Singapore Airlines

Singapore Airlines Limited (SIA) is the national airline of Singapore. Singapore Airlines operates a hub at Singapore Changi Airport and has a strong presence in the Southeast Asia, East Asia, South Asia, and "Kangaroo Route" markets. The company also operates trans-Pacific flights, including two of the world's longest non-stop commercial flights from Singapore to Newark, New Jersey and Los Angeles, California on the Airbus A340-500. Singapore Airlines is the launch customer of the "superjumbo" Airbus A380.
SIA has diversified into airline-related businesses such as aircraft handling and engineering. Its wholly-owned subsidiary, SilkAir, manages regional flights to secondary cities with smaller capacity requirements. Subsidiary Singapore Airlines Cargo operates SIA's dedicated freighter fleet, and manages the cargo-hold capacity in SIA's passenger aircraft. SIA has a 49% shareholding in Virgin Atlantic and has also responded to the threats posed by the low-cost sector by investing a 49% stake in Tiger Airways. Singapore Airlines Limited is the world's largest carrier by market capitalisation. It ranks amongst the top 15 carriers worldwide in terms of revenue passenger kilometres, is the 8th largest airline in Asia and ranked 6th in the world for international passengers carried.
Singapore Airlines was ranked 17th in Fortune's World’s Most Admired Companies rankings in 2007 and has built up a strong brand name as a trendsetter in the aviation industry, particularly in terms of innovation, safety and service excellence,] coupled with consistent profitability. It has won numerous awards and is an industry bellwether for aircraft purchases. The airline was Asia's first and the world's third airline to be accredited by IATA with the IOSA (IATA Operations Safety Audit).

History

Origins
Singapore Airlines began with the incorporation of Malayan Airways Limited (MAL) on 12 October 1947, by the Ocean Steamship Company of Liverpool, the Straits Steamship Company of Singapore and Imperial Airways. The airline's first flight was a chartered flight from the British Straits Settlement of Singapore to Kuala Lumpur on 2 April 1947 using an Airspeed Consul twin-engined airplane. Regular weekly scheduled flights quickly followed from Singapore to Kuala Lumpur, Ipoh and Penang from 1 May 1947 with the same aircraft type. The airline continued to expand during the rest of the 1940s and 1950s, as other British Commonwealth airlines (such as BOAC and Qantas Empire Airways) provided technical assistance, as well as assistance in joining IATA. By 1955, Malayan Airways' fleet had grown to include a large number of Douglas DC-3s, and went public in 1957. Other aircraft operated in the first two decades included the Douglas DC-4 Skymaster, the Vickers Viscount, the Lockheed L-1049 Super Constellation, the Bristol Britannia, the de Havilland Comet 4 and the Fokker F27.
When Malaya, Singapore, Sabah and Sarawak formed the Federation of Malaysia in 1963, the airline's name was changed, from "Malayan Airways" to "Malaysian Airlines" (though still abbreviated to MAS). MAS also took over Borneo Airways. In 1966, following Singapore's separation from the federation, the airline's name was changed again, to Malaysia-Singapore Airlines (MSA). The next year saw a rapid expansion in the airline's fleet and route, including the purchase of MSA's first Boeing aircraft, the Boeing 707s, as well the completion of a new high-rise headquarters in Singapore. Boeing 737s were added to the fleet soon after.

Incorporation and growth
MSA ceased operations in 1972, when political disagreements between Singapore and Malaysia resulted in the formation of two entities: Singapore Airlines and Malaysian Airlines System. Singapore Airlines kept all 10 of MSA's Boeing 707s and 737s, retained the international routes out of Singapore as well as the existing corporate headquarters in the city, with J.Y. Pillay, former joint chief of MSA as its first chairperson. Female flight attendants continued to wear the sarong kebaya uniform, which had been first introduced in 1968. A local start up advertising company, Batey Ads was given the right to market the airline, eventually selecting the sarong and kebaya-clad air stewardesses as an icon for the airline and calling them Singapore Girls.
SIA saw rapid growth during the 1970s, adding cities in the Indian subcontinent and Asia, and adding Boeing 747s to its fleet. The 1980s saw the new services to United States, Canada, and European cities with Madrid becoming the first Hispanic city to be served by SIA.
Boeing 747-400s were introduced into the SIA fleet in 1989 and named Megatops. They were later complemented by Boeing 777s, Airbus A310s and Airbus A340s. Services were extended to southern Africa in the 1990s, when the airline began flights to Johannesburg in South Africa. The cities of Cape Town and Durban were subsequently introduced to the route network.

Modern history
In 2004, SIA began non-stop trans-Pacific flights from Singapore to Los Angeles and Newark, utilising the Airbus A340-500. These flights marked the first non-stop air services between Singapore and the USA. The Singapore to Newark flight is the record for the longest scheduled commercial flight, with a flying time of over 18 hours each way. Beginning in May 2008 Singapore Airlines will begin converting the five Airbus A340-500 to a business class model only for its routes to Newark and Los Angeles.
At a Cabinet meeting on 22 February 2006, the Government of Australia decided not to grant fifth freedom rights to Singapore Airlines on flights from Australia to the United States. Singapore Airlines had argued that transpacific flights from Australia suffered from under-capacity, leading to limited competition and relatively high air fares. The move was seen as a measure taken to protect Qantas from increased competition. SIA had encountered such protectionist measures in the past when SIA was shut out from the Toronto market after complaints from Air Canada, and was forced to stop flying Boeing 747-400s into Jakarta in the wake of protests from Garuda Indonesia when it could not use similar equipment to compete.

A380
On September 29, 2000, SIA announced an order for 25 Airbus A3XX (as the A380 was known at the time). The US$8.6 billion order comprised a firm order of 10 aircraft, with options on another 15 airframes. The order was confirmed by Singapore Airlines on July 12, 2001. In January 2005, the airline unveiled the slogan "First to Fly the A380 - Experience the Difference in 2006", to promote itself as the first airline to take delivery of the A380-800, which was expected to take place in the second quarter of 2006. In June 2005, Airbus confirmed that due to unforeseen technical problems, initial deliveries of the Airbus A380 would be delayed by up to six months, with the first delivery now slated for November 2006. The announcement was met with fury by SIA's chief executive officer, Chew Choon Seng, who threatened to sue Airbus, saying:
“
Airbus took some time to acknowledge the delay in the timetable for the A380's entry into service…I would have expected more sincerity.
”
He further stated that SIA will be turning its attention to Boeing instead, since it would be receiving the Boeing 777-300ER before the A380. Nevertheless, SIA has indicated that this would not affect its promotional campaign.
In February 2006, the first A380 in full Singapore Airlines livery was flown to Singapore, where it was displayed at Asian Aerospace 2006. On June 14, 2006, Singapore Airlines placed an initial order for the Boeing 787 as part of its future aircraft expansion. The order consisted of 20 787-9s and rights for 20 more. This order came one day after Airbus announced that the A380 superjumbo would be delayed by another 6 months.
A third delay was announced on 3 October 2006, pushing the initial delivery of the first A380 to October 2007.
On 25 October 2007, the first commercial A380 service, flight number SQ 380, flew 455 passengers from Singapore to Sydney, touching down in Sydney Airport at 5:24 pm local time, where it received significant attention from the media. The airline donated all revenue generated from the flight to three charities in a ceremony the next day in Sydney. SIA began regular services with the A380 on 28 October 2007.

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Korean Air

Korean Air Lines Co., Ltd., operating as Korean Air, is the national and largest airline of South Korea; its global headquarters are located in Seoul in Korea. Its international passenger division and related subsidiary cargo division together serve 130 cities in 45 countries, while its domestic division serves 20 destinations. It is among the top 20 airlines in the world airlines in terms of passengers carried. Incheon International Airport serves as Korean Air's international hub. Korean Air also maintains a satellite headquarters campus at Incheon International Airport, located 30 minutes away from South Korea's capital, Seoul.
Korean Air's main global headquarters campus and its Global Operations Center are located in Seoul, Korea in Gangseo-gu (ward). Korean Air also maintains a domestic office campus at Gimpo International Airport in Seoul. Korean Air's lesser domestic superhubs are based at Jeju International Airport and Gimhae International Airport, Busan. The maintenace facilities are located in Gimhae international airport.

