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U.K. On Sept. 24, the new twin-deck aircraft will make its first flight between London and Los Angeles, and later, flights to Hong Kong and Johannesburg will be added. Not only does the new plane offer a unique travel experience due to its size, but the A380 will also be serving brand-new in-flight dining menus for its passengers.
The new menus, designed by The Langham, are offered to passengers flying in the first and Club World class, and the five-course tasting menu is a never-before-seen concept for the airline, taking diners on a "gastronomic journey with a combination of flavors brought together to work in the air," a press release reveals.
"The Langham hospitality group has hotels in London and Los Angeles, so we were delighted to work with British Airways to create a bespoke menu which works so well with British Airways’ first-class service in the sky," Duncan Palmer, The Langham London’s managing director, said in the press release.
The five-course tasting menu will offer travelers dishes such as poached lobster with Charentais melon, mango, and shiso salad; chicken tea with goji berries; and braised pork belly and cheek with heritage carrots, peaches, bok choy, and lemongrass-lime sauce.
The "afternoon tea" menu served on the flight from London to Los Angeles only, will offer a range of light tea sandwiches, artisan pastries such as English rose macaroons with raspberry and lime jelly, and warm homemade scones served with clotted cream and organic strawberry preserves. The menu is inspired by the range of indulgent delicacies offered at Palm Court at The Langham, London, where the tradition of afternoon tea is said to have started more than 140 years ago.
In addition to the new menu, passengers will be treated to a range of champagnes and an English sparkling wine during flights.
Travel News: American Airlines to Introduce Boeing 787 Dreamliner on Chicago to Manchester Service
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We wouldn’t normally put up an article about airline route news. But as we are based outside of Chicago we’re really excited about this bit of news. American Airlines, which operates a direct flight from Chicago to Manchester are finally upgrading their older planes on the route to the brand new Boeing 787 Dreamliner.
We’ve always discounted using this route to get to the north of England because we’ve heard nothing but bad things about this route – AA used older planes that were prone to mechanical problems leading to constant delays and passenger misery. Flights on the new plane begin in June.
That should change with a brand new plane. Honestly, we’re now very likely to try this route when we want to explore northern Britain (I’m also an AV geek dying to fly on a 787). It also helps that we’ll earn British Airways Avios miles and can redeem them in on AA flights as well (they’re in a close partnership). Now we won’t have to fly into Heathrow then get a connecting flight to Manchester – direct flights are always the best for us (especially when traveling with our kids).
Here are the details from AA:
American Airlines customers will enjoy an upgraded travel experience when the world’s largest airline introduces the newest addition to its fleet, the Boeing 787-8 Dreamliner, into service from Manchester Airport (MAN) to Chicago O’Hare International Airport (ORD).
American’s 787-8 features a state-of-the-art onboard experience including satellite Wi-Fi to keep customers connected while travelling, as well as higher humidity and pressurization, leaving customers more refreshed after their flight. The aircraft is configured with 28 fully lie-flat Business Class seats, each with direct-aisle access. There are an additional 55 Main Cabin Extra seats with extra legroom, and 143 Main Cabin seats. Every seat has a touchscreen monitor equipped with up to 260 movies, 240 TV shows, 13 radio channels, 350 albums and 20 games, along with universal AC power outlets and USB compatibility.
This year American celebrates 30 years of operating from Manchester, having begun with service to Chicago in April 1986. Today the airline employs nearly 40 staff at the airport and offers daily flights to New York’s John F. Kennedy Airport (JFK) and Philadelphia International Airport (PHL) in addition to Chicago.
“Upgrading our Chicago flight to the 787 underpins the importance of the Manchester market to American, and is a fitting way to celebrate our 30 th anniversary in the Northwest,” said David Thomas, Director, Sales UK & Ireland at American Airlines. “Serving Manchester, along with our joint business partner British Airways, is crucial to maintaining our strong competitive position in the UK.”
Stephen Turner, Commercial Director at Manchester Airport said, “We are delighted that American Airlines is bringing the 787 Dreamliner onto their Chicago route in their 30th year of operations from Manchester Airport. I am sure our 23m annual passengers will appreciate the upgraded experience and the additional choice of service available on-board.”
Regulated era Edit
Japan Air Lines Co., Ltd. was established on 1 August 1951, with the government of Japan recognising the need for a reliable air transportation system to help Japan grow in the aftermath of the World War II. The airline was founded with an initial capital of ¥100 million its headquarters are located in Ginza, Chūō, Tokyo. Between 27 and 29 August, the airline operated invitational flights on a Douglas DC-3 Kinsei, leased from Philippine Airlines. On 25 October, Japan's first postwar domestic airline service was inaugurated, using a Martin 2-0-2 aircraft, named Mokusei, and crew leased from Northwest Orient Airlines subsidiary TALOA. 
On 1 August 1953, the National Diet passed the Japan Air Lines Company Act ( 日本航空株式会社法 , Nihon Kōkū Kabushiki-gaisha Hō) forming a new state-owned Japan Air Lines on 1 October, which assumed all assets and liabilities of its private predecessor.     By 1953, the JAL network extended northward from Tokyo to Sapporo and Misawa, and westward to Nagoya, Osaka, Iwakuni, and Fukuoka. 
On 2 February 1954, the airline began international flights, carrying 18 passengers from Tokyo to San Francisco on a Douglas DC-6B City of Tokyo via Wake Island and Honolulu.     The flights between Tokyo and San Francisco are still Flights 1 and 2, to commemorate its first international service.  The early flights were advertised as being operated by American crews and serviced by United Air Lines in San Francisco. 
The airline, in addition to the Douglas DC-3, Douglas DC-6B, and Martin 2-0-2s, operated Douglas DC-4s and Douglas DC-7Cs during the 1950s.  JAL flew to Hong Kong via Okinawa by 1955, having pared down its domestic network to Tokyo, Osaka, Fukuoka, and Sapporo.  By 1958, the Hong Kong route had been extended to Bangkok and Singapore.  With DC-7Cs, JAL was able to fly nonstop between Seattle and Tokyo in 1959. 
Jet era Edit
In 1960, the airline took delivery of its first jet, a Douglas DC-8 named Fuji, introducing jet service on the Tokyo-Honolulu-San Francisco route. JAL went on to operate a fleet of 51 DC-8s, retiring the last of the type in 1987. Fuji flew until 1974 and was then used as a maintenance training platform until 1989 its nose section was stored at Haneda Airport and eventually put on public display at the JAL Sky Museum in March 2014. 
JAL also began flying to Seattle and Hong Kong in 1960. At the end of 1961, JAL had transpolar flights from Tokyo to Seattle, Copenhagen, London, and Paris via Anchorage, Alaska, and to Los Angeles and San Francisco via Honolulu, Hawaii. 
During the 1960s, JAL flew to many new cities, including Moscow, New York, and Busan.    DC-8 flights to Europe via Anchorage started in 1961 flights to Europe via India started in 1962, initially with Convair 880s.
By 1965, Japan Air Lines was headquartered in the Tokyo Building in Marunouchi, Chiyoda, Tokyo.  By this time, over half of JAL's revenue was generated on transpacific routes to the United States, and the airline was lobbying the United States for fifth freedom rights to fly transatlantic routes from the East Coast.  The transpacific route was extended east from San Francisco to New York in November 1966 and to London in 1967 flights between San Francisco and London ended in December 1972.
Between 1967 and 1969, JAL had an agreement with Aeroflot to operate a joint service between Tokyo and Moscow using a Soviet Tupolev Tu-114. The flight crew included one JAL member, and the cabin crew had five members each from Aeroflot and JAL. The weekly flight started in April 1967 in May, the schedule was 10 hr 35 min Moscow to Tokyo and 11 hr 25 min to return. [ citation needed ]
In 1972, under the 45/47 system ( 45/47体制 , yongo-yonnana taisei) , the so-called "aviation constitution" enacted by the Japanese government, JAL was granted flag carrier status to operate international routes. The airline was also designated to operate domestic trunk routes in competition with All Nippon Airways and Toa Domestic Airlines. 
The signing of a civil air transport agreement between China and Japan on 20 April 1974 caused the suspension of air routes between the Taiwan and Japan on 21 April. A new subsidiary, Japan Asia Airways, was established on 8 August 1975, and air services between the two countries were restored on 15 September. During the 1970s, the airline bought the Boeing 727, Boeing 747, and McDonnell Douglas DC-10 for its growing routes within Japan and to other countries.  
In the 1980s the airline performed special flights for the Crown Prince Akihito and Crown Princess Michiko of Japan, Pope John Paul II and for Japanese prime ministers, until the introduction of the dedicated government aircraft using two Boeing 747-400, operated as Japanese Air Force One and Japanese Air Force Two. During that decade, the airline introduced new Boeing 747-100SR, Boeing 747-SUD, and Boeing 767 jets to the fleet, and retired the Boeing 727s and Douglas DC-8s. 
In 1978, JAL started flights to São Paulo and Rio de Janeiro via Anchorage and San Juan  the stopover was changed to Los Angeles in 1982 and to New York's John F. Kennedy International Airport in 1999.  Until 2009, the airline operated fifth-freedom flights between New York and São Paulo and between Vancouver and Mexico City. 
Deregulated era Edit
Japan began considering airline deregulation in the late 1970s, with the government announcing the abandoning of the 45/47 system in 1985.  In 1987, Japan Airlines was completely privatised, and the other two airlines in Japan, All Nippon Airways and Japan Air System, were permitted to compete with JAL on domestic and international routes. Increased competition resulted in changes to the airline's corporate structure, and it was reorganised into three divisions: international passenger service, domestic passenger service, and cargo (including mail) service.  
Japan Airlines began the 1990s with flights to evacuate Japanese citizens from Iraq before the start of the Gulf War. In October 1990, Japan Air Charter was established,  and in September 1996, an agreement with the Walt Disney Company made Japan Airlines the official airline of Tokyo Disneyland. JAL Express was established in April 1997, with Boeing 737 aircraft.  In the 1990s, the airline encountered further economic difficulties stemming from recessions in the United States and the United Kingdom, plus a domestic downturn. Following years of profit since 1986, the airline began to post operating losses in 1992. Cost-cutting, including the formation of the low-cost JAL Express domestic subsidiary and the transfer of tourist operations to JALways (the successor to Japan Air Charter), helped return the airline to profitability in 1999. 
In 1997, the airline flew Japanese Prime Minister Ryutaro Hashimoto to Peru to help negotiate in the Japanese embassy hostage crisis. Japan Airlines placed orders for Boeing 777s during the 1990s, allowing for fleet renewal. It was one of eight airlines participating in the Boeing 777 design process, shaping the design to their specifications. 
JAS merger Edit
In 2001, Japan Air System and Japan Airlines agreed to merge and on 2 October 2002, they established a new holding company called Japan Airlines System ( 日本航空システム , Nihon Kōkū Shisutemu) , forming a new core of the JAL Group. Aircraft liveries were changed to match the design of the new JAL Group. At that time, the merged group of airlines was the sixth-largest in the world by passengers carried. 
On 1 April 2004, JAL changed its name to Japan Airlines International and JAS changed its name to Japan Airlines Domestic. JAS flight codes were changed to JAL flight codes, JAS check-in desks were refitted in JAL livery, and JAS aircraft were gradually repainted. On 26 June 2004, the parent company Japan Airlines System was renamed to Japan Airlines Corporation.  
Following the merger, two companies operated under the JAL brand: Japan Airlines International ( 日本航空インターナショナル , Nihon Kōkū Intānashonaru) and Japan Airlines Domestic ( 日本航空ジャパン , Nihon Kōkū Japan) . Japan Airlines Domestic had primary responsibility for JAL's large network of intra-Japan flights, while JAL International operated both international and trunk domestic flights. On 1 October 2006, Japan Airlines International and Japan Airlines Domestic merged into a single brand, Japan Airlines International.  
The airline applied to join Oneworld on 25 October 2005. Japan Airlines claimed that its Oneworld membership would be in the best interests of the airline's plans to further develop the airline group and its strong commitment to providing the very best to its customers.  Japan Airlines, together with Malév and Royal Jordanian, joined the alliance on 1 April 2007. 
On 1 April 2008, JAL merged the operations of its subsidiary Japan Asia Airways (JAA) into JAL mainline operations. JAA had operated all JAL group flights between Japan and Taiwan between 1975 and 2008 as a separate entity due to the special political status of Taiwan. 
Restructure and bankruptcy Edit
In 2009, Japan Airlines suffered steep financial losses, despite remaining Asia's largest airline by revenue.  As a result, the airline embarked on staff cuts and route cutbacks in an effort to reduce costs.   The carrier also received ¥100 billion through capital injection and credit from the Japanese government as part of the proposed bankruptcy.  In September 2009, Japan's Ministry of Land, Infrastructure, Transport and Tourism formed a task force aimed at aiding a corporate turnaround at JAL, which examined various cost-cutting and strategic partnership proposals. 
One proposal considered was to merge JAL with All Nippon Airways (ANA), which would create a single larger international airline and replace Japan Airlines International however, media reports suggested that this proposal would be opposed by ANA given its comparatively better financial performance as an independent carrier.  The task force also examined possible partnerships with foreign carriers. 
After weeks of speculation, JAL applied for protection under the Corporate Rehabilitation Law (the Japanese equivalent of Administration in the United Kingdom or a Chapter 11 bankruptcy filing in the United States) on 19 January 2010. JAL would receive a ¥300 billion cash injection and have debts worth ¥730 billion waived, in exchange for which it will cut its capital to zero, cut unprofitable routes and reduce its workforce by 15,700 employees—a third of its 47,000 total.  JAL's main creditors (Mizuho Corporate Bank, Bank of Tokyo-Mitsubishi UFJ and Sumitomo Mitsui Banking Corporation) originally objected to the bankruptcy declaration, but changed their positions after the Enterprise Turnaround Initiative Corporation of Japan recommended court protection, according to a senior bank official.   Shares of JAL were delisted from the Tokyo Stock Exchange on 20 February 2010.   At a time, its stock was considered one of "bluest of blue chips" of Japan.  At the time, the bankruptcy was the largest Japanese bankruptcy involving a non-financial company and the fourth largest in Japan's history. 
Kazuo Inamori, founder of Kyocera and KDDI, took over as CEO of JAL. Transport minister Seiji Maehara personally visited Kyocera headquarters in late 2009 to persuade Inamori to accept the position task force leader Shinjiro Takagi believed that appointing a proven entrepreneur CEO was necessary to fix the various problems at JAL.  Japan Air Commuter president Masaru Onishi was promoted to president of JAL. 
In May, JAL began to see an increase in its passenger numbers by 1.1% year-on-year.  In August, it was reported that JAL would cut 19,133 jobs from its workforce of 47,000 by the end of March 2015 – whilst also increasing capacity – in an attempt to make the business viable. 
Rivalry between Delta and American Edit
Although JAL ultimately exited bankruptcy while remaining in the Oneworld alliance, JAL was seriously considering accepting a strategic investment from Delta Air Lines and joining the SkyTeam alliance during the period between September 2009 and February 2010.  JAL also had talks with Skyteam members Air France-KLM and Korean Air regarding their potential involvement.  
The Delta deal was favored by the Ministry of Land, Infrastructure, Transport and Tourism because Delta had an extensive global network and had the largest Japanese operation of any foreign airline, which it had inherited through its merger with Northwest Airlines.  MLITT also supported a transaction with Air France-KLM because it was a "healthier company" than American. 
American planned to team up with Oneworld alliance members British Airways and Qantas to make a joint offer to recapitalise JAL.  British Airways said that it was attempting to persuade JAL to remain part of Oneworld rather than aligning itself with Delta and SkyTeam,  while American CEO Gerard Arpey said that American and Oneworld remained committed to a partnership with Japan Airlines, as long as it remained a major international carrier,  and reiterated his encouragement for JAL to stay with Oneworld during ceremonies to welcome Mexicana into the alliance. 
