its 74th year, helps create and maintain US jobs by financing the sale of US exports, primarily to emerging markets throughout the world, by providing loan guarantees, export-credit insurance and direct loans.
Qantas Airlines become the third Airbus A380 Customer
Airbus CEO Tom Enders said that the European planemaker would be able to meet its target of delivering 12 A380 superjumbo jets this year. The Associated Press writes that in making the statement, Enders brushed "aside reports that manufacturing and engineering difficulties had again put the project behind schedule. The 525-seat, A-380 has been plagued by delays due to missteps, technical setbacks, communication failures and financial improprieties that have tarnished Airbus' image. The first in a series of costly delays was announced in June 2005."
Meanwhile, Australia's Qantas today became the third carrier to take delivery of an A380 jet. Singapore was the first, followed by Emirates. Reuters writes Qantas' first A380 "will enter service from Melbourne to Los Angeles on Oct. 20 and fly the Sydney-Los Angeles route on Oct. 24. It is configured for 450 passengers including 14 in first class and 72 in business shaped in futuristic silvery-backed pods." Alan Joyce, who will take over as Qantas' CEO in November, says: "We operate in some of the longest sectors in the world given our location and the A380 gives us the flexibility we need."
Meanwhile, Australia's Qantas today became the third carrier to take delivery of an A380 jet. Singapore was the first, followed by Emirates. Reuters writes Qantas' first A380 "will enter service from Melbourne to Los Angeles on Oct. 20 and fly the Sydney-Los Angeles route on Oct. 24. It is configured for 450 passengers including 14 in first class and 72 in business shaped in futuristic silvery-backed pods." Alan Joyce, who will take over as Qantas' CEO in November, says: "We operate in some of the longest sectors in the world given our location and the A380 gives us the flexibility we need."
Thursday, September 11, 2008
Sensor Technology for the Future Aircrafts
Flight tests on NASA's Ikhana, a modified Predator B unmanned aircraft adapted for civilian research, are under way at NASA's Dryden Flight Research Center at Edwards Air Force Base in California. The effort represents one of the first comprehensive flight validations of fiber optic sensor technology.
"Generations of aircraft and spacecraft could benefit from work with the new sensors if the sensors perform in the sky as they have in the laboratory," said Lance Richards, Dryden's Advanced Structures and Measurement group lead.
The weight reduction that fiber optic sensors would make possible could reduce operating costs and improve fuel efficiency. The development also opens up new opportunities and applications that would not be achievable with conventional technology. For example, the new sensors could enable adaptive wing-shape control.
"Active wing-shape control represents the gleam in the eye of every aerodynamicist," Richards said. "If the shape of the wing can be changed in flight, then the efficiency and performance of the aircraft can be improved, from takeoff and landing to cruising and maneuvering."
Six hair-like fibers located on the top surface of Ikhana's wings provide more than 2,000 strain measurements in real time. With a combined weight of less than two pounds, the fibers are so small that they have no significant effects on aerodynamics. The sensors eventually could be embedded within composite wings in future aircraft.
To validate the new sensors' accuracy, the research team is comparing results obtained with the fiber optic wing shape sensors against those of 16 traditional strain gauges co-located on the wing alongside the new sensors.
"The sensors on Ikhana are imperceptibly small because they're located on fibers approximately the diameter of a human hair," Richards explained. "You can get the information you need from the thousands of sensors on a few fibers without the weight and complexity of conventional sensors. Strain gauges, for example, require three copper lead wires for every sensor."
When using the fiber optic sensors, researchers do not require analytical models for determining strain and other measurements on the aircraft because data derived with the sensors include all of the actual measurements being sought.
Another safety-related benefit of the lightweight fiber optic sensors is that thousands of sensors can be left on the aircraft during its lifetime, gathering data on structural health and performance. By knowing the stress levels at thousands of locations on the aircraft, designers can more optimally design structures and reduce weight while maintaining safety, Richards explained. The net result could be a reduction in fuel costs and an increase in range.
Further, intelligent flight control software technology now being developed can incorporate structural monitoring data from the fiber optic sensors to compensate for stresses on the airframe, helping prevent situations that might otherwise result in a loss of flight control.
By extension, the application of the technology to wind turbines could improve their performance by making their blades more efficient.
"An improvement of only a few percent equals a huge economic benefit," Richards said. "The sensors could also be used to look at the stress of structures, like bridges and dams, and possibilities extend to potential biomedical uses as well. The applications of this technology are mind-boggling."
"Generations of aircraft and spacecraft could benefit from work with the new sensors if the sensors perform in the sky as they have in the laboratory," said Lance Richards, Dryden's Advanced Structures and Measurement group lead.
The weight reduction that fiber optic sensors would make possible could reduce operating costs and improve fuel efficiency. The development also opens up new opportunities and applications that would not be achievable with conventional technology. For example, the new sensors could enable adaptive wing-shape control.
"Active wing-shape control represents the gleam in the eye of every aerodynamicist," Richards said. "If the shape of the wing can be changed in flight, then the efficiency and performance of the aircraft can be improved, from takeoff and landing to cruising and maneuvering."
Six hair-like fibers located on the top surface of Ikhana's wings provide more than 2,000 strain measurements in real time. With a combined weight of less than two pounds, the fibers are so small that they have no significant effects on aerodynamics. The sensors eventually could be embedded within composite wings in future aircraft.
To validate the new sensors' accuracy, the research team is comparing results obtained with the fiber optic wing shape sensors against those of 16 traditional strain gauges co-located on the wing alongside the new sensors.
"The sensors on Ikhana are imperceptibly small because they're located on fibers approximately the diameter of a human hair," Richards explained. "You can get the information you need from the thousands of sensors on a few fibers without the weight and complexity of conventional sensors. Strain gauges, for example, require three copper lead wires for every sensor."
When using the fiber optic sensors, researchers do not require analytical models for determining strain and other measurements on the aircraft because data derived with the sensors include all of the actual measurements being sought.
Another safety-related benefit of the lightweight fiber optic sensors is that thousands of sensors can be left on the aircraft during its lifetime, gathering data on structural health and performance. By knowing the stress levels at thousands of locations on the aircraft, designers can more optimally design structures and reduce weight while maintaining safety, Richards explained. The net result could be a reduction in fuel costs and an increase in range.
Further, intelligent flight control software technology now being developed can incorporate structural monitoring data from the fiber optic sensors to compensate for stresses on the airframe, helping prevent situations that might otherwise result in a loss of flight control.
By extension, the application of the technology to wind turbines could improve their performance by making their blades more efficient.
"An improvement of only a few percent equals a huge economic benefit," Richards said. "The sensors could also be used to look at the stress of structures, like bridges and dams, and possibilities extend to potential biomedical uses as well. The applications of this technology are mind-boggling."