History
Korean Air was founded by the South Korean Government in 1962 as Korean Air Lines to replace Korean National Airlines (founded in 1948). On 1 March 1969 the Hanjin Transport Group took control of the fledgling airline. Long-haul freight operations were introduced on 26 April 1971 followed by passenger services to Los Angeles on 19 April 1972.
International flights to Hong Kong, Taiwan, and Los Angeles were flown with Boeing 707s until the introduction of Boeing 747 in 1973. In 1973, KAL introduced Boeing 747s on their Pacific routes and started a European service to Paris using the 707 and DC-10. In 1975 KAL became one of Airbus's first Asian customers with the purchase of three A300s, which were put into immediate service on Asian routes.
A blue-top, silver and redesigned livery with a new corporate "Korean Air" logo featuring an accented, stylized "taegukki" design was introduced on 1 March 1984 and the airline's name changed to Korean Air from Korean Air Lines. This livery was introduced on its Fokker F28s. It was designed in cooperation between Korean Air and Boeing. In 1990s Korean Air became the first airline to use the new MD-11 to supplement its new fleet of Boeing 747-400s. However, MD-11 did not meet the set performance and they were converted to freighters (in addition to 747 freighters).
In 1998, an economic recession hit South Korea, which resulted in large reductions in flights and destinations. In 2000, South Korea recovered and Korean Air expanded its global destination network, adding gateways from its hub at Incheon International Airport.
Korean Air flies to the most US gateway destinations of any Asian carrier (14 cities in the 50 states and territories).
Korean Air owns 25% of Okay Airways, a Tianjin, PRC-based airline. As of 2007, Korean Air is in negotiations to open its China hub in Beijing or Shanghai by the end of 2008.
The airline has 16,623 employees (at March 2007). On June 5, 2007, Korean Air said that it would create a new low-cost carrier in Korea to compete with Korea's super-high speed railway network system named KTX which offers cheaper fares and less stringent security procedures. Korean Air's low-cost concept will fly Boeing 737s. Over 20 domestic destinations are planned to be part of the new domestic network.

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Northwest Airlines

Northwest Airlines, Inc. (often abbreviated NWA) is the principal subsidiary of Northwest Airlines Corporation (NYSE: NWA) and is a major United States airline headquartered in Eagan, Minnesota, near Minneapolis-St. Paul International Airport in the United States. Northwest has three major hubs in the United States: Detroit Metropolitan Wayne County Airport, Minneapolis-Saint Paul International Airport, and Memphis International Airport. Northwest also operates flights from a small hub in Asia at Narita International Airport near Tokyo and also operates transatlantic flights in cooperation with partner KLM from Schiphol Airport in Amsterdam. Additionally, it maintains focus city operations at Indianapolis International Airport, Honolulu International Airport, and Seattle-Tacoma International Airport.
As of 2006 Northwest was the world's sixth largest airline in terms of domestic and international scheduled passenger miles flown and the U.S.'s sixth largest airline in terms of domestic passenger miles flown. In addition to operating one of the largest domestic route networks in the U.S., Northwest carries more passengers across the Pacific Ocean (5.1 million in 2004) than any other U.S. carrier, and carries more domestic air cargo than any other American passenger airline. It is the only U.S. combination carrier (passenger and cargo service) operating dedicated Boeing 747 freighters. The airline, along with its parent company, Northwest Airlines Corporation and subsidiaries, operated under Chapter 11 bankruptcy protection which, in the United States, allows continued operation during the reorganization effort, not cessation of flights as in the case in some countries. Northwest emerged from bankruptcy protection on May 31, 2007.
Northwest Airlines' regional flights are operated under the name Northwest Airlink by Mesaba Airlines, Pinnacle Airlines, and Compass Airlines. Northwest Airlines is currently a minority owner of Midwest Airlines, holding a 40% stake in the company. Its frequent flyer program is called WorldPerks. Northwest Airlines' tagline is "Now you're flying smart."
On April 14, 2008, Northwest announced it will be merging with Delta Air Lines, subject to regulatory review. If approved, the new airline will retain only the Delta Air Lines name and brand, and become the largest airline in the world.

Beginnings
Northwest Airlines was founded in 1 September 1926 by Col. Lewis Brittin, under the name Northwest Airways. Like other early airlines, Northwest's focus was not in hauling passengers, but in flying mail for the U.S. Post Office Department. The fledgling airline established a mail route between Minneapolis and Chicago, using open cockpit biplanes such as the Curtiss Oriole.
Northwest began flying passengers in 1927. In 1928, the airline started its first international route with service to Winnipeg, Canada. The airline's operations were expanded to smaller cities in the region by the end of the decade. In 1931 Northwest sponsored Charles and Anne Lindbergh on a pioneering flight to Japan, scouting what would become known as the Northwest Airlines Great Circle route, and proving that flying through Alaska could save as much as 2,000 miles (3,000 km) on a New York-Tokyo route. In 1933, Northwest was designated to fly the Northern Transcontinental Route from New York City to Seattle, Washington; it adopted the name Northwest Airlines the following year as a result of the Air Mail Scandal. Northwest stock began to be publicly traded in 1941.
During World War II, Northwest joined the war effort by flying military equipment and personnel from the continental United States to Alaska. During this time, Northwest began painting their aircraft tails red, as a visual aid in the often harsh weather conditions. This experience with the severe northern climate led the government to designate Northwest as the United States' main North Pacific carrier following the war.
In the spring of 1947 Northwest began staffing its Tokyo base with company personnel, flying them on the Great Circle route in twin-engine Douglas DC-3 aircraft. On 15 July 1947, Northwest became the first airline to fly a commercial passenger flight from the U.S. to Japan, using The Manila, a Douglas DC-4 aircraft. The flight originated at Wold-Chamberlain Field (the predecessor of today's Minneapolis-St. Paul International Airport), and made its way to Tokyo by way of Edmonton, Anchorage, and Shemya in the Aleutian Islands. From Tokyo, the flight continued to Seoul, Shanghai, and Manila. Taipei replaced Shanghai after the end of the Chinese Civil War in 1949. With its new routes, the airline re-branded itself as Northwest Orient Airlines, although the legal name of the company remained Northwest Airlines.

Global expansion
On 1 August 1949, Northwest took delivery of its first double-deck Boeing 377 Stratocruisers, which allowed the airline to establish higher service standards and reduce flight time. They were used to fly the Tokyo route nonstop from Seattle, and – with one stop in Anchorage – from Chicago. In 1951, Northwest helped establish Japan Airlines by leasing its aircraft and crew to the new company. In 1952, under the U.S.-Japan bilateral aviation treaty, Northwest and Pan American were the two U.S. flag carriers awarded rights to fly not only from the U.S. to Japan, but to pick up and carry passengers beyond Japan. Northwest remains the largest non-Japanese carrier at Tokyo's Narita Airport, with flights to several cities in Asia including Seoul, Busan, Manila, Hong Kong, Beijing, Shanghai, Guangzhou, Bangkok, Singapore, Saipan and Guam.
Northwest meteorologists pioneered the first clear-air turbulence forecasting system in 1957, important since the airline flew many northern routes over turbulence-prone mountain areas. Northwest remains a leader in turbulence prediction, providing TPAWS (turbulence prediction and warning services) to other airlines.
On 1 June 1959, Northwest took delivery of its first turboprop jet aircraft, the Lockheed L-188 Electra. On 8 July 1960, Northwest put the Douglas DC-8 into service, offering the shortest flight times on routes to Asia. In August 1960, Northwest retired the last Boeing 377 Stratocruiser. The airline took delivery of the Boeing 720B in 1961, and in 1963, with the new Boeing 707, and the retirement of the last propeller aircraft, Northwest became the first U.S. airline with an all-turbofan jet fleet, hence the slogan "Northwest Orient: The Fan-Jet Airline." Northwest began operating the Boeing 727-151 in 1964.
Northwest took delivery of its first Boeing 747-151 aircraft in 1970. The airline began retiring the older Boeing 707s, and using the newer 747s on high-density domestic routes, where the 727 lacked sufficient capacity.