In an interview with the Asahi Shimbun on 1 January 2010, JAL president Haruka Nishimatsu stated his preference in forming a partnership with Delta over American,  and the Yomiuri Shimbun reported shortly thereafter that JAL and the Japanese government-backed Enterprise Turnaround Initiative Corporation would likely choose to form a business and capital tie-up with Delta, as part of which JAL would enter SkyTeam and reduce its international flight operations in favor of code-share agreements with Delta, and that American Airlines had begun procedures to end negotiations with JAL.  Both JAL and American denied the report.   The Wall Street Journal then reported that American Airlines raised its JAL investment offer by $300 million, to $1.4 billion, and in separate comments to the press, Delta president Ed Bastian said that Delta was "willing and able to raise additional capital through third-party resources." 
After JAL filed for bankruptcy, there were further media reports that JAL would leave Oneworld in favor of SkyTeam,  but JAL president Masaru Onishi said on 1 February that the new JAL leadership was "seriously reviewing the issue from scratch, without being influenced by previous discussions," and its decision on an alliance partner would be made soon. 
On 7 February, several news outlets reported that JAL would decide to keep its alliance with American Airlines and end talks with Delta. Inamori and ETIC officials, according to the reports, decided that switching alliances from Oneworld to Skyteam would be too risky and could hinder JAL's ability to turn around quickly.  Two days later, JAL officially announced that it would strengthen its partnership with American, including a joint application for antitrust immunity on transpacific routes. The airline would also fortify its relationship with other partners in the Oneworld alliance. 
Post-bankruptcy developments Edit
JAL emerged from bankruptcy protection in March 2011. In July, ETIC selected Nomura Holdings, Daiwa Securities, Mitsubishi UFJ, Morgan Stanley, Mizuho Securities, SMBC, and Nikko Securities to underwrite the sale of its equity stake in JAL, without specifying amounts or dates.  On 6 January 2012, JAL announced its intent to relist its shares on the Tokyo Stock Exchange in an initial public offering (IPO) of up to ¥1 trillion, which would be the largest offering in Japan in more than a year.  The airline completed its IPO on the 1st section of the Tokyo Stock Exchange (TYO: 9201) on 19 September 2012. The Enterprise Turnaround Initiative Corporation of Japan sold all its holdings (96.5%) in JAL for ¥650 billion, greater than its ¥350 billion investment in 2010. Though it was oversubscribed several times, the post-IPO increase of the stock was close to 1%. [ citation needed ]
Following its exit from bankruptcy protection, JAL began several new partnerships within the Oneworld alliance. The transpacific joint venture between JAL and American commenced in April 2011.  JAL formed Jetstar Japan, a low-cost carrier joint venture with Qantas subsidiary Jetstar Airways, in July.  In 2012, JAL and British Airways parent company International Airlines Group (IAG) submitted applications to the Japanese government and European Union respectively in seeking a joint venture business operation for flights between Japan and Europe.  Finnair applied to join the JV with IAG in July 2013, in conjunction with JAL starting new nonstop service to Helsinki. 
In addition to its operations under the JAL name, the airline owns five domestic airlines which feed or supplement mainline JAL flights: 
- (JLJ) – regional jet services from Tokyo, Nagoya and Osaka (JAC) – turboprop services in western Japan, mainly including Amami Islands. (JTA) – jet services in Okinawa Prefecture and the Amami Islands (RAC) – turboprop services in Okinawa Prefecture and the Amami Islands
- was the airline's international subsidiary, which handled low-yield flights to resort destinations in Hawaii, Oceania, and Southeast Asia.  (JEX) was the airline's low-cost carrier for jet services between secondary cities, it merged into Japan Airlines in 2014.
JALUX Inc., established in 1962, is the airline's procurement business which handles various work for the company, including the JAL SELECTION merchandise and in-flight meals and refreshments, supplies for Blue Sky and JAL-DFS shops, aircraft fuel components, cabin services, and in-flight duty-free. JALUX merged with JAS Trading on 1 January 2004, to unify support operations for the JAL group.   
JAL Cargo is the brand of the airline group's freight service and is a member of the WOW cargo alliance with these products: J Speed, General Cargo, and Dangerous Goods.  In the fiscal year ended 31 March 2009, the cargo division carried 500,779 tonnes of freight domestically and 627,213 tonnes of freight internationally. 
On 1 April 2011, the airline changed its trade name from Japan Airlines International Co., Ltd ( 株式会社日本航空インターナショナル , Kabushiki-gaisha Nihon Kōkū Intānashonaru) to Japan Airlines Co., Ltd ( 日本航空株式会社 , Nihon Kōkū Kabushiki-gaisha) .   in the first quarter of 2019, JAL launches its low cost carrier, ZIPAIR Tokyo, which will focus on medium to long-haul destinations. It is estimated to commence operation in summer 2020.
The headquarters, the Nomura Fudosan Tennozu Building ( 野村不動産天王洲ビル , Nomura Fudōsan Tennōzu Biru) , are located on Tennōzu Isle in Higashi Shinagawa, Shinagawa, Tokyo.   The 26-floor building was a project of the Kajima Corporation.  The building, which also has two underground levels, has a land area of 11,670.4 square metres (125,619 sq ft) and a floor area of 82,602.11 square metres (889,121.7 sq ft). 
Several divisions of JAL, including JALPAK,  JAL Aero-Consulting,  and JAL Hotels are located in the building.  The building also houses the Japan office of American Airlines.  It is also known as the JAL Building ( ＪＡＬビルディング , JAL Birudingu) , the Japan Airlines Headquarters, and the Shinagawa Kyodo Building.
When JAL was originally established in 1951, its headquarters were in Ginza, Chuo, Tokyo.  By 1965, Japan Air Lines was headquartered in the Tokyo Building in Marunouchi, Chiyoda, Tokyo.   The Yomiuri Shimbun stated that because Japan Airlines worked closely with the Japanese government, people mockingly referred to the Tokyo Building as "a branch office of the transport ministry." 
On 28 June 1996, construction was completed on the JAL Building. On 27 July 1996, JAL moved its headquarters into the JAL Building. The Flight Operation Center at the JAL Building began on 20 September 1996.  A holding company for JAL and Japan Airlines System, a carrier merging into JAL, was established on 2 October 2002 the head office of that company, Japan Airlines System (JALS) ( 日本航空システム , Nihon Kōkū Shisutemu) , was in 2-15-1 Kōnan in Shinagawa Intercity, Minato, Tokyo. On 11 August 2003, the headquarters of JAS moved from Haneda Maintenance Center 1 to the JAL Building. On 25 November 2003, the JALS headquarters moved to the JAL Building.   Originally the JAL Building was co-owned by Japan Airlines and Mitsubishi Trading Co. they co-owned a subsidiary that owned the JAL Building. In 2004, the building was to be sold to Nomura Real Estate for 65 billion yen. The contract date was 1 December 2004, and the handover date was 18 March 2005. 
The JAL Subsidiary JALUX Inc. at one time had its headquarters in the JAL Building.  One group of employees moved out of the building on 26 July 2010, and one moved out on 2 August 2010. 
Logo and basic liveries Edit
The JAL livery is called the tsurumaru ( 鶴丸 ) or "crane circle." It is an image of a Japanese red-crown crane with its wings extended in full flight. The Tsurumaru JAL logo was created in 1958 by Jerry Huff, the creative director at Botsford, Constantine and Gardner of San Francisco, which had been the advertising agency for Japan Airlines from its earliest days. JAL had used several logos up until 1958. When the airline arranged to buy new Douglas DC-8s, it decided to create a new official logo for the inauguration of its jet service worldwide.
In the creation of the logo, Huff was inspired by the personal crests of Samurai families. In a book he'd been given, We Japanese, he found pages of crests, including the crane. On his choice of the crane, he writes: "I had faith that it was the perfect symbol for Japan Air Lines. I found that the Crane myth was all positive—it mates for life (loyalty), and flies high for miles without tiring (strength.)" 
The tsurumaru livery was in use until 2002, when it was replaced by a livery called the "Arc of the Sun." The livery featured the motif of a rising sun on a creamy parchment-colored background. 
JAL is a strong supporter of UNICEF and expresses its support by having a "We Support UNICEF" logo on each aircraft. 
Following its corporate restructuring, Japan Airlines returned to the classic tsurumaru logo starting on 1 April 2011.  A Boeing 767-300 was the last remaining aircraft that had the "Arc of the Sun" livery until it was retired in January 2016.
Special liveries Edit
JAL is known for adopting special liveries. A Boeing 747 (JA8908) carried an Adidas soccer livery in 2002. [ citation needed ] Another Boeing 747 (JA8907) was the Matsui Jet, featuring the famous Japanese baseball player Hideki Matsui in 2003. One of the airline's Boeing 767-300 (JA8253) was the Expo 2005 aircraft.
Various aircraft in the JAL fleet also carry a Yokoso Japan logo supporting the Visit Japan campaign, in various forms. During late 2005, Japan Airlines began using a Boeing 777 (JA8941), featuring Japanese actor Shingo Katori on one side, and television series Saiyuki, along with its main character "Goku" on the other side.
JAL has also been known for its liveries featuring Tokyo Disneyland and Tokyo DisneySea, as it is the official airline of the Tokyo Disney Resort. It sponsors the attraction Star Jets (not related to past Star Jets fleet with the old tsurumaru livery), which features a variation of the current livery on the ride vehicles. At one time there were more than six widebody aircraft painted with the special liveries. 
Some Boeing 747s of JAL had also been painted with tropical-influenced liveries along with Reso'cha titles.  These aircraft were typically used by JALways on charter flights to holiday destinations in the Pacific,  such as Hawaii. Reso'cha was a marketing abbreviation for Resort Charter, and were formerly known as JAL Super Resort Express.
In April 2007, JAL debuted a Boeing 777-300 (JA8941, since moved to JA752J) with a special Oneworld livery to promote the airlines's entry to the global airline alliance.  Previously this aircraft carried the Shingo Katori and the Saiyuki television livery. 
JAL repainted a Boeing 777-200 (JA8984) in 2008 and a Boeing 777-300ER (JA731J)  in 2009 to have a green rather than red arc on its tail, along with a green origami airplane on the fuselage, and named them the Eco Jet, to highlight the company's efforts to reduce the environmental impact of commercial aviation.  Following the brand image change to the 3rd Tsurumaru livery, JAL redesigned the 2 Eco Jet liveries. JA8984's livery was removed in April 2019 prior to its retirement in December 2019  while JA731J's livery was moved onto JA734J (another JAL 777-300ER), which continues flying the Eco Jet livery as of March 2020. 
In 2009, JAL repainted JA8941 again, as well as a JTA 737-400 (JA8933) to promote Kobukuro and their new album Calling as well as a live concert tour in Okinawa and around Japan. This livery was released officially on 30 July 2009.    It has since then been replaced with a special Doraemon livery. [ citation needed ]
On 4 September 2010, in conjunction with the Boku no Miteiru Fūkei album, JAL and Arashi (which one of the songs, "Movin' On", is used for a commercial) introduced a new livery featuring the five members of Arashi in the aircraft the first flight was on the day after on 5 September. 
On 3 August 2017, JAL announced a new livery on board an Embraer 190 of subsidiary J-Air, in commemoration of the new Despicable Me: Minion Mayhem ride in Universal Studios Japan. 
Starting from April 2019, JAL has also introduced the 'Tokyo 2020, Fly For it!' series of special liveries, in commemoration of the upcoming Tokyo 2020 Olympics and featuring the two mascots of the 2020 Olympics. There have been 2 jetliners in JAL fleet painted so far, namely JA773J (a Boeing 777-200, painted April 2019)  and JA601J (a Boeing 767-300ER, painted July 2019) 
In 1959, Japan Airlines adopted a logo which is a crane known as the 'Tsuru' crane. Landor Associates created JAL's brand identity in 1989. A fusion of the JAL letters with a red square and grey band feature on the fuselage. The 'Tsuru' crane was retained on the tail but with a new stylised JAL lettering incorporated within it. After Japan Airlines and Japan Air System merged, the Tokyo office of Landor and JAL worked together again to create a new brand identity. Landor decided to use the "arc of the sun" image. The 2000s rebranding began in April 2002 and completed in April 2004. The brand identity firm designed 300,000 specific items for JAL.  The JAL acronym remained, but it was changed to include a curved bar, which replaced the simple red square and gray rectangle used from 1989. The curved bar was likened to a samurai sword. The tail now featured a quarter sun outlined in silver. JAL changed its branding again on 1 April 2011, reverting to the original 1959 brand, with slight modifications.   The livery featured the tsurumaru back on the vertical stabilizer and the full name above the windows, but near the cockpit. Repainting was completed in January 2016.
Japan Airlines serves 60 domestic destinations and 39 international destinations in Asia, the Americas, Europe and Oceania, excluding codeshare agreements.   The airline's international hubs are Tokyo's Narita International Airport and Haneda Airport, Osaka's Kansai International Airport and Itami Airport. Japan Airlines and its subsidiaries currently operate over 4,500 international flights and 26,000 domestic flights monthly.  
In the fiscal year ended 31 March 2009, the airline introduced or increased services on ten international routes, including between Tokyo (Narita) and New York City, and between Osaka (Kansai) and Shanghai and it ceased operations on four international routes, including between Tokyo (Narita) and Xi'an, and between Osaka (Kansai) and Qingdao. Domestically, JAL suspended 14 routes, including between Sapporo and Okinawa. Additionally, the airline expanded codesharing alliance with fellow Oneworld partners like American Airlines, British Airways, Cathay Pacific and Finnair, and other airlines, including Air France, China Eastern and Jetstar. 
In the early years, Tokyo Narita Airport had been the main hub of international and freight flights. Nowadays, Tokyo Haneda Airport is becoming an international hub because of its close proximity to the Tokyo metropolis, and the heavy expansion occurring there.
Codeshare agreements Edit
Japan Airlines has codeshare agreements with the following airlines:  
Joint ventures Edit
In addition to the above codeshares, Japan Airlines has entered into joint ventures with the following airlines:
As of May 2021 [update] , Japan Airlines operates a fleet of:    
|Airbus A350-900||8||10||12||94||—||263||369||Order with 25 options.  |
-900 series to be used for domestic flights and -1000 to be used for international flights Both variants to replace Boeing 777 fleet.
|Airbus A350-1000||—||13 ||TBA|
|Boeing 777-200ER||7||—||—||42||40||154||236||To be retired until 2023 and replace by Airbus A350 XWB family. |
|Boeing 777-300ER||13||—||8||49||40||147||244||To be retired until 2023 and replaced by Airbus A350-1000.  |
Includes the first Boeing 777-300ER prototype (JA732J). 
|Mitsubishi SpaceJet M90||—||32 ||TBA||Delivery date uncertain. |
As the Japanese government plans to add more slots at Tokyo's Haneda Airport by 2020 (in time for the 2020 Summer Olympics), Japan Airlines intends to order more widebodies for growth in 2018 or 2019: it could exercise its 25 options on Airbus A350s on top of its 31 firm orders, due for delivery from 2019, and study others such as the proposed Boeing New Midsize Airplane or the 787-10 to add to its 787-9 with 10 remaining to be delivered. 
Japan Airlines operates a mixture of narrow-body and wide-body aircraft. The airline provides economy class service on all routes business class (J) service with larger seats in the cabin front on most major domestic routes premium economy on some international routes business class on most long-haul and some short-haul international routes and first class on some long-haul and domestic routes.
On 5 December 2017, JAL announced it had invested $10 million in the aircraft manufacturer Boom Supersonic, which is currently developing a new supersonic commercial airliner capable of seating up to 55 passengers. In exchange for its funding, JAL will be able to pre-order up to 20 Boom aircraft. 
JAL Cargo was once a freighter airline operating for JAL. It ended dedicated freighter aircraft operations in October 2010 after more than 30 years of service. It operated both propeller and jet aircraft through the years, most recently Boeing 747-400s (including aircraft converted from passenger to freighter configuration) and Boeing 767-300Fs. Limited cargo activity is now maintained through JAL's passenger aircraft lower deck holds.
