Aviation

New Delhi, Sep 21 (IANS) Civil Aviation Minister Ajit Singh Friday said the government’s open-sky policy for foreign investment in domestic airlines has positively affected sentiments in the aviation industry, but it is too early to say how much investment the sector would attract. “The sector is going through difficult times and is facing financial stress due to the overall economic slowdown. But the mood is upbeat now after we (government) allowed 49 percent FDI in airlines,” Singh told reporters on the sidelines of an Assocham event here. Time will tell how many foreign airlines are interested,” Singh added a day after the government notified that the foreign airlines can now pick up 49 per cent stake in domestic passenger carriers. Foreign carriers have so far not been allowed to directly invest in Indian carriers for security reasons, although 49 percent FDI by non-airline players was allowed. The Indian airlines sector has been going through a tough operating environment as high fuel and interest cost have hurt it. The government expects that the decision will help bring in more funds to the airlines who have been cold shouldered by banks.

The decision is particularly expected to help airlines like Kingfisher to gain capital and resume full services. Other Indian carrier’s require funds for expansion and to gain market share. International airlines have welcomed the government move. Ccarriers like Singapore Airlines, Emirates and the International Airlines Group (IAG), which owns British Airways and Iberia, have said they do not have any immediate plans to invest in India. Virgin Atlantic and Lufthansa also said they were not keen on investing in India at the moment.

Middle East airline Etihad Airways has said it will wait for all the modalities of the new reforms are clear. Several such overseas carriers contacted by IANS and aviation watchers said high jet fuel cost, an extremely price-sensitive market, huge debt of the carriers and contracting domestic passenger traffic are the reasons deterring them to invest. Fdi in aviation [pic] After allowing foreign airlines to buy stake in domestic carriers, the civil aviation ministry is considering issuing around 30-40 licences for non-scheduled operations. A top ministry official said that many aviation ompanies have shown interest in starting non-scheduled operations, which do not have a fixed schedule. According to sources, some of these companies have come up with renewed proposals to the ministry. This has renewed the interest of the ministry, which is now working on issuing some licences. Officials said that regional connectivity will get a boost following the decision on allowing 49 per cent foreign direct investment in the sector. “Till recently, we were not convinced with the feedback we got from DGCA (Directorate General of Civil Aviation).

Now, we can think of issuing licences to non-scheduled Indian aviation companies who have come to us with foreign tie-ups as well. We are sure the new tie-ups in non-scheduled operations will definitely bring in good technology and result in better maintenance of aircraft,” said a senior official. Non-scheduled operators are carried on mostly by VIPs or flying schools, and corporate as well as government organizations. They largely have major safety issues, which has deterred the ministry from issuing such licences.

Their operations remain largely free from surprise safety audits. According to Planning Commission estimates, non-scheduled operations could involve 300 business jets, 300 small planes and 250 helicopters during the 12th Plan (2012-17) owing to increasing demand. Many regional airlines that have either started or will begin their operations soon include G. R. Gopinath’s Deccan Shuttle, which would offer connectivity within Gujarat. The state has good regional airport network and has non-scheduled operations being carried by like Air Mantra, owned by corporate groups.

Until now, foreign airlines were allowed to participate in the equity of companies operating cargo airlines, helicopter and seaplane services but not in the equity of an air transport undertaking operating scheduled and non-scheduled transport services. Banks which were unwilling to provide funds to the airline industry due to the prevailing financial distress are slowly opening up to non-scheduled operations paving way for more investment. The government is seriously looking at expanding nonscheduled operations as scheduled airlines are unwilling to fly to tier-II and tier III towns and cities as it is not economically viable. At least, we can kick-start operations with NSOPs (nonscheduled operations) initially. There is a great potential for airlines to exploit the non-metros cities and smaller towns. We are hopeful that expanding NSOPs to these places would work and scheduled operations will also gradually pick up,” said an official. Recently, civil aviation minister Ajit Singh had said that the government would come up with a new aircraft-acquisition policy to deal with airlines acquiring a single type of aircraft, which is causing problem in providing connectivity to smaller towns and cities.

Read more at:http://indiatoday. intoday. in/story/aviation-ministry-eyes-non-scheduled-operations/1/222442. html Issues It is good news that half a dozen regional airlines want to start operations even in these difficult times. The government would do well to help with an appropriate policy and better infrastructure to go with the many concessions already made available to smaller aircraft. Regional airlines have had reasonable success in peninsular India, but not so much in the hinterland or in the poorly connected east.

The biggest policy constraint affecting regional airlines is the route dispersal norms. Scheduled carriers have to deploy a certain percentage of their capacity on category II and III routes such as the northeast and Jammu ; Kashmir. The obvious intent is to ensure availability of certain minimum level of air connectivity to these destinations. But being mostly short-haul routes with less traffic, these are generally loss-making for big airlines that would typically operate large aircraft such as A-320. These regions are better suited for regional carriers with small jets and turbo-props.

The forced presence of the big airlines, however, makes it difficult for such carriers to operate in these regions. A phased withdrawal of the route dispersal policy would create a more conducive regime for regional airlines. In the US, too, regional airlines — which have a far more robust business than regular big carriers — took off only when the big carrier shrank operations, post 9/11. The other issue is the lack of or costly aviation infrastructure in the metros. It increases costs and reduces operating efficiency, as turnaround time at these airports is long.

Regional airlines typically have few aircraft, but keep them in air longer, allowing them to have high frequency or serve more destinations. The poor infrastructure makes such operating efficiency difficult to obtain. The government must think of providing smaller secondary airports in big cities from where such airlines can operate. Besides, India has nearly 450 unused/under-utilised airstrips, which could be pressed into service to open more destinations to air travel, thereby helping improve the case for regional carriers.