Merger with Republic and the 1990s
After airline deregulation, Northwest began nonstop flights to other Asian cities, returned to China in 1984 after a 34 year hiatus, and gradually strengthened its presence in the southern United States. It also began flying to the United Kingdom, Ireland, Germany, and Scandinavia. On 1 October 1986, Northwest purchased its competitor, Minneapolis-St. Paul-based Republic Airlines, and adopted its three-hub network centered around Minneapolis-St. Paul, Detroit, and Memphis. Northwest dropped the word Orient from its brand name after the merger.
In 1989, Northwest introduced a new identity designed by Landor Associates superseding the 1970 logo and livery, which had been used since 1986, minus the word "Orient." A new livery, nicknamed the "bowling shoe" by employees, featuring colors of red, white, gray, and blue, was adopted at the same time.
1989 also saw major changes in ownership at the airline. Northwest was purchased in a 1989 leveraged buyout by an investment group headed by Al Checchi, Fred Malek and Gary Wilson, with KLM, and many others. To pay off the debt incurred in their takeover, the new management sold many of the airline's aircraft to leasing companies, and sold property around the world, including land in central Tokyo. The expense of the buyout was so great that in 1993, following several years of losses due to industry overcapacity and a traffic downturn following the Gulf War, Northwest threatened bankruptcy unless its employee groups agreed to three years of wage cuts. After signing the concessionary agreements, Northwest made its first profit since 1989.
Also in 1993, Northwest began its strategic alliance with KLM, which was the largest airline partnership ever conceived at the time. This partnership eventually became the Wings Alliance. However, the alliance never grew beyond the two airlines, and is now obsolete from a passenger's perspective, because both airlines are part of the larger SkyTeam Alliance. (From a legal perspective, the Northwest/KLM alliance remains important: it has antitrust immunity, whereas the broader SkyTeam alliance merely has code-sharing privileges.) Northwest gradually pulled out of its minor European destinations and once more focused its attention on the domestic and Asian markets. On 1 May 1996, Northwest began the first nonstop service from the U.S. to China, on the Detroit-Beijing route. Nonstop Detroit-Shanghai service followed in April 2000. Later, these nonstop services were suspended in 2002 due to the outbreak of severe acute respiratory syndrome (SARS). Northwest currently serves these routes via Tokyo. The airline sought government approval to restore nonstop Detroit-Shanghai service in March 2007 but lost its bid to United's Washington Dulles-Beijing route; however, Northwest recently received tentative authority to restart nonstop Detroit-Shanghai service starting March 25, 2009.
Throughout the late 1990s and early 2000s, Northwest enjoyed profits and focused on improving technology to increase convenience while reducing costs. The airline has offered airport self-service check-in kiosks since 1997, and has more than any other airline. Northwest was also the first large U.S. airline to offer passengers Internet check-in, with service from December 2000. During the early 2000s, Northwest Airlines acquired a reputation of refusing to adopt industry-wide fare increases that had been accepted by other United States airlines. This changed in March 2005, when Northwest adopted fare hikes in response to rising oil prices.

Detroit blizzard, stranded passengers
On January 2, 1999, a heavy winter storm hit Northwest's hub in Detroit, seriously affecting flight operations. The blizzard dumped eighteen inches of snow on the airport, setting off a chain of events, caused by both human and environmental factors. Before it was over, some passengers had been stuck on board grounded aircraft up to 8.5 hours.
Poor communication between Northwest, Wayne County (operators of the airport), and air traffic control resulted in arriving flights continuing to land despite deteriorating conditions. With area roads impassable, the majority of airport employees were not able to report to work. Snowdrifts covered the ramp, taxiways and runways. Aircraft parked overnight could not be moved away from the gate due to the snow accumulation, and arriving flights had nowhere to go. Many passengers were thereby trapped on board, and unable to disembark for many hours. Eventually employees working through the storm were able to begin the slow process of clearing snow, move aircraft off unused gates, and allowing the inbound flights to park.
An official inquiry found "... [the delays] were serious and indicate that this event had important implications for passenger safety. Moreover, even if the well-being of passengers had not been an issue, the review team believes that the stranding of passengers on aircraft queued on taxiways for up to 8½ hours invites more serious problems and is simply unacceptable. None of the other airlines serving Detroit experienced ground delays approaching the magnitude of Northwest's delays." Subsequently, passengers brought various legal claims against the carrier including false imprisonment and negligence and obtained a $1.7 million settlement.
The problem of passengers stranded on aircraft during bad weather is a common problem among many U.S. airlines. This problem is exacerbated by the shortage of gates at some airports, the reluctance of airlines to ask other airlines for temporary gate use, other airlines not allowing the use of their gates, and reluctance of airlines to use stairs to disembark passengers. In late 2006 and early 2007, similar well-publicized incidents have occurred on other airlines, namely American Airlines in Dallas and JetBlue in New York. However, the above mentioned Northwest incident is noteworthy because of the large monetary settlement.

September 11, 2001 aftermath and beyond
Due to the effects of competition from low-cost carriers such as Southwest Airlines and increased labor costs due to a new contract with employees represented by the Aircraft Mechanics Fraternal Association (AMFA) labor union, Northwest began to make cutbacks in early 2001. Two small rounds of employee layoffs and other cutbacks were implemented in the months prior to the September 11 terrorist attacks. Following the attacks, Northwest was forced to make major changes to its business structure through major employee layoffs and other cost cutting measures. The retirement of costly and aging aircraft such as the Boeing 727 and McDonnell Douglas DC-10-40 were accelerated as new aircraft went into service. In addition, the airline pursued options to reduce costs across the board, including removing pillows, peanuts, pretzels, in-flight entertainment on domestic flights, and newspapers and magazines. Also, over 50 McDonnell Douglas DC-9, Boeing 757, Boeing 747, and Airbus A320 family aircraft were withdrawn from use in an attempt to lower overall capacity and save money. Some of these aircraft have since been returned to service.
Following many years of a pioneering and close partnership with KLM Royal Dutch Airlines, Northwest, along with partners KLM and Continental Airlines, joined the SkyTeam, an airline alliance of ten airlines from around the world, on 15 September 2004. This was partially a result of Air France acquiring KLM, forming the Air France-KLM group. The airline continued to hemorrhage money, however. In the spring of 2005, a media spectacle occurred when the news leaked that top executives in the company had been selling much of their stock. Subsequently, shareholders filed lawsuits against four top officials for insider trading, including Chairman Gary Wilson, CEO Doug Steenland, former director Al Checchi and former CFO Bernie Han.
Despite far-reaching money saving initiatives, Northwest was forced to file for Chapter 11 bankruptcy protection for the first time in its 79-year history. The filing took place in the U.S. Bankruptcy Court for the Southern District of New York on 14 September 2005. With Northwest's filing, four of the six largest U.S. carriers were operating under bankruptcy protection. Northwest joined Delta Air Lines (which filed just minutes before), United Airlines, and US Airways in bankruptcy. All four of these carriers have since emerged from bankruptcy protection. Northwest common stock shares dropped more than 50% for the second time in three days following the news, largely because stock is generally cancelled as part of the bankruptcy process. In the following weeks, Northwest Airlink carriers Mesaba Airlines and Pinnacle Airlines both announced that Northwest had missed payments to them for their Airlink flying. Northwest also announced plans to shrink its Airlink fleet by over 45 aircraft. Mesaba Aviation filed for Chapter 11 Bankruptcy on October 13, 2005. However, Northwest recently announced that it would once again increase capacity.
Northwest announced that on May 18, 2007 that shares of the company would begin to be traded on the NYSE under the ticker NWA. Initial trading on a "when-issued" basis began on May 21, 2007, and regular trading began on May 31, 2007. Also on May 18, 2007, Northwest Airlines was cleared by a federal bankruptcy judge to emerge from Chapter 11 Bankruptcy protection on May 31, 2007. It ended Northwest's 20 months of difficulty trying to slash costs, although it will still likely be an uphill battle, as labor unions who made large concessions will demand higher pay.
On July 16, 2007, Northwest Airlines applied to the United States Department of Transportation for nonstop service between its WorldGateway hub at Detroit to Shanghai (beginning in 2007 on Boeing 747-400s) and to Beijing (beginning in 2009 on Boeing 787 Dreamliners). The airline faced off against Delta Air Lines (who proposed Atlanta to Shanghai and Beijing), American Airlines (Chicago/O'Hare-Beijing), Continental Airlines (Newark-Shanghai), US Airways (Philadelphia-Beijing), United Airlines (Los Angeles-Shanghai and San Francisco-Guangzhou), and MAXjet (Seattle-Shanghai) in the route competition.
On August 12, 2007, Northwest Airlines became a possible passive investor in the purchase of Midwest Airlines by TPG Capital. They stated that while they are an investor, they will not participate in any management or control of Midwest Airlines. However, on August 14, 2007, AirTran Airways raised their offer for Midwest to $16.25 a share, 25 cents more than the TPG offer. But soon after on August 17, 2007, TPG Capital raised their offer to $17.00 a share which sealed the deal. Northwest Airlines became a minority owner of Midwest Airlines in the fourth quarter of 2007.
On September 25, 2007, Northwest Airlines received DOT approval to begin service to Shanghai from their Detroit hub beginning March 25, 2009. American, Continental, Delta, and US Airways also received new or additional China route authority to Shanghai or Beijing, and United received authority to serve Guangzhou.

