Vol. 10 No. 125                                                                                                               Tuesday December 20, 2011

 

Hartmut Mehdorn, (L) CEO of German airline airberlin and James Hogan, CEO of Etihad Airways, speak during a press conference on December 19, 2011, in Berlin, Germany.

      Etihad Airways increases its stake in ai berlin to 29 percent and becomes biggest single shareholder in the second largest German carrier.
      Etihad Airways upped its stake in financially troubled airberlin from 2.9 percent to 29.21 percent, thus becoming the largest single shareholder of Germany’s second biggest airline.
      The Abu Dhabi-headquartered airline paid 2.31 euros per share, thus injecting fresh funds of almost 73 million euros into airberlin.
      In addition to becoming the German flyer’s biggest single shareholder, Etihad announced a loan amounting to 196 million euros to the airberlin Group on a five-year term, financing the fleet development of nearly 600 million euros indebted to airberlin and its subsidiaries, Niki, plus their network enlargement.
      Both airlines have aligned their frequent flier programs and offer code share flights on 60 of 239 destinations in their network. By pooling their operations on key routes, they will heavily rival Lufthansa by passengers and air freight tonnage.
      It is the first time that state-owned Etihad takes a large share in another airline since its inception in July 2003.
      EY CEO James Hogan speaks of “one of the most important deals” made in his carrier’s history.
This, after his management clearly rebuffed any speculation made by media about the imminent buying into airberlin only two weeks ago.
      As an immediate consequence of this new strategic partnership, airberlin canceled their Dubai flights to serve Abu Dhabi instead, linking both cities four times weekly with deployment of an Airbus A330-200. In addition, both airlines agreed to share their codes on the Etihad-flown Frankfurt, Munich, and Duesseldorf routes. All in all, this amounts to 29 joint weekly flights between Germany and Abu Dhabi, which will be upped to 42 by mid-April 2012, as announced by both carriers. airberlin’s CEO, Hartmut Mehdorn, extolls the launch of the Abu Dhabi services as “one of the key components of our new partnership.”
      He further believes that “liaising with Etihad opens up enormous opportunities for the future of our company.
      “This applies especially to future market development and the realization of synergies,” says Mehdorn.
      “The agreement with Etihad Airways will also dramatically improve the global connectivity of our customers in Germany, Switzerland, Austria, and throughout the GCC and Middle East.”
      Asked by FlyingTypers, an airberlin spokesperson confirmed that the new shareholder structure would not affect the airline joining the Oneworld alliance next spring (British Airways, American, Cathay etc.).
      Last year, the airberlin Group and Etihad carried a combined total of more than 40 million passengers, with airberlin alone accounting for 33.6 million.
      They possess 233 aircraft and have 18,000 staff on their individual payrolls.
      Jointly, the enterprises generate more than 6.7 billion euros in revenues, with each of them in the red.
      As a consequence of their joining together, they hope to better their finances, as Etihad’s CEO Hogan indicates:
      “We estimate each airline could achieve incremental revenues of between 35 million euros and 40 million euros just in the first year, and we believe the partnership has enormous potential to unlock a range of efficiencies.”
      Etihad just began flying to Duesseldorf last week, its fourth German destination after offering passenger services to Frankfurt and Munich plus cargo flights to Frankfurt-Hahn by A330F.
      Although some details of the newly signed collaboration are still vague, sales agent ATC Aviation Services doesn’t expect major changes.
      “We assume that we will continue being Etihad’s German cargo sales agent, as we have long been working successfully,” states ATC’s head of product, Martin Rehs.
      leisure Cargo GmbH, is responsible for airberlin’s air freight transports.
Heiner Siegmund/Flossie

 

