Qantas and KLM will codeshare between Amsterdam and Australia. Photo: Michiel Verbeek/Wikicommons.
Qantas and Dutch carrier KLM are joining forces to give passengers new options between Holland and Australia.
A new codeshare agreement announced Wednesday will see the Australian carrier add its code on KLM’s daily flights between Singapore and Amsterdam.
In return, KLM will codeshare on Qantas International flights between Singapore and Sydney, Melbourne, Brisbane and Perth.
Tickets go on sale from November 1 for travel from November 8.
The deal is the latest in a string of recent codeshares by Qantas as it builds options for passengers. Others include agreements with Cathay Pacific, Air New Zealand and Air France.
Although Qantas is a member of the giant oneworld alliance and KLM belongs to the rival Skyteam, it is not unusual these days for airlines to codeshare across alliances when it is mutually beneficial.
Tickets go on sale from November 1 for travel from November 8.
The deal means Qantas Frequent Flyer members will be able to earn points and status credits on the codeshare flights to Amsterdam and eligible customers will be able to use KLM lounge facilities in the Dutch city.
Qantas also codeshares on flights to Amsterdam with alliance partner Emirates but those services go through Dubai.
Qantas International chief executive Alison Webster said the new codeshare was part of Qantas’ strategy of building strong partnerships with other airlines to improve travel options for its customers.
“This codeshare provides customers with more choice of how they travel between Australia and Europe,’’ she said.
“It offers our customers another option to get to Amsterdam via our Singapore hub with more opportunities to earn status credits and Qantas Points.’’
Australia is an attractive offline market for KLM and chief executive Peter Eibers said the Qantas deal would benefit its customers.
“Australia is an important destination for business and leisure travelers, which is why Qantas is such an important partner,’’ he said. “This also allows us to grow our presence in this beautiful part of the world.”
Just when US flyers thought it was safe to go back into the air, another major storm is threatening the US East Coast after Hurricane Michael reached Category 3 on Tuesday with 120mph (193kmh) winds.
US experts are saying the hurricane may strengthen to near Category 4 when it makes landfall in the Florida panhandle Wednesday local time.
It is then expected to veer northeast through Georgia and the Carolinas before heading out to sea.
The new storm comes less after a month after the US East Coast was battered by Hurricane Florence, wrecking the plans of thousands of passengers due to flight cancellations.
Governors in three states have declared an emergency and airlines are waiving change and other fees as the National Hurricane Center warned of life-threatening storm surges, hurricane-force winds and heavy rainfall.
American Airlines’ list of affected airports includes: Augusta, Georgia; Destin / Fort Walton Beach, Florida; Charleston, South Carolina; Columbia, South Carolina; Florence, South Carolina; Hilton Head, South Carolina; Mobile, Alabama; Myrtle Beach, South Carolina; Panama City, Florida; Pensacola, Florida; Savannah, Georgia; and Tallahassee, Florida.
Delta has a number of the same destinations as well as Albany, Georgia; Dothan, Alabama; and Valdosta, Georgia.
“For a limited time, Delta is waiving all baggage and pet-in-cabin (PETC) fees for travel to and from the cities below likely to be impacted by Hurricane Michael,” Delta said.” This includes piece fees, overweight, and oversize fees”.
The US Federal Aviation Administration ssued an alert Tuesday warning airlines were likely to “cancel many flights in the direct path of the storm and the surrounding areas”.
“Flights that are not canceled may be delayed,” it said.
“Once Hurricane Michael makes ground fall, airports may be listed as “open” but flooding on local roadways may limit access to airports for passengers, as well as the employees who work for the airlines or at the airport.
“As a result, every aspect of your trip to the airport, including parking, checking in, getting through security and boarding may take longer than usual.”
The dramatic loss of propeller from a Regional Express (Rex) commuter plane near Sydney in 2017 prompted manufacturer General Electric to change its inspection procedures and the US regulator to issue an airworthiness directive.
The Rex Saab A340 was about 55nm (102km) southwest of the airport on a routine flight from the regional New South Wales center of Albury on March 17 when the crew noticed engine vibrations in the right engine.
As the crew started to shut down the right engine, the vibrations worsened and the propeller flew off the aircraft.