Nuclear Propulsion - New Aircraft Technology
The principles behind using atomic energy for the propulsion of aircraft were developed early in the atomic age. As early as 1942 Enrico Fermi and his associates involved with the Manhattan District Project discussed the use of atomic power to propel aircraft.It was in 1946 that a study by John Hopkins University's Applied Physics Laboratory delineated the potentials and problems of using atomic power for aircraft propulsion. Chief amongst the problems at the time was the lack of data on the effects of radiation on materials which would be used in a design. Some of the other basic problems were the possible release of radioactive fission products or isotopes during normal operation or due to any accident, shielding the crew and persons on the ground from radiation, and the selection of test sites and ranges. There was the potential for the release of radioactive materials to the atmosphere and the problems of direct radiation during operational use. The requirements for an operational nuclear aircraft were that, even under the most adverse conditions, the aircraft did not add materially to the general background atmospheric radioactivity and that while in use the aircraft restricted all harmful radiation to within the craft or a predesignated exclusion area.
In 1946 the interest in atomic aircraft developed into a long-lived project know as NEPA, for Nuclear energy for the Propulsion of Aircraft. The NEPA project, which started in May, was controlled by the United States Air Force (USAF) and was therefore oriented towards developing both an atomic- powered long-range strategic bomber and high-performance aircraft. Nuclear power showed promise in both fields because of its dual nature of long-lasting fuel supply and the high temperatures theoretically possible using a reactor. However, in a paper in 1957 Kelly Johnson and F. A. Cleveland, both of Lockheed Aircraft Corporation, wrote, "It appears that the strategic bomber, by requiring both high speed and great endurance and because of the inherent low-altitude potential advantages over similar chemical airplanes, will be the first candidate for a nuclear power plant."
The NEPA contract was with the Fairchild Engine & Airframe Co., and the work was conducted at Oak Ridge. By the end of 1948 the USAF had invested approximately ten million dollars in the program. Extensive studies were conducted under NEPA from 1946 until 1951, at which time it was replaced by the joint Atomic Energy Commission (AEC) / USAF ANP program. The ANP program set forth the ambitious goal of full-scale development of aircraft reactor and engine systems. One of the factors that led to the creation of the ANP program was a study done at MIT by a group convened by the AEC in 1948 to look at the potential uses of atomic powered flight. "This study group, known as the Lexington Project, came to the conclusion that nuclear aircraft (manned) were likely less difficult than nuclear ramjets, which, in turn, would be less difficult than nuclear rockets to develop." Ironically, this turned out to be the reverse of the proper order of difficulty, as later research and development would prove. Although nuclear ramjets, under Project Pluto, and nuclear rockets, under Project Rover, were successfully tested at the levels needed for operational use, an operational level atomic aircraft powerplant was never developed. In 1954, Raymond Clare Briant, who was then the director of the ANP Project stated that "manned nuclear aircraft pose the most difficult engineering development job yet attempted within this century."
Unfortunately the ANP program wasn't very well organized. Instead of trying to develop one aspect of the technology to a working stage the effort was spread out over a number of areas. Part of the problem was that, under the conventional guidelines, the AEC was responsible for reactor development while the Air Force was responsible for development of the remainder of the system. Therefore the project was divided into two parts which needed to work closely together, but these two parts were managed by totally separate entities.
Under the ANP program the General Electric Co., at Evendale, Cincinnati was issued a contract to develop a direct-cycle turbojet, and Pratt & Whitney Aircraft Division of United Aircraft Corp. was authorized to study an indirect cycle and work was started at the Connecticut Aircraft Nuclear Engine Laboratory (CANEL). In the direct air cycle air enters through the compressor stage of one or more turbojets. From there the air passes through a plenum an is directed through the reactor core. The air, acting as the reactor coolant, is rapidly heated as it travels through the core. After passing through the reactor the air passes through another plenum and is directed to the turbine section of the turbojet(s) and from there out through the tailpipe. An indirect system is very similar, except that the air does not pass through the reactor itself. After passing through the compressor the air passes through a heat exchanger. The heat generated by the reactor is carried by a working fluid to this heat exchanger. The air then passes through the turbine and out the tailpipe as above. The working fluid in the indirect cycle is usually a dense fluid, such as a liquid metal, or highly pressurized water. This allows more heat energy to be transfer, thereby increasing the efficiency of the system.
In an article in the SAE Journal, L.W. Credit wrote, "Of three alternatives for achieving flight reliability in nuclear aircraft through component or system redundancy, the single-reactor, all-nuclear aircraft seems to be the optimum design." The other two alternatives were a dual-reactor system and a combination nuclear-chemical (combustion) system. Originally the ANP program was to develop an indirect cycle, single reactor propulsion system. However, a petition by General Electric to the government allowed them to develop the direct cycle system. GE claimed that the direct cycle was simpler and therefore would have a shorter development time. For the indirect cycle system, Pratt & Whitney developed the super-critical water reactor, in which the working fluid is water heated to 1,500 degrees fahrenheit, but kept in a liquid state by pressurizing to 5,000psi. This avoided the problems of using a liquid metal working fluid. The United States has never favored the operational use of liquid metal reactors. To date all military reactors in active service, with the exception of the one liquid sodium reactor on the attack submarine USS Seawolf, have been of the Pressurized Water Reactor (PWR) type. Even the USS Seawolf experienced enough problems that the liquid sodium reactor was replaced with one of a PWR design after a few years in service.
Part of the ANP program was the X-6 program. Beginning in 1952, the designated goal of the X-6 program was to produce two flying testbeds powered by atomic energy. The test program started by testing shielding problems. A B-36 was converted for this purpose. This aircraft was referred to as the Nuclear Test Aircraft (NTA). The NTA began its life as a Convair B-36H bomber, but after conversion it was redesignated as an NB-36H. It was modified to carry a small air cooled reactor in the aft bomb bay and to provide shielding for the crew. The NTA incorporated shielding around the reactor itself and a totally new nose section which housed a twelve ton lead and rubber shielded compartment for the crew. There were also water jackets in the fuselage and behind the crew compartment to absorb radiation. The reactor was made critical in flight on several occasions and the aircraft was used for many radiation and shielding experiments.
Convair's successful flight program with the B-36 carrying a flight test reactor (July 1955 - March 1957)" showed that the "aircraft normally would pose no threat, even if flying low. The principal concerns would be: (a) accidents which cause the release of fission products from the reactors, and (b) the dosage from exposure to leakage radioactivity (in the direct cycle concept).
It was decided that the risks caused by radiation were no greater than the risks that had been incurred during the development of steam and electric power, the airplane, the automobile, or the rocket.
The B-36 was also to provide the basis for the actual X-6 aircraft. At the time the B-36 was the only existing, time tested, airframe large and powerful enough to carry the expected engine and shield weight. The engine chosen was the J53 turbojet. At the time the J53 was a conventional turbojet in the planning stage at General Electric. The J53 was a high- performance design and it was felt that conversion to nuclear power would present no more difficulty than any other design then in use. In the early stages of the program, before GE's petition, it was planned to connect the J53 to a liquid-metal reactor for use on the X-6. The original propulsion system was to have weighed 165,000 pounds. This was composed of a 10,000 pound reactor, 60,000 pounds of reactor shielding, 37,000 pounds of crew shielding, and a total engine weight of 18,000 pounds plus an additional 40,000 pounds for ducts and accessories. After experiencing development problems with the J53, GE resorted to the J47 as the powerplant. J47s converted for nuclear testing were referred to as X-39s.