Former fleet Edit
Japan Airlines has previously used the following aircraft types:  
|Airbus A300-600R||22||2006||2011||Taken over from merged Japan Air System|
|Beechcraft H18 ||Unknown||1969||Unknown||Used for pilot training |
|Boeing 747-100||7||1970||2002||Launch customer|
|1||1977||Converted into freighters and transferred to JAL Cargo|
|Boeing 747SR-100||9||1973||2005||Launch customer.|
|1||1985||Crashed as flight JL123|
|2||1973||Converted into freighters and transferred to JAL Cargo|
|6||2005||Converted into freighters and transferred to JAL Cargo|
|Boeing 747-400D||8||1991||2011||Launch customer|
|Boeing 777-200||8||1996||2021|| |
|7||Taken over from merged Japan Air System|
|Boeing 777-300||7||1998||2021|| |
|Dassault Falcon 20||Unknown||Unknown||Unknown||[ citation needed ]|
|Douglas DC-3||1||1951||1951||Operated invitational flights for three days on 27 August 1951|
|Douglas DC-6B||10||1954||1969||Operated the airline's inaugural international flight|
Some aircraft were converted into freighters
|Douglas DC-7C||5||1958||1965||Some aircraft were converted into freighters|
|1||1972||Crashed as flight JL471|
|1||1977||Crashed as flight JL715|
|1||1982||Crashed as flight JL350|
|1||1977||Crashed as flight JL8054|
|Martin 2-0-2||2||1951||Unknown||Operated the airline's inaugural scheduled flight|
|McDonnell Douglas DC-10-40||20||1976||2005|
|McDonnell Douglas MD-11||10||1993||2004|
|McDonnell Douglas MD-81||11||2006||2010||Taken over from merged Japan Air System|
|McDonnell Douglas MD-87||8||2006||2008||Taken over from merged Japan Air System|
|McDonnell Douglas MD-90-30||16||2006||2013||Taken over from merged Japan Air System|
|NAMC YS-11||1||1969||1970||Used for postal service|
|1||Used for passenger service|
Cabin classes Edit
New cabin Edit
JAL introduced new international First and Executive Class seats: the JAL Suite for First Class, featured a seat 20 percent roomier than the Skysleeper Solo in a 1-2-1 configuration and the JAL Shell Flat Neo Seat for Executive Class Seasons, a slightly revised version of the original Shell Flat Seat, with a wider seat expanded center console and the world's first in-flight photo art exhibit, Sky Gallery. These seats, along with the Premium Economy seats, debuted on Japan Airlines Flights 5 and 6, operated on the Tokyo–New York route on 1 August 2008. It expanded to the Tokyo–San Francisco route on 13 September 2008, and the Tokyo–Chicago and Los Angeles in 2009.  Since 31 October 2010, the new cabin is also used on flights from Narita to Jakarta, being the only Asian destination for which the new cabin is used. 
In 2013, JAL debuted new versions of its economy and premium economy seats called Sky Premium and Sky Wider Economy respectively. The Sky Premium seats, found on selected 777-300s and soon 787s, feature the same width as the Sky Shell seats but with a 4" larger seat pitch of 42" and a 3" larger recline of up to 10" compared to a 38" pitch and 7" recline on the Sky Shell seats. The Sky Wider Economy seats, found on select 767's and select 777-300s, feature slimmer seats with 4" more legroom, and another inch of width totaling up to 35" of seat pitch, and a 19" width compared to the 31" pitch and 18" width of standard economy seats, plus a larger PTV screen of up to 11". The newer 787s will feature a new version of the Sky Wider seats called Sky Wider II, which will feature 5" more legroom and 2" more width totaling up to 36" of seat pitch and a 20" width in a less dense 2-4-2 setup instead of the 3-3-3 setup commonly used in a 787's economy cabin. 
In premium cabins, JAL introduced fully lie-flat seats, branded as Sky Suite in Business Class cabin and enhanced First Suite seats in First Class cabin. The Sky Suite is in a staggered 2-3-2 setup that offer direct aisle access to all business class passengers. These can be found on all 13 of JAL's Boeing 777-300ER aircraft (named SS7), 10 of JAL's 787-8 aircraft (named SS8) and 8 of JAL's 787-9 aircraft (named SS9). Later in 2015, JAL introduced a new version of Sky Suite, called Sky Suite II, in order to fit lie-flat seats on its new international 767-300ER fleet (named SS6), in a 1-2-1 setup. Since the seats are less wide than the original Sky Suite, SS6 aircraft are often seen on shorter international routes, like inter-Asian routes and Hawaiian routes.  In 2016, as JAL was upgrading its Boeing 777-200ER fleet used on selected inter-Asian and Hawaiian flights, JAL introduced a third version of Sky Suite, called Sky Suite III, which is a lie-flat reverse-herringbone arranged seat. This seat is equipped on JAL's most Boeing 777-200ER fleet (named SS2) and 5 of JAL's Boeing 787-9 fleet (named SS9 II) in a 1-2-1 setup. Like SS6 aircraft, SS2 and SS9 II aircraft are operating on shorter international routes.  All flights equipped with lie-flat J seats may be accessed here: for Sky Suite flights for Sky Suite II flights for Sky Suite III flights.
International services Edit
The airline's international services with existing cabins feature the fully reclining JAL First Class JAL Suite JAL Business Class JAL Sky Suite, JAL Sky Suite II, JAL Sky Suite III, JAL Shell Flat NEO, JAL Skyluxe Seat or JAL Skyrecliner JAL Premium Economy JAL Sky Premium and JAL Economy Class JAL Economy Class Seat or JAL Sky Wider.  The First Class Skysleeper Solo reclines fully and features genuine leather upholstery from Poltrona Frau of Italy.  The Executive Class Seasons Shell Flat Seat is a lie-flat design with the ability to lower armrests to the same height as the seat when reclined.  Premium Economy is a recent addition, it was first introduced on the Tokyo–London route on 1 December 2007.  It features a shell-shaped seat that allows passengers to recline by sliding their seat forward, without having the seat in front intrude when reclining. 
Japan domestic services Edit
On Japan domestic services, the airline offers First Class, Executive Class Class J and Economy Class.  The First Class seat is made from premium genuine leather with a seat width of about 53 cm (21 in) and a seat pitch of about 130 cm (51 in).  Class J features ergonomically designed reclining seats that promote relaxation by allowing passengers to move naturally and maintain a balanced posture.  JAL plans to begin refitting its domestic fleet with leather seats and in-flight wireless internet service from May 2014. 
In-flight entertainment Edit
MAGIC, JAL's in-flight entertainment system, supported by the JAL Mooove! (formerly Entertainment Network),  features the latest hit movies and videos, games and audio programs. There are six generations of the MAGIC system: MAGIC-I, MAGIC-II, MAGIC-III, MAGIC-IV, MAGIC-V and the new MAGIC-VI. Introduced on 1 December 2007, the MAGIC-III system provides Audio/Video on Demand (AVOD) entertainment to all passengers. The number of movie, music, video and game channels on MAGIC-III was doubled from 57 to 130 by 2008 and it is installed on all seats on Boeing 767-300ER, 777-200ER and 777-300ER aircraft.  Aircraft with MAGIC-I and MAGIC-II have movies that automatically start when the AVOD system is turned on—once the aircraft reaches cruise level—and economy class passengers can tune in to watch the movie in progress and all movies restart upon completion. Executive and First Class passengers have full AVOD control. MAGIC systems also have JAL's duty-free shopping catalogue, including flight crew recommendations and a video of specials available on the flight.  MAGIC-V will feature mostly the same entertainment as MAGIC-III, but with a touch screen controller, along with a handset. There will be USB ports for iPod connectivity, and an easier to control handset. (introduced on selected Boeing 767-300ER routes). The MAGIC-III system is used on internationally configured Boeing 767-300 with Skyluxe Seat, older internationally configured Boeing 767-300ER with Skyluxe Seat, all Boeing 777-200ER, older Boeing 777-300ER with Skysleeper Solo/Suite first class and Shell Flat Seat/Neo Business class. The MAGIC-IV is used on internationally configured Boeing 737-800s, along with a newer look of Skyluxe Seat. It uses 9-inch touchscreens by Panasonic SFX. The MAGIC-V system is deploying across the fleet, with selected Boeing 767-300ERs (Skyrecliner seat) and B787-8 (Shell Flat Neo seat) getting the IFE. Followed by refurbished Boeing 777-300ERs (all aircraft) and selected Boeing 767-300ER aircraft (including those with Skyluxe seat) will get the MAGIC-V along with new seats in all classes. The MAGIC-VI is installed on selected Boeing 787-8s and 777-300s. 
Aircraft cameras Edit
On most JAL international flights, on-plane cameras are available, either on the wings, the belly or on the tail. When the aircraft is in the pushback taxi takeoff ascent descent stacking landing and docking phases of flight, all TV's in the cabin automatically tune into the video camera outside the aircraft to provide "Pilot Vision" to the passengers. However, new entertainment systems do not have them anymore (with the exception of the airline's new A350, which does have cameras). 
Additional media Edit
Skyward, the airline group's inflight magazine, reflecting the company motto of "Dream Skyward". Prior to the merger with JAS, JAL's inflight magazine was called Winds.  All of the JAL Group magazines are provided by JALUX. 
In a promotion, between 1 June and 31 August 2006, all Executive and First Class passengers would be offered use of Nintendo DS Lites specially manufactured for air travel, with the wireless capabilities removed in order to conform with airline safety standards. 
After a trial run at Handa airport, JAL announced it will offer selected passengers a VR experience using the Samsung Gear VR and the Samsung S8. Passengers will be able to experience specially curated programming on Germany, Argentina, the Nagoya fireworks and more programs at a later date. 
In-flight catering Edit
Japan Airlines offers meals on intercontinental routes, depending on the cabin class, destination and flight length. Western and Japanese menu selections are typically offered, including seasonal menu selections varied by destination.   The airline has worked with high-profile chefs, including Fumiko Kono, Shinichi Sato, Koji Shimomura, Naoki Uchiyama, Chikara Yamada, Seiji Yamammoto and Hiroki Yoshitake in the creation of its menus and in 2016, launched a children's menu created by Kono, Yamada, Yamammoto, and Yosuke Suga.  
Sakura Lounge Edit
Sakura Lounge, named after the Japanese word for cherry blossom, is Japan Airlines' signature lounge. In addition, the airline also operates the following international, including First Class Lounge, Sakura Lounge annex and JAL Lounge and domestic lounges, including Diamond Premier Lounge and JAL Lounge. Access to the lounges depend on the class of travel or the membership status in the JAL Mileage Bank or JAL Global Club.   
Former bus services Edit
Circa the 1990s, JAL previously operated buses from Frankfurt Airport to Düsseldorf to serve customers in that German city,  as well as buses from John F. Kennedy Airport in New York City to Fort Lee, New Jersey. 
The Fly on Programme is the frequent flyer service status programme and is divided into four membership levels, Crystal, Sapphire, JGC Premier and Diamond, based on the member's travel in the last calendar year.
The JAL Global Club is an exclusive club dedicated to catering to JAL Group's most experienced and valuable travelers.
Japan Airlines has been the focus of several television programs in Japan over the years, most being dramas revolving around cabin attendants. Attention Please was a drama in 1970 that followed the story of a young girl who joins JAL to be a cabin attendant while overcoming many difficulties. This show was remade in 2006 again as Attention Please starring Aya Ueto who joins a class of cabin attendant nominees and later graduates. Most of the action of the story of the 2006 series takes place at JAL's Haneda flight operations headquarters. The series has had two specials since the original, marking the main character's transition into JAL's international operations. 
During the 1980s, JAL was also the focus of another drama entitled Stewardess Monogatari which featured another young girl during training to be a JAL cabin attendant.  During the 1990s, JAL featured several commercials with celebrities, including Janet Jackson who danced and sang to a backdrop of JAL 747s on rotation at LAX. 
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Giant Jets Pose Giant Problems
On any day next July or August between 4 p.m. and 8 p.m., 55 Boeing 747 jet airplanes will land at the J. F. Kennedy International Airport Inasmuch at this will be the peak of the tourist season, they will disgorge between 150,000 and 200,000 passengers into the baggageclaim areas and the United States Customs shed.
The second phase of the let age — the era of the jumbo transport and the truly mass airlift — is irrevocably here. But many of the gigantic economic problems that attended the premature birth of this graceful, flying whale have not been resolved.
Although accounting allotments of costs, special bonanzas such as refunds of deposits on the supersonic transport program and signs of business pick‐up have rekindled Wall Street euphoria about aviation, the airlines and aircraft manufacturers are not yet out of the rough seas into which the 747 helped to drive them.
In the, wake of the “tragicomedy” as Samuel Richmond, associate dean of the Columbia Graduate School of Business, calls the saga of the 747 thus far—lie several broken promises.
For example, operating cost savings, one rationale for airline managements’ rush to buy the 747 as replacements for the 707 and DC‐8 jets, have not approached the 30 to 35 per cent figure quoted at the point of sale in 1966.
Airlines With the most experience in operating the 747 since it was introduced two years ago, such as Pan American World Airways and American Airlines, say they are achieving savings of 17 to 19 per cent. But an analsis of the wide‐bodied jet's performance by the Civil Aeronautics Board concludes that while unit operating expenses have declined for the domestic carriers, they have continually increased on international operations. Maintenance costs on the 747 have been running higher than expected—twice that of the 707 for Pan Am.
Also the promise of lower passenger fares has not been kept because whatever productivity. gains the 747 (and its, young sibling, the DC‐10) may have yielded have been eroded by inflation, escalating costs (labor and insurance to cite just two) and what George A. Warde, executive vice president, and general manager of American‐Airlines, calls “the kinds of myopia we all had because we were going on hiatory."
The C. A. B. granted domestic airlines a fare increase last spring. On the North Atlantic, the consumer is delighted — if confused — by bargain, promotional fares but the scheduled airlines, which must compete with charter operators and too many of each other, are not making money at those prices on this crucial route.
Yet the 747 was specifically designed to serve Pan Am's requirements on its Paris‐New York route.
Furthermore, convenience and service — the airlines' prime marketing appeals— have been eroded with a cutback in flight frequencies in four major markets by American, United and T.W.A.
The C.A.B. consented to the limitations after acknowledging the depressing rows of empty seats in all jets last year.
Although a few industry leaders such as Mr. Warde accept the blame for having failed to spot the advent of lean years lurking behind the sixties’ boom, most of the intensive rewriting of the 747 chapter of aviation history stresses its unforeseen stroke of bad luck and timing.
In 1965 and 1966, when the 747 was being developed, airline traffic was growing at an annual rate of 15 per cent. congested airports could not have accommodated the breeding of more 707's (two and a half of which are replaced by one 747).
But when the jumbo arrived in January, 1970 — jinxed with a Pan Am inaugural flight to London that was prophetically delayed by an overheated engine — the recession was at its depth, interest rates to finance the airlines’ gulp of new equipment were at their height and passengers were not flocking aboard.
Last year, domestic airline traffic grew only two per cent, while North Atlantic traffic increased 4.6 per cent against a 15.8 per cent growth in seats.
Whether by cruel fate or poor decision‐making, the giant airplane caused ripples in the industrial and financial communities.
The Boeing Company simultaneously faced shrinkage of its military contracts and less‐than‐hoped‐for sales of the 747. Although 210 have been ordered, only three sales were made in 1971, and recently a canceled order for three was reinstated. The production schedule for 747's has been cut to two a month.
Boeing instituted drastic lay‐offs that turned Seattle into an economic disaster area. It squeaked through with a small profit for 1971.
United Aircraft posted a $43‐million loss in 1971, directly attributed to a writeoff of $137‐million against the JT9D engine which its Pratt & Whitney division was rushed into providing for the 747.
At Pan Am red ink flowed for the last four years and its chairman, Najeeb Halaby, paid by meeting the board's demand to resign last month. Mr. Halaby had inherited a series of problems from the preceding administration of Juan Trippe, Pan Am's founder and father of the 747. It would never have been built had Mr. Trippe not placed an initial order for 25 with special financing in April, 1966. Some have questioned the wisdom of the exercise of an option for eight more 747's without secure financing in January, 1969, after he had retired.
So much for the tragedy. The 747 also has its comic aspects, or at least a number of ironic consequences.
The war of the lounges is one. Suddenly endowed with Noah's Arks when they needed hansom cabs, airlines began ripping seats out of their 747's and promoting the cosiness and friendliness of an airplane originally designed to transport 490 human beings and accompanying baggage.
The most successful campaign was waged by American Airlines, which cut back to 307 seats from 361 and created a piano bar that economy passengers applaud for its swinging‐singles atmosphere.
Passenger acceptance of the big birds, initially negative because of engine‐caused delays and kinks in mass food service and baggage handling, has been sharply veering toward the positive.