Merger with Delta Air Lines
In early 2008 reports circulated about merger talks between Northwest and its SkyTeam alliance partner Delta Air Lines. The merger would transform both airlines because of vastly different aircraft fleets and hubs located very close together, making many expensive changes necessary for the future airline.
On April 4, in an announcement seemingly unrelated to the ongoing merger talks, Northwest CEO Douglas Steenland announced revenue enhancements and capacity reductions in response to the extremely high fuel prices. About 15-20 aircraft were to be removed from the fleet.
On April 11, labor unions at both airlines were reported to have struck an agreement giving the green light for a merger.
On April 14, both airlines announced their merger; the combined airline, which will be the world's largest, will retain only the Delta name.

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Malaysia Airlines

Malaysia Airlines is the flag carrier of Malaysia. Malaysia Airlines operates flights from its home base, Kuala Lumpur International Airport, and its secondary hub in Kota Kinabalu. Despite a financial restructuring exercise in 2006, Malaysia Airlines maintains a strong presence in Southeast Asia, East Asia, South Asia, Middle East and on the Kangaroo Route between Europe and Australasia. Malaysia Airlines also operates transatlantic flights from Kuala Lumpur to Newark, via Stockholm, and transpacific flights from Kuala Lumpur to Los Angeles, via Taipei. In 1997, the airline flew the world's longest non-commercial, non-stop flight from Boeing Field in Seattle to Kuala Lumpur, flying eastward passing the European and African continents and breaking the Great Circle Distance Without Landing record for an airliner on a Boeing 777-200ER; this record is now held by the Boeing 777-200LR.
Malaysia Airlines non-aeronautical revenue sources include maintenance, repair and overhaul (MRO) and aircraft handling. Malaysia Airlines has two airline subsidiaries: Firefly and MASWings. Firefly operates scheduled flights from its home base Penang International Airport which focus on tertiary cities, while MASWings focuses on inter-Borneo flights. Malaysia Airlines has a freighter fleet operated by MASKargo, which manages freighter flights and aircraft cargo-hold capacity for all Malaysia Airlines' passenger flights. MASCharter is another subsidiary of Malaysia Airlines, operating charter flights using Malaysia Airlines' passenger jets. After recovering from past losses, Malaysia Airlines is keen on merger and acquisition (M&A) activities: particularly airlines in the Asia Pacific region.
Since its inception in 1963, after Malayan Airways was separated into two parts, Malaysia Airlines has built up a strong brand name in the aviation industry for service and safety, coupled with numerous awards from international bodies such as Skytrax. Malaysia Airlines is accredited by International Air Transport Association with IOSA (IATA Operations Safety Audit) for its operational safety practices.
It is one of only six airlines to be given a 5-star status airline by Skytrax (the other 5 are Asiana Airlines from South Korea, Cathay Pacific from Hong Kong, Qatar Airways from Qatar, Singapore Airlines from Singapore and Kingfisher Airlines from India).

History

Beginnings
On 12 October 1937 the Liverpool-based Singaporean Steamshipping Company and Imperial Airways proposed to the colonial governments in Penang and Singapore a scheduled flight service between the two cities. Malayan Airways Limited (MAL) was founded, but the first paying passengers could be welcomed on board a plane only 10 years later, on 2 February 1947. The airline's first flight was a charter flight from the British Straits Settlement of Singapore to Kuala Lumpur, on 2 April 1947, using an Airspeed Consul twin-engined aircraft. This inaugural flight, with only five passengers, was bound for Kuala Lumpur instead of Penang. Weekly scheduled flights quickly followed from Singapore to Kuala Lumpur, Ipoh and Penang from 1 May 1947 with the same aircraft type. The airline continued to expand during the rest of the 1940s and 1950's, as other British Commonwealth airlines (such as BOAC and Qantas Empire Airways) provided technical assistance, as well as assistance in joining IATA. By 1955, Malayan Airways' fleet had grown to include a large number of Douglas DC-3s, and went public in 1957. Other aircraft operated in the first two decades included the Douglas DC-4 Skymaster, the Vickers Viscount, the Lockheed L-1049 Super Constellation, the Bristol Britannia, the De Havilland Comet 4 and the Fokker F27. Over the next few years, the airline expanded rapidly, boosted by post-war air travel demand when flying became more than a privilege for the rich and famous. By 12 April 1960, the airline was operating Douglas DC-3s, Super Constellations and Viscounts on new routes from Singapore to Hong Kong, and from Kuala Lumpur to Bangkok via Penang. Flights were also introduced from Singapore to cities in the Borneo Territories, including Brunei, Jesselton (now Kota Kinabalu), Kuching, Sandakan and Sibu.
In 1957, the airline became a state-run stock corporation. With the delivery of an 84-seat Bristol Britannia in 1960, the airline launched its first long-haul international flight, to Hong Kong. When Malaya, Singapore, Sabah and Sarawak formed the Federation of Malaysia in 1963, the airline's name was changed, from "Malayan Airways" to "Malaysian Airlines" (though still abbreviated to MAS). MAS also took over Borneo Airways. In 1966, following Singapore's separation from the federation, the airline's name was changed again, to Malaysia-Singapore Airlines (MSA). The next year saw a rapid expansion in the airline's fleet and routes, including the purchase of MSA's first Boeing aircraft: the Boeing 707s, as well as completion of a new high-rise headquarters in Singapore. Boeing 737s were added to the fleet soon afterward.

Incorporation
The differing needs of the two shareholders, however, led to the break-up of the airline just 6 years later. The Singapore government preferred to develop the airline's international routes, while the Malaysian government had no choice but to develop the domestic network first before going regional and eventually international. MSA ceased operations in 1972, with its assets split between two new airlines; Malaysia Airlines Berhad (now Malaysia Airlines), and Singapore Airlines.
With the Singapore government determined to develop Singapore Airlines' international routes, it took the entire fleet of seven Boeing 707s and five Boeing 737s, which would allow it to continue servicing its regional and long-haul international routes. Since most of MSA's international routes were flown out of Singapore, the majority of international routes were in the hands of Singapore Airlines. In addition, MSA's headquarters, which was located in Singapore, became the headquarters of Singapore Airlines.
The initials MSA were well regarded as an airline icon, and both carriers tried to use them. Malaysian went for MAS by just transposing the last two letters and choosing the name Malaysian Airline System, while Singapore originally proposed the name Mercury Singapore Airlines to keep the MSA initials, but changed its mind and went for SIA instead. Acronyms for airline names later became less fashionable, and both carriers then moved on to their descriptive names.