The government must increase the FDI limit in the sector from the current 49%, and also open it to foreign airlines. G. R. Gopinath The Indian aviation sector may be in turbulence mode, but that hasn’t shaken the spirits of G. R. Gopinath, the father of low-cost air travel in India. Gopinath, who sold India’s first low-cost airline Air Deccan to Vijay Mallya, the owner of Kingfisher Airlines, is gearing up for action once again. “I have been preparing for a national launch for the past year, and I hope to be ready next year,” an upbeat Gopinath told India Knowledge@Wharton.

The provocation for Gopinath to take to the skies again is simple: Kingfisher is in a financial mess. The airline is running a sharply reduced service, and if it does not manage to raise funds, it could shut down anytime. Gopinath, who sold Air Deccan to Mallya in 2006, sees this as an opportunity for his re-entry into the sector. He points out that when Kingfisher bought out Air Deccan, the two brands together had 36% market share. “I believe that the market is still largely untapped. This is an unfinished story, and I see a huge opportunity still there. In the meantime, he has reentered the skies with a different avataar. Gopinath recently launched Deccan Shuttle, a regional airline in the state of Gujarat in Western India. Gopinath points out that apart from the big cities and towns that are connected by the Airbuses and the ATRs, India has around 500 small airstrips which are not well connected. “Gujarat, for instance, has nine airports. While all of them are linked to Mumbai (India’s financial capital in the neighboring state of Maharastra), they are not linked to state capital Ahmedabad, or to each other.

My idea is to open up a new market. I am passionate about providing easy access and connectivity. ” Gopinath has launched Deccan Shuttle under the banner of Deccan Charters, an aviation services firm that he set up in 1995. This was his first venture in the aviation sector. It currently has 20 aircraft (helicopters, turboprops and business jets) and operates out of 16 locations. Under Deccan Shuttle, Gopinath will begin by deploying around six 10-to-18-seater aircraft in Gujarat. Over the next three years, he plans to have 25 such small aircraft across five states.

Gopinath’s plan is primarily to offer intra-state connectivity. But in routes where there is significant demand due to cultural or trade reasons, he will also look at inter-state connectivity. Other recent entrants in this space include Air Mantra, a unit of the Religare Group. Air Mantra launched in July, connecting Amritsar and Chandigarh in North India. Spirit Air, which operates in Eastern states like Jharkhand, Bihar and Orissa, is planning to start operations in the Southern states soon. Air Pegasus, from Decor Aviation, an airport ground handling agency, is expected to start operations later this year.

Analysts are watching the space keenly. “There is a lot of potential in the regional airlines business provided the states offer the required infrastructure and policies, and the companies have the appropriate business model by way of routes, pricing strategy, etc. ,” says Vishwas Udgrikar, senior director and partner, infrastructure and transport at consulting firm Deloitte. He warns, however, that “given the current environment in the country’s overall aviation sector, players need to be cautious and enter the regional airlines sector with the right preparation. Jasdeep Walia, an analyst at Kotak Institutional Equities, suggests that running a regional airline could be tough. “For distances of around 250-300 kilometers, the demand will be limited, especially if the roads are good and people can cover it by car. And for distances of 500 kilometers to 600 kilometers, there is always the risk that as the demand picks up, bigger airlines will [step in]. ” Gopinath’s comeback is also evoking interest. Udgirkar points out that any new entrant at the national level, despite prior experience, will find it very challenging. There are inherent challenges in this sector and formidable competition, too. ” Walia adds: “This space is very competitive, and the government policies are not at all conducive. And Gopinath could not sustain his earlier venture. ” Gopinath’s Air Deccan changed the face of aviation in India, but as a business per se it got grounded. His foray into logistics with Deccan 360 also ran into trouble. Whether or not he can take off this time round remains to be seen. [pic] [pic]

Etihad is obviously pursuing a growth strategy, as it is heavily investing in the fleet and infrastructure at airports. This is in line with their vision of becoming one of the leading international airlines and providing customers with high quality service. They are also pursuing a low cost strategy by providing similar or lower rates than competing airlines. This will confirm that they do not lose any market share due to price. According to the Ansoff Matrix, they are following a market development strategy by focusing on the same product and developing new markets, such as the flights from Abu Dhabi to Brussels and Dublin.

They are also following a market penetration strategy as they are entering into existing markets with the same product with competitive prices. Recommendations Etihad is a new company with a promising future ahead of it. It needs to build on its current base and then consolidate its position. It should not grow beyond the point that it cannot control. Bearing in mind the current global financial scenario, it needs to slow down and focus on specialization. It also needs to partner with key suppliers such as Boeing and Airbus to gain competitive advantage.

Also important is to press home the inherited advantage that it is indeed the national carrier. This point needs to be emphasized time and again so it is deeply entrenched in the minds of the UAE based traveler. This will help tremendously in building brand loyalty. Etihad needs to find more market niches so that it can expand in those markets and gain the first movers advantage. This can be done through extensive research. Finally, Etihad has to hire experienced people in its staff.

It should be a blend of youth and experience so that the experienced staff pass their knowledge to the youth to carry on in the future.

List of References

Anna Aero. (2008). Etihad racing to catch up with Emirates and Qatar Airways. Anna Aero Available At: http://www. anna. aero/2008/02/22/etihad-racing-to-catch-up-with-emirates-and-qatar-airways/[ accessed February 9, 2009] Etihad Airways. (2008). Our History. Etihad Airways – National Airline of the UAE: Available At: http://www. etihadairways. com/sites/Etihad/ae/en/aboutetihad/etihadstory/pages/etihadhistory. aspx [ accessed February 9, 2009]

Singapore airlines (SQ) are one of the best and most famous airlines in the world with great service and great airplane with airbus and superbus. Singapore airlines began in 1947 with Malaysia airways. On 16 September 1963, the Federation of Malaysia was born and the Airline became known as Malaysian Airways. In May 1966, it became Malaysia-Singapore Airlines. In 1972, Malaysia-Singapore Airlines split up to become two entities – Singapore Airlines and Malaysian Airline System. That change was used to launch a new, more modern service approach on the airline. To house a special fleet of B747s, B727s, and DC-10s, the new Singapore Airlines also boasted a new airfreight terminal and a B747 hangar. In the1980s, the Singapore Airlines fleet continued to grow, in impressive and historic ways. It had the first A300 Superbus, the B747-300 Big Top, the B757 and the A310-200.