It should be noted that the United States was not the only country working on atomic aircraft in the early years. The Soviet Union had a few projects of their own. One aircraft, a flying boat, proposed in 1950 would have had a flying weight of 1,000 tons.
It was planned to equip the giant airplane with four atomic turbo-prop engines. The wing span was more than 130 meters, and the total power of the engines exceeded one-half million horsepower. This airplane was supposed to carry 1,000 passengers and 100 tons of load at a speed of 1,000 kilometers per hour.
It was planned to surround the reactor with five layers of shielding. The layers were supposed to be as follows: first layer - beryllium oxide reflector; second layer - liquid sodium for removing heat from the walls; third layer - cadmium, for absorbing slow neutrons; forth layer - paraffin wax, for slowing down fast neutrons; fifth layer - a steel shell, for absorbing slow neutrons and gamma-rays. Such multilayer 'armor' permits decreasing the weight and size of the necessary shielding. The coolant was liquid lead.
The Soviets studied many of the same options the United States considered; both direct and indirect cycles, turbo-props, shadow shielding, and the special ground handling needed. One fact that is striking is that in the Soviet design the total weight of the atomic power plant was to be 80 tons. 80 tons is equal to 160,000 pounds, which compared to the original figures for the X-6 propulsion system, which was 165,000 pounds, was practically identical.
The reference to 'shadow shielding' above is to the practice of dividing the shields between the reactor and the crew, the crew being in the 'shadow' created by the shields. This is also referred to as the divided shield concept.
If it were possible to put as much shielding on the reactor as is done on ground reactors, we could reduce the radiation therefrom to a negligible amount. But the total weight of shielding required to do this would be prohibitive; in fact, we are forced to the so-called 'divided shield' concept in order to reduce total shield weight to an acceptable amount. Divided shielding is, of course, simply a division of the shielding between the reactor and the crew compartment in such a fashion as to result in near- minimum total shielding weight.
Distributing the shields lessens the total shield weight, but it also means that the majority of the aircraft would have been exposed to higher levels of radiation. And once on the ground more radiation would penetrate the surrounding area. These problems were to be overcome by newer materials and by designing the aircraft's servicing equipment with the higher radiation levels in mind. Divided the shields also had some other benefits;
The directional nature of the radiation leads also to the fact that aircraft structure and components are useful as shielding material, and judicious use of such things as the wing box, landing gear, pay load, and fuel for landing go-arounds can reduce the thickness of shielding required on the crew compartment rear face.
The problem with shield weight was one of two major problems which surfaced during the program. The other was increasing reactor performance. The ANP program focused a great deal of effort on developing the divided shield concept, decreasing the required shield size by decreasing reactor size via increasing reactor power density, increasing the operating temperature of the reactor to boost efficiency and therefore aircraft performance, and utilizing the reduced shield mass in aircraft design. Although work on an actual airframe never got very far, a great deal of work was accomplished on the power plants.
General Electric ran a series of very successful experiments using the direct cycle concept. These were referred to as the Heat Transfer Reactor Experiment (HTRE) series. The series involved three reactors, HTRE-1 through HTRE-3. HTRE-1 became HTRE-2 at the conclusion of its test program. HTRE-1 (and therefore HTRE-2) successfully ran one X-39 (modified J-47) solely under nuclear power. HTRE-3 was the closest to a flight article the program came. It was solid moderated, as opposed to the earlier reactors which were water moderated, and it powered two X-39s at higher power levels. HTRE-3 was limited by the two turbojets, but it could have powered larger jets at even higher power levels. HTRE-1 was principally a proof of concept reactor. "HTRE-1 achieved a number of full-power runs that demonstrated conclusively the feasibility of operating a jet engine on nuclear power." HTRE-2 was simply HTRE-1 modified to test advanced reactor sections in a central hexagonal chamber. In this way new reactor designs could be tested without the need to build a totally new reactor from scratch. The experience gained from HTRE-1 and HTRE-2 was used in the construction of HTRE-3. HTRE-3 was the final test item designed to prove the feasibility of producing an actual aircraft powerplant. "The design and testing of HTRE-3 has advanced the direct-cycle program beyond the question of feasibility to the problems of engineering optimization."
All three of the HTRE reactors were of the standard direct cycle configuration, with the addition of a chemical combustor just upstream from the turbines. This combustor allowed the jets to be started on chemical power and then be switched over to atomic heat as the reactor was brought up to operating temperatures. The operational system may have also utilized a chemical combustor for use during takeoff and landing, and possibly target penetration, when the reactors relatively slow response time could be a disadvantage.
The HTRE either met or exceeded their goals, but although all had reactor cores of roughly the size needed to fit into an aircraft, none of the HTREs were designed to be a prototype of a flight system; the series showed that it then appeared "possible and practical with the technology in hand to build a flyable reactor of the same materials as HTRE-3 and similar in physical size." Despite the fact that HTRE-3 didn't produce the power that would have been needed for flight, that was mainly because it was not an optimized design; it was designed simply as a research reactor, to prove the concepts needed for a flight article.
At the end of the HTRE run the probability of flying a reactor seemed high. The test runs showed that a reactor using the same materials as HTRE-3, and which could power a gas-turbine powerplant, could have been built at that time. Such a reactor would meet all of the requirements needed for a flight ready unit. In their paper Kelly Johnson and F. A. Cleveland also stated that "when improved materials are available, we would expect the nuclear power plant to advance rapidly in its overall efficiency, with a consequent improvement in ability to install such power plants in airplanes of smaller size than those currently contemplated."
While GE was working on the direct cycle, Pratt & Whitney (P&W) was working on the indirect cycle. However, progress went much slower that it did with the HTREs. P&W never ran a practical test system. In fact their work was limited to component testing. In addition to work on the super-critical water reactor P&W worked with liquid metal coolant designs. It was the latter that received the most attention. The two major designs were a solid core reactor, in which the liquid metal circulated through a solid reactor core, and a circulating-fuel design, in which fuel was mixed with the coolant and critical mass was achieved as the coolant circulated through a central core. After the circulating-fuel design showed promise, work on the super-critical reactor was halted. P&W did accomplish a great deal on the design of liquid metal cooling loops, corrosion prevention, and heat exchanger design. However, P&W work at CANEL never led to a test reactor, much less one which was flight ready. In the long run the indirect cycle showed more promise, but it also required a great deal more developmental work.