But airline market surveyors find that passenger affection increases as hugeness and claustrophobia diminish through lounge gaiety or a light load that permits stretching out across empty seats.
Among the most enthusiastic supporters of the 747 are foreign carriers who can make it pay by cramming it with ethnic, loyal customers. “We say the 747 was especially designed for El Al,” said its president, Mordecai Ben Ari. El Al had its 747's outfitted with 400 seats, mostly in nine‐abreast economy‐class configuration, and plans to increase the number to 408. If the International Air Transport Association agreed, it would go to 500 in 10‐abreast as the West German charter airline, Condor, has done.
El Al's load factor with one 747 last summer was 78 per cent. Most transatlantic carriers say the break‐even point is from 48 per cent to 52 per cent. Mr. Ben Ari estimated that two 747's brought El Al $30‐million additional revenues last year.
Alitalia has converted one 747 to 386 seats and ordered 404 seats in another. In slack time, some seats will be replaced with cargo. “The 747 has untapped possibilities for making money. Until now the industry hasn't used it intelligently,” said Guido Vittori, Alitalia's U. S. manager.
With 362 seats, Pan Am had a 49.7 per cent load factor on the North Atlantic last year, against 54.5 per cent in 1970.
The pioneering agony of the 747 may benefit its imitators. The enthusiasm for the DC‐10 trijet, one‐third smaller than the 747 in its shorterhaul model and the untested faith in the Lockheed L‐1011 due next month, spur the hindsight question of how big the wide‐bodies had to be.
Last month, Eastern Airlines, which is returning the three 747's it leased from Pan Am pending delivery of the L‐1011, told its lenders that the 747 was “physically too large a capacity airplane to permit a high‐utilization, high load factor, year round use. It's too big a step forward for us.”
Six‐month figures on operating costs of the DC‐10, which American Airlines had drawn to its specifications (as the 747 was to Pan Am's), are a point lower than the 747 on the trans‐continental flights and 10 per cent lower on the New York‐Chicago run.
McDonnell‐Douglas has 83 firm orders, on the basic DC10 and 67 orders for its series 20 and 30 intercontinental versions, which carry 270 passengers and cost $17‐million to $18‐million, compared with $23‐million for the 747. Alitalia is one of several foreign airlines that have ordered the DC 10‐30. for possible use on the North Atlantic. American ordered 25 DC‐10's.
Despite its dimensions, the 747 will go down in history as one man's decision eagerly accepted by his rivals.
Juan Trippe had built Pan American by beating his competitors to routes and by getting first crack at equipment. He had precipitated the commercial introduction of the jet in 1958 with his order for the Boeing 707 three years before.
In September, 1965, when Mr. Trippe was 66 and still thinking in heroic terms, the contract for the United States Air Force C‐5A cargo plane, the largest ever built was awarded to Lockheed.
The two defeated bidders, Boeing and Douglas were threatened with the possible loss of the commercial jet market that could derive from the C‐5A. No crystal ball showed the $2‐billion cost overruns that the plane later incurred, shoving Lockheed to the verge of bankruptcy.
He asked Boeing and Douglas, and Pratt & Whitney, which had lost the C‐5A engine contract to General Electric, for a plane that could make Paris to New York nonstop carrying the hordes of passengers that the forecasters then envisioned for the nineteen‐seventies.
Boeing delivered a design that promised operational economies of on‐third and a speed that would bring the superjet to New York 25 minutes earlier.
But Boeing could not finance the billion‐dollar 747 program on the traditional one‐third downpayrnent or with fewer than 50 orders. Pan Am's initial $525‐million commitment for 25 planes, utilizing its then‐excellent credit lines for a 50 per cent payment on delivery got the project going.
Lufthansa, Air France, Japan Airlines, BOAC and T.W.A. signed for the. next 27 planes, followed quickly by Continental, American, Northwest and United.
Competitive prestige converted skeptical airline executives into ardent purchasers of the 747 despite cautionary warnings, such as those by Professor Richmond.
Mr. Warde of American recalled, “We had to be competitive with T.W.A., which had to have it because Pan Am ordered it.” And so on.
Just before Pan Am signed the contract in April, 1966, the 747 embryo was almost aborted when President Lyndon B. Johnson started trying to cool the economy without raising taxes. He pressured industry to postpone capital expenditures.
After wangling his way into a business leader's parley at the White House, cornering L. B. J. at a midnight meeting and being turned down, Mr. Trippe persisted in his argument that the 747 project would not have immediate inflationary impact and more important, that it would help the United States balance of payments problem with sales to foreign carriers.
After Secretary of Defense Robert S. McNamara supported the 747 on the same grounds, accepting its promised economies and its maintenance of United States leadership in air technology, the President relented and sanctioned the 747.
As it went from blueprint into production in late 1966, the 747 grew heavier, requiring an engine with higher thrust than Pratt & Whitney could develop on an accelerated timetable. Pan Am was insistent on delivery in fall 1969.
The JT9D engine's flaws, for which Boeing has instituted a $94‐million claim against United Aircraft, can be traced to this development haste. The later‐model 747's utilize an improved version.
Still the one aspect of the 747's utilltzed an improved from criticism during its discordant infancy, is its technology. As a flying machine, it has delighted pilots and calmed the fears of anxious travelers It has confounded the safety doomsayers and enriched its insurers, by suffering its only destructive mishap at the hands of Arab hijackers.
Yet probably no aeronautical triumph was ever so downgraded by its new owners once its financial handicaps in a period of economic malaise became visible.
Now that the United States economy seems to be sitting up and taking nourishment, and airline traffic is picking up, some of the plane's critics are revising their pessimism. It now appears that United States airlines will have had a pre‐tax loss of $25‐million for 1971 compared with $87‐million in 1970. The Federal Aviation Administration, once again an optimistic forecaster, is predicting 8.5 per cent domestic traffic growth for 1972.
However, it takes more than nicely filled airplanes to yield airline profits. What labor costs will emerge from new wage settlements here and abroad and what fares various government bodies will allow this regulated industry are critical factors for the superplanes.
Meanwhile, decisions still have to be made. Starting in July, American Airlines must choose whether to exercise its options for 11 DC‐10's.
On the horizon, wavers the S.S.T. although the United States supersonic transport program was abandoned last year (many aviation men hope temporarily), the Franco‐British Concorde and the Soviet Tupolev 144 are airborne. Sixteen airlines including Pan Am, have options to buy the Concorde, an ominously uneconomic plane for 112 passengers paying a premium over first‐class fare. Its estimated selling price was recently revised to $60‐million.
The mention of the Concorde precipitates migraine waves among airline executives here. But as one replied after a sharp groan, “We are an intensively competitive industry, and there is always the possibility that prestige summitry can start again.”
Big Fat Airline Wrap
If you didn’t notice it was Anzac Day tomorrow, don’t worry. We didn’t notice we’d spilt coffee all down ourselves this morning until five minutes ago.
Air Canada rolls into Melbourne’s ‘heart’ to promote new non-stop Vancouver service
As excitement builds around the June launch of its new non-stop Melbourne-Vancouver service, Air Canada is taking its distinctive maple leaf brand into the very heart of Victoria’s capital with an eye-catching wrap on the city’s iconic trams.
Over the next eight weeks the Air Canada logo will adorn a tram travelling along key routes covering the Melbourne CBD, St Kilda Beach, Swanston Street, Southbank, Prahran and Chapel Street.
The clever artwork not only highlights the non-stop service – which will operate three times a week from 3 June – it also promotes Vancouver as a new gateway for Victorians travelling to North America and showcases the airline’s state-of-the-art Boeing 787 Dreamliner aircraft.
Air Canada General Manager Australia and New Zealand Vic Naughton says the tram takeover brings together two tourism icons – the Air Canada ‘Rondelle’ and Melbourne’s world famous trams.
In addition to the tram promotion, Air Canada is now spruiking its new Vancouver service via radio advertising and on digital billboards across Melbourne.
Emirates scoops four awards at the World Travel Awards Middle East 2018
Emirates, the world’s largest international airline, has been recognised at the World Travel Awards Middle East 2018 with four awards – Middle East’s Leading Airline, Middle East’s Leading Airline Brand, Middle East’s Leading Business Class Airport Lounge and Middle East’s Leading Cabin Crew.
The red carpet ceremony was attended by more than 500 industry leading figures and professionals from across the Middle East. Khalid Al Serkal, Emirates’ District Manager Sharjah received the awards on behalf of the airline.
Last year, the airline launched product enhancements on its Boeing 777 and A380 aircraft – unveiling its enhanced A380 Onboard Lounge, game-changing Boeing 777-300ER First Class private suites and new Business Class cabin and configuration on its Boeing 777-200LR aircraft.
Passengers on Emirates across all cabins can enjoy its award winning in-flight entertainment system ice, with up to 3,500 channels and 20MB complimentary on-board Wi-Fi, as well as regionally inspired meals prepared by award-winning chefs.
Emirates’ state-of-the-art, seven Business Class Lounges at Dubai International Airport Concourses A, B and C – boast a total seat capacity of over 4,500.
Concourse B lounges recently completed a US$ 11 million makeover, offering Business Class customers, as well as Platinum and Gold Skywards members the highest standards of comfort before their flight.
The airline also expanded its global network of lounges to 41 dedicated Emirates Lounges in 2017.
Qatar Airways and Air Italy announce Codeshare
Qatar Airways is pleased to announce a new codeshare agreement with Air Italy, starting 24 April. The new agreement provides codeshares on Air Italy’s routes between Milan-Malpensa Airport and six domestic cities across Italy, including Catania (CTA), Rome (FCO), Naples (NAP), Olbia (OLB), Palermo (PMO) and Calabria (SUF).
The agreement also consists of Air Italy’s route between Rome Fiumicino Airport and Olbia Costa Smeralda Airport (OLB).
Qatar Airways first began flying to Italy in 2002 with a service from Doha to Milan. A year later, the airline launched direct service to Rome.
In 2011, the award-winning airline started operating to Venice, and in 2016, Qatar Airways further strengthened its commitment to the country with a daily service to Pisa.
Since adding its fourth Italian destination, Qatar Airways has been operating 42 weekly flights from its home and hub in Doha, Hamad International Airport, to Italy.
From 24 April Air Italy will also offer codeshare flights on all of Qatar Airways’ Italy to Doha services along with two further routes on the Qatar Airways network to Singapore and Male.
Singapore Airlines extends title sponsorship of Formula 1 Singapore Grand Prix
Singapore Airlines (SIA) today announced that it will extend its title sponsorship of the FORMULA 1 SINGAPORE GRAND PRIX for another two years, until 2019.
Singapore Airlines first signed as Title Sponsor in 2014, initially for two years. The sponsorship was subsequently extended for the 2016 and 2017 races.
This year’s event – the FORMULA 1 2018 SINGAPORE AIRLINES SINGAPORE GRAND PRIX – will take place over 14-16 September at the Marina Bay Street Circuit.
The Singapore Night Race is the highlight of Singapore’s sporting calendar and SIA is thrilled to continue as its Title Sponsor.
American Airlines bolsters cuisine offering with celebrity chef partnership
American Airlines has appointed Sean Connolly to introduce his highly-awarded style of cuisine to Oceania.
The celebrity chef, who has restaurants in Australia and New Zealand, will introduce his knowledge of local cuisine to premium cabins on all American Airlines flights from Sydney to the U.S from March 2018.
English-born, Australian raised Sean is one of Australia and New Zealand’s most respected and recognised chefs.
His extraordinary career spans across TV shows, cookbooks and restaurants – all of which celebrate Sean’s love affair with multicultural dining and beautiful, quality food.
Travellers on the selected routes will experience Sean’s nod to local produce, where local proteins have been used wherever possible, such as Queensland Prawns and Blue Eyed Cod, as well as also incorporating several of his own Sean Connolly branded products into the recipes.
In addition to award-winning cuisines, American Airlines’ premium cabins are stocked with a variety of complimentary beers, wines and spirits to complement each inflight menu.
Each wine served goes through an extremely selective process as part of the award-winning wine program lead by Bobby Stuckey, who has for over 20 years gained experience as a Master Sommelier and restaurateur.
American partners with well-known chefs to design several on-board premium cabin menus. As of March 2018, additional chef partnerships include Maneet Chauhan, a James Beard Award winner, restaurateur and TV personality whose cuisine is available on all flights from the U.S. to Europe and South America.
American has also begun collaborating with noted chef, Jun Kurogi in conjunction with Japanese Airlines.
Emirates receives official Royal visit at Arabian Travel Market
Emirates, the Official Airline of the 2018 Arabian Travel Market (ATM), welcomed His Highness Sheikh Maktoum bin Mohammed bin Rashid Al Maktoum, Deputy Ruler of Dubai, to its stand during the opening of the region’s largest travel and tourism trade event.
His Highness Sheikh Maktoum was officially welcomed by Sheikh Majid Al Mualla, Divisional Senior Vice President Commercial Operations Centre, Emirates, who gave a tour of Emirates’ exhibition stand, including the airline’s game-changing, fully enclosed First Class Private Suites, the Boeing 777 Business Class seats and the new A380 Onboard Lounge.
This is the first time Emirates’ new Boeing 777-300ER private suites are being showcased at Arabian Travel Market.
When in Rome lounge in luxury with British Airways
As part of its £4.5bn investment to benefit its customers, British Airways is set to revamp lounges across its network, starting with the opening of a brand-new lounge in Rome’s Fiumicino Airport.
The lounge follows a new design concept for the airline featuring the very best of British and European design and delivering a luxurious and contemporary look and feel.
Spread over 460 square metres, the space can comfortably host nearly 140 customers.
It also features a number of zones that create separate spaces for customers to work or relax in ahead of their flight.
The centre-piece of the lounge is a granite topped feature bar, with bespoke lighting and comfortable low seating.
During peak times the bar will be hosted by a mixologist enabling customers to sit back and relax as their drink is made to order.
In quieter periods, the design of the bar allows customers to help themselves from the wide range of beverages on offer.
The lounge also features high windows that allows natural light to flow in and provides fantastic views across the runway.
The windows will feature smart electronic blinds that are programmed with sensors to react to light and heat throughout the day, ensuring that the lounge is always a comfortable environment for customers to relax in.
Qatar Airways celebrates the inaugural E-Prix in Rome as Official Airline Partner
After expanding its highly-successful sponsorship of the ABB FIA Formula E Championship earlier this year, Qatar Airways this weekend celebrated its partnership in Rome where the airline was represented as the Official Airline Partner of the 2018 CBMM Niobium Rome E-Prix presented by Mercedes EQ, held on Saturday 14 April.
After much anticipation, the CBMM Niobium Rome E-Prix presented by Mercedes EQ arrived on the city’s streets last week with a 1.76 mile track between Cristoforo Colombo and the Palazzo dei Congressi.
As Official Airline Partner, Qatar Airways hosted a lounge inside the Allianz E-Village, where families and sport enthusiasts were able to take part in a variety of activities, including a photo booth with fun pictures to share on their social media channels and other competitions.
As part of a new three-season deal, announced in Doha in January this year, Qatar Airways reaffirmed its continued title sponsorship of the Qatar Airways Paris E-Prix, which this year takes place on 28 April, as well confirming the title sponsorship of the Qatar Airways New York City E-Prix on14 and 15 July.
Singapore Airlines’ flight information now available on Google Home
Singapore Airlines’ (SIA) customers can now enjoy fast and easy access to flight information from the comfort of their home, with just a voice command.
The Airline is the first carrier in South East Asia to provide such flight information via Google Home, which was launched in Singapore today.
With Google Home – a voice-enabled speaker powered by the Google Assistant – users can simply give a voice-initiated instruction to obtain information on Singapore Airlines and SilkAir flights. Information includes the most up-to-date status on departures and arrivals, dates, times and airport terminals.
SIA intends to progressively increase the amount of information available via Google Home to address more pre-flight queries.
The information provided via Google Home is an extension of the Airline’s beta chatbot, Kris, which was first made available on the SIA global Facebook page in December last year.
Kris, which was developed by an in-house team, will be launched on singaporeair.com by the second quarter of this year.
Air Canada elevates premium travel experience for International and North American customers
Air Canada today introduced its new Air Canada Signature Service, providing an enhanced and seamless end-to-end travel experience for customers flying in Air Canada Signature Class, the premium cabin of its wide-body aircraft.