We were also the first airline in the world to operate an international commercial flight across the Pacific Ocean with the 747-400 Megatop. In the 1990s, Singapore Airlines revolutionized inflight communications and entertainment through the KrisFone – the first global sky telephone service – and KrisWorld offerings. In 2000, Singapore Airlines placed 19 A380s and B777-200s in 2001. In 2004 Singapore Airlines was the first to operate the world’s longest non-stop commercial flight between Singapore and Los Angeles in February .In 25 October 2007, The A380, the world’s largest commercial plane entered service with SQ. In 2010, Singapore Airlines was the first to offer free drinks and complimentary headsets. More recently, we pioneered inflight telecommunications services and unparalleled inflight luxury. In 2007, Singapore Airlines celebrated its 60th Anniversary and we are the first to put the world’s largest plane into service. This essay will discuss SWOT analysis from Singapore Airlines. (http://www.Singaporeair.com ).

Strengths

Singapore Airlines flies to 61 destinations in 35 countries on five continents from its primary hub in Singapore. It has a strong presence in the Southeast Asian region, which together with its subsidiary Silk Air connects Singapore with more international destinations in the region than any other Southeast Asian airline  it hasoffers fare deals from destinations around the globe.

Ground services

In flight services, passengers may check-in between two to 48 hours prior to flight departure. This may be done over the counter or at the lounge within the airport (for first and business class passengers). Self-service kiosks are also available at Singapore Changi Airport. They may check-in through the Internet or by short message services .Online printing of boarding passes is available through Internet check-in. Passengers on short trips may also check-in on their return flight upon departure from the city of origin. Singapore Airlines also offer different meals from different passengers such as Religions Meals people which is vegetarian and Medical Meals. Although the head office in Singapore, we can buy the ticket from online and travel company.

Promotion

Singapore Airlines provides passengers with thoughtful individual service, which has won many praises and prizes from aviation industry and tourist business. It is one of the most respected companies by Fortune Magazine. Singapore Airline always have holiday package to promote for the customer and travel company .For example the offer is two nights’ stay in Singapore and a further 2 nights’ stay in any of the Singapore Airlines and SilkAir destinations beyond Singapore including cities in Asia City. Singapore Airline also have own Mile Card which is called KrisFlyer Miles which is When you fly on Singapore Airlines or SilkAir, you could earn up to 325% of actual miles flown. You can also earn KrisFlyer miles when you fly on our partner airlines, which include all those in Star Alliance, the world’s largest airline network.

Safety

Singapore Airlines has a history of more than 60 years it is a long history airline company. As result, regarded as one of the leading airlines in the world, Singapore Airlines has acquired fame for its safe and comfortable journeys. When mentioning service by Singapore Airlines, the first thing that comes to mind is the cuisine on the plane. The International Culinary Panel of Singapore Airlines, engages in designing dishes to cater for various needs on the plane, and is unique among all the airlines in the world. Moreover, with an average age of 5 years, Singapore Airlines has the world’s youngest fleet in the air, which plays a crucial role in aviation safety.

Weakness

The weakness from the business class of Singapore Airlines. The most popular aircraft are A380, B77-200, B747-400 and B777. These are also Singapore major aircraft. Recently Singapore Airlines just improve its business class. But nothing can be perfect. People who like the new business class and choose to Singapore. These problems are influence to its profit. To best way to find the weakness of this product is compare it with other competitor.

Aircraft A380, Singapore Airlines is the first company to buy and ready for the passengers. This is the strength and higher than other airlines. But following the competitors appear, emirates airlines and Qantas airlines. The weakness of Singapore Airlines business class has appeared. Singapore Airlines even has restricted bookings in this class to required a surcharge on paid fares on many routes, double mileage cost in their Kris Flyer program and no awards for other star alliance frequent flyer programs. Business class seats from Singapore airlines found on their B777 and B747 aircraft. The differences between these classes are trivial width and length differences. For those unfamiliar, the seat is rather wide for business class but with short pitch. The fully flat bed operates by bringing up a flat surface to the seat in front, with a cubby holes to put things and the tray table has generous dimensions. The monitor is very large for business class but still some people find it too close. Read also about Ene Ticker

On The Ground treatment of A380 business class passengers is standard fare (for business class). The only stand out is emirates, which offers airport limo transfers at both ends for business class and first class passengers on most routes (including trans-Tasman). According to the world largest airlines review website SKYTRAX, the customer service is badly.

“ The flight was great but I had the worst customer service experience in my flying life when booking problems surfaced in the US. The Singapore Airlines customer service phone staff that I was connected to numerous times were more than useless. I spoke to them for hours on the phone to no avail. It was one of those defining moments when you become an activist against one brand. No one should have to endure the problems I faced. Please don’t believe the hype and marketing” (31 January 2011 by C Marshall (Japan))

Qantas in Sydney and Melbourne, and Emirates in Sydney, also have priority security queue for first class, business class and frequent flyer elite passengers. At Singapore security is processed at the gate, and the gates used by A380 do not have priority lane.

The seats Qantas business class A380 seats are a slightly modified version of their skybed seats found on other aircraft. Compare to Singapore is not slightly enough like Qantas. The differences between Singapore airlines and Qantas airlines are trivial width and length differences. For those unfamiliar, the seat is rather wide for business class but with short pitch. The fully flat bed operates by bringing up a flat surface to the seat in front, with a cubbyhole to put your feet in. The length of the bed is thus diagonal along the seat. There are cubbyholes to put things and the tray table has generous dimensions. The monitor is very large for business class, but some people still find it too close (Emirates has longer than Singapore). Compare to food service and selections with Eva airlines. They are about the same on both airlines. Good wine selections on both. But Singapore airlines food service and selections have gone down lately and for business class the service is worth than Eva airlines. From those we can find Singapore airlines did good service in their flight for business class. But the ground customer service and their seats for business passenger need to be improve and satisfy to more passenger.