The crew declared a PAN PAN, a step below declaring an emergency, calmly completed the engine shutdown and landed safely at Sydney Airport.
The propeller was recovered a few days later in the bush about 8nm south-west of the airport.
Investigators determined that the propeller separated after the propeller shaft connected to the propeller gearbox (PGB) fractured a result of a fatigue crack. The crack had started in a dowel hole in the propeller shaft flange.
A schematic showing the part that failed in red. Image: ATSB.
This was the first known critical failure of this type in this part of the GE Aviation CT7-9B engine.
An Australian Transport Safety Bureau report issued Wednesday found that the manufacturer’s maintenance documentation did not include specific inspection procedures to detect fatigue cracking of the propeller shaft.
“In addition, the operator’s inspection worksheets did not provide for the recording of inspection findings as defined within documented procedures,’’ the report said. “Consequently, this may not have provided for the best opportunity to ensure potential defects were identified, recorded and monitored.”
Engine manufacturer General Electric responded to the incident with a number of service bulletins requiring immediate inspections of the PGB propeller shaft.
Changes were also made to the engine mantiannance manuals to include more ongoing detailed inspections of the area.
The US Federal Aviation Administration added to this in February, 2018, by issuing an airworthiness directive requiring initial and repetitive visual inspection and fluorescent-penetrant inspection of the main propeller shaft for affected engines
“This occurrence highlighted how non-life-limited components such as a propeller shaft may still develop defects and fail in-flight,’’ the ATSB said.
“Appropriate training, the use of checklists and effective crew interaction, provide the best opportunity for a positive outcome in the event of such a failure affecting flight safety.
“Additionally, operators are reminded of the importance of having worksheets that accurately reflect the requirements and intentions of associated maintenance documentation.”
Fatigue cracking is often difficult to detect and can be due to corrosion or defects in the part. The only other instance of a propeller flying off a Saab aircraft occurred in 1991 on a plane operated by US carrier Comair.
In that case, the aircraft also landed safely after experiencing similar problems to the Australian crew. The failure was eventually traced to a sub-surface flaw introduced when an ingot was melted to make the part.
The clock is ticking on the latest order for the Airbus A380 but the man at the center of the crucial deal, Emirates president Tim Clark, sees the superjumbo remaining an important part of the airline’s fleet into the 2030s.
The Dubai- based carrier’s decision in January to buy a further 20 A380s and take 16 options saved the program from being axed and gave it breathing space.
But media reports this week speculated about an impasse or stall of the deal, even a possibility of failure of the whole A380 program survival.
Negotiations between Emirates and Rolls-Royce have reportedly stalled on the manufacturer’s inability to meet fuel-improvement guarantees previously given, according to Bloomberg
The additional aircraft are due to be delivered from 2020, bringing the total A380 orders of the Dubai-based carrier to 178 — it currently flies 106 — and timing is tight.
“Propulsion remains an issue, we still haven’t resolved propulsion on the new order yet and haven’t chosen a supplier so far. We are still looking at all of this,” Sir Tim tells AirlineRatings in an exclusive interview in Dubai. “We have to decide by the end of October.”
Sir Tim is having none of the media speculation and is looking further ahead.
“I can never say never about ordering more A380s in the next decade. Much will depend on propulsion and on Airbus itself. With the orders we have we can see these aircraft fly to the late 2030s,” he says.
The first A380s, delivered in 2008, will leave the Emirates fleet by late 2020 or early 2021, according to Clark.
“The A380 is probably the biggest USP we have,” says Clark, with product upgrades coming in the pipeline: “We are trying to get our new First Class suites onto the A380 by 2021, while Premium Economy is coming already in 2020.”
RUNWAY RENOVATION TO CUT FLIGHTS
Before that, he will have to ground almost half of his fleet during a 45-day renovation of the southern runway 12R-30L at Dubai International Airport which is due to take place from late April to early June 2019.
Normally the airport handles over 1,100 movements a day, the runway closure cuts that down by 43 percent.
“I have to put 50 aircraft on the ground during runway renovation, all over the place,’’ he notes.
“We might operate one or two A380s out of Dubai World Central in point-to-point traffic to deal with Easter demand, but otherwise it’s not ready, we can’t do that.”