Available today for international customers and, starting June 1 on select flights within North America, the new service makes Air Canada the first North American airline to designate aircraft with lie-flat seats for premium customers on select non-stop, transcontinental flights within Canada and to the U.S., including overnight daily flights from Vancouver, Los Angeles and San Francisco to Toronto.
Air Canada Signature Service customers will receive priority service at every stage of the journey, including access to airport concierge services, expedited check-in and security clearance, priority baggage handling and preferential boarding.
Customers will also enjoy Air Canada Maple Leaf Lounge access and, for eligible customers travelling to international destinations from Toronto-Pearson, access to the exclusive Air Canada Signature Suite, featuring à la carte restaurant dining from a menu created by celebrated Canadian chef David Hawksworth.
Available starting today on all Air Canada international flights and beginning June 1 on select transcontinental flights within North America, Air Canada Signature Service and Air Canada Signature Class incorporate and elevate the award- winning attributes of Air Canada’s International Business Class, featuring its next generation lie-flat suites.
Air Canada Signature Service will be available on select transborder and domestic Canadian transcontinental flights when operated with Boeing 787 Dreamliner, Boeing 777, Boeing 767 and Airbus A330 aircraft. This includes routes between Toronto and the cities of Los Angeles, San Francisco, Vancouver, and between Vancouver and the cities of New York-Newark and Montreal.
Emirates to debut its new fully enclosed First Class Private Suite for the first time at ATM
Emirates will unveil its new Boeing 777-300ER First Class Private Suite exhibit at the Arabian Travel Market 2018 (ATM). The region’s leading travel and tourism exhibition will run from 22 – 25 April.
This year marks Emirates’ 25th year of partnership and commitment to ATM. When the exhibition first opened its doors in 1993, Emirates flew 15 aircraft to 32 destinations and carried 2 million passengers.
Today, Emirates is one of the largest international airlines serving 159 destinations in 85 countries, carrying more than 59 million passengers to, and through, its hub in Dubai annually.
The Emirates stand will offer visitors a chance to experience the airline’s recently-launched products and service enhancements.
The game changing, fully enclosed First Class private suites on exhibit have floor to ceiling sliding doors, soft leather seating, high-tech control panels and mood lighting.
Incorporating cutting-edge technology, the suites also feature several world-firsts, including: ‘virtual windows’ using real-time fibre-optic camera technology, a NASA inspired ‘zero-gravity’ seating position, and a personal video-call service.
Design details within the suite were inspired by luxury automotive brand Mercedes-Benz.
Emirates will also showcase its latest Boeing 777 Business Class seat, the A380 OnBoard lounge, along with other iconic products such as the First Class Shower Spa and the latest version of its generously-pitched Economy Class seats.
Qatar Duty-Free awarded prestigious ‘Airport Retailer of the Year’ title at DFNI Global Awards 2018 in London
Qatar Duty Free (QDF) has been awarded ‘Airport Retailer of the Year’ at the DFNI Global Awards 2018 that took place at the Royal Lancaster hotel in London on 13 April.
The DFNI Global Awards are selected by a judging panel of industry leaders and experts, who recognise and accolade international retailers for being best-in-class.
QDF is one of the largest duty free retailers in the world, with more than 90 boutiques and luxury, high-end stores, as well as more than 30 restaurants and cafés covering an area of 40,000 square meters at Hamad International Airport (HIA), home to QDF.
QDF boasts many renowned international luxury brands, including Gucci, Bulgari, Hermès, Giorgio Armani, Hugo Boss, Moncler, Rolex and Harrods.
QDF was the Gold Sponsor for two categories at the DFNI Global Awards 2018, ‘Best New Product’ and ‘Best New Product Packaging’.
The ‘Best New Product’ category, won by WorldSIM, focused on several judging factors including, the commercial success, quality and brand appeal of the product.
‘Best New Product Packaging’, won by Champagne Lanson, was judged on the concept, design, quality and brand visibility.
Air Astana’s Indian passengers enjoy 72 hours Visa free stopover in Kazakhstan
Air Astana passengers holding Indian passports can enjoy 72 hours visa free stopovers in Kazakhstan with effect from 23th April 2018 until the end of the year.
Passengers with Air Astana flights transiting in Almaty and Astana simply need to notify check-in staff at the point of departure in order to enjoy the benefit of a visa free visit.
Air Astana offers Delhi – Almaty daily flights and a Delhi – Astana service three times a week operated by modern Airbus and Embraer aircraft. The direct flight connecting the capitals of India and Kazakhstan was introduced on July 2, 2017.
Since introduction of the first flight between two countries Air Astana has carried almost 570 thousand passengers.
Favourite Air Astana destinations for Indian passengers include Moscow, Kiev, Tbilisi, Baku, Istanbul and Bishkek.
Additional cities, where Air Astana provides convenient onward flights include St.Petersburg, Omsk, Novosibirsk, Beijing and Urumqi as well London, Frankfurt, and Paris.
Air Astana’s transit traffic for period of January – March 2018 grew by 62 per cent compared for the same period last year, which represents almost 30 per cent of total passenger traffic.
Silver Airways starts ATR 42-600 operations
Silver Airways on April 22 made history with the launch of regularly scheduled flights aboard its new ATR 42-600 series aircraft. The first ATR aircraft (N400SV, msn 1214) was christened “Mile Marker Zero” in honor of the iconic Key West landmark in a Silver Airways employee naming contest and the first flight appropriately departed Fort Lauderdale-Hollywood International Airport at 10:40 a.m. and arrived at Key West International Airport at 11:55 a.m.
This marks the first time revenue passengers have flown an ATR 42-600 operated by a U.S. carrier and the first time a fully independent U.S. regional airline has taken delivery of a new aircraft in many decades.
The new aircraft are allowing Silver to expand its service in the Southeastern United States, the Bahamas and the Caribbean. By initially introducing the mission-specific ATR 42-600 aircraft, with seating for 46, Silver now has the unique ability to offer quicker direct flights to even more short and medium-haul leisure and business destinations in both domestic and nearby international markets.
The new ATR 42-600 series features the widest cabin in the regional aircraft market with a new ergonomic design and lightweight slim seats offering passengers maximum comfort. Silver’s ATR fleet will be configured with 46 seats in a 2-2 seating configuration with up to a 32-inch pitch offering more legroom than many mainline aircraft. In addition, Silver’s ATR fleet will have spacious full-size overhead bins for carry-on bags along with full-size lavatories, bright LED lite cabins and is quieter than regional jets. The new ATR-600 series also features the latest innovations in cockpit technology with simplified, integrated LCD advanced functions, enhancing safety and improved handling for pilots, as well as the latest in avionics technology. The state-of-the-art, all-glass cockpit further reduces flight crew workload and enhances situational awareness while providing better reliability, maintenance cost savings and weight reduction.
Silver Airways has taken delivery of three of up to 50 new ATR-600 series aircraft, including an initial order for 20 ATR-42-600 aircraft split among the 46-seat ATR-42s and the 70-seat ATR-72s. As the world’s leading regional flying aircraft, the new ATRs will provide Silver’s passengers unparalleled experience and reliability and pilots the industry’s most advanced cockpit.
Silver intends to take delivery and begin operating five more ATR-42-600s in 2019, and subject to regulatory approval, the airline is planning to take delivery of at least three ATR-72-600s this year. All of the initial 20 aircraft are expected to be in service by 2020.
Silver Airways Makes History with First New ATR 42-600 Series Flight in United States. Pictured:
ATR Director of Sales USA Paolo Tabacco, Silver Airways Executive Vice President Kurt Brulisauer,
Silver Airways and Seaborne Airlines CEO Steve Rossum, ATR Vice President Sales Americas Pier Luigi Baldacchini
Top Copyright Photo (all others by the airline): Silver Airways ATR 42-600 N400SV (msn 1214) FLL (Andy Cripps). Image: 945280.
Silver Airways aircraft slide show:
15. ANA (All Nippon Airways)
ANA gets high marks for friendly customer service, seat comfort, and an above average premium economy product on wide-body jetliners that ply transpacific routes out of Toyko. A member of the Star Alliance, the largest in the world, the carrier is also known for a top-class business class product in a staggered layout—alternating between front and rear-facing seats—that affords greater privacy. Fliers appreciate amenities at Tokyo’s Narita and Haneda airports, like well-appointed lounges and “sleep rooms” near the boarding gate.
As the Solidarity trades union opposition movement gathers strength and faces the government's measures to supress it, air transport slumps dramatically. In the autumn of 1981, a number of Western airlines suspend their flights to Warsaw. On 13th December, martial law is declared in Poland and all of LOT's flights are grounded as a result
Charter flights to New York and Chicago are reinstated following an interval of two years.
On 28th January, scheduled flights to New York and Chicago are resumed.
During the first five years of the decade, two new routes are launched Warsaw-New Delhi and Warsaw-Beijing.
The decision to withdraw the Il-18s and Tu-134s from service is taken.
New medium-haul Latvian planes fly into Warsaw the Soviet Tu-154M is steadily introduced onto the European and Middle Eastern routes. LOT's transatlantic charters fly into Detroit and Los Angeles.
The company decides to purchase American aircraft. This will have a crucial impact on both the prospects for, and form of, development of Poland's national airline. With its purchase of the wide-bodied Boeing 767s, LOT becomes the first carrier in the countries of Central and Eastern European to operate using American airliners.
LOT's longest route to date is launched, flying from Poland to Singapore.
The first two Boeings go into service.
LOT hosts the IATA's Annual General Meeting.
2.3 million passengers make use of LOT'S services in the course of the year.
British Airways Introduces State-of-the-Art Menus Aboard World's Largest Commercial Aircraft - Recipes
Tue, 04 May 2021 08:01:19 +0200
Blue Aqua&rsquos innovative bioconversion solution processes underutilized nutrients from the leftovers that can be transformed into quality insect proteins for aquacultural use. The bioconversion is a virtuous circle that makes the insect protein a sustainable and efficient alternative to traditional fishmeal.
Compared to traditional protein, insect protein is a sustainable solution with low land, water, and carbon footprint, offering a very high yield. The partnership will supply Singapore&rsquos farmers with sustainable access to domestically produced animal feed, which is traditionally imported.
The MoU is the starting point to a deeper partnership between Blue Aqua and dnata, which will look into the development and implementation of a &lsquoZero Waste&rsquo master plan. The air services provider will also add Blue Aqua to its list of suppliers to purchase locally farmed seafood for its catering operations.
Dirk Goovaerts, dnata&rsquos Regional CEO for Asia Pacific , said: &ldquoWe are delighted to partner with Blue Aqua to further decrease food waste and support the local food production supply chain. This initiative will help us minimise our environmental footprint whilst delivering the highest value for our customers and the communities around us.&rdquo
Dr Farshad Shishehchian, CEO & Founder of Blue Aqua International Group, said: &ldquoBlue Aqua has been a strong advocate for sustainable and practical farming since its inception, this partnership with dnata is a perfect fit. We are excited to grow our efforts in food technology to develop a circular economy in aquaculture globally through our network, starting with Singapore.&rdquo
The global population is expected to reach 9.9 billion by 2050, and food production has to increase by 70% to fulfil this demand. This is further implicated by food security concerns worldwide and the rapid degradation of valuable farmland. Waste management is a global issue that governments and companies are racing to solve. Singapore imports more than 90% of its food, yet, its food waste amounts to 744,000 tonnes annually. Today, less than 20% of Singapore&rsquos food waste is recycled.
Blue Aqua&rsquos Waste-to-Protein Program aspires to significantly reduce food waste across Singapore&rsquos food supply chain through aquaculture. This is in line with Singapore&rsquos vision of being a &lsquoZero Waste Nation&rsquo, which means the recycling rate has to be increased to 70%. Singapore has also set a &ldquo30 by 30&rdquo goal, aiming to have the nation produce 30% of its food domestically by 2030. With this mandate, aquaculture will play an important role in the future of Singapore's food security. However, local farms still rely heavily on imported feed and raw materials, which the program is aiming to mitigate.
Gabor Vasarhelyi, Public Relations, dnata
Nathalie Lim, VP (Marketing), Blue Aqua
dnata is one of the world&rsquos largest air and travel services providers. Established in 1959, the company ensures the aviation industry operates smoothly and efficiently at 126 airports. Offering ground handling, cargo, travel, and flight catering services in 35 countries across six continents, dnata is a trusted partner for over 300 airline customers around the world. In the financial year 2019-20 dnata&rsquos customer-oriented teams handled 681,000 aircraft, moved 2.9 million tonnes of cargo, uplifted more than 93 million meals, and recorded a total transaction value (TTV) of travel services of US$ 3.0 billion. For more information, visit dnata.com.
Blue Aqua Food Tech Pte Ltd is a Food Tech initiative of the well-established Blue Aqua International Group. The goal of the company is to upcycle organic waste to produce alternative protein and phase out animal-based protein from fishmeal. Blue Aqua International is a one-stop solution company for the aquaculture industry with solutions for the improvement of health, nutrition, feed quality, and technology transfer. The Group is headquartered in Singapore and present in 14 countries around the world.
Tue, 04 May 2021 08:00:00 +0200
Robin Padgett, Divisional Senior Vice President, dnata catering , said: &ldquoOur industry is inherently safe, widely regulated and regularly audited by the industry and our partners.
&ldquoThe combined ACA/IFSA guidelines provide another layer of guidance, providing an industry-wide reference point to complement the strict COVID-19 procedures and processes implemented by us at the global and local level.
&ldquoImportantly, passengers can remain confident that our products and services are provided with the utmost attention to health and safety.&rdquo
Launched in early February, the ACA/IFSA guidance provides a sensible approach to implementation, highlighting ways in which individual locations and processes can best be re-engineered to meet the updated health and safety standards. Although COVID-19 is not a foodborne illness, it also provides direction for risk assessment and mitigation. The guidance was developed by representatives of caterers, airlines, suppliers and industry consultants, ensuring an approach that fits the whole industry.
The guidelines complement dnata&rsquos own stringent COVID-19 safety measures that the company implemented at the beginning of the pandemic. These include widespread temperature testing, distancing within the facilities, restricted unit access and increased supplier audit.
While the negative impact of COVID-19 has been significant, dnata expects the pandemic to drive long-term, positive industry innovation, with airlines reinventing their service offering and product mix, with the adoption of innovative pre-order and delivery services and the continued growth of onboard retail.
dnata provides reliable and safe air services to over 300 airlines around the world. The company&rsquos catering division has a dedicated team of employees delivering high-quality catering, inflight retail and food & beverage solutions from 65 facilities in 12 countries.
Wed, 10 Feb 2021 09:43:10 +0100
UK-headquartered unit to deliver tailor-made on-board retail programmes and innovative products for airline customers
Dubai / London, 25 November 2020 - dnata, one of the world&rsquos leading air services providers, has further enhanced its global operations by launching a dedicated inflight retail centre of excellence.
The new specialist retail unit will deliver tailor-made on-board retail programmes and innovative solutions for airline customers, supporting them to maximise on-board ancillary revenue and enhance passenger satisfaction. The addition of a retail-focused unit to its organisation cements dnata&rsquos credentials as a truly end-to-end inflight and airport service provider.
The move will align global technology, innovation, strategy and planning, supporting dnata&rsquos existing retail programmes and ensuring world-class delivery. dnata will provide airline customers with a comprehensive suite of &lsquooff-the-shelf&rsquo services from product development, digitalised sales channels and technological solutions through to cabin crew engagement, product design and accounting. dnata has built a flexible engagement approach, with an end-to-end fully outsourced retail programme as its flagship product. A suite of additional managed services options can be delivered as required.
dnata&rsquos dedicated retail function has been established with a team of experienced inflight retail experts from across the company&rsquos markets, with the backing of world-leading product, systems and services solutions. Headquartered in London, it will be led by Alan Hayes, who currently leads retail for dnata&rsquos UK catering operation and has managed retail programmes for more than 15 years for some of Europe&rsquos largest carriers.
Robin Padgett, Divisional Senior Vice President, dnata catering, said: &ldquoBy bringing our retail skills and experience into a dedicated global retail unit and structure, we are now better placed to deliver award-winning solutions across our network.
