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Found 7 results

  1. 07 MARCH, 2019 SOURCE: FLIGHT DASHBOARD BY: EDWARD RUSSELL WASHINGTON DC United Airlines will unveil an updated livery that chief executive Oscar Munoz calls an "evolution" in the next few months. "It's an evolution not a revolution," he says on the sidelines of the US Chamber of Commerce aviation summit in Washington DC today. "I think it's pretty cool." The Chicago-based carrier will unveil the livery update in the "April-ish" timeframe, adds Munoz. United uses an adapted version of the former Continental Airlines "globe" logo and livery that was designed by Lippincott and unveiled in 1991. Continental and United merged in 2010. The current design features the "United" name in a blue sans-serif font on a largely white fuselage. A blue and gold globe adorns the tail. Munoz says the update will incorporate some of the colours United has recently added to its branding palette that, for example, include the purple used for its new premium economy product and a new shade of blue dubbed "Rhapsody Blue". One colour that is likely to feature less prominently is gold, which is currently used as a cheatline between the white upper fuselage and grey belly, and in the globe on the tail. The design guidelines for United's "Her Art Here" contest, where it invites female artists to submit designs for a Boeing 757, could include a clue to the evolved look. The "United" name is shown in a bold sans-serif font stretching from the top of the fuselage to below the window line, whereas currently it is limited to above the windows. United will introduce its new look "in the course of normal business" as it takes delivery of new aircraft, and brings existing ones in for modifications and maintenance, says Munoz. The airline operated 770 mainline aircraft and 559 regional aircraft at the end of 2018, its latest fleet plan shows. It is scheduled to take delivery of 40 mainline aircraft this year, including 20 Boeing 737 Max 9s and eight Boeing 787-10s. Southwest Airlines was the last major US carrier to unveil a new look, rolling out its current look in 2014. Prior to that, American Airlines debuted a major brand update in 2013. Updated with details of colours added to branding palette, and the design guidelines for the Her Art Here contest. https://www.flightglobal.com/news/articles/united-plans-evolution-to-globe-livery-ceo-456444/
  2. Depois de aumentar a quantidade de assentos na ligação Rio-Houston, com a troca do 767-300 pelo 767-400, também a rota da United Airlines São Paulo-Houston terá aumento de oferta por conta de uma nova aeronave. De 10 de dezembro deste ano a 13 de fevereiro de 2020, a empresa americana colocará um Boeing 777 no lugar do 767-300. A nova aeronave já está no sistema e esses dois novos incrementos de oferta mostra que estamos tendo um ano muito bom e de investimentos no Brasil, disse ao Portal PANROTAS a diretora da United no País, Jacqueline Conrado. Segundo ela, as perspectivas são muito boas e essas adições sazonais podem virar permanentes dependendo da evolução das vendas nos próximos meses. Tivemos um primeiro semestre excelente e o segundo começou muito bem, mostrando que será melhor ainda, afirmou. O Boeing 777-200 tem 50 assentos em classe executiva Polaris, 72 assentos Economy Plus e 145 assentos Basic Economy, um total de 53 assentos a mais do que o modelo 767-300, sendo 20 na classe executiva e 33 na Econômica. https://www.panrotas.com.br/aviacao/empresas/2019/08/united-airlines-aumenta-oferta-sao-paulo-houston-em-25-com-777_166869.html
  3. AUGUST 3, 2019 By Matthew United Airlines is determined to steer customers from JFK to Newark for lucrative transatlantic flights. But how? In continuing to unpack the conversation between United President Scott Kirby and Newark employees, exclusively obtained by Live and Let’s Fly, talk shifted to the New York market. Kirby begins by pointing out an interesting stat: 83% of United’s premium traffic originates or terminates in a United hub. One of the competitive strengths of United Airlines is our premium demand. 83% of the people that fly internationally and pay for premium, so business class tickets–are going to one of United’s seven hubs. It’s the reason we can put a 46-seat high-J 767 into the market. We do really well here. Kirby is referring to a subfleet of recently retrofitted 767-300 aircraft that are premium-heavy (46 business class seats) and used on routes between Newark and London Heathrow. But United is not satisfied. It wants to pull more customers from JFK. What we’d like to do an even better job is getting more customers to leave JFK. There’s still an awful lot of customers who just out of force of habit–and Heathrow is the number one market. New York – Heathrow is the biggest revenue market of any airline market in the world. And they disproportionately still fly out of JFK. And it’s just force of habit. Like they fly