While these test programs were successful, there were other programs which weren't. A number of programs were begun at a great cost of time and money, only to be dropped when the program went through one of its many reorientations. The official U.S. government report on the ANP project lists such programs. A Flight Engine Test facility was built in Idaho for use to test the flight engine both on the ground and in the test aircraft. This facility cost over eight million dollars, yet it was never used during the ANP program, other than as a storage building, because the flight program was cancelled. A radiator laboratory was constructed at CANEL for use in studying liquid metal to air heat transfer. After spending over six million dollars the construction was halted with only a shell completed because the Air Force changed its mind. Another laboratory was built at CANEL to study vacuum conditions. This laboratory cost over a million dollars, and it entered use in March 1961, the same month that the ANP program was cancelled. These were only the largest of the wastes. There were numerous instances of wasted time and money, none of which can really be blamed on the technicians, since the leaders changed their minds and the equipment went unused.
In 1946 the interest in atomic aircraft developed into a long-lived project know as NEPA, for Nuclear energy for the Propulsion of Aircraft. The NEPA project, which started in May, was controlled by the United States Air Force (USAF) and was therefore oriented towards developing both an atomic- powered long-range strategic bomber and high-performance aircraft. Nuclear power showed promise in both fields because of its dual nature of long-lasting fuel supply and the high temperatures theoretically possible using a reactor. However, in a paper in 1957 Kelly Johnson and F. A. Cleveland, both of Lockheed Aircraft Corporation, wrote, "It appears that the strategic bomber, by requiring both high speed and great endurance and because of the inherent low-altitude potential advantages over similar chemical airplanes, will be the first candidate for a nuclear power plant."
The NEPA contract was with the Fairchild Engine & Airframe Co., and the work was conducted at Oak Ridge. By the end of 1948 the USAF had invested approximately ten million dollars in the program. Extensive studies were conducted under NEPA from 1946 until 1951, at which time it was replaced by the joint Atomic Energy Commission (AEC) / USAF ANP program. The ANP program set forth the ambitious goal of full-scale development of aircraft reactor and engine systems. One of the factors that led to the creation of the ANP program was a study done at MIT by a group convened by the AEC in 1948 to look at the potential uses of atomic powered flight. "This study group, known as the Lexington Project, came to the conclusion that nuclear aircraft (manned) were likely less difficult than nuclear ramjets, which, in turn, would be less difficult than nuclear rockets to develop." Ironically, this turned out to be the reverse of the proper order of difficulty, as later research and development would prove. Although nuclear ramjets, under Project Pluto, and nuclear rockets, under Project Rover, were successfully tested at the levels needed for operational use, an operational level atomic aircraft powerplant was never developed. In 1954, Raymond Clare Briant, who was then the director of the ANP Project stated that "manned nuclear aircraft pose the most difficult engineering development job yet attempted within this century."
Unfortunately the ANP program wasn't very well organized. Instead of trying to develop one aspect of the technology to a working stage the effort was spread out over a number of areas. Part of the problem was that, under the conventional guidelines, the AEC was responsible for reactor development while the Air Force was responsible for development of the remainder of the system. Therefore the project was divided into two parts which needed to work closely together, but these two parts were managed by totally separate entities.
Under the ANP program the General Electric Co., at Evendale, Cincinnati was issued a contract to develop a direct-cycle turbojet, and Pratt & Whitney Aircraft Division of United Aircraft Corp. was authorized to study an indirect cycle and work was started at the Connecticut Aircraft Nuclear Engine Laboratory (CANEL). In the direct air cycle air enters through the compressor stage of one or more turbojets. From there the air passes through a plenum an is directed through the reactor core. The air, acting as the reactor coolant, is rapidly heated as it travels through the core. After passing through the reactor the air passes through another plenum and is directed to the turbine section of the turbojet(s) and from there out through the tailpipe. An indirect system is very similar, except that the air does not pass through the reactor itself. After passing through the compressor the air passes through a heat exchanger. The heat generated by the reactor is carried by a working fluid to this heat exchanger. The air then passes through the turbine and out the tailpipe as above. The working fluid in the indirect cycle is usually a dense fluid, such as a liquid metal, or highly pressurized water. This allows more heat energy to be transfer, thereby increasing the efficiency of the system.
In an article in the SAE Journal, L.W. Credit wrote, "Of three alternatives for achieving flight reliability in nuclear aircraft through component or system redundancy, the single-reactor, all-nuclear aircraft seems to be the optimum design." The other two alternatives were a dual-reactor system and a combination nuclear-chemical (combustion) system. Originally the ANP program was to develop an indirect cycle, single reactor propulsion system. However, a petition by General Electric to the government allowed them to develop the direct cycle system. GE claimed that the direct cycle was simpler and therefore would have a shorter development time. For the indirect cycle system, Pratt & Whitney developed the super-critical water reactor, in which the working fluid is water heated to 1,500 degrees fahrenheit, but kept in a liquid state by pressurizing to 5,000psi. This avoided the problems of using a liquid metal working fluid. The United States has never favored the operational use of liquid metal reactors. To date all military reactors in active service, with the exception of the one liquid sodium reactor on the attack submarine USS Seawolf, have been of the Pressurized Water Reactor (PWR) type. Even the USS Seawolf experienced enough problems that the liquid sodium reactor was replaced with one of a PWR design after a few years in service.
Part of the ANP program was the X-6 program. Beginning in 1952, the designated goal of the X-6 program was to produce two flying testbeds powered by atomic energy. The test program started by testing shielding problems. A B-36 was converted for this purpose. This aircraft was referred to as the Nuclear Test Aircraft (NTA). The NTA began its life as a Convair B-36H bomber, but after conversion it was redesignated as an NB-36H. It was modified to carry a small air cooled reactor in the aft bomb bay and to provide shielding for the crew. The NTA incorporated shielding around the reactor itself and a totally new nose section which housed a twelve ton lead and rubber shielded compartment for the crew. There were also water jackets in the fuselage and behind the crew compartment to absorb radiation. The reactor was made critical in flight on several occasions and the aircraft was used for many radiation and shielding experiments.
Convair's successful flight program with the B-36 carrying a flight test reactor (July 1955 - March 1957)" showed that the "aircraft normally would pose no threat, even if flying low. The principal concerns would be: (a) accidents which cause the release of fission products from the reactors, and (b) the dosage from exposure to leakage radioactivity (in the direct cycle concept).
It was decided that the risks caused by radiation were no greater than the risks that had been incurred during the development of steam and electric power, the airplane, the automobile, or the rocket.
The B-36 was also to provide the basis for the actual X-6 aircraft. At the time the B-36 was the only existing, time tested, airframe large and powerful enough to carry the expected engine and shield weight. The engine chosen was the J53 turbojet. At the time the J53 was a conventional turbojet in the planning stage at General Electric. The J53 was a high- performance design and it was felt that conversion to nuclear power would present no more difficulty than any other design then in use. In the early stages of the program, before GE's petition, it was planned to connect the J53 to a liquid-metal reactor for use on the X-6. The original propulsion system was to have weighed 165,000 pounds. This was composed of a 10,000 pound reactor, 60,000 pounds of reactor shielding, 37,000 pounds of crew shielding, and a total engine weight of 18,000 pounds plus an additional 40,000 pounds for ducts and accessories. After experiencing development problems with the J53, GE resorted to the J47 as the powerplant. J47s converted for nuclear testing were referred to as X-39s.