&ldquoWe have seen significant growth with our core retail customers in recent years, particularly in driving pre-order capability and lifting on-board sales performance through reward, recognition and engagement of cabin-crew. Our dedicated unit will further enhance our ability to provide best-in-class retail programmes and on-board innovation to our customers.
&ldquoThe COVID-19 pandemic has seen airlines rapidly explore additional revenue opportunities. We&rsquore working closely with our airline customers to help them maximise ancillary revenue on-board while improving on-board experience and choice for passengers.&rdquo
dnata&rsquos existing inflight retail customer-base spans airlines from all over the world, having launched and now delivering inflight retail for leading airlines in the UK, Europe and Asia Pacific. dnata also has En Route International in its stable of brands. En Route International is an award-winning product development, creative design and supply-chain operation, providing bespoke and high-street retail product solutions to airlines across the globe.
dnata&rsquos retail team is backed by dnata catering, one of the world&rsquos leading inflight hospitality providers. In 2019, the company&rsquos 12,000 dedicated employees produced over 110 million meals, serving full service, low-cost and VIP carriers from more than 60 locations.
Wed, 25 Nov 2020 09:14:39 +0100
Innovative solution enables passengers to pre-order quality meals up to one hour before boarding in Amsterdam
Amsterdam / Dubai, 12 October 2020: dnata, a leading global inflight retailer, iFLEAT, an airline innovation and technology leader, and Thuisbezorgd.nl (part of Just Eat Takeaway.com), one of the world&rsquos leading food delivery providers, have joined forces and successfully launched a revolutionary pre-order inflight retail initiative in The Netherlands. The three companies&rsquo innovative solution will be gradually introduced in new markets, bringing high-end, creative meals and snacks to airline passengers around the world. The partnership marks a significant shift in inflight food and beverage supply.
Passengers flying from Schiphol Airport can already pre-order meals through the &lsquoTakeaway&rsquo app up to one hour before boarding. Customers can choose from a range of fresh salads, poke bowls, sushi platters and delicious hot meals and have their order delivered to the aircraft prior to departure.
Transavia, part of the Air France-KLM Group, launched the service from Schiphol Airport in September, with a planned roll out to more Transavia destinations in the near future.
Robin Padgett, Divisional Senior Vice President of dnata&rsquos catering division , said the initiative opened up the global airline food and beverage market to high-street brands, labelling it a step-change in the inflight dining experience.
&ldquoApp-led food delivery services continue to grow immensely across the world, with the ease of use, choice of cuisine and loyalty driving incredible consumer uptake.
&ldquoBy partnering with the leader in this field, we&rsquore able to deliver exactly what customers want to their seat. Passengers are no longer restricted to what&rsquos available in the air.
&ldquoThis model enables our airline partners to offer their passengers a wider choice of fresh, healthy food and reduce wastage on-board.&rdquo
Jaap Roukens, the founder of iFLEAT , added: &ldquoMy focus has always been on improving the passenger experience. With this new service offering and through technology, we&rsquore putting choice in the customers&rsquo hands and delivering a revenue-generating service for airlines, while also reducing food waste on board.
&ldquoWe&rsquore excited to now expand this pre-order service to dnata&rsquos more than 120 locations across the world.&rdquo
The time taken between placing an order and delivery to the passenger on-board is in-line or quicker than expected delivery times in many city environments.
dnata and iFLEAT are now planning a further rollout of this innovative service which is a perfect complement to existing inflight retail and catering services.
dnata provides reliable and safe air services to over 300 airlines around the world. The company&rsquos catering division has a dedicated team of employees delivering high-quality catering, inflight retail and food & beverage solutions from 65 facilities in 12 countries.
Mon, 12 Oct 2020 10:12:00 +0200
New facility in Dublin Airport Logistics Park underlines air services provider’s long-term commitment to Ireland
Dublin, Ireland, 15 September 2020 &ndash dnata, one of the world&rsquos leading air services providers, has commenced operations at its new catering unit in Dublin. The state-of-the art facility quadruples dnata&rsquos catering capacity in the Irish capital, enabling the company to deliver 40,000 quality inflight meals a day for customers. Already serving six airlines from its existing facility in Dublin, dnata&rsquos continued expansion underlines its long-term commitment to Ireland and the local aviation industry.
Covering an area of 6,300m², dnata&rsquos new facility is located in the Dublin Airport Logistics Park &ndash near its existing operation. It is equipped with the latest technologies and has a capacity of over 30,000 meals a day. dnata&rsquos expansion comes as a result of an agreement with Aer Lingus, which sees it now provide inflight catering services to the airline at four airports in Dublin, Shannon, Cork and Belfast. dnata is working closely with Aer Lingus and its other partners to flexibly meet constantly changing demand while ensuring the highest possible level of safety across its operations amid current global challenges.
Robin Padgett, dnata&rsquos Divisional Senior Vice President for Catering , said: &ldquoIt is great to be operational at our new, ultramodern catering centre, the 65 th production facility in our global network. Despite the impact of COVID-19, our team and our partners have managed to deliver a quality operation on budget, as planned.
&ldquoWe look forward to serving more customers in Dublin, both in the air and on the ground, with a team of highly-experienced culinary professionals.&rdquo
dnata entered the Irish market in 2010 when it acquired Alpha Flight Group, which included a facility in Cork. In January 2018 the company further expanded its operations in the country by opening a new catering unit in Dublin. Between its facilities in Cork and Dublin dnata currently serves six airlines.
dnata&rsquos multi-million Euro investment in Ireland in 2020 has spanned construction, facility fit-out, vehicles and staff training. In addition to its newest unit in Dublin, the company will shortly complete the fit-out of a brand new facility in Shannon and further enhance its operations in Cork.
Over the past 12 months dnata has also invested significantly in specialist catering equipment manufactured in Dungannon, Northern Ireland, purchasing more than 60 vehicles which are now in use across its global catering network.
Globally, dnata provides reliable and safe air services to over 300 airlines around the world. The company&rsquos catering division has a dedicated team of employees delivering high-quality catering, inflight retail and food & beverage solutions from 65 facilities in 12 countries.
Tue, 15 Sep 2020 08:58:36 +0200
Since March of this year, dnata catering has continued to donate excess food destined for inflight services on a weekly basis, with 550,000 food items received so far. This has resulted in 180,000 meals for several charities and causes across the country.
Hiranjan Aloysius, Chief Executive Officer from dnata catering said: &ldquoWith a strong desire to help our people and others in need, we reached out to our charity partners to donate food items and pre-prepared meals, while also creating hampers and meals for our employees. We will continue our efforts to make a positive impact through initiatives such as food donations and look forward to continuing to work closely with our partners in Australia. Unfortunately, we had to make the difficult decision to stand down a portion of our employees and as an organisation we are very conscious of the impact the recent situation can have on families across Australia. In spite of difficult times, dnata remains committed to supporting all of the communities in which we operate and helping those in need.&rdquo
Since 2015, dnata catering has donated over 934,000 meals to OzHarvest that helps not only reduce food waste and environmental impact, but also helps communities, schools and organisations in need.
Ronni Kahn, CEO and Founder of OzHarvest said: &ldquo We are incredibly grateful to dnata catering for their ongoing support. Thanks to their generous food donations, we have been able to deliver more than 160,000 meals since March this year to people in need across Australia.&rdquo
In addition to donations for OzHarvest, dnata catering&rsquos network of 15 Australian production facilities distributed a multitude of food items to local Australian food charities, children&rsquos hospitals, religious organisations, homeless shelters and others in need. These include:
- Lifesource Community Care, Sydney
- New Horizons Homeless Care, Sydney
- Sydney Childrens Hospital in Randwick, Sydney
- The Children&rsquos Hospital in Westmead, Sydney
- Brimbank Anglican Church, Victoria
- Anglicare Emergency Food Relief Shelters, Victoria
dnata offers services in ground handling, cargo, catering and travel in 35 countries worldwide, and services more than 300 airlines. In Australia, this includes Emirates and codeshare partner, Qantas.
Mon, 24 Aug 2020 08:04:00 +0200
Cooperating closely with government authorities, customers and suppliers, the company&rsquos dedicated teams have worked around the clock to make a difference by ensuring smooth and safe turnaround of repatriation flights, handling essential cargo, supporting industries facing a labour shortage, launching innovative new products and services as well as donating high-nutrition meals to organisations and individuals in need.
Gary Chapman, President of dnata , said: &ldquoThe COVID-19 pandemic has caused unprecedented disruption to the travel and aviation industries. dnata is not immune. Like our customers and competitors, we are also facing serious challenges and working hard to recalibrate our business and operations for what, right now, is an uncertain future. Despite this extraordinary operating environment, we must stay focussed on delivering the promises we made and continually creating value for our customers and the communities around us.
&ldquoOver the past few months, we have adapted our operations and processes to the new normal, enhanced our existing services, and launched new ones to meet changing demand. This has all been achieved thanks to the team of talented colleagues across our businesses, who live and breathe dnata&rsquos promise to deliver quality and safe services for our customers and their customers.&rdquo
Although flights have been dramatically reduced globally, dnata&rsquos ground and passenger handling teams have continued to help airline partners deliver on special missions across the globe. From London to Manila and Dubai, the company&rsquos dedicated employees have helped thousands of families reunite by handling more than 2,600 repatriation flights between March-July. With health and safety being dnata&rsquos number one priority, all employees have been thoroughly trained on updated protocols, including the correct use of personal protective equipment (PPE) and the application of social distancing across airport operations.
dnata has also continued to support airlines in maintaining global trade and the flow of essential goods by delivering best-in-class cargo services. dnata&rsquos teams have handled over 67,000 tonnes of PPE, life-saving medical supplies and pharmaceuticals over the past four months. At each of its 46 cargo stations, dnata has been using the latest technology, best practices and certified warehouses to ensure that every pharma and vaccine shipment is handled in compliance with the highest international standards.
In response to the strong air cargo market demand for the rapid, reliable and efficient transportation of essential commodities, several airlines have introduced additional cargo capacity by using passenger aircraft with seats fully or partially removed from the cabin. To adapt to changing customer needs, dnata has enhanced services, improved processes and trained employees to safely and efficiently handle passenger planes carrying cargo only. In Australia, Pakistan and the UK, dnata&rsquos professionally trained staff achieved remarkable milestones by loading record amounts of up to 71 tonnes of cargo onto airline customers&rsquo passenger aircraft.
dnata has also enhanced its aircraft cabin cleaning services to ensure the highest possible level of safety on board its customers&rsquo flights. The new process involves extensive cleaning with a stronger disinfectant, and includes a comprehensive wipedown of all surfaces &ndash from windows, tray tables, seatback screens, armrests, seats, in-seat controls, panels, air vents and overhead lockers in the cabin to lavatories, galleys and crew rest areas. The on-board cleaning chemicals are approved by the relevant authorities and proven to kill viruses and germs. They leave a long-lasting protective coating against new contamination of viruses, bacteria and fungi on surfaces, and are eco-friendly. A dedicated quality team and shift managers oversee the cleaning on the majority of flights.
In addition, dnata has launched innovative new products and services across its global operations to help airlines and passengers navigate the new normal. The company has added thermal screening, baggage disinfection and even home COVID-testing services to its offering at various locations around the world.
Operating over 60 state-of-the-art facilities, dnata has significant capacity to provide safe, quality catering services to industries in need. Since the COVID-19 outbreak began, dnata&rsquos catering team has adapted its catering products and services in line with demand, and increased its capability to serve health and aged-care industries to support relief efforts alongside local authorities. In several countries, dnata delivers meals for quarantine facilities, looking after those who have to compulsorily isolate.
dnata&rsquos skilled workforce has also taken on new roles to support communities. In Singapore and Australia the company has partnered with authorities and companies to temporarily redeploy employees to organisations in industries facing a labour shortage. To date, over 400 dnata employees have been trained and started working in other organisations.
dnata has remained committed to giving back to communities globally . The company teamed up with authorities, organisations and partners to provide ingredients, meals and packaged goods to local communities in need. To date, more than 200,000 wholesome meals have been donated to various organisations in Australia, Ireland, Italy and the UK to enable them to support those who need it the most.
Wed, 15 Jul 2020 11:19:34 +0200
In order to deliver this challenge within a short timeframe, the catering team adapted various production elements ranging from preparing special menus in line with specific dietary requests to adapting the supply chain and redeploying staff from other business units. New processes were implemented or had to be modified to make the switch from traditional airline food preparation, which is stored and reheated on board, to fresh meals to be enjoyed immediately after delivery. dnata&rsquos Food Quality Assurance team was involved every step of the way to ensure the highest food safety standards.
The successful delivery showcased adaptability, resilience and teamwork, which was praised by the local authorities. It also led to dnata&rsquos efforts being included in a video project commissioned by the National Museum of Singapore to serve as a time capsule for future generations to look back at this period of local history.
Dirk Goovaerts, Regional CEO Asia Pacific, dnata , said: &ldquoOur team of chefs were able to come up with suitably enticing menus on short notice as we drew inspiration from our Southern Asian special airline meals. Everyone was enthusiastic about serving the local community well, including the local supply chain, which truly made this an SGUnited effort in conjunction with the ministries."
Fri, 03 Jul 2020 09:12:00 +0200
Expansion represents a multi-million dollar investment in Vancouver, creating 80 jobs
Vancouver, Canada, 3 February 2020 &ndash dnata, one of the world&rsquos largest air services providers, continues to expand its global catering network. The company commenced operations in Canada by opening a new, 48,000ft 2 (4,460m²) facility at Vancouver International Airport (YVR). dnata&rsquos latest expansion represents a multi-million dollar investment and is expected to create 80 new, direct jobs with the company over the next 18 months.
dnata&rsquos newest facility is equipped with the latest technologies and has a capacity of up to 8,000 meals a day. The company commenced serving its first commercial airline customer, British Airways, in Vancouver on 1 February. dnata will also serve VIP and charter aircraft operators from its new facility.
dnata has a presence in the Canadian aviation market already, providing ground handling and cargo services to 18 airlines through its joint venture, GTA dnata, at Toronto Pearson International Airport (YYZ). GTA dnata&rsquos 750 customer-oriented employees ensure the smooth operations of 8,600 flights and safe movement of 90,000 tonnes of cargo annually.
Robin Padgett, Divisional Senior Vice President, dnata , said: &ldquoWe are delighted to announce this further expansion of our operations in North America, a strategic market with high growth potential for dnata. Our investment in a new facility in Vancouver underscores our long-term commitment to Canada, and we are confident that with our global expertise, innovative approach and dedicated team of local culinary professionals we can make a difference and add significant value to our customers&rsquo onboard offering in the country. We look forward to delivering best-in-class services and products from our newest facility.&rdquo
dnata&rsquos expansion into Canada follows the company&rsquos increased investment in its catering portfolio in North America, having opened new facilities at the airports of Houston (IAH), Boston (BOS), Los Angeles (LAX) and San Francisco (SFO) in the United States in 2019. In 2020 dnata will further expand its footprint in the continent by establishing catering operations at Dallas Fort Worth International Airport (DFW).
dnata&rsquos rapidly expanding catering division now boasts over 12,000 employees who are focused on providing quality catering, inflight retail and F&B solutions across the globe. As one of the world&rsquos leading inflight caterers, dnata serves more than 120 airline customers, producing over 110 million meals annually at 62 locations in 12 countries.
Mon, 03 Feb 2020 09:19:35 +0100
Mon, 02 Dec 2019 14:58:03 +0100
How to unlock the full potential of inflight retail
Mon, 04 Nov 2019 10:38:00 +0100
Mon, 04 Nov 2019 09:16:00 +0100
I must have done a decent job, because I was soon offered a position at Brisbane&rsquos Hilton Hotel. Under the wing of legendary chef Rick Stephen, I learned what makes the difference between being good and being the best discipline and an eye for detail. I was only 19 years old at the time and let&rsquos just say there were a few occasions when I&rsquod cook all night, finish work and party all morning! But I quickly realised that to get something out of this career, I&rsquod have to put everything into it.
I threw myself into the job, working long hours. But, it wasn&rsquot long before I was working with some of the country&rsquos best chefs. The hard work paid off Hilton presented me with a High Achiever Award and Eat & Drink Magazine featured me as one of Australia&rsquos top up-and-coming chefs.