domestically, and they fly out of Newark. But when they go to London, they’re just used to going over to JFK. Is that really it? Just force of habit? I’m not saying Kirby is wrong, but I don’t understand why premium travelers would choose Newark for domestic travel but then insist upon JFK for international travel. Rather, I think that United’s own Newark taxi campaign demonstrates that for some in which time is a premium, it simply does not make sense to go to Newark. And while I don’t mind the OTG presence at Newark (some hate it) and note the Polaris Lounge for international business class passengers is tremendous, Newark Airport can be just as chaotic as JFK. Kirby lays out the goal, but doesn’t lay out a path to reach it. Getting those customers to move–the high J aircraft is a big part of that. Getting people to move to Newark, flying international business from JFK, is one of the real opportunities we have. And if we can get them to do that, then all of a sudden they aren’t flying Delta or American when they are flying domestically out of LaGuardia. They’re in our frequent flyer program. And they’re coming to Newark all the time. That is one of the big pushes we have to win customers here in the New York region. Certainly Kirby’s strategy makes sense. But how will customers be won? It must be more than taxi ads and the occasional television spots. I do have one thought on the matter. United has recently renovated its lounge and gate area at LaGuardia. If it can offer consistent on-time performance and friendly service to domestic premium passengers out of LaGuardia, it will coax more to Newark. As always, it is the little things that often make the biggest difference in loyatly. Of course United’s continuing presence at JFK, even if just on premium transcontinental routes, would have been an even bigger key in moving longhaul traffic to Newark. CONCLUSION It comes as no surprise that New York to London is United’s most valuable route, just like it is with several other airlines. United is right to recognize the opportunity it has to capitalize out of Newark, even at continues to be haunted by it decision to pull out of JFK in the first place. https://liveandletsfly.boardingarea.com/2019/08/03/united-airlines-top-route/
  4. United Airlines pilots say that since the Chicago-based carrier now controls the board of the Colombian airline Avianca, Avianca flying falls under the scope clause in their contract. The United chapter of the Air Line Pilots filed a grievance on June 6. In a report to members, Grievance Committee Chairman Joe Pedata wrote that under the scope clause, “Company flying must be performed by pilots on the United seniority list, and Avianca pilots are not on our list.” The scope clause in a pilot contract determine how much flying can be outsourced. United spokeswoman Megan McCarthy said late Tuesday, “The grievance is without merit. “Avianca Holdings remains an independent company and will continue to run their own airline,” McCarthy said. In May, United Airlines launched a management overhaul at Avianca Holdings, removing top shareholder German Efromovich from controlling the cash-strapped airline, Reuters reported. The move followed a default by BRW, Efromovich’s holding company, on a $456 million loan from United. Efromovich had controlled 51.5% of Avianca. United foreclosed on BRW and ceded voting rights to Kingsland Holding, which had been the second largest Avianca shareholder. Pedata wrote, “The transaction was many months in the making as United attempted to devise a scheme to avoid the scope provisions” in the contract. “Our belief is that, at this point, the company is no longer a simple creditor to Avianca, but rather in control of the corporation through the voting rights of Avianca's stock, which are now voted by Kingsland Holdings, a party designated by United,” Pedata said. The pilot contract defines company flying as "without limitation, all commercial flight operations of any sort whatsoever, whether revenue, nonrevenue, scheduled or unscheduled, conducted...by an entity managed by or under the control of the company.” Scope protection is a key topic as United and its pilots negotiate a new contract. The contract covering United’s 12,500 pilots became amendable Jan. 31, 2019. https://www.forbes.com/sites/tedreed/2019/06/18/united-pilots-say-avianca-deal-violates-scope-clause-in-their-contract/#545f5d194f0b
  5. Via A.net: Effective June 27, 2019, United Continental Holdings, Inc. amended its Certificate of Incorporation to change its name to “United Airlines Holdings, Inc.” The Bylaws of the Company have similarly been amended to reflect the name change, also effective on June 27, 2019. The Company’s common stock will continue to trade on The Nasdaq Stock Market LLC under the symbol “UAL” and its CUSIP number will not change. https://www.airliners.net/forum/viewtopic.php?f=3&t=1425803 E aos poucos o que era Continental vai sumindo...