It should be noted that the United States was not the only country working on atomic aircraft in the early years. The Soviet Union had a few projects of their own. One aircraft, a flying boat, proposed in 1950 would have had a flying weight of 1,000 tons.
It was planned to equip the giant airplane with four atomic turbo-prop engines. The wing span was more than 130 meters, and the total power of the engines exceeded one-half million horsepower. This airplane was supposed to carry 1,000 passengers and 100 tons of load at a speed of 1,000 kilometers per hour.
It was planned to surround the reactor with five layers of shielding. The layers were supposed to be as follows: first layer - beryllium oxide reflector; second layer - liquid sodium for removing heat from the walls; third layer - cadmium, for absorbing slow neutrons; forth layer - paraffin wax, for slowing down fast neutrons; fifth layer - a steel shell, for absorbing slow neutrons and gamma-rays. Such multilayer 'armor' permits decreasing the weight and size of the necessary shielding. The coolant was liquid lead.
The Soviets studied many of the same options the United States considered; both direct and indirect cycles, turbo-props, shadow shielding, and the special ground handling needed. One fact that is striking is that in the Soviet design the total weight of the atomic power plant was to be 80 tons. 80 tons is equal to 160,000 pounds, which compared to the original figures for the X-6 propulsion system, which was 165,000 pounds, was practically identical.
The reference to 'shadow shielding' above is to the practice of dividing the shields between the reactor and the crew, the crew being in the 'shadow' created by the shields. This is also referred to as the divided shield concept.
If it were possible to put as much shielding on the reactor as is done on ground reactors, we could reduce the radiation therefrom to a negligible amount. But the total weight of shielding required to do this would be prohibitive; in fact, we are forced to the so-called 'divided shield' concept in order to reduce total shield weight to an acceptable amount. Divided shielding is, of course, simply a division of the shielding between the reactor and the crew compartment in such a fashion as to result in near- minimum total shielding weight.
Distributing the shields lessens the total shield weight, but it also means that the majority of the aircraft would have been exposed to higher levels of radiation. And once on the ground more radiation would penetrate the surrounding area. These problems were to be overcome by newer materials and by designing the aircraft's servicing equipment with the higher radiation levels in mind. Divided the shields also had some other benefits;
The directional nature of the radiation leads also to the fact that aircraft structure and components are useful as shielding material, and judicious use of such things as the wing box, landing gear, pay load, and fuel for landing go-arounds can reduce the thickness of shielding required on the crew compartment rear face.
The problem with shield weight was one of two major problems which surfaced during the program. The other was increasing reactor performance. The ANP program focused a great deal of effort on developing the divided shield concept, decreasing the required shield size by decreasing reactor size via increasing reactor power density, increasing the operating temperature of the reactor to boost efficiency and therefore aircraft performance, and utilizing the reduced shield mass in aircraft design. Although work on an actual airframe never got very far, a great deal of work was accomplished on the power plants.
General Electric ran a series of very successful experiments using the direct cycle concept. These were referred to as the Heat Transfer Reactor Experiment (HTRE) series. The series involved three reactors, HTRE-1 through HTRE-3. HTRE-1 became HTRE-2 at the conclusion of its test program. HTRE-1 (and therefore HTRE-2) successfully ran one X-39 (modified J-47) solely under nuclear power. HTRE-3 was the closest to a flight article the program came. It was solid moderated, as opposed to the earlier reactors which were water moderated, and it powered two X-39s at higher power levels. HTRE-3 was limited by the two turbojets, but it could have powered larger jets at even higher power levels. HTRE-1 was principally a proof of concept reactor. "HTRE-1 achieved a number of full-power runs that demonstrated conclusively the feasibility of operating a jet engine on nuclear power." HTRE-2 was simply HTRE-1 modified to test advanced reactor sections in a central hexagonal chamber. In this way new reactor designs could be tested without the need to build a totally new reactor from scratch. The experience gained from HTRE-1 and HTRE-2 was used in the construction of HTRE-3. HTRE-3 was the final test item designed to prove the feasibility of producing an actual aircraft powerplant. "The design and testing of HTRE-3 has advanced the direct-cycle program beyond the question of feasibility to the problems of engineering optimization."
All three of the HTRE reactors were of the standard direct cycle configuration, with the addition of a chemical combustor just upstream from the turbines. This combustor allowed the jets to be started on chemical power and then be switched over to atomic heat as the reactor was brought up to operating temperatures. The operational system may have also utilized a chemical combustor for use during takeoff and landing, and possibly target penetration, when the reactors relatively slow response time could be a disadvantage.
The HTRE either met or exceeded their goals, but although all had reactor cores of roughly the size needed to fit into an aircraft, none of the HTREs were designed to be a prototype of a flight system; the series showed that it then appeared "possible and practical with the technology in hand to build a flyable reactor of the same materials as HTRE-3 and similar in physical size." Despite the fact that HTRE-3 didn't produce the power that would have been needed for flight, that was mainly because it was not an optimized design; it was designed simply as a research reactor, to prove the concepts needed for a flight article.
At the end of the HTRE run the probability of flying a reactor seemed high. The test runs showed that a reactor using the same materials as HTRE-3, and which could power a gas-turbine powerplant, could have been built at that time. Such a reactor would meet all of the requirements needed for a flight ready unit. In their paper Kelly Johnson and F. A. Cleveland also stated that "when improved materials are available, we would expect the nuclear power plant to advance rapidly in its overall efficiency, with a consequent improvement in ability to install such power plants in airplanes of smaller size than those currently contemplated."
While GE was working on the direct cycle, Pratt & Whitney (P&W) was working on the indirect cycle. However, progress went much slower that it did with the HTREs. P&W never ran a practical test system. In fact their work was limited to component testing. In addition to work on the super-critical water reactor P&W worked with liquid metal coolant designs. It was the latter that received the most attention. The two major designs were a solid core reactor, in which the liquid metal circulated through a solid reactor core, and a circulating-fuel design, in which fuel was mixed with the coolant and critical mass was achieved as the coolant circulated through a central core. After the circulating-fuel design showed promise, work on the super-critical reactor was halted. P&W did accomplish a great deal on the design of liquid metal cooling loops, corrosion prevention, and heat exchanger design. However, P&W work at CANEL never led to a test reactor, much less one which was flight ready. In the long run the indirect cycle showed more promise, but it also required a great deal more developmental work.
While these test programs were successful, there were other programs which weren't. A number of programs were begun at a great cost of time and money, only to be dropped when the program went through one of its many reorientations. The official U.S. government report on the ANP project lists such programs. A Flight Engine Test facility was built in Idaho for use to test the flight engine both on the ground and in the test aircraft. This facility cost over eight million dollars, yet it was never used during the ANP program, other than as a storage building, because the flight program was cancelled. A radiator laboratory was constructed at CANEL for use in studying liquid metal to air heat transfer. After spending over six million dollars the construction was halted with only a shell completed because the Air Force changed its mind. Another laboratory was built at CANEL to study vacuum conditions. This laboratory cost over a million dollars, and it entered use in March 1961, the same month that the ANP program was cancelled. These were only the largest of the wastes. There were numerous instances of wasted time and money, none of which can really be blamed on the technicians, since the leaders changed their minds and the equipment went unused.