Expansion
Malaysian Airline System took all domestic routes within Malaysia and international routes out of that country, as well as the remaining fleet of Fokker F27's. It began flights on 1 October 1972. Soon after that, Malaysia Airline System rapidly expanded its services, including introducing long-haul flights from Kuala Lumpur to London.
In the same year, MAS operated flights to more than 34 regional destinations and six international services. In 1976, after receiving its DC-10-30 aircraft, MAS scheduled flights reached Europe, with initial services from Kuala Lumpur to Amsterdam, Paris and Frankfurt.
An economic boom in Malaysia during the 1980s helped spur growth at Malaysia Airlines. By the end of the decade, MAS was flying to 47 overseas destinations, including eight European destinations, seven Oceania destinations, and the United States destinations of Los Angeles and Honolulu. In 1993, Malaysia Airlines reached South America when the airline received its B747 aircraft. When Malaysia Airlines introduced its service from Kuala Lumpur to South America, MAS became the first and only airline in Southeast Asia to serve South America via its flights to Buenos Aires, Argentina. Services extended to Central America when Malaysia Airlines began flying to Mexico City in the 1980s, which route was terminated in the 1990s.

First Unprofitability
Prior to the Asian Financial Crisis in 1997, the airline suffered losses of as much as RM 260 million after earning a record-breaking RM319 million profit in the financial year 1996/1997. The airline then introduced measures to bring its P&L back into the black. For the financial year 1999/2000, the airline cut its losses from RM700 million in the year 1998/1999 to RM259 million. However, the airline plunged into further losses in the following year, amounting to RM417 million in FY2000/2001 and RM836 million in FY2001/2002. With these losses, the airline cut many unprofitable routes, such as Brussels, Darwin, Honolulu, Madrid, Munich and Vancouver.
The airline recovered from its losses in the year 2002/2003. It achieved its then-highest profit in the year 2003/2004, totaling RM461 million.

Second unprofitability
In the year 2005, Malaysia Airlines reported a loss of RM1.3 billion. Revenue for the financial period was up by 10.3% or RM826.9 million, compared to the same period for 2004, driven by a 10.2% growth in passenger traffic. International passenger revenue increased by RM457.6 million or 8.4%, to RM5.9 billion, while cargo revenue decreased by RM64.1 million or 4.2%, to RM1.5 billion. Costs increased by 28.8% or RM2.3 billion, amounting to a total of RM 10.3 billion, primarily due to escalating fuel prices. Other cost increases included staff costs, handling and landing fees, aircraft maintenance and overhaul charges, Widespread Assets Unbundling (WAU) charges and leases.
The Government of Malaysia appointed Idris Jala as the new CEO on 1 December 2005, to execute changes in operations and corporate culture. Several weaknesses in airline operations were identified as the causes of the RM1.3 billion loss. These included esclating fuel prices, increased maintenance and repair costs, staff costs, low yield per available seat kilometer ("ASK") via poor yield management and an inefficient route network. Under the leadership of Idris Jala, Malaysia Airlines launched its Business Turnaround Plan in 2006, developed using the Malaysian Government's Government-linked company (GLC) Transformation Manual as a guide.
The most substantial factor in the losses was fuel costs. For the period, the total fuel cost was RM3.5 billion, representing a 40.4% increase compared to the same period in 2004. Total fuel cost increases comprised RM977.8 million due to higher fuel prices and another RM157.6[11] million due to additional consumption. In the third quarter, fuel costs were RM1.26 billion, compared to the RM1.01 billion in the corresponding period in 2004, resulting in a 24.6% increase or RM249.3 million.
Another factor for the losses was high operating costs. MAS substantially lagged its peers on yield. Some of this gap is due to differences in traffic mix,(less business traffic to and from Malaysia than to and from Singapore), but much of it was due to weaknesses in pricing and revenue management, sales and distribution, brand presence in foreign markets, and alliance base. Malaysia Airlines has one of the lowest labor costs per ASK at USD0.41, compared to other airlines such as Cathay Pacific and Singapore Airlines at USD0.59 and USD0.60 respectively. However, despite its low labor cost, the ratio of ASK revenue (millions) to this cost was, at 2.8, much lower than Singapore Airlines, where the ratio is 5.0, and slightly higher than Thai International Airways
There are other factors listed in the Business Turnaround Plan of Malaysia Airlines, all leading to the net loss of RM1.3 billion in the year 2005.

Recovery from unprofitability
Under the various initiatives, launched together with the Business Turnaround Plan, Malaysia Airlines turned losses into profits between FY2006 and FY2007. When the Business Turnaround Plan came to an end, the airline posted a record profit of 851 million Ringgit (265 million dollars) in 2007, ending a series of losses since 2005. The result exceeded the target of RM300 Million by 184%.
Among the initiatives that turned losses back into profit, route rationalizing was one of the major contributors. Malaysia Airlines pared its domestic routes from 114 to 22, and also canceled virtually all unprofitable international routes (such as Kuala Lumpur-Manchester, that required a 140% load factor to break even). Apart from that, Malaysia Airlines also rescheduled all of its flight timings and changed its operations model from point to point services to hub and spoke services.
Additionally, the airline started Project Omega and Project Alpha to improve the company's network and revenue management. Emphasis has been placed on six areas: pricing, revenue management, network scheduling, opening storefronts, low season strategy and distribution management.
Malaysia Airlines has been involved in discussions for new aircraft purchases, using its cash surplus of 5.3 billion Ringgit to eventually purchase 55 narrow-body aircraft and 55 wide-body aircraft.

Everyday Low Fares
Malaysia Airlines took an unprecedented move with its “Everyday Low Fares” (ELF) programme on May 6, 2008 which offers 1.3 million RM 0 for all domestic routes operated by Malaysia Airlines and Firefly. According to the managing director of Malaysia Airlines, Datuk Seri Idris Jala the Everyday Low Fares programme will create new demand for people who do not fly with Malaysia Airlines.
The Everyday Low Fares programme offers a maximum of 30% of the total seats on every flight which are unsold due to the average load factor of 70% on each flights. Thus, Malaysia Airlines is generating income for the airline through fuel surcharge, administrative fee and airport tax. By May 14, 2008, Malaysia Airlines has sold more than 150,000 seats since the launch of the programme and 50,000 tickets has been sold in the first two days. Malaysia Airlines is also extending the programme to all Asean routes operated by Malaysia Airlines.
However, the Everyday Low Fares programme launched by Malaysia Airlines has been strongly opposed by Asia's largest low cost carrier, AirAsia which claims that Malaysia Airlines is competing directly with AirAsia's business model but at the same time not allowing the budget carrier to compete against the national airline.

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Qantas

Qantas Airways Limited is the national airline of Australia. The name was originally "QANTAS", an acronym for "Queensland and Northern Territory Aerial Services". Nicknamed "The Flying Kangaroo", the airline is based in Sydney, with its main hub at Sydney Airport, and is Australia's largest airline. It is the world's second oldest continuously operating airline and the oldest in the English speaking world.
In 2007, Qantas was voted the fifth best airline in the world by research consultancy Skytrax, a drop from the second position it held in 2005 and 2006.