Opportunity

In terms of opportunities, as a proverb says, “First come, first served.” Singapore Airlines is the first airline that owns A380 in the world, and this gives Singapore Airlines a big opportunity in air service market. According to Clark, Paulstates,

The airline industry is particularly vulnerable to the swings and roundabouts of the global economic system. It walks a permanent tightrope of water-thin margins, costs that increasingly beyond management’s realistic control and a demand for its services that is hard to predict (2010, p. 1). Different factors triggered each of economic downturns that have periodically wrecked so many airlines. However, there is a pattern at work, as the global economy is apt to oscillate between periods of prosperity and periods of difficulty in cycles of approximately ten years (2010, p. 19).

Airlines suffer from the downturn of the economy. However, with the introduction of A380, Singapore Airlines receives a big opportunities. The first route for A380 is in October 25th, 2007, from Singapore Changi Airport to Australia Sydney Airport. Many people from all around the world were attracted by A380, and hurried to Singapore to experience the services in A380. Compare with its competitors, the area of seats is one-third larger, and more floor areas are available. For tall persons, A380 support you more space for your legs. Those are the first point of advantages of A380: comfortable. The second aspect is that A380 is environmentally friendly. It is quieter both during taking off and in passenger cabin. Its fuel economy is higher than other competitors. According to airbus webpage,

In addition to offering unequalled levels of passenger comfort, the A380 provides the lowest fuel burn per seat – which allows airlines to substantially reduce CO2 emissions while achieving profitable, sustainable growth for decades to come. It also is the quietest long-haul aircraft flying today, generating 50 per cent less noise on departure than the nearest competitor, as well as three to four time less when landing, all while carrying 40 per cent more passengers. (“A380 Family”, 2011)

Therefore, A380 itself has many advantages and can offer characteristic service, it also instill energy to the Singapore Airlines. Reference Clark, P, 2010, Stormy Skies: Airlines in Crisis, Ashgate Publishing LimitedPress, England. A380 Family.(2011)

Threats

Can we anticipate any threats to our business from the external environment that may challenge or weaken our position? There are many threats that may challenge or weaken our position like oil prices going up, climate change, safety, time those concept will challenge the position.

Prices

Compare with airplanes buses fairy or train are cheaper. Some elder people want to go travel they don’t have much money but much more time so they choose others. Since the co2 emitted by the airplane is mainly a result of the burning of jet fuel, i.e. oil, one can imagine that there is also a rather large cost factor here – the more expensive the oil, the more costly – economically and ecologically – the airplane becomes. Threats include the fact that fuel prices have consistently increased and will do so into the future while price wars between airline companies have become ever more intensive due to increased competitive levels in the industry so there are lots cheaper airline like tiger they keep the oil price but they can reduce the guilty of seat and foods therefore the price is cheaper than business classes also other classes, this is due to existing rivalries as well as new entrants within the discount airline market segment. In contrast to its rivals Singapore airlines has preferred policies of adding extra value through customer service rather than ones of pure discounts on prices, (thompson, 2005).

Safety VS climate change

Climate change will reduce the customer because when the climate change to raining or storm the airplane will carry the highest risk of our life. From customer’s position everyone wants to safe no mater how the seats are comfortable. That may weaken our position.

Seasons

Christmas is the peak period of use of airlines. Every family plans to go overseas or other cities. But in the off-season everyone back to work and
study they do not has time for travelling. So this is a external environment that may challenge the position. Time

Sometimes when we go to close place if we choose the airplane, we need to follow the process like check in and baggage claim those sort of program but with train just show the ticket. Obviously train is quicker for us. So that may weaken the demands for consumer to choose the airplane. Others

Wars, Natural disaster (Earthquake, fire, flood, etc.) Economic crisis those also can weaken the strong position. Whatever transport we choose the main thing is to be happy and safe on our way to the place. We hope that travelling companies can improve their safety level. Conclusion

Finally, Singapore Airlines is one of the best airlines in the world especially in their service in flight. Singapore Airlines has good strength in their ground service in check in at airport, varieties of meal for different kind of people, safety and also promotion like holiday package offer. On the other hand Singapore airline has weakness also on their on the ground service in ticket booking in business class, their seat because the television is too close and also the quality of food is worth than Eva airline. In external influence, Singapore Airline can improve the quantity of their customer in one flight with give more floors in their aircraft and also give a bigger seat area than other competitors. Besides, external influence also can give much threat to Singapore Airline in their flight like oil prices going up, climate change, safety, and time. Singapore Airline can survive in their business until now because they have a good SWOT analysis to expend their wings and to fixed up their weakness.

Decennial sensors detect movements of aircraft and there vehicles on the ground. The signals from individual lights and sensors are communicated via FALL and are comprehensively visualized for the operators in the tower through an ALAS. FALL enables the controllers to optimize the use of the entire airfield lighting system: through flexible control of each segment of the runway, taxiway and apron circuits, every component and individual lamp is exactly controllable.

As such, FALL provides excellent tools to perform control of aircraft ground movements: taxiway routing, Stoppard control, runway incursion detection are now available for the operators in the tower. Safety of air traffic movements and number of slots per day are significantly increased with this modern and reliable control system. Using the power supply series circuit for reliable and high-speed communication between substation and individual lamps, FALL detects and supervises the actual status of each lamp and provides complete detailed information to the operational control station.

FALL continuously monitors all lamps controlled via the system and identifies a lamp failure immediately, indicating the exact position of the failed lamp. As a result, the need for regular visual inspections is reduced and overall maintenance performance can be improved. In order to prevent collisions on the reside movement area, CIAO prescribes the implementation of an (Advanced) Surface Movement Guidance and Control System) – (A)SMOCKS is a modern control and monitoring system for the guidance of aircraft on the ground.