Gravity Powered Aircraft Technology
Former nuclear designer, Robert D. Hunt of Hunt Aviation Corp has come up with a new "gravity powered aircraft technology" that he claims can accomplish sustained fuel-less flight. Hunt has designed a new hybrid aircraft: a "gravity-powered aircraft" which is a fixed wing, ridged skin airplane made of lightweight and modern composite materials. By October 2003, Hunt Aviation Corp had already begun the first phase of prototype construction, assembling a consortium of aviation manufacturers and suppliers that wish to support the revolutionary aircraft technology.
Interestingly, because this hybrid plane uses technology of gliding and aerostatic lift, the idea for sustained flight actually has more in common with the older technology of Leonardo Da Vinci's first primitive hang glider than it does from the Wright Brother's engine powered airplane only a century ago.
The "Gravity-Plane", as Hunt Aviation likes to call it, uses gravity's dual properties - buoyancy which creates an upward motion in order to gain altitude, and gravity acceleration which creates a forward and downward gliding motion. The two motions combined form the heart of Hunt's new gravity powered technology, a technology that could make for a much healthier and cleaner environment.
In the Hunt Aviation's "Gravity-Plane", buoyancy is created by gas bags filled with helium within two large rigid pontoon shaped lifting bodies. This buoyancy lifts the "Gravity-Plane" to high altitudes to create lighter-than-air lift.
Despite being a better "lifting gas" than Helium, Hydrogenhydrogen is generally not used in this way because it is combustible. Inert Helium, widely used in lighter-than-air airships, can now be used to attain altitudes of over 100,000 feet and may be built very large to carry heavy loads of passengers and cargo approaching 1,000 tons according to Hunt. By comparison, a U. S. military C-17 heavy lifter only carries 70 tons.
Even better than Helium , according to Hunt, is the idea to use a vacuum-lift system in the hybrid aircraft. During normal operation of the aircraft, lift is provided by the vacuum contained within rigid cells. As a precautionary measure, the new hybrid aircraft will use a Dual-Aerostatic-Lift system that will include the use of vacuum-lift and the use of a lifting gas. The lifting gas is expanded into collapsible gas bags, in the event of rupture of the vacuum-lift cell wall.
Obvious benefits of the technology are that the aircraft does not require fuel, which is aviation's main cost. This also makes the aircraft safer in terms of fuel burning or exploding. Furthermore, having no waste emissions or noise, the aircraft is extremely environmentally friendly. "Hunt's inventioninvention is the first practical use of gravity to provide a motive force by forming a continuous cycle out of two forces of gravity with the result being, for the first time ever, self-sustained fuel-less flight and this is a tremendous and historic accomplishment", stated Gene Cox, President of Hunt Aviation Corp.
Interestingly, because this hybrid plane uses technology of gliding and aerostatic lift, the idea for sustained flight actually has more in common with the older technology of Leonardo Da Vinci's first primitive hang glider than it does from the Wright Brother's engine powered airplane only a century ago.
The "Gravity-Plane", as Hunt Aviation likes to call it, uses gravity's dual properties - buoyancy which creates an upward motion in order to gain altitude, and gravity acceleration which creates a forward and downward gliding motion. The two motions combined form the heart of Hunt's new gravity powered technology, a technology that could make for a much healthier and cleaner environment.
In the Hunt Aviation's "Gravity-Plane", buoyancy is created by gas bags filled with helium within two large rigid pontoon shaped lifting bodies. This buoyancy lifts the "Gravity-Plane" to high altitudes to create lighter-than-air lift.
Despite being a better "lifting gas" than Helium, Hydrogenhydrogen is generally not used in this way because it is combustible. Inert Helium, widely used in lighter-than-air airships, can now be used to attain altitudes of over 100,000 feet and may be built very large to carry heavy loads of passengers and cargo approaching 1,000 tons according to Hunt. By comparison, a U. S. military C-17 heavy lifter only carries 70 tons.
Even better than Helium , according to Hunt, is the idea to use a vacuum-lift system in the hybrid aircraft. During normal operation of the aircraft, lift is provided by the vacuum contained within rigid cells. As a precautionary measure, the new hybrid aircraft will use a Dual-Aerostatic-Lift system that will include the use of vacuum-lift and the use of a lifting gas. The lifting gas is expanded into collapsible gas bags, in the event of rupture of the vacuum-lift cell wall.
Obvious benefits of the technology are that the aircraft does not require fuel, which is aviation's main cost. This also makes the aircraft safer in terms of fuel burning or exploding. Furthermore, having no waste emissions or noise, the aircraft is extremely environmentally friendly. "Hunt's inventioninvention is the first practical use of gravity to provide a motive force by forming a continuous cycle out of two forces of gravity with the result being, for the first time ever, self-sustained fuel-less flight and this is a tremendous and historic accomplishment", stated Gene Cox, President of Hunt Aviation Corp.
After United Airlines Northwest Airlines Announced Baggage Fees
In June, Chicago-based United Airlines began charging $15 each way for the first piece of checked luggage and $25 for the second piece accompanying tickets bought June 13 or later for travel on or after Aug. 18. Fees for additional luggage, overweight bags or specially handled items ranges from $100 to $250.
The fees apply to customers traveling in the U.S. or to or from Canada, Puerto Rico and the U.S. Virgin Islands.
Northwest Airlines announced baggage fees accompanying tickets purchased on or after July 10 for travel on or after Aug. 28. Each Northwest customer pays $15 each way for the first piece of checked luggage, $25 for the second and $100 for each additional piece.
Most recently, Continental Airlines implemented a $15 charge for the first checked bag for tickets purchased on or after Sept. 5 for travel on or after Oct. 7.
Differing fees and policies among airlines also are leading travelers to research more before buying tickets. Even for travel agents, however, it's difficult to keep up with the variables among airlines, Sobolewski said.
"It's slowly snowballing," Sobolewski said. "Every day, it seems we get something different."
The fees apply to customers traveling in the U.S. or to or from Canada, Puerto Rico and the U.S. Virgin Islands.
Northwest Airlines announced baggage fees accompanying tickets purchased on or after July 10 for travel on or after Aug. 28. Each Northwest customer pays $15 each way for the first piece of checked luggage, $25 for the second and $100 for each additional piece.
Most recently, Continental Airlines implemented a $15 charge for the first checked bag for tickets purchased on or after Sept. 5 for travel on or after Oct. 7.
Differing fees and policies among airlines also are leading travelers to research more before buying tickets. Even for travel agents, however, it's difficult to keep up with the variables among airlines, Sobolewski said.
"It's slowly snowballing," Sobolewski said. "Every day, it seems we get something different."