History

Beginnings
Qantas was founded in Winton, Queensland on 16 October 1920 as Queensland and Northern Territory Aerial Services Limited by Paul McGuiness, Hudson Fysh, Fergus McMaster and Arthur Baird. The airline's first aircraft was an Avro 504K purchased for £1425. The aircraft had a cruising speed of 105 kilometres per hour (65 mph) and carried one pilot and two passengers. Eighty-four year old outback pioneer Alexander Kennedy was the first passenger, receiving ticket number one. The airline operated air mail services subsidised by the Australian government, linking railheads in western Queensland.
Between 1926 and 1928, Qantas built seven De Havilland DH.50s and a single DH.9 under licence in its Longreach hangar. In 1928 a chartered Qantas aircraft conducted the inaugural flight of the Royal Flying Doctor Service of Australia, departing from Cloncurry.

Flying boats and war - 1934 to 1945
In 1934, QANTAS Limited and Britain's Imperial Airways (the forerunner of British Airways) formed a new company, Qantas Empire Airways Limited. Each partner held 49%, with two per cent in the hands of an independent arbitrator. The new airline commenced operations in December 1934 flying between Brisbane and Darwin using old fashioned DH.50 and DH.61 biplanes.
QEA flew internationally from May 1935, when the service from Darwin was extended to Singapore using newer de Havilland DH.86 Commonwealth Airliners. Imperial Airways operated the rest of the service through to London. In July 1938, this operation was replaced by a thrice weekly flying boat service using Shorts S.23 Empire Flying Boats. The Sydney to Southampton service took nine days, with passengers staying in hotels overnight. For the single year of peace that the service operated, it was profitable and 94% of services were on time. This service lasted through until Singapore fell in February 1942. Enemy action and accidents destroyed half of the fleet of ten, when most of the fleet was taken over by the Australian government for war service.
Flying boat services were resumed with American built PBY Catalinas in July 1943, with flights between Perth and Ceylon (now Sri Lanka). This linked up with the BOAC service to London, maintaining the vital communications link with England. The 5,652km non-stop sector was the longest flown up to that time by any airline, with an average flying time of 28 hours. Passengers received a certificate of membership to the "Order of the Double Sunrise" as the sun rose twice during the flight. These flights continued until July 1945.

The post-war years - 1945 to 1959
After World War II, QEA was nationalised, with the Australian Labor government led by Prime Minister Ben Chifley buying the shares of both Qantas Limited and BOAC. Nationalised airlines were normal at the time, and the Qantas board encouraged this move.
Shortly after nationalisation, QEA began their first services outside the British Empire — to Tokyo via Darwin and Manila with Avro Lancastrian aircraft. These aircraft were also deployed between Sydney and London in cooperation with BOAC, but were soon replaced by Douglas DC-4s. Services to Hong Kong began around the same time.
In 1947, the airline took delivery of Lockheed L.049 Constellations. In 1952, Qantas expanded across the Indian Ocean to Johannesburg via Perth, Cocos Islands and Mauritius, calling this the Wallaby Route. Around this time, the British Government placed great pressure on Qantas to purchase the De Havilland Comet jet airliner, but Hudson Fysh was dubious about the economics of the aircraft and successfully resisted this. The network was expanded across the Pacific to Vancouver via Auckland, Nadi, Honolulu and San Francisco in early 1954 when it took over the operations of British Commonwealth Pacific Airlines (BCPA). This became known as the Southern Cross Route.
In 1956, Qantas ordered the Boeing 707 jet airliner. The special shortened version for Qantas was the original version Boeing offered to airlines. Boeing lengthened the aircraft by ten feet for all other customers, which destroyed the economics for Qantas. The airline successfully negotiated with Boeing to have the aircraft they had originally contracted for.[13]
In 1958, Qantas became one of the very few round-the-world airlines, operating services from Australia to London via Asia and the Middle East (Kangaroo route) and via the Southern Cross route with Super Constellations. It took delivery of new turboprop Lockheed Electra aircraft in 1959.

The jet age - 1959 to 1992
The first jet aircraft on the Australian register (and the 29th 707 built) was registered VH-EBA and named City of Canberra. This aircraft returned to Australia as VH-XBA in December 2006 for display in the Qantas Founders Outback Museum at Longreach, Queensland. The Boeing 707-138 was a shorter version of the Boeing 707 that was operated only by Qantas. The first jet service operated by Qantas was on 29 July 1959 from Sydney to San Francisco via Nadi and Honolulu. On 5 September 1959, Qantas became the third airline to fly jets across the Atlantic — after BOAC and Pan Am, operating between London and New York as part of the service from Sydney. All of the turbojet aircraft were converted to upgraded turbofan engines in 1961 and were rebranded as V jets from the Latin vannus meaning fan.
Air travel grew substantially in the early 1960s, so Qantas ordered the larger Boeing 707-338C series of aircraft. In 1966, the airline diversified its business by opening the 450 room Wentworth Hotel in Sydney. The same year, Qantas placed early options on the new Concorde airliner but the orders were eventually cancelled. Also in 1966, another around-the-world route was opened. This was named the Fiesta route and was from Sydney to London via Tahiti, Mexico City, and Bermuda.
In 1967, the airline placed orders for the Boeing 747. This aircraft could seat up to 350 passengers, a major improvement over the Boeing 707. Orders were placed for four aircraft with deliveries commencing in 1971. The later delivery date allowed Qantas to take advantage of the -200B version, which better suited its requirements. Also in 1967, Qantas Empire Airways changed its name to Qantas Airways, the name of the airline today.
When Cyclone Tracy devastated the town of Darwin at Christmas 1974, Qantas established a world record for the most people ever embarked on a single aircraft when they evacuated 673 people on a single Boeing 747 flight. They also established a record embarking 327 people on Boeing 707 VH-EAH. Later in the decade, Qantas placed options on two McDonnell Douglas DC-10 aircraft for flights to Wellington, New Zealand. These were not taken up, and two Boeing 747SP were ordered instead. In March 1979, Qantas operated its final Boeing 707 flight from Auckland to Sydney, and became the only airline in the world to have a fleet that consisted of Boeing 747s only. That same year Qantas introduced Business class — the first airline in the world to do so.
The Boeing 767-200 was introduced in 1985, for New Zealand, Asia and Pacific routes. The same year, the Boeing 747-300 was introduced, featuring a stretched upper deck. The Boeing 747 fleet was upgraded from 1989 with the arrival of the new Boeing 747-400 series. The delivery flight of the first aircraft VH-OJA was a world record, flying the 18,001km from London to Sydney non-stop.
In 1990, Qantas established Australia Asia Airlines to operate services to Taiwan. Several Boeing 747SP and Boeing 767 aircraft were transferred from Qantas service. The airline ceased operations in 1996.