The solutions offered by Siemens Intelligent Traffic Systems Airfield meet all legal and operational requirements in this field of application. Thanks to sophisticated navigational aids for air traffic control, aircraft can take off and land under almost all weather conditions. However, when traffic on the ground is lowed down, high-volume airborne operations are put in Jeopardy: Visibility conditions of less than mm generally delay aircraft ground movements and reduce the total capacity of the airport.

SUMS identifies each aircraft, provides continuous surveillance and monitoring of taxiing traffic; determines conflict-free taxiway routes automatically and uses visual signals to guide aircraft and vehicles reliably. And in case of route deviations, it warns pilots or drivers immediately. The comprehensive SMOCKS control and monitoring functionality provides controllers with tools to enhance airport safety, efficiency and availability – under all visibility conditions.

Tower ALAS Airfield Lighting Control and Monitoring Systems Airfield Lighting Control Systems (ALAS) allow air traffic controllers (TACT) to monitor and operate a range of lighting functions from the control tower, at the same time providing them with valuable feedback on the performance status of system lighting equipment. Surface Movement Guidance and Control System CIAO has specified the provision of (advanced) surface movement guidance and control systems (A-)SMOCKS to avoid collisions on the ground. Siemens/DAB is doing its part to help airports to fulfill these requirements.

In the late asses the problems of transition from the new precision radio instrument approach aids to the final, visual approach at night or in reduced visibility much exercised civil aviation. Various high-intensity approach lighting systems were developed to ease the transition from instrument to visual flight. In 1949 three competing systems – a British one (the Calvert system), a French one (a form of displaced Calvert system) and an American one (the Slope Line system) were presented to CIAO. Because each system had its supporters among the CIAO members, CIAO ended up recommending that any of the three systems could be adopted.

Independently, and before the CIAO decision, DACCA engineers had also been studying the problem of approach lighting and had concluded that the British ‘Calvert’ system was superior. A trial installation was installed on Session’s Runway 08 toward the end of 1951. This trial proved successful and the system was commissioned for operational use in 1953. The following information about the Calvert cross bar lighting system is based on an article High Intensity Approach Lighting by S W Hart (DACCA Sectional Airways Engineer) which appeared in the Civil Aviation Joanna, the Dacca house publication, Volvo 1, No 3, March 1951.

In 1946 Mr. E S Calvert of the Royal Aircraft Establishment, Breakthrough, was requested by a UK Ministry of Civil Aviation Airfield Lighting Committee to investigate the problem of approach lighting and establish the general principles involved. Calvert tackled the problem by attempting to ascertain the visual and mental processes by which a pilot lands an aircraft. He then developed a theoretical model by which different lighting systems could be compared, and tested his theoretical results using simulation.

Culvert’s line of reasoning led him to the conclusion that to provide smooth transition room instrument to visual flying without optical illusions, and to provide sensitive and natural indications which could easily be interpreted by the average pilot, the approach lighting pattern should consist of a centre line of light with horizontal bars basic elements – a line of lights leading to the runway threshold, and horizontal lights to define the attitude of the aircraft. Calvert placed much stress on roll guidance compared with the Americans who, up to that time, had completely neglected it.

He was the first to realism that it was easy to confuse lateral displacement with angle of ann.. The Calvert system does not indicate a defined glide path, but the widths of the horizon bars are such that, if a pilot maintains a glide that will take him to the correct touch down point, each bar will appear to be the same width as the previous one as it disappears under the nose of the aircraft. Distance is indicated by using single lights in the centre line to indicate 1000 Ft or less from the threshold, double lights for 1000-2000 Ft and triple lights for 2000-3000 Ft.

It is interesting to note that the basic form of the Calvert cross bar lighting system still forms the basis for high- intensity approach lighting systems today. Diagrams above: With horizon bars the pilot can see if he is on an even keel (left) or banked right wing down to turn on to the centre line (right). Below: A modified form of the basic High Intensity Approach Lighting system is used on some capital city precision approach (ILLS) runways, in this case on Melbourne/Utilitarian’s Runway 27.

The main difference is the larger array of lights Just prior to the threshold. Runway Edge Lights are used to outline the edges of runways during periods of darkness or restricted visibility conditions. These light systems are classified according to the intensity they are capable of producing: High Intensity Runway Lights (HIRE) Medium Intensity Runway Lights (MARL) Low Intensity Runway Lights (LIRA) The HIRE and MARL systems have variable intensity controls, whereas the Liars normally have one intensity setting.

Runway Edge Lights are white, except on instrument runways where yellow replaces white on the last 2,000 feet or half the runway length, whichever is less, to form a caution zone for landings. The lights marking the ends of the runway emit red light toward the runway to indicate the end of runway to a departing aircraft and emit green outward from the runway end to indicate the threshold to landing aircraft. Lighting (ARC) or Pilot Activated Lighting (PAL), is a technical system by which aircraft pilots can control the lighting of an airport or airfield’s, approach lights, runway edge lights, and taxiways via radio.

PC systems are most common at non- towered or little-used airfields where it is not economical to light the runways all night every night nor to maintain staff to turn the runway lighting on and off as needed. PC enables pilots to control the lighting only when they require it, thereby saving electricity and reducing light pollution. If the airfield supports PC, the pilot test the radio to the ARC frequency for the airport, which is often, but not always, the same as the UNISOM/ACTA frequency (e. . Smiths Falls-Montague Airport hosts separate Unisom and ARC frequencies). The systems are then typically operated by performing a series of clicks with the radio microphone talk button. PC systems most often have three settings: Low intensity: Three clicks within seven seconds Medium intensity: Five clicks within seven seconds High intensity: Seven clicks within seven seconds When the lighting system is activated, a 15-minute countdown starts, after which the sights turn off.