Deccan Changes into Kingfisher Red
Deccan, the legendary low cost airline brand will now be known as Kingfisher Red. Captain GR Gopinath its gutsy founder told that he tried hard but had to concede to chairman Vijay Mallya's wish of converting the blue into Kingfisher Red!
Now, the airline will also replace its blue signature colour with red. The airline will also be operating under the flight code IT instead of the current DN.
Captain Gopinath had led a valiant effort to retain Brand Deccan as the low cost arm of Kingfisher Airline after Mallya bought over the airline last year.
His contention was that Deccan was a well recognised brand in the low cost segment and told that he has now conceded to the end of Brand Deccan as he did not want any in-fighting in the company.
Captain GR Gopinath, Vice-Chiarman, Kingfisher Airlines, said, "Its a very emotional time for me. I don't like it, but I will support Dr Mallya in his decision to avoid controversy". While the merged company will be called Deccan Aviation that is currently entitled to fly abroad, the brand will be Kingfisher.
Kingfisher will house both- the low cost and full fare service. The companys name is likely to be changed to Kingfisher once all legal formalities are completed, possibly by the end of the month. But capt Gopinath says - even as the name changes, the low cost model should continue.
Capt Gopinath, added, "The low cost model will continue to be key to the Indian aviation market to stimulate its mass and growth". Even as Captain Gopinath surrenders his iconic brand Air Deccan to Kingfisher Red, he maintains that this was not the last that we've heard of brand deccan as he plans to retain the deccan branding for his helicopter, air cargo and budget hotel businesses.
Now, the airline will also replace its blue signature colour with red. The airline will also be operating under the flight code IT instead of the current DN.
Captain Gopinath had led a valiant effort to retain Brand Deccan as the low cost arm of Kingfisher Airline after Mallya bought over the airline last year.
His contention was that Deccan was a well recognised brand in the low cost segment and told that he has now conceded to the end of Brand Deccan as he did not want any in-fighting in the company.
Captain GR Gopinath, Vice-Chiarman, Kingfisher Airlines, said, "Its a very emotional time for me. I don't like it, but I will support Dr Mallya in his decision to avoid controversy". While the merged company will be called Deccan Aviation that is currently entitled to fly abroad, the brand will be Kingfisher.
Kingfisher will house both- the low cost and full fare service. The companys name is likely to be changed to Kingfisher once all legal formalities are completed, possibly by the end of the month. But capt Gopinath says - even as the name changes, the low cost model should continue.
Capt Gopinath, added, "The low cost model will continue to be key to the Indian aviation market to stimulate its mass and growth". Even as Captain Gopinath surrenders his iconic brand Air Deccan to Kingfisher Red, he maintains that this was not the last that we've heard of brand deccan as he plans to retain the deccan branding for his helicopter, air cargo and budget hotel businesses.
Cessna 210 Nearly Landed with the wheels up
ONTARIO, Calif.—Quick action by an airline pilot and traffic controllers last week kept a single-engine plane from landing at Ontario International Airport with its wheels up, the Federal Aviation Administration said.
The Cessna 210 Centurion was about a mile from the runway on Sept. 4 when a Southwest Airlines pilot spotted the problem and advised a ground controller who quickly relayed it to a controller handling arriving aircraft, the controllers involved in the incident said.
In an audio recording released Wednesday, Bruce Bradigan, the controller handling arriving aircraft warned the pilot of the Cessna that his landing gear was not extended. The pilot immediately canceled his approach and went around for another landing.
"My heart was pounding because he was at least 20 to 30 feet off the ground," ground controller Carlos Rodriguez recalled. The pilot could have been seriously injured in a crash or belly landing, he said. "The collaboration of an airline pilot and two air traffic controllers averted potential disaster," FAA spokesman Ian Gregor said.
The Cessna was registered to Bill Otto, who commutes by plane from his home in Big Bear in the San Bernardino Mountains to his aircraft repair business near the airport.
"For a lot of people, when they do the same thing day in and day out, sometimes they forget," Otto said. "Unfortunately for me, I forgot to get the gear down. Fortunately, the Southwest pilot saw it,
called the tower, the tower reminded me and I put the gear down. It's very embarrassing."
Otto said he got his pilot license in 1972 and flies frequently.
"I was very grateful that the tower and the airline and everyone worked together to remind me of my forgetfulness," he said. The airport is about 35 miles east of Los Angeles.
The Cessna 210 Centurion was about a mile from the runway on Sept. 4 when a Southwest Airlines pilot spotted the problem and advised a ground controller who quickly relayed it to a controller handling arriving aircraft, the controllers involved in the incident said.
In an audio recording released Wednesday, Bruce Bradigan, the controller handling arriving aircraft warned the pilot of the Cessna that his landing gear was not extended. The pilot immediately canceled his approach and went around for another landing.
"My heart was pounding because he was at least 20 to 30 feet off the ground," ground controller Carlos Rodriguez recalled. The pilot could have been seriously injured in a crash or belly landing, he said. "The collaboration of an airline pilot and two air traffic controllers averted potential disaster," FAA spokesman Ian Gregor said.
The Cessna was registered to Bill Otto, who commutes by plane from his home in Big Bear in the San Bernardino Mountains to his aircraft repair business near the airport.
"For a lot of people, when they do the same thing day in and day out, sometimes they forget," Otto said. "Unfortunately for me, I forgot to get the gear down. Fortunately, the Southwest pilot saw it,
called the tower, the tower reminded me and I put the gear down. It's very embarrassing."
Otto said he got his pilot license in 1972 and flies frequently.
"I was very grateful that the tower and the airline and everyone worked together to remind me of my forgetfulness," he said. The airport is about 35 miles east of Los Angeles.
In-Flight Access to Adult Sites - American Airlines
Online pornography will be blocked on American Airlines flights if a flight attendants union gets its way.
The Association of Professional Flight Attendants has asked American Airlines to explore ways to block passengers' access to adult Web sites while using a new in-flight wireless Internet service on transcontinental flights, union spokesman Frank Bastien said.
American Airlines began testing an in-flight wireless Internet system on 15 transcontinental flights in August. The system allows passengers to log on to the Internet at their seats, with no restrictions on what sites they can access, company spokesman Tim Smith said.
It's nothing new for passengers to view pornographic material at their seats during flights. People have been able to take adult magazines and DVDs onto flights without restrictions, and the union is not objecting to those materials. Crews have successfully managed to resolve instances of other passengers taking offense to such materials. Unrestricted Internet access for passengers could potentially put flight attendants in unusually delicate situations.
The Association of Professional Flight Attendants has asked American Airlines to explore ways to block passengers' access to adult Web sites while using a new in-flight wireless Internet service on transcontinental flights, union spokesman Frank Bastien said.
American Airlines began testing an in-flight wireless Internet system on 15 transcontinental flights in August. The system allows passengers to log on to the Internet at their seats, with no restrictions on what sites they can access, company spokesman Tim Smith said.
It's nothing new for passengers to view pornographic material at their seats during flights. People have been able to take adult magazines and DVDs onto flights without restrictions, and the union is not objecting to those materials. Crews have successfully managed to resolve instances of other passengers taking offense to such materials. Unrestricted Internet access for passengers could potentially put flight attendants in unusually delicate situations.