But while I was mentally enjoying pushing myself to the limit, it was physically unsustainable. Month by month, my health declined until unfortunately my body reached breaking point.
It took me a full year to recover. Nowadays, I&rsquom much more mindful of the need for work-life balance &ndash for myself as well as my culinary team. There has always been a lot of camaraderie between chefs, and we hate letting each other down. It should be possible for us to work our dream job and still have time for family, hobbies and all the other good things in life.
I think inflight catering is one of few industries that offer chefs a balanced lifestyle, as well as the creative stimulation we crave. I&rsquove been at dnata catering Australia for 13 years and my role has evolved so much over that time. We&rsquove gone from catering for a handful of international airlines to nearly fifty, making us the nation&rsquos leading inflight caterer. Throughout this journey, I&rsquove never been bored there&rsquos always another challenge around the corner.
I enjoy defying the &lsquoplane food&rsquo stereotype, pushing the boundaries of what can be practically produced in large-scale volumes and offering passengers a fine dining experience. The meals we&rsquore creating today wouldn&rsquot look out of place in a high-end restaurant, and I think that comes down to our focus on fresh produce and innovative cooking techniques.
There is no such thing as a &lsquotypical day&rsquo in my job. In any given week, I might find myself visiting a potential supplier in Brisbane, presenting a new menu to an airline in Sydney and experimenting with the development team in our Melbourne kitchen.
It&rsquos a demanding role, but I have learnt over time the only way to be able to maintain a busy schedule is to work smarter instead of harder managing my time more efficiently and prioritising tasks, instead of charging headlong at every challenge. I get asked regularly what I do to tune out after a busy week &ndash surprisingly, I cook! You might think it would be the last thing I&rsquod choose to do after thinking and talking about food all day, but creating in the kitchen is my favourite way to unwind &ndash my therapy.
About Robert Smithson
As General Manager of Culinary, Robert Smithson oversees product, menu design and training for dnata catering Australia, while also driving culinary innovation. Before stepping into inflight catering, he held Executive Chef positions at Invercauld House and Southern Cross University and worked alongside some of Australia&rsquos most renowned chefs at Brisbane&rsquos Hilton Hotel. Robert also appeared on MasterChef New Zealand as a guest mentor and was published in Great Chefs of Australia in 2012.
Sun, 03 Nov 2019 13:03:00 +0100
Wed, 25 Sep 2019 10:38:00 +0200
Sun, 09 Jun 2019 11:28:34 +0200
Houston, 24 April 2019 - dnata, one of the world&rsquos largest air services providers, continues to invest in its catering operations in the United States. The company has opened a new, 4,700 m² (51,000 ft 2 ) facility at George Bush Intercontinental Airport (IAH) and now offers quality catering services in Houston with a capacity of more than 10,000 meals a day.
dnata&rsquos latest expansion will create more than 150 new jobs with the company. The launch customer is British Airways, which operates two daily flights from Houston.
Robin Padgett, Divisional Senior Vice President for dnata&rsquos catering division, said: &ldquoWe are delighted to open another best-in-class catering facility at a major U.S. airport. Our expansion into Houston once again underlines our commitment to the United States, where we see excellent business opportunities for dnata.&rdquo
&ldquoIn 2019 we will continue to enhance our operations in the country by investing in new facilities and growing our team with highly-skilled, local catering professionals. We look forward to providing quality services and products to an increasing number of airlines in the U.S. ensuring an exceptional dining experience for their passengers on each flight.&rdquo
dnata expanded in the U.S. catering market in 2018 through the acquisition of 121 Inflight Catering. Besides Houston, dnata currently operates catering facilities at three U.S. airports, in New York (JFK), Nashville (BNA) and Orlando (SFB), serving commercial, VIP and private aviation companies, fixed base operators and charter aircraft operators.
In 2019, dnata will further enhance its operations in the country opening four additional catering facilities at the airports of Boston (BOS), Los Angeles (LAX), Newark (EWR) and San Francisco (SFO). By year-end, dnata will provide quality catering services at eight U.S. airports.
Over the past two years dnata has invested significantly in growing its global catering network. The company acquired Qantas Airways&rsquo catering division and opened new catering facilities in Canberra and Melbourne in Australia, and Dublin in Ireland. This year dnata will further increase its global footprint by establishing operations in Vancouver, Canada.
As one of the world&rsquos leading inflight caterers, dnata&rsquos catering team now operates from 63 locations in 11 countries, producing over 320,000 world-class meals every day.
Global In-Flight Catering Services Industry
The report provides separate comprehensive analytics for the US, Canada , Japan , Europe , Asia-Pacific , Middle East , Africa , and Latin America . Annual estimates and forecasts are provided for the period 2015 through 2022. Also, a six-year historic analysis is provided for these markets. Market data and analytics are derived from primary and secondary research. Company profiles are primarily based on public domain information including company URLs.
The report profiles 78 companies including many key and niche players such as:
- Abbys Catering
- AAS Catering Co., Limited
- ANA Catering Service Co., Limited
- Brahims Airline Catering Sdn Bhd
- Cathay Pacific Catering Services (H.K) Ltd.
IN-FLIGHT CATERING SERVICES MCP-7769 A GLOBAL STRATEGIC BUSINESS REPORT CONTENTS
I. INTRODUCTION, METHODOLOGY & PRODUCT DEFINITIONS
1. INDUSTRY OVERVIEW
In-Flight Catering Services: Meeting Diverse Gourmet Needs of People on the Move
In-Flight Catering: One of the Most Dynamic Segments in the Catering Industry
Steady Rise in Air Passenger Traffic Worldwide: The Fundamental Growth Driver
Table 1: Annual Air Passenger Traffic (in Millions) Worldwide by Country: 2010-2016 (includes corresponding Graph/Chart)
Table 2: Global Annual Air Traffic in Trillion RPK (Revenue Passenger Kilometer) for the Period 1975 to 1935 (includes corresponding Graph/Chart)
Table 3: Percentage (%) of Global RPK by Airline Domicile by Geographic Region: 2015 & 2035P (includes corresponding Graph/Chart)
Table 4: Projected Growth in Global Passenger Traffic (Pax) by Geographic Region: 2016-2036 (includes corresponding Graph/Chart)
Stable Commercial Aviation Outlook despite Slow Economic Growth to Extend Opportunities for Airline Catering
Table 5: Global Fleet of Commercial Aircraft (in Units) for Years 2011, 2013, 2016 & 2034P (includes corresponding Graph/Chart)
Table 6: Global New Airplanes Demand (in Units) by Geographic Region over the Period 2016-2036 (includes corresponding Graph/Chart)
Ground Handling Services: The Backbone of In-Flight Catering
Major Market Challenges Summarized
Popular Food, Beverage, and Culinary Trends in Airline Catering
Locally Procured Food: The New Flavor of the Season
Vegetables Take Center Stage
Adding Spice to Food
Hawaiian Food Going Places
Healthier Breakfast Options
Branded Farm Produce
New Meat Cuts
Stuffed Items Gain Popularity
Best Coffee Onboard
Seasonal Food Items for Holiday Travelers
Spices and Herbs Replace Artificial Additives and Salt
Foods from Home/Destination Country
Nutritious Food Onboard: A Major Attraction for Health Conscious Customers
Few Other Airline Food & Catering Trends in a Nutshell
All Things Significant about Food Served in Flights Across the World
Major Aspects of Aircraft Food
Global Market Outlook
Developing Countries Continue to Offer Significant Growth Opportunities
Table 7: Global In-Flight Catering Services Market - Geographic Regions Ranked by CAGR (Revenues) for 2015-2022: Asia-Pacific , Middle East , Latin America , Africa , United States , Canada , Europe , and Japan (includes corresponding Graph/Chart)
Table 8: World Aviation Industry: Projected Compounded Annual Growth Rates (CAGR) for Air Passenger Traffic (RPKs) for the Period 2016-2036 by Region (includes corresponding Graph/Chart)
Table 9: World Aviation Routes Ranked by Annual Air Travel Growth Rates (2017-2036) (includes corresponding Graph/Chart)
Strong Economic and Demographic Fundamentals Powers Market Growth
Table 10: Projected Compounded Annual Growth Rate (% CAGR) in Per Capita Income for Select Countries over the Period 2015-2035 (includes corresponding Graph/Chart)
In-Flight Catering Services Marketplace: Highly Competitive with Few Global and Multiple Regional and Localized Players
Table 11: Leading Players in the Global In-Flight Catering Services Market (2016): Percentage Market Share Breakdown for Dnata, Do & Co, Flying Food Group, gategroup (incl. Servair), LSG, Newrest, SATS, and Others (includes corresponding Graph/Chart)
Gate Gourmet and LSG Sky Chefs: Two Global Leading In-Flight Caterers
LSG Sky Chefs: Serving Delicious Food, While Protecting Environment
British Airways: Managing Growing Competition through Novel Offerings
The Emirates Group: Transforming from a Regional Leader to a Globally Recognized Brand
Airport Catering Services Market on the Way to Consolidation
Major Mergers and Acquisitions in In-Flight Catering Market over the Period 2010-2016: Acquiring Company, Target Company, Country, and Year
In-Flight Meal Experience Plays a Major Role in Airline Branding
Matching Consumer Expectations: Difficult but Essential
Airlines to Strike Balance between Catering Costs and Brand Image
Regional Impact of Cost Cutting Initiatives
Catering & Logistics: The Most Essential Combination for Caterers
3. MARKET TRENDS, ISSUES & DRIVERS
Huge Number of Outbound Travel Trips of the Chinese Millennial Population to Drive Healthy Demand for In-Flight Catering Services
Table 12: Outbound Travel Trips (in Million) in Asia-Pacific by Country: 2016 & 2022P (includes corresponding Graph/Chart)
Table 13: Chinese Outbound Trips (in Millions): 2013, 2014, 2015, 2016E, and 2022P (includes corresponding Graph/Chart)
Chinese Millennials: The Largest and Most Important Demography Worldwide
Airlines Take the Online Route to Lure the Technically Skilled Chinese Millennials
The €˜Zhai Economy: The Lucrative Target Group with the €˜ Homebody-Culture
Need to Adopt Dynamic and Operations-Oriented Approach Drive Demand for Automated In-Flight Catering Management Solutions
Enduring Trend of Environmental Sustainability Benefits Long Term Growth in In-Flight Catering
Increasing Pressure to Reduce Costs Favor In-flight Catering Outsourcing
Shift from Complimentary Meals to €˜Buy on Board Transform In-Flight Catering from Free Service Offering to a Revenue Model
Low-Cost Carriers Boost the €œBuy on Board€ Segment of Travel Retail
Other Environmental Factors Add Fuel to the Trend
Local Touch to Buy-On-Board Catering
Business Class Not Immune to Cost Battles
Dietary Restrictions and Food Allergies: The Main Considerations for Airlines when Deciding Menus
Mini Meals: The Latest Fad for the Health Conscious Airline Traveler
Ancient Grains Make a Comeback
Chicken and Fish
Airlines Caterers Prepare to Meet Challenges Posed by Increasing Numbers of Aging Air Travelers
Table 14: Global Aging Population (in Thousands) by Age Group: 1975-2050 (includes corresponding Graph/Chart)
Culturally Diverse Food Preferences Spur Growth in Special Meals
Expanding Population, Emerging Middle Class & Rapid Urbanization: The Megatrends Driving Air Travel & Airline Catering
Table 15: Global Population Estimates (in Billion): 2000, 2010, 2017E, 2030P, and 2050P (includes corresponding Graph/Chart)
Table 16: Global Middle Class Population (in Millions) and as a Percentage of Total Population: 2005, 2015, 2025 & 2035 (includes corresponding Graph/Chart)
Table 17: Global Middle Class Spending (in US$ Trillion) by Geographic Region (2017E, 2025P & 2030P) (includes corresponding Graph/Chart)
Table 18: Percentage of Urban Population in Select Countries (2016 & 2050) (includes corresponding Graph/Chart)
Rising Airline-Hotel Collaborations Benefit Market Prospects
Select Airlines Extend Premium-Quality Foods to Non-First Class Passengers
Large Airlines Focus on Lean Operations, Shed Catering Units
Airline Catering Business Lures Private Equity with Steady Cash Flows
Industry Adopts Novel Concepts in Production, Material & Process Management
Regulatory Forces Keep Close Watch
4. EVOLUTION, INNOVATIONS AND ENHANCEMENTS
Airline Catering: From Simple Fare Comprising Biscuits to Elaborate Multiple Meal Option Menus
Quieter Airbus A380 and Boeing 787 Dreamliner make it Easier to Savor In-Flight Meals
Food Services for Premium Cabins Similar to Top Restaurants on the Ground
Advent of Cultural and Religious Diets
Complimentary and Paid Multiple-Course Meals
Hybrid Model: The Next Big Thing in Airline Catering
Passengers Pre-order Food Using Mobile Apps
Mobile-Based Ordering Takes Off
Pre-ordered Meals at Airport Restaurants
Airlines Allowing Pre-Ordered Meals before Flights
Paid Pre-order Meals Still Not Flying
Onboard Picnic Services
Deep Frozen Meals
Supplementing Free Meals
5. KEY CHALLENGES
Space Constraints Versus Customer Preferences
Quality and Quantity
Logistics & Food Pricing
Shortening Supply Chain
Lack of Hygiene & Safety
7. PRODUCT/SERVICE LAUNCHES
LSG Group Introduces New Onboard Retail Service on LATAM Airlines
Korean Air Introduces Poutine in its Inflight Meals
Newrest Servair Launches Services for Saudia
Ethiopian Airlines Inaugurates Modern In-flight Catering Centre
KLM Royal Dutch Introduces In-flight Draft Beer
Mumbai International Airport to Develop In-flight Catering Facility on Premises
Cathay Pacific and Dragonair Launch New In-flight Menus
Newrest Launches Services to Brussels Airlines Long-Haul Flights from Canada
UTair Aviation to Transition to New In-flight Catering Concept
On Air Dining Launches New Flash Card for Luxury Cocktails
KLM Introduces €˜Internationally Dutch brand of Meals and Trolleys
On Air Dining Introduces Kopi Luwak Coffee
On Air Dining Introduces High Loader Catering Vehicle
Air Culinaire Worldwide Launches First Crowdsourced In-flight Catering Menu
ANA Expands Halal Menu
Hawaiian Airlines Launches New In-flight Meals with 5 Local Chefs
Air Astana Launches In-flight Catering
8. RECENT INDUSTRY ACTIVITY
Newrest Signs Contract with Teva Laboratory Restaurant
Retail inMotion and Eurowinds Extend Partnership
SATS Enters into Agreement with Malaysia Airlines to Acquire Stake in Evergreen Sky Catering
LSG Group Partners with Etihad Airways
Newrest Begins Services for Cathay Pacific
Newrest Announces New Contract for CRAMIF
British Airways Chooses Newrest Servair to Cater its New Flights to Chile
Asiana Airlines to Increase Stake in Gate Gourmet Korea
ANA Awards New Contract to Alpha LSG
Alpha LSG Signs Contract with Singapore Airlines
Abbys Aircraft Catering Announces Catering Deal with Turkish Airlines Flight from Houston to Istanbul
TajSATS Awarded €˜Best Inflight Caterer
Japan Airlines and Delta Air Lines Announce Culinary Partnerships
Garuda Indonesia Appoints Alpha LSG as In-flight Caterer
Abbys Aircraft Receives High Loader Trucks for In-flight Catering Logistics
SATS Completes Acquisition of 49% Stake in Sdn Bhd
SATS Acquires MacroAsia Catering Services
Air France to Sell Servair to Gate Group
ISS Israels Inflight Catering Services Wins Contract to Serve International Airport
Lufthansa Awards Flying Food Group Three New Gates
Flying Food Group Announces Catering Deals with Three Carriers
Newrest France Begins Services for French Blue Carrier
Flying Food Group Caters to Royal Air Marocs New Route
Newrest Servair Toronto Begins Services for Ethiopian Airlines
LSG Sky Chefs Extends JV Agreements in China
Newrest Gulf Extends Contract with NCC
Newrest Servair to Cater Vueling Flight Departing from Brussels
Gate Gourmet Caters United Airlines First Flight with Boeing 787-9 Dreamliner
Air Fayre Awarded Contract with WOW Air at Los Angeles Airport
Newrest Announces 1SO 9001 Certification
Chinese Conglomerate HNA to Acquire GATE Group
On Air Dining Acquires Emilys Inflight Food Services
Ethiopian Airlines Announces Inaugural of Inflight Catering Facility
Newrest Acquires APETITO SA
Air Culinaire Worldwide Acquires Assets of SkyTop Aircraft Catering
Alpha LSG Awarded Contract for easyJet Flights
Journey Group plc Extends Contract with United Airlines