He expects a full move of Emirates’ operations to the yet-to-be fully built up new airport “by the late years of the next decade, in ten years plus from now.”
In the meantime, the focus is on increasing efficiencies of the current terminals at Dubai International, which can’t be further extended.
“That is where FlyDubai comes in,’’ he says. “When we start to integrate with them we will put some flights of FlyDubai in the southern terminals from November.”
Emirates also has 250 people currently at using artificial intelligence to re-invent IT processes and standards that Clark refers to as “Jurassic”.
“AI allows us for example to become a lot better in aircraft stand planning for more efficiency and to bring unit costs down,” enthuses Clark.
His “change agent” is his chief digital & innovation officer enterprise transformation Christoph Müller, the former CEO of Aer Lingus and Malaysia Airlines.
Müller tells AirlineRatings that with his new tools it is possible to predict the exact minute an aircraft will appear at a gate twelve hours in advance, enabling better utilization.
“This is about knocking everything down and rebuild it again, AI is going to make everything a better place,” Clark adds.
ETIHAD SPECULATION
The Emirates president, the last executive who has worked at Emirates since its foundation in 1985 besides chairman Sheikh Ahmed, vigorously denies on-going speculation about an imminent merger between his company with Abu Dhabi-based rival Etihad.
“I don’t know where it came from,’’ he says. “I talk to Etihad CEO Tony Douglas a lot more than to his predecessor James Hogan about things that we could do together, which align and work together to deliver value together.
“He is much more open and recognized they are in a bit of a hole and they have to do the things he is doing. And also (he) works with us, and not against us, in areas that we could.
“We have been talking about sharing bits and pieces, but that’s as far as it got.
“But then headlines like ‘Emirates is buying Etihad’ came out. I asked the Sheikh: ‘Is there something I should know?’. He said ‘No, I don’t know.’ This isn’t gonna happen, there is just nothing like that.”
One of the reasons for that is regional politics.
“You have to understand the politics of the region, the interactions, all the forces at play,’’ he says, noting a merger could be something that happened on paper but would not come about in practice.
“Both Emirates respect competition and value brands. If you consolidate as one there is no competition.”
He says the issue is ultimately one for the governments of Dubai and Abu Dhabi.
“I’m just handling the business of the airline,’’ he says. “But I have no knowledge of this.”
SUCCESSION
Another issue seldom discussed by Sir Tim, a highly respected and powerful industry leader who turns 70 at the end of 2019, is his succession and when he might retire.
In talking to AirlineRatings, he is fairly firm.
“You’ve got to be able to mentally and physically lead a business,’’ he says. “Time will knock on the door and this is a younger man’s business.
“And I say that even more now as change in the business is moving at such a pace. People say ‘that’s nuts that you are so involved’ and I say but that’s what I do.
“My succession will be determined by the shareholder. When I choose to go that will be it.”
He adds: “It is very big shoes for anyone in this seat. It may be better that people are more transitory than I have been.”
Sheikh Ahmed, the chairman, has stated publicly that he would like to see an Emirati take over the President’s job, rather than another expat.
Qatar is about to lose the world's longest route to Singapore Airlines: photo: Qatar.
The title of the world’s longest flight, soon to be reclaimed by Singapore Airlines, has been a moveable feast in recent years as more airlines have introduced ultra-long-haul routes.
The trophy is currently held by Qatar Airways on its Auckland-Doha service with a nominal flight time of just over 18 hours and a distance of 14,535kms (9.032 miles) using a Boeing 777-200LR.
But that mantle will pass to Singapore Airlines when it this week launches its A350-900ULR flight of 15,341km (9532m) between Singapore and New York.
Until then, Qantas comes in in a close second after it connected Perth and London in a non-stop flight for the first time using a Boeing 787-9. Perth-London comes in at 14,500km (9010m) with a flight time of 17 hours and 20 minutes.
In fourth position is United Airlines’ B787-9 flight between Los-Angeles and Singapore logging 14113km (8,770m) and flight time of 17 hours 50 minutes. That’s followed by the US carrier’s Houtson—Sydney flight of 13,834 km (8596nm) and 17 hours 50 minutes.