Privatisation - 1992 to 2006
The Australian Government sold the domestic carrier Australian Airlines to Qantas in August 1992, giving it access to the national domestic market for the first time in its history. The purchase saw the introduction of the Boeing 737 and Airbus A300 to the fleet — though the A300s were soon retired. Qantas was privatised in March 1993, with British Airways taking a 25% stake in the airline for A$665m. After a number of delays, the remainder of the Qantas float proceeded in 1995. The public share offer took place in June and July of that year, with the government receiving A$1.45b in proceeds. The remaining shares were disposed of in 1995-96 and 1996-97. Investors outside Australia took a strong interest in the float, securing 20% of the stock which, together with British Airways 25% holding, meant that, once floated on the stock exchange, Qantas was 55% Australian owned and 45% foreign owned. By law, Qantas must be at least 51% Australian-owned, and the level of foreign ownership is constantly monitored.
In 1998, Qantas co-founded the Oneworld alliance with American Airlines, British Airways, Canadian Airlines, and Cathay Pacific. The alliance commenced operation in February 1999, with Iberia and Finnair joining later that year. Oneworld markets itself at the premium travel market, offering passengers a larger network than the airlines could on their own. The airlines also work together to provide operational synergies to keep costs down.
Qantas ordered twelve Airbus A380-800, with options for twelve more in 2000. Eight options were exercised on 29 October 2006, bringing firm orders to twenty. The airline is the third to receive A380s, and services will commence in October 2008.
The main domestic competitor to Qantas, Ansett Australia, collapsed on 14 September 2001. Market share for Qantas immediately neared 90%, with the relatively new budget airline Virgin Blue holding the remainder. In order to capitalise on this event, Qantas ordered Boeing 737-800 aircraft — obtaining them a mere three months later. This unusually short time between order and delivery was possible due to the terrorist attacks in the United States on 11 September — the subsequent downturn in the US aviation market meant American Airlines no longer needed the aircraft they ordered. The delivery positions were reassigned to Qantas on condition the aircraft remained in American Airlines configuration for later possible lease purposes.
At the same time, Virgin Blue announced a major expansion in October 2001, which was successful in eventually pushing the Qantas domestic market share back to 60%. To prevent any further loss of market share, Qantas responded by creating a new cut-price subsidiary airline Jetstar. This has been successful in keeping the status quo at around 65% for Qantas group and 30% for Virgin Blue with other regional airlines accounting for the rest of the market.
Qantas had also developed a full-service all economy international carrier focused on the holiday and leisure market, which had taken on the formerly used Australian Airlines name. This airline ceased operating its own liveried aircraft in July 2006, with the staff operating Qantas services before being closed entirely in September 2007, with the staff joining the new Qantas base in Cairns.
Qantas has also expanded into the New Zealand domestic air travel market, firstly with a shareholding in Air New Zealand and then with a franchise takeover of Ansett New Zealand. In 2003, Qantas attempted and failed to obtain regulatory approval to purchase a larger (but still minority) stake in Air New Zealand. Subsequently Qantas stepped up competition on the trans-Tasman routes, recently introducing Jetstar to New Zealand. British Airways sold its 18.5% stake in Qantas in September 2004 for £425 million, though keeping its close ties with Qantas intact.
On 13 December 2004, the first flight of Jetstar Asia Airways took off from its Singapore hub to Hong Kong, marking Qantas' entry into the Asian cut-price market. Qantas owns 44.5% of the carrier.
On 14 December 2005 Qantas announced an order for 115 Boeing 787-8 and 787-9 aircraft (45 firm orders, 20 options and 50 purchase rights). The aircraft will allow Qantas to replace their 767-300 fleet, increase capacity and establish new routes. Jetstar will also operate 15 of the new aircraft on international routes. This announcement came after a long battle between Boeing and Airbus to meet the airline's needs for fleet renewal and future routes. The first of the 787s are scheduled to be delivered to Jetstar in August 2008, with the 787-9s coming in 2011. However on 10 April 2008 Qantas announced that the intended August delivery of the 787s has been delayed for a further 15 months from the original delivery date. In the interim, Qantas Chief Executive Officer Geoff Dixon stated that Qantas will claim substantial liquidated damages from Boeing under the purchase agreement, and use those funds to offset the costs of leasing alternative aircraft. Qantas has also negotiated the lease of six Airbus A330 aircraft which, subject to Board approval, will go into Jetstar International operations.
Although Qantas did not choose the Boeing 777-200LR, it is rumoured that Qantas is still looking into buying aircraft capable of flying Sydney-London non-stop.
In December 2006, Qantas was the subject of a failed bid from a consortium calling itself Airline Partners Australia. This bid ultimately failed in April 2007, with the consortium not gaining the percentage of shares it needed to complete the takeover.

Qantas today - 2007 to present
Qantas' main international hubs are Sydney Airport and Melbourne Airport. However, Qantas operates a significant number of international flights into and out of Brisbane Airport, Perth Airport, Singapore Changi Airport, Los Angeles International Airport and London Heathrow Airport. Its domestic hubs are Sydney, Melbourne, Brisbane and Perth airports, but the company also has a strong presence in Adelaide, Cairns and Canberra airports. It serves a range of international and domestic destinations.
Qantas wholly owns Jetstar Airways, JetConnect (which operates New Zealand domestic and some TransTasman services), QantasLink (including, Airlink, Sunstate and Eastern Australia Airlines), and Express Freighters Australia. Qantas did have a minor 4.2% stake in Air New Zealand, but this was sold on 26 June 2007 for $NZ119 million. Qantas owns 49% of the Fiji-based international carrier Air Pacific. It owns 50% of both Australian air Express and Star Track Express (a trucking company), with the other 50% of both companies owned by Australia Post. Since its privatisation in 1993, Qantas has been one of the most profitable airlines in the world. It was recently voted 5th best airline in the world in the 2007 World Airline Awards (with surveys conducted by Skytrax) having fallen from 2nd in 2005-6.
Qantas has stepped up the expansion of Jetstar, with the launch of international services (in addition to existing trans-Tasman and Jetstar Asia flights) to leisure destinations such as Bali, Ho Chi Minh City, Osaka and Honolulu having begun in November 2006. On some routes such as Sydney-Honolulu, Jetstar will supplement existing Qantas operations but many routes are new to the network. The lower cost base of Jetstar allows the previously unprofitable or marginal routes to be operated at greater profitability.
The Boeing 747 series, which once constituted the entire Qantas fleet in the early 1980s, and of which Qantas currently operates 34, will be retired by the airline in the coming years. The 23 year old 747-300s, which operate high capacity domestic routes between the Western Australian city of Perth, and Australia's two largest cities Sydney and Melbourne, have begun to be phased out starting July 1, 2008. The aircraft will be replaced by Airbus A330-200s.
The 747-400 series, meanwhile, which is the current flagship aircraft of the airline, operating the most important international routes, will be phased out beginning in 2013. The 747-400's will be replaced by the Airbus A380. Qantas is also considering the Airbus A350 to replace the 747-400's in addition to the A380; the Boeing 787 may also replace some routes.
Qantas will utilise its first Airbus A380 from Melbourne Airport to Los Angeles International Airport starting October 20, 2008. The second A380 will operate from Sydney Airport to Los Angeles International Airport from October 24, 2008. The third and fourth jets will operate to London Heathrow on the Kangaroo Route.

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Cathay Pacific

Cathay Pacific Airways Limited is the largest airline and flag carrier of Hong Kong. Based at Hong Kong International Airport, the airline's operations include scheduled passenger and cargo services to 120 destinations worldwide.
Cathay Pacific is one of only six airlines worldwide to carry a five-star rating from Skytrax. Cathay was named "Airline of the Year" in 2003 and 2005 by Skytrax and in 2006 by Air Transport World and OAG. Cathay Pacific is accredited by the IATA with the IOSA (IATA Operations Safety Audit) for safety practices. It is also a member of the Oneworld alliance.
Early years
Cathay Pacific Airways was founded in Hong Kong on 24 September 1946 by American Roy Farrell and Australian Sydney de Kantzow. Both men were ex-air force pilots who had flown The Hump, a route over the Himalayan Mountains. Each man put up HK$1 to register the airline. Although initially based in Shanghai, the two men moved to Hong Kong to found Cathay Pacific Airways. They named it "Cathay" because it was the Medieval name given to China, derived from "Khitan", and "Pacific" because Farrell speculated that they would one day fly across the Pacific. The Chinese name for the company comes from a Chinese idiom meaning "Grand and Peaceful State".
According to legend, the airline was conceived by Farrell and some foreign correspondents at the bar of the Manila Hotel. On Cathay Pacific's maiden voyage, Roy Farrell and Sydney de Kantzow flew from Hong Kong to Manila, and later on to Shanghai. They had a single Douglas DC-3, nicknamed Betsy. The airline initially flew routes between Hong Kong, Sydney, Manila, Singapore, Shanghai, and Canton, while scheduled service was limited to Bangkok, Manila, and Singapore only.
In 1948 Butterfield & Swire bought 45% of Cathay Pacific, with Australian National Airways taking 35% and Farrell and de Kantzow taking 10% each. The new company began operations on 1 July 1948 and was registered as Cathay Pacific Airways (1948) Ltd on 18 October 1948. Swire later acquired 52% of Cathay Pacific and today the airline is still 40% owned by the Swire Group through Swire Pacific.