While the lights are still active, whenever a lighting command is issued, whether it changes the lighting intensity or not, the 15-minute countdown is reset. At some airfields, special lights may blink for ten seconds to warn pilots before the lights shut off. When using PC, it is very highly recommended that aircraft on final approach to the airfield issue a fresh lighting command even if the lights are already on (especially if the lights were activated by another aircraft). This is so that the lighting does not go off by surprise at a critical moment (such as when crossing he runway threshold).

The Visual Approach Slope Indicator (VASS) is a system of lights on the side of an airport runway that provides visual descent guidance information during the approach to a runway. These lights may be visible from up to eight kilometers (five miles) during the day and up to 32 kilometers (20 miles) or more at night. Contents [hide] 1 Types 1. 1 Standard VASS 1. 2 API (Precision Approach Path Indicator) 1. 3 PASS’ (Pulsating Visual Approach Slope Indicator) 1. 4 Trio-colored VASS 2 Mnemonics 3 Reference 4 See also 5 External links [edit] Types Standard Visual Approach Slope Indicator

Basic visual approach slope indicators consist of two sets of lights. One set marks the start of the runway, while the other is set up some seven meters (twenty feet) along the runway. Each set of lights is designed so that the lights appear as either white or red, depending on the angle at which the lights are viewed. When the pilot is approaching the lights at the proper angle, meaning he is on the glide slope, the first set of lights appears white and the second set appears red.

When both sets appear white, he is flying too high, and when both appear red he is flying too low. This is the cost common type of visual approach slope indicator system. [edit] API (Precision Approach Path Indicator) Main article: Precision Approach Path Indicator Precision Approach Path Indicator consist of four sets of lights in a line perpendicular to the runway, usually mounted to the left side of the runway. These have a similar purpose to basic visual approach slope indicators, but the additional lights serve to show the pilot how far off the glide slope the aircraft is.

When the lights show White- White-Red-Red the aircraft is on the correct glide slope for landing, usually 3. 00. Three red lights (White-Red-Red-Red) indicate that the aircraft is slightly below glide slope (2. 80), while four red lights (Red-Red-Red-Red) indicate that the aircraft is significantly below glide slope (3. 50). Most large airports utilize this system. Although most airports use a API based on a 3. 00 glide slope, some airports may use a glide slope as great as 4. 50 in order to have proper obstruction clearance. Edit] PASS’ (Pulsating Visual Approach Slope Indicator) This is a single light next to the runway. The signal format is solid white when established on the proper descent profile, and solid red when below the proper scent profile. An actively pulsing red or white light when well above or well below allows the pilot to determine his position in the signal format and what corrective action is needed to return to the proper descent profile. [edit] Trio-colored VASS This is a single light that appears amber above the glide slope, green on the glide slope and red below it.

It is rarely used, partly because pilots who are unfamiliar with them have been known to misinterpret the lights, causing them to ‘correct’ in the wrong direction. [edit] Mnemonics Older Visual Approach Slope Indicator Pilots often use mnemonics to help them remember basic information. In English, the following are common: Red over white, you’re all right. White over white, you’re out of sight. Alternative: White over white, you’ll fly all night. Alternative: White over white, you’re high as a kite. Alternative: White over white, you remain in flight. Red over red, you’re dead.

Alternative: Red over red, watch your head. Also Red red you’re dead Red and white you’re alright White and white you’re as high as a kite Runway End Identifier Lights (REEL) are installed at many airports to provide rapid and positive identification of the approach end of a particular runway. The system consists of a pair of synchronized flashing lights located laterally on each side of the runway threshold. Reels may be either unidirectional or unidirectional facing the approach area. They are effective for: Identification of a runway surrounded by a preponderance of other lighting.

Identification of a runway which lacks contrast with surrounding terrain. Identification of a runway during reduced visibility. An approach lighting system, or ALLS, is a lighting system installed on the approach end of an airport runway and consists of a series of lighters, strobe lights, or a ambition of the two that extends outward from the runway end. ALLS usually serves a runway that has an instrument approach procedure (PAP) associated with it and allows the pilot to visually identify the runway environment once he or she has arrived at a prescribed point on an approach.

The runway lighting is controlled by the air traffic control tower. At uncontrolled airports, Pilot Controlled Lighting may be installed which can be switched on by the pilot via radio. In both cases, the brightness of the lights can be adjusted for day and night operations. A key ingredient of all Approach Lighting Systems in the US is the Decision Bar. The Decision Bar is always located 1000′ from the threshold, and it serves as a visible horizon to ease the transition from instrument flight to visual flight.

It also is situated such that at Decision Altitude, the Decision Bar is Just appearing to pass under the cowling of the plane. Approach Light Systems are designed such that they allow the pilot to quickly and positively identify visibility distances in Instrument meteorological conditions. For example, if the aircraft is at the Middle Marker, and the Middle Marker is located 3600′ from the threshold, the Decision Bar is 2600′ ahead. If the reoccurred calls for at least 1/2 statute mile flight visibility (roughly 2600′), spotting the Decision Bar at the marker would indicate enough flight visibility to continue the procedure.

In addition, the shorter bars before and after the Decision Bar are spaced either 100′ or 200′ apart depending on the ALLS type. The number of short bars the pilot can see can be used to determine flight visibility. Approaches with lower minimums use the more precision 100′ spacing systems for more accurate identification of visibility. Several ALLS configurations are recognized by the International Civil Aviation Organization (CIAO); however, non-standard ALLS

As the global economic recession deepened, financial and economic constraints were negatively affecting the aviation industry in UK. The impact of the economic crisis has affected the operation of Airline industry and has drastically reduced its earnings and revenues. There have been certain extents where some of the operators in the industry have been forced to reduce their fleet or wind down certain flying routes in order to cope with the economic crisis.

The aviation industry entirely depends on the ability of its passengers to fly frequently and any negative shift in the way passengers fly like declining numbers directly impact the economic and financial survival of the airlines. The paper tries to analyse and evaluate the aspects behind the declining number of passengers, the impact it has on the aviation industry and the remedies which could be taken to address the problem. Introduction The recent global recession witnessed was one of the worst economic upheavals since the great depression.