Other flights of more than 17 hours include Dallas-Fort Worth (Qantas) and Singapore-San Francisco (United and Singapore).
Other ultra-long-haul flights in the pipeline include:
Manilla-New York (Philippine Airlines: 13,687skm, 8505m),
Mumbai-New York (Air India: 12,566kim, 7808m)
Singapore-Los Angeles (Singapore Airlines: 14,106km, 8765m)
Chicago-Auckland (Air New Zealand: 13,187km, 8194m) and
Singapore-Los Angeles (Singapore Airlines:14,106km, 8765m).
More are in long-term planning and passengers can expect the number to increase with the arrival of the Boeing 777X.
Although the distance between the destinations remains constant, the distance flown and the flight times can vary due to factors such as headwinds, tailwinds and the need to divert around weather.
Qantas has managed to slash almost an hour off the Perth-London flight with a record 16 hours 20minutes thanks to favorable winds.
SIA’s (Singapore Airlines) new Airbus A350-900ULR (ultra-long-range) aircraft from Airbus, which will operate the airline’s Singapore to New York’s (Newark Liberty International Airport) non-stop on October 11 is a superjet and a big part of the future of flying.
It is the first of seven A350-900ULRs on order.
SIA is the launch customer for the A350-900ULR, which is capable of flying up to 9,700 nautical miles, or over 20 hours non-stop.
The flight to New York will cover a distance of approximately 9,000nm (16,700km), with traveling time of up to 18 hours 45 minutes.
Configuration
The aircraft is configured in a two-class layout, with 67 Business Class seats and 94 Premium Economy Class seats.
Crew
For the long flight there are two sets of pilots and after the arrival in the US, they have three days off before the return flight. And before the A350 sets off from Singapore they must have had 48 hours off. Looking after the passengers will be 13 cabin crew and these crews get four hours off during the flight.
Entertainment
Singapore Airlines has added 200 hours of movies and TV content to its over 1000 hours of content.
Meals
In premium economy, passengers will get three meals during the flight, while business class will get two larger meals and a non-stop refreshment menu throughout the flight.
Airbus A350-900ULR info graphic
New Routes
The first two A350-900ULRs will be used for the launch of Singapore-New York services while subsequent aircraft will be used for Singapore-Los Angeles services commencing on 2 November 2018, as well as to increase frequency on the existing Singapore-San Francisco route. By the end of 2018, SIA will link Singapore and the United States with 27 weekly non-stop flights.
A350-900ULR Business Class
Key Facts for the A350 Superjet
• The A350 offers a 25 percent step change in fuel efficiency and a 25 percent lower seat-mile cost compared to previous generation competitor aircraft. It also generates 25 percent lower CO2 emissions. • In a typical three-class configuration, the A350 cabin offers as standard a comfortable 18” seat width at 9-abreast in economy with Premium Economy (8-abreast, wider seats, and large armrests) and Business (4-abreast). • It requires 40 percent less maintenance. And 70 percent of the airframe is made out of advanced materials combining composites (53 percent ), titanium and modern aluminum alloys. It is corrosion and fatigue-free. • The A350 XWB is powered by new Rolls-Royce Trent XWB engines, the world most efficient large aero engine flying today. • Airbus claims that the A350 XWB offers a quieter cabin compared to the Boeing 787. • The A350 XWB is the quietest of all twin-aisle airplanes. The exterior noise level of the A350-900 is certified at 21 EPNdB (Effective Perceived Noise Decibel) below ICAO Chapter 4 requirements. • The A350 has been awarded Common Type Rating with the A330 (over 1,000 in service). Both Airbus widebody product lines are complementary. The A350 XWB also enjoys Cross Crew Qualification with the A320 Family (more in-service aircraft than any other jetliner). • Orders: 890 total A350 orders from 46 customers. • Deliveries: a total of 188 A350s have been delivered to 19 operators.