  6. Latin America’s second largest airline – Avianca Holdings – is facing one of the most tumultuous times in its 100-year history. The airline is navigating financial struggles and a CEO and board shake-up as its majority shareholder was unceremoniously removed as chairman. And although it has no formal ties to Avianca Brazil, the Brazilian airline’s misfortune has forced Avianca to stress that their operations are entirely separate. Now Avianca is in triage mode, but it does have the support from its prospective JV partner, United, which has a vested interest in ensuring that Avianca survives and thrives. Arguably, United’s Latin American strategy rests on Avianca’s rebound. Avianca and Avianca Brazil share a name but are completely separate entities The current iteration of Avianca Holdings is the result of the 2009 merger of Avianca and Taca. Avianca is Colombia’s flag carrier and is celebrating its 100th anniversary this year. Taca was the leading airline in Central America, and now under Avianca Holdings the group operates 12 airlines across Latin America. After the merger Synergy Group remained Avianca’s largest shareholder, and also used the Avianca brand to transition the Brazilian airline Oceanair to Avianca Brazil. But the two airlines always operated separately, and although there were discussions held about merging the two companies, nothing ever materialised. Avianca Brazil sought creditor protection in Dec-2018 and Brazilian regulators recently suspended the airline’s operations. There is a bit of a scuffle for Avianca Brazil’s assets, with Azul, LATAM and GOL all vying for various pieces of the airline, including valuable airport slots. Even though Avianca and Avianca Brazil are entirely separate entities, confusion still arises over their operations, and when Avianca Brazil sought creditor protection, Avianca had to clarify that it was not part of Avianca Brazil. The extent of their relationship was a limited codeshare. Avianca fights challenges from all sides, including a CEO and board shake-up Avianca posted a USD68 million loss in 1Q2019 and was recently downgraded by S&P after the ratings agency determined that it had taken the company longer than expected to refinance USD550 million in bonds due in 2020. The company’s former CEO, Hernán Rincón, has also abruptly left the airline, and more recently there’s been a shake-up in Avianca’s board. BRW Aviation, which holds Synergy’s controlling share of Avianca, defaulted on a USD456 million loan from United Airlines which was secured by BRW’s shares in Avianca. After the default, United opted to give Kingsland Holdings control of BRW’s shares. Kingsland is Avianca’s second largest shareholder and is led by Roberto Kriete, who was CEO of TACA. Mr Kriete and the head of Synergy, German Efromovich, have clashed over the years. With the transfer of power to Kingland, Mr Efromovich has been ousted as Avianca’s chairman and replaced by Mr Kriete. It is a dizzying cascade of events as Avianca works to fight currency challenges in its operating countries and regain profitability. It is also a tough blow for Mr Efromovich, who purchased Avianca out of bankruptcy in 2004 and was no doubt a guiding force through the merger with TACA. But Mr Efromovich and his brother José have other issues too. In addition to Avianca Brazil’s troubles, Bloomberg has reported that shipyards run by Mr Efromovich have shut down. United takes necessary steps to ensure that Avianca remains a strong JV partner United has stated that it is willing to lend Avianca an additional USD150 million - it has a vested interest in Avianca’s well-being. United, Avianca and Panama’s Copa Airlines are working to forge a joint venture covering routes from the US to Central and South America. Their proposed JV was in response to LATAM's attempt to create an immunised relationship with American Airlines covering flights from the US to Brazil, Chile, Colombia, Paraguay, Peru and Uruguay. The Chilean Supreme Court recently rejected the LATAM-American tie-up and a similar proposed JV between LATAM and IAG, agreeing with Chilean tourism and consumer groups that the JVs would be anticompetitive. Although the decision by the court is a blow to LATAM, it can push forward with other JVs, including Latin America’s largest aviation market, Brazil, and its third largest market, Colombia. United and Brazil’s third largest airline Azul have had discussions regarding a JV, which would give United an immunised relationship in that strategic market. Avianca is Colombia’s largest airline, representing 53% of the country’s system ASKs. Domestically, Avianca holds an approximate 55% market share. The proposed JV with Avianca would also