Economic recession hit all sectors of the economy and one of the hardest hit sectors was the aviation industry. Airline industry operation is directly correlated with the status of the economy. Record declining passengers levels witnessed in airports are attributed to the small number of passengers willing to fly due to the economic constraints. Although the aviation industry is seen as basic mode of transport in developed nations like the UK potential passengers had to look for alternatives ways of transport in order to “save” the little income during the tough times.

During economic crisis airline transport is sometimes viewed as a luxury mode thus forcing customers to seek other methods which reduces the traffic flow of passengers flying. Slow economic growth negatively affects the survival of the aviation industry as disposal income of passenger’s declines thus customer’s inability to fly frequently reducing airlines revenues. Airlines due to this existing economic condition have been forced to cut their spending and implement other austerity measures to ensure they at least withstand the situation in the short run and hope for the better future.

Implementation of effective different policies is however necessary during this period to mitigate the risks emanating from declining passengers numbers who affect the revenues and financial position of the aviation industry. Economic Concepts Correlation between the GDP, Individual incomes and Airline Industry Airlines depend on the passengers as their major source of income alongside other services like cargo handling. Individual incomes determine the ability of people to fly frequent or cut back their spending.

The growth of Gross Domestic Product boosts the level of individual income which in turn determines the disposal income of an individual person. GDP growth is the yardstick for determining economic growth and GDP growth is therefore a boost to disposal income of individuals who can frequently travel. Shrinking GDP reduces disposal income of individuals who in turn tend to cut down their spending and limit their budget and with the case of airline transport which is somehow it ends up suffering as individuals(potential passengers) would seek for alternative methods of transport.

Similarly the GDP growth stimulates investment and business cycles in the country and negative economic growth constrain investment and can directly affect even the cargo handling services of the airlines. Due to the recent economic crisis, United Kingdom has posted negative GDP figures which mean declining economic growth thus affecting individual incomes and affecting the numbers of passengers using the airlines. Demand and Supply “The law of demand states that price and quantity are inversely related (Vasigh, 2008, p.

30). This aspect may shed some light on the declining number of passengers during the economic recession. As disposable incomes were incomes most airlines maintained their airline prices amid the falling individual incomes. It was becoming expensive to travel for passengers with the same level of prices as they had become expensive relative to the income which they have. This has been the scenario which attributed to the shift in passengers demand for the airlines as the prevailing rates were “too expensive for them”.

Similarly in this aspect the price elasticity of demand for airlines is seen as more elastic than inelastic. Airline transport is essential but not seen as necessity in certain conditions. During economic downturns people tend to look for substitute alternative for airlines like road and railways and airlines in this case is perceived as a luxury option and not compulsory. The elastic demand of the airlines makes passengers to be more price sensitive and thus negatively affecting consumer demand for airlines(which happen to be more expensive than other alternatives) during recession periods.

The passenger numbers have reduced in the UK airports following the experience of the increased recession. In 2009, the annual passenger number reduced by 10 percent as compared to 2007(Great Britain Treasury Committee, 2009, p. 32). It is noted that the regional airports are failing more than those in the South East. The airports have either withdrawn completely or decreased the number of routes they operate from UK airports because the demand has fallen.

The airport models of business are under pressure since the ability of the airports to improve the number of passengers is reduced due to loss of airlines and routes. The ability of accessing markets has decreased which has significantly placed challenges on the local and regional economics. The UK airport profits are really affected by the reduced routes, airlines and demand. In 2009, the average profits fell by 18 percent and the turn out fell by 8 percent (Great Britain Treasury Committee, 2009, p. 32).

Unfortunately, some of the airlines were making loss before the recession which will be joined by others who will be making loss due to fall in demand. The airports are unable to bear the impact of the airport policing requirements, spectrum pricing and staff employment due to the reduced profits. It is mandatory for the for the Aviation industry to meet its social and environmental costs hence contribute towards sustainable transport creation (Great Britain Transport Committee, 2009, p. 416). Therefore, there should be equality between environmental external cost of aviation and APD (Air Passenger duty) costs.

APD rose in 2009 whereby it has resulted into increase on the taxes of long haul with the longest routes having 113 percent increases such as UK –Australia (Great Britain Transport Committee, 2009, p. 416). There is considerable impact of the increased costs on the long haul on air links between the UK and the main economies globally such as Middle East, India and China. Therefore, UK aviation industry expects that the APD revenue will grow rapidly more than passenger numbers hence it will be a burden on the airports during this time it is experiencing recession and reducing passenger numbers.

Its is the second largest airline industry in Europe and its been established in 1926. The name Lufthansa came from the two Dutch companies which has been merged together and formed a name in 1933. As in sass’s war has become a huge disadvantage for the company because of the canceling of the transport flights and soon after the war it has begun a fresh start to the company.

At that time the technology has been developed very rapidly were propeller has been replaced by jet engines and the traveling time has became very fast. Despite in several crises it has soon adopted into wide body aircrafts and made into the cargo industry as well, As the time progressing Lufthansa has been modifying its needs and requirements according to the costumer satisfaction. But then the major crises in early sass’s has threatened the airline industry Lufthansa sought the star alliance corporation and eventually found the way out of the crises and transformed room airline to aviation group.

Swiss international airline has become a part of the Lufthansa, and established a following take over the British midland and as well a the Austrian airlines. In 2013, Lufthansa achieved top rankings at the “World Airline Awards 2013” in the categories “Best Transatlantic Airline”, “Best Western European Airline”, and “Best First Class Airline Lounge”. Page 2 Flexibility in flying Full performance and reliability Global Operations. Refocusing of Diversification and establishment or “Divisions”. Strategic ability to redirect future trends.