A350-900-ULR Technical Data
Seats (2-class conf.) – 161
Engine Trent XWB-84 – 84,000lbs (374 kN)
MTOW (tonnes) 280
Fuel Capacity – 165,000 liters
Range (nm) 9,700nm (18,000km)
Length (m) 66.80
Wingspan (m) 64.75
Fuselage width (m) 5.96
Height (m) 17.05
Max Fuel Capacity (l) 141,000 156,000
A350 Production and Assembly
• The first flight took place on 14th June 2013, with MSN001. The A350-900 received type certification by European Aviation Safety Agency (EASA) on 30th September 2014, followed by FAA Type Certification on 12th November 2014. • The first A350-900 was delivered to Qatar Airways on 22nd December 2014. • The A350-900 commercial service started with Qatar Airways on 15th January 2015 operating the carrier’s daily Doha to Frankfurt route.
Typically, aircraft land and take-off into the wind to decrease the landing or take-off distance.
In some cases, aircraft land or take-off with a slight down-wind component – typically associated with noise sensitive airports where one runway is preferred over another.
Where a pilot faces a crosswind landing or take-off they need to point the aircraft in the direction of the wind while maintaining a straight course toward the runway or on the runway.
This is called crabbing or yawing.
In strong crosswinds, the pilot may also dip the wing – sideslip – into the direction of the wind for the landing.
Just before touch down pilots apply rudder to bring the plane – and its undercarriage – back so it is aligned straight down the centerline of the runway.
This takes great skill and the results –if not done properly – are often quite spectacular as shown in the video.
Tropical storm Ali, which started life in the mid-Atlantic and veered north-east toward Europe and not the USA wreaked havoc in the UK and Ireland early this month.
Several people were killed and a number required hospital treatment as Ali battered the British Isles.
Tens of thousands lost power, roads were blocked and there was travel chaos with train services were canceled.
And burning rubber! As if 44 mph gusts weren’t enough, the wind direction kept changing. Just watch the windsocks on the right side of the airfield in this video and the other two
European aerospace giant Airbus has confirmed that insider Guillaume Faury will be its new chief executive when incumbent Tom Enders leaves next year in what is being portrayed as a generational change.
Faury, 50, is currently president of Airbus Commercial Aircraft and there has been speculation for some weeks that he would succeed German-born Enders.
His appointment comes after a series of management departures, including the surprise resignation of Airbus sales chief Eric Schulz in August, amid reports of tensions within the company.
He faces a number of issues including regulatory investigations, industrial problems due to engine issues on its best-selling A320neo and the fallout from Brexit.
Bloomberg also reported Monday that talks had stalled over a deal with Emirates to ensure the continued production of the A380 superjumbo through a $US16 billion order for new planes.
Enders, 59, remains chief executive until a hand-over at the company’s annual meeting on April 10, 2019, and said he would facilitate a smooth transition.
“Guillaume is an excellent choice,’’ he said in the company’s official announcement.
“He has gained broad industrial and aeronautic experience over many years and in many roles both inside and outside Airbus.
“With his strong values and international mindset, Guillaume stands for the new generation of leaders that Airbus needs for the coming decade.”
Chairman Denis Ranque, who will leave the board in 2020, said the company had diligently prepared for the succession.
He said it had reached a unanimous conclusion after a thorough examination of all potential internal and external candidates.
“We are delighted to be appointing someone of Guillaume’s caliber to take the helm,’’ he said.
“His global outlook, extensive operational experience, strong personal values and straightforward leadership style make him the ideal candidate to rally Airbus teams in the delivery of value to customers, partners and shareholders going forward.”
Faury served in various senior management roles at Eurocopter between 1998 and 2008, eventually becoming executive vice president for commercial programs and then executive vice president for research and development.
He left the aerospace company to run research and development at Peugeot before returning to Airbus in 2013 as chief executive of Airbus Helicopters.
He took the top job in at Airbus Commercial Aircraft in early 2018 after the departure of Fabrice Bergier.
Ranque also paid tribute to Enders, saying he had served Airbus with passion for almost two decades.
“The company’s strategic, structural and governance transformations brought about under Tom’s leadership, stand Airbus in good stead to pursue its performance trajectory and continue to deliver on commitments to our shareholders and the wider financial community in future years,” he said.
The European manufacturer in 2017 generated revenues of €59 billion and employed a workforce of about 129,000.
Etihad Airways says a rebranded lounge partnership at London Heathrow may a model for other facilities across its network.
The financially-troubled airline relaunched its Heathrow lounge earlier this month as “The House, Home of Etihad Airways and other leading airlines” in partnership with UK-based No. 1 lounges.