give United a foothold in Latin America’s third largest aviation market. Colombia system ASKs by airline, as of late May-2019 Source: CAPA - Centre for Aviation and OAG. LATAM Airlines Colombia is the country’s second largest airline and Colombia is one of the countries included in the LATAM-American proposed JV. Authorities in Colombia and Brazil have already approved the proposed partnership. United essentially needs a healthy Avianca in order to compete effectively with American once its JV with LATAM takes effect, and it has taken what it deems as necessary steps to steer Avianca in a direction towards recovery. Avianca's board changes were necessitated by Synergy's challenges An element of United’s pilot contract prohibits the company from holding a majority ownership in another airline, which necessitated the move to put Kingsland in control. It is not likely that United wanted to control another airline, but it obviously wants to maintain a certain level of influence over Avianca. There is little doubt that United did not want to be mired in a board shake-up at Avianca; but Synergy’s woes created some unusual circumstances that United needed to address quickly. https://centreforaviation.com/analysis/reports/south-america-united-airlines-takes-steps-to-rectify-aviancas-unrest-475767
  7. https://viewfromthewing.boardingarea.com/2019/03/26/united-flight-attendants-are-selling-their-seniority-and-the-airline-wants-it-to-stop/ by Gary Leff on March 26, 2019 Unionized flight attendants — and flight attendants at airlines whose procedures mirror union work rules — get to work the most desirable trips based on seniority. Senior flight attendants at large international airlines can jet away to Sydney, to Buenos Aires, to Paris while more junior flight attendants overnight in Des Moines. Those longer trips aren’t just more exotic. They pay more (more hours) in a short amount of time, have longer layovers, and may entail staying at better hotels. Last year I wrote about the secondary market some American Airlines flight attendants created renting out their seniority. They sell prime trip assignments to junior flight attendants, reportedly on average for $200 per trip. Flight attendants who bid for a trip and are assigned that trip have a property right in the trip. But they’re not supposed to use their seniority to gain desirable trips and then sell those trips, they’re supposed to fly the trips themselves and trade only when scheduling presents a problem. In other words they only get a partial property right and there’s not supposed to be a secondary market. Reportedly something similar is going on at United Airlines and both the airline and union are trying to crack down on it. (HT: Brian Sumers) A letter from the flight attendants union to members begins, Over the past few months, we have been aware that many of you have voiced concerns about illicit trip brokering where certain individuals have been improperly “parking” and holding trips for their personal gain. We’ve heard your frustration and recognize how many of you have exercised restraint in reporting this egregious activity to management because we are unionists. United is threatening to discharge flight attendants to bid for trips that they sell or barter instead of working themselves. The airline says “this is about fairness.. no flight attendant should have an unfair advantqage..managing their schedule or accessing flying opportunities.” The airline is giving something of value based on seniority to one group of workers, that’s valued more by others. Naturally a secondary market develops, and both parties benefit from the exchange. Problems here stem from inefficiently allocating what employees want most based on seniority, and then cowing to the envy of less senior flight attendants. United and its union are fighting the symptom of a broken duty assignment system that gives trips to flight attendants who don’t want to work them simply because they’ve been at the airline longer, and assigns trips to flight attendants less well-suited to the customer service roles as well. From a customer service standpoint I prefer more junior – less jaundiced – crew working the ‘best’ flights and indeed working long haul business class. Assigning customer service duties to an airline’s most profitable customers based primarily on being around the longest makes little sense for a business. It was United, though, the pioneered turning over scheduling decisions to the union. Pat Patterson who was President of the airline from 1934 until 1966 believed that unions were closer to the workers than management and could better understand their needs.
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