Focus on quality complimentary global network, none of its members declared as bankrupt and its the second biggest alliance market share in north America. Its been the second largest airline operating in Europe and its been successful in connecting various destination across the Europe and as well as the global market. Page 3 Page 4 Weakness Weak industry conditions due to slowing economic growth. Participation in the cyclical, price-competitive, and capital intensive airline industry. Profitability sensitive to volatile fuel costs.

In Early 2001, EADS Airbus, set out to attack the monopoly of Boeing by officially launching the A380, which now will become the largest passenger aircraft with more than 550 seats. This aligned snuggly with our analysis, based in 2000 that Airbus should forge ahead with the project due to positive present value of estimated future cash flows. The launch of the A380 programme pushed Boeing, which had previously led the pack in commercial aviation, into the position of challenger.

The roles were now reversed and now Boeing had to come up with an answer. The first answer was the B747X, an extended and face-lifted version of the B747. This move fell within with our analysis in Section 3.2, about Boeing’s retaliation to Airbus’s launch of the A380. They had indeed poured in huge research and investments and developed a stretched version of the 747s. But despite a heavy marketing effort in the beginning of 2001, Boeing did not have the same success with its 747X as Airbus did with the A380. Given the segment’s slim size, Boeing had no other choice than to withdraw from the race and create another niche in which to compete.

In April 2001, Boeing retaliated by presenting the concept of the Sonic Cruiser, which does not only have a surprisingly new design with canards and delta wings, but also a very different strategic approach to the market. While Airbus’ competitive driving factor is a more comfortable super-jumbo intended to fly between the world’s major hubs at a very low cost-per-seat, Boeing’s one is a faster, smaller and more flexible long haul aircraft designed to meet the customers’ desire for direct point-to-point flights between smaller distant, medium-sized flights, foreseeing the increasing congestion of the world’s large hubs.

This move is an explicit attempt by Boeing to “sandbag” Airbus. Once Airbus had committed to develop the super-jumbo, Boeing announced a change in the game in large aircraft, from a focus on size to a focus on speed (and range), knowing that Airbus could not imitate, in terms of resources and speed in launching. However, the fact that Boeing has yet to commit to the sonic cruiser, it may plausibly (still) be regarded as a feint or a phantom plane that simply gave Boeing something positive to announce as it was forced, by credibility constraints, to withdraw from the contest to develop new very large aircraft. Moreover, future changes in public opinion about ecological aspects as well as the evolution of the world economy and the oil price will certainly be decisive for whether low operating costs and higher-flying comfort will win over high speed and flexibility.

However, with the global economic slowdown, many fear that Boeing and Airbus would be exposed to overcapacity. However, Airbus is still confident about its A380, especially in these times where cost savings are asked and demanded by the airlines, will be the right offer, so Airbus should stick to their time schedule. In contrast, Boeing is considering whether to ditch their proposed Sonic Cruisers and focus on building a new, cheaper conventional airplane since the airline industry is struggling and everything these days is about doing things cheaper, instead of faster. Some, however, think this is a short-term view that Boeing is taking, and that the company has historically stayed strong by making big bets during downtimes that pan out when the economy picks up.

Airbus continued to achieve impressive results in 2001, despite the economic downturn. An extensive and state-of-the-art product line, combined with prudent industrial policies, rigorous order book management and a truly customer-oriented approach enabled Airbus to consolidate its position as market leader in civil aviation. Day-to-day business was conducted according to plan and the Airbus aircraft family continued to grow with the A340-600 making its maiden flight, final assembly of the first A318, the first A340-500 entering production and preparations for manufacturing the A380 underway at Airbus sites all over Europe.

Indeed, Airbus’ A380 met with overwhelming market success in 2001, winning almost 100 sales, as anticipated, just one year after commercial launch. Despite the downturn, Airbus won more new orders than its competitor for the second time in the last three years, and delivered a record number of aircraft leading to its largest turnover ever. In addition, Airbus maintained a healthy and strong order backlog, larger than the competitor’s for the second consecutive year. This backlog constitutes a major asset for the coming years. It has continued to increase with respect to the competitor’s and, purged of orders from airlines facing severe financial difficulties, it represents more than five solid years of production.

In conclusion, Airbus showed great success on the whole. The launch of the A380, indeed, had benefited Airbus Industrie greatly, hence substantiating our analysis about the project’s positive NVP and that the project should be eventually launched. On the other hand, Boeing Commercial Airplanes Chief Executive Alan Mulally announced that Boeing will cease work on its proposed high-speed Sonic Cruiser and instead develop a conventional airplane that will use lightweight materials, better production processors and other technologies to operate at significantly lower costs than today’s commercial jets, coupled with lower fuel burn.

The new “super-efficient” aircraft would help financially foundering airlines would improve their balance sheets by reducing operating costs 15 to 20 percent. It is not clear when the new jet would enter service, as it would depend on the pace of the airline industry recovery. Boeing Chairman Phil Condit said the company would not have a full-fledged launch of any airplane project until late 2003 at the earliest and research and development expenditures are to be hold down at 3 to 3.5 percent of revenues, so Boeing can maintain its profitability during the current down cycle. That will mean a shrinking pool of money for new projects.

Many in the aerospace industry have anticipated the demise of the Sonic Cruiser since last year’s September 11 terrorist attacks. The subsequent economic downturn, which triggered more than $7 billion in losses at U.S. airlines in 2001, only heightened pessimism about the project. Many initially gushed about the Sonic Cruiser’s promise to cut travel times 15 to 20 percent. By offering such speeds at costs roughly equivalent to today’s 767, the Sonic Cruiser would allow airlines to make more money by charging frequent business travelers an even greater premium over coach passengers. That was the idea, at least. But since the dot-com bust, business travelers have stayed in their offices more and, when they travel, are paying cut-rate prices.

Against that backdrop, a premium product such as the Sonic Cruiser lost much of its appeal. No one can predict with full confidence as to whether Boeing or Airbus would emerge as the ultimate leader in the market. However, the evolution of the world economy and the oil price, together with the development within each of them, will definitely contribute to the overall performance.