Expansion in the 1960s, 1970s, and 1980s
The airline prospered into the 1960s, buying rival Hong Kong Airways in 1959, carrying its one millionth passenger in 1964, recording double digit growth from 1962 to 1967, acquiring its first jet engined aircraft (Convair 880), and beginning international routes to airports in Japan. In the 1970s, Cathay Pacific installed a computerised reservation system and flight simulators. In 1979, Cathay Pacific acquired its first Boeing 747 and applied for traffic rights to begin flying to London. Expansion continued into the 1980s, when an industry-wide boom encouraged route growth to many European and North American centres. In 1986, Cathay Pacific went public.

The 1990s
In January 1990, Cathay Pacific and its parent company, Swire Pacific, acquired a significant shareholding in Dragonair, and a 60% stake in cargo airline Air Hong Kong. During the early 1990s, Cathay Pacific launched a programme to upgrade passenger service. Also, the green and white striped livery was replaced with the current "brushstroke" livery. Cathay Pacific began a US$9 billion fleet replacement program during the mid-1990s that resulted with Cathay Pacific having one of the youngest airline fleets in the world. In 1996, CITIC bought a 25% stake in Cathay Pacific while the Swire Group holding was reduced to 44% as two other Chinese companies, CNAC and CTS also bought substantial holdings.
In 1997, administration of Hong Kong was transferred from the UK to the People's Republic of China. Most of Cathay Pacific's aircraft were registered in Hong Kong and bore a registration beginning with "VR". Under the terms of an agreement within the Sino-British Joint Liaison Group (JLG), registration was changed by December, 1997 to the prefix "B", which is used by the People's Republic of China and the Republic of China (Taiwan). Cathay Pacific aircraft formerly carried a painted Union Jack on the tail but these were removed several years before the 1997 takeover.
In September 1998, Cathay Pacific became a founding member of the Oneworld alliance. In 1999, they completed their new headquarters, named Cathay City, which is located at Hong Kong International Airport. Cathay Pacific was hurt by the Asian financial crisis of the late 1990s, but recorded a record HK$5 billion profit in 2000.

The 49'ers - industrial troubles
Cathay Pacific sacked 49 of its 1,500 pilots on July 9, 2001; hence, they are known as "the 49ers" (though total dismissals and downgrades subsequent totalled 62). About half of the fired pilots were captains, or 5 percent of the total pilot group. But of the 21 officers of the Hong Kong Aircrew Officers Association (HKAOA), 9 were fired, including four of the seven union negotiators.
"The firing was pure intimidation, a union-bust straight up, designed to be random enough to put the fear in all pilots that they might be next, no reason given," says Capt. Nigel Demery, president of the HKAOA (and also Hong Kong-ALPA, the IFALPA affiliate of all Hong Kong based flight crew members.)
A later head of the HKAOA, Captain Murray Gardner, is said to have favoured a more soft line approach to dealing with management and indeed workplace relations between the two groups have been largely conciliatory since 2002.
Cathay offered the 49 pilots it sacked in 2001 the chance to reapply for pilot positions with its cargo division, guaranteeing such applicants first interviews, subject to passing psychometric testing. In the event, 19 applied and 12 were offered jobs.

Acquisition of Dragonair
On 9 June 2006, Cathay Pacific underwent a shareholding realignment under which Dragonair became wholly owned by Cathay Pacific but continued to operate under its own brand. Air China, and its subsidiary, CNAC Limited, acquired a 17.5% stake in Cathay Pacific, and Cathay Pacific doubled its shareholding in Air China to 20%. CITIC reduced its shareholding to 17.5%, and Swire reduced its shareholding to 40%.

Present
To celebrate the airline's 60th anniversary in 2006 a year of roadshows named the "Cathay Pacific 60th Anniversary Skyshow" was held where the public could see the developments of the airline, play games, meet some of the airline's staff, and view vintage uniforms. Cathay Pacific also introduced anniversary merchandise and in-flight meals served by famous restaurants in Hong Kong in collaboration with the celebrations. In 2007 Cathay Pacific and Dragonair carried more than 23 million passengers.
In June 2008, Cathay Pacific agreed to pay a portion of $504 million in fines levied by the U.S. Justice Department related to cargo price fixing.

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EVA Air

EVA Airways Corporation is a Taiwanese airline based at Taiwan Taoyuan International Airport near Taipei, Taiwan, operating passenger and dedicated cargo services to international destinations in Asia, Australia, New Zealand, Europe and North America. An affiliate of shipping conglomerate Evergreen Group, EVA Air is the largest privately owned Taiwanese airline. Its headquarters are located in Taoyuan, Taiwan.
Since its founding in 1989, EVA Air has expanded to include air cargo, airline catering, ground handling, aviation engineering, and tour package services. Its cargo arm, EVA Air Cargo, links with the Evergreen worldwide shipping network on sea and land. Its domestic and regional subsidiary, UNI Airways, operates an extensive intra-Taiwanese shorthaul network. Its main international rival is China Airlines.
EVA Air was one of the first carriers to introduce the premium economy class, which it debuted in 1991. EVA was also the first Taiwanese airline to be accredited by the IATA with the IOSA (IATA Operations Safety Audit) for its safety practices and is ranked as one of the world's safest airlines by AERO International, a German aviation magazine. The official pronunciation of the airline's name is E-V-A Air(ways). The airline's slogan is "Just relax, your home in the air."

History

The launch of EVA Air
In September 1988, during the 20th anniversary celebration of Evergreen Marine Corporation’s founding, company chairman Chang Yung-fa announced his company’s intentions to establish Taiwan’s first private international airline. The opportunity to create a major Taiwanese airline had just arisen following a decision by the Taiwanese government to liberalize the country’s air transportation system. However, the Taiwanese government required international experience and substantial financial backing for any company seeking permission for international airline service from Taiwan. Originally to be called Evergreen Airways (but with the Evergreen International designation already taken), EVA Airways Corporation was formally established in March 1989. The new airline placed a US$3.6 billion order for 26 aircraft from Boeing and McDonnell Douglas, including Boeing 747-400 and MD-11 airliners.
Operations began on July 1, 1991 with a small fleet of Boeing 767-300ER aircraft featuring Business and Economy Class seating. Initial destinations from Taipei were Bangkok, Seoul, Jakarta, Singapore, and Kuala Lumpur. First year revenues reached $40 million.
In 1992, EVA Air launched its first premium economy class, Economy Deluxe (later "Evergreen Deluxe") on its Boeing 747-400 transpacific flights to Los Angeles. Flights to Seattle, New York, Bangkok and Vienna with the B747-400 soon followed. Featuring a 2-4-2 abreast configuration, wider seats with extendable legrests, more legroom, individual seatback video monitors, and enhanced meal services, EVA’s Evergreen Deluxe proved popular with the traveling public.
Established as the airline for the local people, EVA Air differentiated its onboard service by using the order of "Taiwanese (Min Nan)–Mandarin–Hakka–English/foreign languages" for its cabin announcements on every flight. This was aimed at attracting elderly Taiwanese passengers who have difficulty speaking Mandarin. However, EVA Air has since switched the order of Min Nan and Mandarin. EVA Air also used Taiwanese folk songs in its boarding music, most notably an orchestral form of "Longing for Spring Wind," adding a sentimental touch to passengers' journeys. (This practice continues today as part of a wider repertoire of songs performed by the Evergreen Symphonic Orchestra during boarding and disembarkation.)
By 1994, EVA was providing regular service to 22 destinations worldwide, and carrying over 3 million passengers annually. In 1995, EVA posted its first profit on revenues of $1.05 billion. Internationally, EVA Air's rapid expansion and success was boosted by its strong safety record, in contrast to its primary competitor, China Airlines. In addition to receiving IOSA (IATA Operations Safety Audit) certification, EVA Air in 1997 became the only Taiwanese airline to achieve simultaneous official ISO 9002 certification in the areas of Passenger, Cargo, and Maintenance Services.

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