LSG Sky Chefs Signs New Contract with SWISS
LSG Sky Chefs Expands Global Business with Air New Zealand
Air Fayre and JetBlue Expand Partnership
SATS Signs Contract with Delta Air Lines
LSG Sky Chefs Expands Operations with Azul
LSG Sky Chefs Extends Contract with Delta Air Lines
LSG Sky Chefs Extends Contract with Thomas Cook Group Airlines
9. FOCUS ON SELECT GLOBAL PLAYERS
Abbys Catering ( USA )
AAS Catering Co., Limited ( Japan )
ANA Catering Service Co., Limited ( Japan )
Brahims Airline Catering Sdn Bhd ( Malaysia )
Cathay Pacific Catering Services (H.K) Ltd. ( Hong Kong )
Christophers Inflight Catering ( USA )
DO & CO Restaurants & Catering AG ( Austria )
Alpha Flight Group Limited (UK)
Emirates Flight Catering Co., LLC (UAE)
Flying Food Group, LLC ( USA )
Gate Gourmet Switzerland GmbH ( Switzerland )
Servair SA ( France )
Goddard Catering Group ( USA )
Journey Group plc (UK)
Air Fayre CA Inc. ( USA )
Kansai In-flight Catering Co., Limited ( Japan )
KLM Catering Services ( The Netherlands )
LSG Lufthansa Service Holding AG ( Germany )
LSG Sky Chefs ( Germany )
Newrest Group International S.A.S ( France )
Oman International Services ( Oman )
On Air Dining Ltd. (UK)
Saudi Airlines Catering Company ( Saudi Arabia )
SATS Limited ( Singapore )
TajSATS Air Catering Limited ( India )
10. GLOBAL MARKET PERSPECTIVE
Table 19: World Recent Past, Current and Future Analysis for In-Flight Catering Services by Geographic Region - US, Canada , Japan , Europe , Asia-Pacific (excluding Japan ), Middle East , Africa and Latin American Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2015 through 2022 (includes corresponding Graph/Chart)
Table 20: World Historic Review for In-Flight Catering Services by Geographic Region - US, Canada , Japan , Europe , Asia-Pacific (excluding Japan ), Middle East , Africa and Latin American Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2009 through 2014 (includes corresponding Graph/Chart)
Table 21: World 14-Year Perspective for In-Flight Catering Services by Geographic Region - Percentage Breakdown of Revenues for US, Canada , Japan , Europe , Asia-Pacific (excluding Japan ), Middle East , Africa and Latin American Markets for Years 2009, 2016, and 2022 (includes corresponding Graph/Chart)
1. THE UNITED STATES
Growing Preference for Healthy Meals Sustain Growth in the Matured US Market
Willingness of Consumers to Pay Extra for On-Board Meals Bodes Well for the Market
Improving Commercial Aviation Sector to Benefit Demand Prospects
Passenger Count - An Indication of In-Flight Catering Dynamics
Table 22: Domestic Annual Air Traffic in the US: Passengers (Millions) and Revenue Passenger Miles (Billions) for the Period 2006 to 2016 (includes corresponding Graph/Chart)
North American Airlines Adopt New Approach towards In-Flight Food
Lean Manufacturing Leads the Way
In-Fight Catering: Localization and Personalization Assumes Importance
Airlines Team up with Advertisers to Offer Branded Products
DIY Catering: To the Rescue in Remote Locations
Lack of Adequate Safety Precautions in Airline: A Major Cause of Concern
Southwest Airlines: New Model Helping Efficient Operations
Strategic Corporate Developments
Select Key Players
Table 23: US Recent Past, Current and Future Analysis for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2015 through 2022 (includes corresponding Graph/Chart)
Table 24: US Historic Review for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2009 through 2014 (includes corresponding Graph/Chart)
Healthy Rise in Air Passenger Traffic Fuel Market Demand
Table 25: Annual Air Passenger Traffic (in Thousands) in Canada : 2000, 2005, 2010 & 2015 (includes corresponding Graph/Chart)
Table 26: Canadian Recent Past, Current and Future Analysis for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2015 through 2022 (includes corresponding Graph/Chart)
Table 27: Canadian Historic Review for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2009 through 2014 (includes corresponding Graph/Chart)
Growing Preference for Culture-Specific Meals Sustain Market Growth
Table 28: Annual Air Passenger Traffic (in Thousands) in Japan : 2000, 2005, 2010 & 2015 (includes corresponding Graph/Chart)
Strategic Corporate Development
Select Key Players
Table 29: Japanese Recent Past, Current and Future Analysis for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2015 through 2022 (includes corresponding Graph/Chart)
Table 30: Japanese Historic Review for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2009 through 2014 (includes corresponding Graph/Chart)
Recovery in Demand for New Airplanes to Benefit Market Growth
Impact of Reorganized EU VAT System on In-Flight Catering Services in Europe
European Airlines Buy-On-Board Services
In-Flight Caterers Adopt Novel Marketing Methods
Table 31: Leading Flight Catering Companies in the European Charter Market (2016E): Percentage Market Share Breakdown by Company (includes corresponding Graph/Chart)
Table 32: Leading Food & Beverage Providers in the European Buy-on-Board Market (2016E): Percentage Market Share Breakdown by Company (includes corresponding Graph/Chart)
Table 33: Leading Flight Catering Companies in the European Low Cost Carriers (LCC) Market (2016E): Percentage Market Share Breakdown by Company (includes corresponding Graph/Chart)
Table 34: European Recent Past, Current and Future Analysis for In-Flight Catering Services by Geographic Region - France , Germany , Italy , UK, Spain , Russia , and Rest of European Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2015 through 2022 (includes corresponding Graph/Chart)
Table 35: European Historic Review for In-Flight Catering Services by Geographic Region - France , Germany , Italy , UK, Spain , Russia , and Rest of European Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2009 through 2014 (includes corresponding Graph/Chart)
Table 36: European 14-Year Perspective for In-Flight Catering Services by Geographic Region - Percentage Breakdown of Revenues for France , Germany , Italy , UK, Spain , Russia , and Rest of European Markets for Years 2009, 2016, and 2022 (includes corresponding Graph/Chart)
Table 37: Annual Air Passenger Traffic (in Thousands) in France : 2000, 2005, 2010 & 2015 (includes corresponding Graph/Chart)
Strategic Corporate Developments
Select Key Players
Table 38: French Recent Past, Current and Future Analysis for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2015 through 2022 (includes corresponding Graph/Chart)
Table 39: French Historic Review for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2009 through 2014 (includes corresponding Graph/Chart)
4b . GERMANY
Table 40: Annual Air Passenger Traffic (in Thousands) in Germany : 2000, 2005, 2010 & 2015 (includes corresponding Graph/Chart)
LSG Lufthansa Service Holding AG - A Major Germany-Based Company
Strategic Corporate Developments
Table 41: German Recent Past, Current and Future Analysis for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2015 through 2022 (includes corresponding Graph/Chart)
Table 42: German Historic Review for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2009 through 2014 (includes corresponding Graph/Chart)
Table 43: Italian Recent Past, Current and Future Analysis for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2015 through 2022 (includes corresponding Graph/Chart)
Table 44: Italian Historic Review for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2009 through 2014 (includes corresponding Graph/Chart)
4d. THE UNITED KINGDOM
Table 45: Annual Air Passenger Traffic (in Thousands) in the United Kingdom : 2000, 2005, 2010 & 2015 (includes corresponding Graph/Chart)
UK Airlines Charge In-Flight Meals in Tune with Global Trends
British Airways: Managing Growing Competition through Novel Offerings
British Airways Catering Cut Decision: Will it Impact the Carriers Profitability?
Strategic Corporate Developments
Select Key Players
Table 46: UK Recent Past, Current and Future Analysis for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2015 through 2022 (includes corresponding Graph/Chart)
Table 47: UK Historic Review for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2009 through 2014 (includes corresponding Graph/Chart)
Table 48: Annual Air Passenger Traffic (in Thousands) in Spain : 2000, 2005, 2010 & 2015 (includes corresponding Graph/Chart)
Table 49: Spanish Recent Past, Current and Future Analysis for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2015 through 2022 (includes corresponding Graph/Chart)
Table 50: Spanish Historic Review for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2009 through 2014 (includes corresponding Graph/Chart)
Government Subsidies and Rise in Income Levels Drive Significant Increase in Air Travel
Table 51: Annual Air Passenger Traffic (in Thousands) in Russia : 2000, 2005, 2010 & 2015 (includes corresponding Graph/Chart)
Changes Abound in Airline Catering Industry
Rising Consumer Preferences Incites Changes to Services
In-Flight Catering Market Faces Food Safety Challenges
Table 52: Russian Recent Past, Current and Future Analysis for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2015 through 2022 (includes corresponding Graph/Chart)
Table 53: Russian Historic Review for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2009 through 2014 (includes corresponding Graph/Chart)
4g. REST OF EUROPE
Strategic Corporate Developments
Select Key Players
Table 54: Rest of Europe Recent Past, Current and Future Analysis for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2015 through 2022 (includes corresponding Graph/Chart)
Table 55: Rest of Europe Historic Review for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2009 through 2014 (includes corresponding Graph/Chart)
Surging Air Passenger Traffic & Growing Affluence Drive Strong Market Growth
Table 56: Outbound Travel Trips (in Million) in Asia-Pacific by Country: 2016 & 2022P (includes corresponding Graph/Chart)
Table 57: Projected Compounded Annual Growth Rate (% CAGR) in Per Capita Income for Select Countries over the Period 2015-2035 (includes corresponding Graph/Chart)
Table 58: Global In-Flight Catering Services Market - Geographic Regions Ranked by CAGR (Revenues) for 2015-2022: Asia-Pacific , Middle East , Latin America , Africa , United States , Canada , Europe , and Japan (includes corresponding Graph/Chart)
Asia-Pacific Aviation Market in a Nutshell
Booming Commercial Aviation Sector Offers Lucrative Growth Opportunities
Table 59: World Aviation Industry: Projected Compounded Annual Growth Rates (CAGR) for Air Passenger Traffic (RPKs) for the Period 2011-2030 by Region (includes corresponding Graph/Chart)
Table 60: World Aviation Routes Ranked by Annual Air Travel Growth Rates (2010-2020) (includes corresponding Graph/Chart)
Bakery Products, Despite Specific Restraints, Signals Opportunities for In-Flight Caterers
Table In-flight Bakery Choices in Asia-Pacific
Major Trends and Innovations in In-Flight Bakery Service Providers
Strengths and Opportunities Hinge On Local Factors
Healthy Habits Inspiring Asian Airlines In-Flight Catering
Table 61: Asia-Pacific Recent Past, Current and Future Analysis for In-Flight Catering Services by Geographic Region - China and Rest of Asia-Pacific Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2015 through 2022 (includes corresponding Graph/Chart)
Table 62: Asia-Pacific Historic Review for In-Flight Catering Services by Geographic Region - China and Rest of Asia-Pacific Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2009 through 2014 (includes corresponding Graph/Chart)
Table 63: Asia-Pacific 14-Year Perspective for In-Flight Catering Services by Geographic Region - Percentage Breakdown of Revenues for China and Rest of Asia-Pacific Markets for Years 2009, 2016, and 2022 (includes corresponding Graph/Chart)
Double Digit Growth in Air Travel in China Offers Huge Market Growth Potential
Huge Air Passenger Turnover to Spur Demand for In-Flight Catering in China
Table 64: Annual Air Passenger Traffic (in Thousands) in China : 2000, 2005, 2010 & 2015 (includes corresponding Graph/Chart)
Chinese Millennial Population to Drive Outbound Travel Trips
Table 65: Chinese Outbound Trips (in Millions): 2013, 2014, 2015, 2016E, and 2022P (includes corresponding Graph/Chart)
Chinese Millennials: The Largest and Most Important Demography Worldwide
Airlines Take the Online Route to Lure the Technically Skilled Chinese Millennials
The €˜Zhai Economy: The Lucrative Target Group with the €˜ Homebody-Culture
Current State of Chinas Aviation Foods Sector
Rapid Market Development and Fierce Competition
Key Challenges for the Chinese In-Flight Catering Market
Strategies to Overcome Challenges in Chinas In-Flight Catering Market
Realizing Home Style and Low Cost
Technology Integration for Efficient Procurement and Logistics Management
Local Characteristics, Chinese-Style Catering
Creating Healthy and Safety Atmosphere for Aviation Compound Food
Developing People-Oriented Service with Focus on Tourists
Strategic Corporate Development
Table 66: Chinese Recent Past, Current and Future Analysis for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2015 through 2022 (includes corresponding Graph/Chart)
Table 67: Chinese Historic Review for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2009 through 2014 (includes corresponding Graph/Chart)
5b . REST OF ASIA-PACIFIC
India : A Potential Laden Regional Market
Relatively Lower Levels of Air Passengers Offers Huge Untapped Market Potential
Growing Commercial Aviation Sector Benefit Market Growth
Table 68: Annual Air Passenger Traffic (in Thousands) in India : 2000, 2005, 2010 & 2015 (includes corresponding Graph/Chart)
Key Challenges Faced by In-Flight Caterers in India
Branded Foods Find Favor with Airlines
National Carrier Bows Down to Pressure
Rise of Halal Tourism in India
Rise in Low Cost Carriers with Buy on Board Options
Chartered Airlines - The Sunrise Sector
Flight Caterers Mull over Diversification into Retail Business to Remain Afloat
Taiwan : Major In-flight Catering Companies Operating from the Country
China Pacific Catering Services (CPCS)
Evergreen Sky Catering Corporation
TransAsia Catering Services
Sri Lanka : In-flight Catering Witness Resurgence
Strategic Corporate Developments
Select Key Players
Table 69: Rest of Asia-Pacific Recent Past, Current and Future Analysis for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2015 through 2022 (includes corresponding Graph/Chart)
Table 70: Rest of Asia-Pacific Historic Review for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2009 through 2014 (includes corresponding Graph/Chart)
6. THE MIDDLE EAST
Middle East Market for In-flight Catering on a High Growth Trajectory
UAEs Emirates Group Drive Phenomenal Growth in Regional Air Passenger Traffic
The Emirates Group: Transforming from a Regional Leader to a Globally Recognized Brand
The Middle East Carriers Ahead in On-board Catering Services
Back Catering - An Emerging Trend in the Market
Kingdom of Saudi Arabia (KSA): An Important Regional Market Owing to Religious Travel
Rising Passenger Traffic to Drive Saudi Airline Catering Market
Strategic Corporate Developments
Select Key Players
Table 71: Middle East Recent Past, Current and Future Analysis for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2015 through 2022 (includes corresponding Graph/Chart)
Table 72: Middle East Historic Review for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2009 through 2014 (includes corresponding Graph/Chart)
Rising Investment by Low Cost Carriers and In-Flight Catering Providers to Reap Benefits
Strategic Corporate Developments
Table 73: African Recent Past, Current and Future Analysis for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2015 through 2022 (includes corresponding Graph/Chart)
Table 74: African Historic Review for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2009 through 2014 (includes corresponding Graph/Chart)
8. LATIN AMERICA
Steadily Growing Aviation Sector Augurs Well for In-Flight Catering Services Market
Strategic Corporate Developments
Table 75: Latin American Recent Past, Current and Future Analysis for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2015 through 2022 (includes corresponding Graph/Chart)
Table 76: Latin American Historic Review for In-Flight Catering Services Analyzed with Annual Revenue Figures in US$ Million for Years 2009 through 2014 (includes corresponding Graph/Chart)
IV. COMPETITIVE LANDSCAPE
Total Companies Profiled: 78 (including Divisions/Subsidiaries - 89) The United States (30) Japan (2) Europe (24) - France (2) - Germany (3) - The United Kingdom (5) - Rest of Europe (14) Asia-Pacific (Excluding Japan) (17) Middle East (10) Latin America (1) Africa (5)
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