The Abu Dhabi-based carrier did not specify who the other leading airlines would be but said the collaboration would allow better utilization of the lounge and make it available to “a wider market”.
The scope of the new lounge brand “may be expanded to include other lounges,” it said.
The decision to partner with No. 1 Lounges came after a global study of leading lounge service providers and an extended request for proposal process by the airline.
Award-winning No. 1 — which has lounges in Gatwick, Heathrow, Birmingham and Edinburgh — will operate the new brand.
It will be complimentary to eligible Etihad customers, notably people traveling in premium cabins and top-tier frequent flyers, as well as those flying with codeshare partners.
The airline’s economy class passengers will also be able to buy access to the lounge as will passengers flying on other airlines using the lounge, subject to availability.
“This is an innovative development for Etihad’s international lounge offering. No1 Lounges stood out for their operational skill and expertise, and for their creative approach to Etihad’s lounge needs,’’ Etihad vice president guest experience and delivery Linda Celestino said in the announcement.
“This new venture will enable the airline to maintain its brand presence, and at the same time enhance and improve the overall lounge experience for our premium guests. It will also provide an opportunity for our economy guests to upgrade their pre-flight experience.”
No 1 Lounge chief executive Phil Cameron said the company had worked closely with Etihad over the past year to develop a brand that complemented the airline’s in-flight service.
It had also modernized the lounge and moved to broaden its appeal.
Features include a new, white-linen dining experience and a more extensive bar service, including freshly squeezed juices and smoothies, world coffees and a more sophisticated wine list.
There are plans to reconfigure the lounge to include new lounge areas, bar, dining room, and reading room, as well as upgraded showers and prayer rooms.
Etihad also announced that it plans to boost flights between Abu Dhabi and Heathrow over Christmas with the addition of a daily Boeing 787-9 service.
The two-class aircraft featuring 28 business seats and 271 in economy will operate on the route between December 15 and January 13.
The additional flight is in addition to the airline’s three daily A380 services.
A rendering of the upgraded JFK. Image: New York Governor's Office.
It’s been decades now since New York’s John F. Kennedy airport could claim to be the preferred air portal for passengers arriving or departing the United States.
Now it’s embarking on an effort to reclaim glories past, contending that a $US13-billion project scheduled for completion in 2025 will, “transform…the traveler experience for curb to gate.”
The centerpiece of New York Governor Andrew M. Cuomo’s effort, dubbed the ‘Vision Plan,’ overhauls the airport’s clunky, hodgepodge layout of eight separate terminals by constructing two totally new, flyer-friendly mega-structures—one each on the north and sides of the sprawling aerodrome.
Together they will, says a prepared statement from Governor Cuomo’s office, “increase the airport’s capacity by at least 15-million passengers annually.”
Expanded aircraft taxiways, “state-of-the-art” security, streamlined roadway access and centralized ground transport options are also part of the vision.
First fruits of the JFK effort are set for 2023, when the first gates are scheduled to go live. The project as a whole is slated to complete some six years from now, in 2025.
Ninety-percent of all of this is to be paid for via private investment.
Low ceilings, close-in corridors are out under the plan; high ceilings and natural lighting are in. So too are larger waiting areas.
The plan marries modern architecture with interior green space, exhibits and art showcasing New York landmarks and the work of local artists.
Many retail stores and restaurants will have a decidedly local flavor about them too.
The southside terminal will be a 2.9-million-square-foot affair. Replete with 23 international gates plans call for at least 24 security gates. That’s good, assuming the Transportation Security (TSA) sufficiently staffs them.
The new northside terminal encompasses 1.2-million square feet and will be developed by JetBlue. It will boast a dozen international gates.
If TSA meters the flow of passengers to their gates, Vision Plan calls for an upgraded AirTrain JFK and reworked roadway system to control the vehicular flow into and out of Kennedy.
Plans include improving access to the airport from a pair of regional roadways.
The selection of the architectural firm of Mott MacDonald and Grimshaw bodes well for the JFK project. The firm has worked on master planning and/or redevelopment efforts in Singapore, Hong Kong, South Korea, London, the Netherlands, Canada and Australia.
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