Wednesday, September 10, 2008
Tuesday, September 9, 2008
Shenzhen Airlines Cooperates With Alipay.com
Chinese online payment service provider Alipay.com has announced that it has formally set up a cooperation relationship with Shenzhen Airlines.
Through this cooperation of two parties, customers can book air tickets on Shenzhen Airlines' website using the online payment services offered by Alipay and are entitled to enjoy some additional discounts. In addition to the mode of payment, Alipay and Shenzhen Airlines will also carry out cooperation in aspects of including promotion. Prior to this, Alipay had established links with several domestic airlines, including Hainan Airlines.
Through this cooperation of two parties, customers can book air tickets on Shenzhen Airlines' website using the online payment services offered by Alipay and are entitled to enjoy some additional discounts. In addition to the mode of payment, Alipay and Shenzhen Airlines will also carry out cooperation in aspects of including promotion. Prior to this, Alipay had established links with several domestic airlines, including Hainan Airlines.
S7 Airlines - Flights from Krasnoyarsk to Moscow and Norilsk
Starting 07-Sept-08 there will be a daily S7 Airlines flight en-route from Krasnoyarsk to Moscow. Daily a comfortable airliner will fly from Krasnoyarsk to Moscow Airbus A319 airliner is configured with 120 economy and 8 business-class seats.
Flights will be operated at a time of passengers convenience, from Krasnoyarsk – in the morning and from Moscow (the Domodedovo Airport) – late in the evening. Such a flight schedule ideally suits business trips and day trips. From October 1, 2008 an additional evening flight from Krasnoyarsk will be implemented on this route.
At business-class passengers service there is a modern and stylish S7 Airlines’s own business-class lounge at the Domodedovo Airport. The Flights on the route Krasnoyarsk – Norilsk* will be operated from September 12 three times a week in the day-time.
Flights will be operated at a time of passengers convenience, from Krasnoyarsk – in the morning and from Moscow (the Domodedovo Airport) – late in the evening. Such a flight schedule ideally suits business trips and day trips. From October 1, 2008 an additional evening flight from Krasnoyarsk will be implemented on this route.
At business-class passengers service there is a modern and stylish S7 Airlines’s own business-class lounge at the Domodedovo Airport. The Flights on the route Krasnoyarsk – Norilsk* will be operated from September 12 three times a week in the day-time.
Jet Airways has ranked as one of The Top Ten Airlines in the World
Jet Airways’ has become one of the world’s premium airlines has been recognised by the Best in Travel Poll 2008, organised by SmartTravelAsia.com. Voted one of the Top 10 Airlines in the world, Jet Airways was seventh in a poll of the world’s best airlines, while being placed fifth in the Business Class Category for its acclaimed, herringbone-configured Première product; and sixth in the Cabin services category.
Mr. Wolfgang Prock-Schauer, Chief Executive Officer, Jet Airways said “the poll is indeed a worthy recognition of Jet Airways’ high-quality products and services. Remarkably, this was all achieved in a short span of three years since we launched international services across the globe. It is a testimony to all who have helped the airline’s fast climb in the world rankings and punch above our weight. This will encourage everyone in Jet Airways to further build upon our success and offer all our passengers more memorable flying experiences.”
The Best in Travel Poll 2008 recognises the best in the industry and acknowledges their excellent services and products to the tourism and airline industry. The results of the poll were voted by the international readers of SmartTravelAsia.com, a regional online travel magazine, through May to July 2008. The voters, with about 60 per cent in Asia, 20 per cent in Europe and UK and 20 per cent in USA and North America, took 15.5 annual air trips on average.
These honors are the latest in a series of accolades for Jet Airways. In June 2008, Jet Airways received awards for being one of the ‘Top 5 Airlines by Growth in Passenger Carriage’ and one of ‘Top 5 Airlines by Growth in Cargo Carriage’ at the annual Civil Aviation Authority of Singapore (CAAS) awards. In the same month, the airline was recognized for the excellence of its service and in-flight experience in the ‘Airline of the Year Category’ at the second Annual “Which?” Awards presentation ceremony in London, placing a mere percentage point behind the eventual winner.
In April 2008, the airline’s frequent flyer programme, JetPrivilege, won 9 Awards, including the intensely competitive ‘Program of the Year’ award for the second consecutive year, at the 20th Annual presentation ceremony of the prestigious Freddie Awards 2007 in Phoenix, USA. This was the fourth year in a row that JetPrivilege was honoured at the awards. Jet Airways was also declared’ the ‘Best Cargo Airline of Central Asia’. at the prestigious Cargo Airline of the Year Awards earlier in the month, held in London.
Founded in 1993, Jet Airways commenced its first international operations in 2004, and is today one of the fastest growing airlines in the world with flights to 64 destinations that span the length and breadth of India and beyond to North America, Europe (via the Brussels hub), Asia and the Gulf region
Mr. Wolfgang Prock-Schauer, Chief Executive Officer, Jet Airways said “the poll is indeed a worthy recognition of Jet Airways’ high-quality products and services. Remarkably, this was all achieved in a short span of three years since we launched international services across the globe. It is a testimony to all who have helped the airline’s fast climb in the world rankings and punch above our weight. This will encourage everyone in Jet Airways to further build upon our success and offer all our passengers more memorable flying experiences.”
The Best in Travel Poll 2008 recognises the best in the industry and acknowledges their excellent services and products to the tourism and airline industry. The results of the poll were voted by the international readers of SmartTravelAsia.com, a regional online travel magazine, through May to July 2008. The voters, with about 60 per cent in Asia, 20 per cent in Europe and UK and 20 per cent in USA and North America, took 15.5 annual air trips on average.
These honors are the latest in a series of accolades for Jet Airways. In June 2008, Jet Airways received awards for being one of the ‘Top 5 Airlines by Growth in Passenger Carriage’ and one of ‘Top 5 Airlines by Growth in Cargo Carriage’ at the annual Civil Aviation Authority of Singapore (CAAS) awards. In the same month, the airline was recognized for the excellence of its service and in-flight experience in the ‘Airline of the Year Category’ at the second Annual “Which?” Awards presentation ceremony in London, placing a mere percentage point behind the eventual winner.
In April 2008, the airline’s frequent flyer programme, JetPrivilege, won 9 Awards, including the intensely competitive ‘Program of the Year’ award for the second consecutive year, at the 20th Annual presentation ceremony of the prestigious Freddie Awards 2007 in Phoenix, USA. This was the fourth year in a row that JetPrivilege was honoured at the awards. Jet Airways was also declared’ the ‘Best Cargo Airline of Central Asia’. at the prestigious Cargo Airline of the Year Awards earlier in the month, held in London.
Founded in 1993, Jet Airways commenced its first international operations in 2004, and is today one of the fastest growing airlines in the world with flights to 64 destinations that span the length and breadth of India and beyond to North America, Europe (via the Brussels hub), Asia and the Gulf region
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