Krasnoyarsk Airport Burns Down

     The domestic part of Siberian airport Krasnoyarsk completely burned down on Monday in a four-hour firestorm.
     Roughly 100 fire fighters and 38 vehicles were needed to extinguish the flames. Agencies report that nobody was hurt, but air traffic collapsed completely. According to the regional ministry of civil defense, the terminal was abandoned with no passenger or airport and airline personnel left when the blast started.      However, fire fighters had to rescue one air traffic controller who was caught in the airport tower with flames thwarting his retreat. The reason for the burn is still being investigated, but authorities suspect a short circuit in the electrical system caused the ignition.
     The Siberian city’s Cheremshanka airport is part of a larger aviation site including Yemelyanovo International, which is approximately two kilometers away from the domestic facility. Both are located approximately 35 km out of the city of Krasnoyarsk. The fire did not affect Yemelyanovo and traffic was not disrupted.
      Lufthansa Cargo is the major carrier of the airport, which provides technical stops on the carrier’s routes between Germany and Fareast. “We operate weekly 40 flights in and out Krasno,” LH Cargo’s Michael Goentgens told FlyingTypers. “Our processes are running according to schedule and were not influenced by the fire or smoke,” he stated.
Heiner Siegmund

 

Airline IT World Shrinking

     PARS, System One, Apollo, Worldspan, SABRE, Speedwing, Atraxis, CHAMP—all big, prominent names in airline IT, airline spawned and owned, revered and feared at one time or another… so where are they all now?
     Once seen as indispensable, a real strategic asset to be protected at all cost, with the airline industry collectively spending billions of dollars to develop and run them, they peaked and were gone in what seems like a flash. What started out as an airline MIS department—IT to the 30-40ish crowd, with portfolios ranging from reservations, MRO, crew scheduling, flight planning; you name it, they had it—became an embarrassment of riches, evolving over time in a scattered manner and using any platform under the sun, from mainframe-—“legacy” for the middle aged—to PC, DB2 to FoxPro and everything in between. They were relational, object oriented, the whole alphabet soup. And many self-respecting airlines just had to have one.
     As professional consultants and fads come and go, it was also fashionable at one time for everything in an airline to be turned into a profit center (enter the age of the bean counting style of management) and the in-house shops were structured to act as businesses in their own right. Well… sort of. With revenue targets in mind and the effects of unintended consequences, getting business outside the home airline turned out to be a built-in conflict of interest, mostly to the detriment of the parent airline, which often ended up as the lowest priority as they expected to continue to receive software and services “for free.” And once the airline had to pay its former IT organization for the software and services it used and wanted, the greener pastures of other IT vendors—“solution providers,” in modern speak—beckoned!
     The airline quickly realized it was in a better position to truly negotiate and get what it actually needed by shopping around. The in-house/independent IT without much open market exposure and experience frequently charged its airline more than open market alternatives. The trend to hang on to the IT group changed every so often, with the IT group facing potential clients’ objections that confidential and valuable proprietary data may not be safe in the hands of a competitor—the “trust” factor—or that the software products were too specific to the erstwhile parent airline’s philosophy, priorities and modus operandi. And so it went.
     Becoming an IT company forced some organizations to spend a lot of time and money on establishing an IT strategy for going forward, with idealistic and state-of-the-art tools diligently documented in voluminous and fancy-looking tomes. The fact that none, or very few, of the products in its offerings had any semblance with the mapped-out vision didn’t bother the MBA crowd in the least, nor was much thought or consideration given to what it would cost to migrate or redevelop the whole enchilada using the ambitious road map. It was an IT strategy after all, not a business plan!
     In between, the “best-of-breed” years, when selection and buying decisions were made based on the leading product of the time, also came and went. And the reverse is also true – airlines came out with their own IT strategy aiming high at the latest and greatest. One had the bizarre situation of an airline in need of a new cargo system, for example, and an IT strategy where everything had to be SAP. The fact that there wasn’t a single cargo system out there on SAP didn’t enter the equation, not did it limit the ambitions of the IT architects, and this still goes on while billions have been spent on IT that still doesn’t quite meet the needs.
     Inevitably, consolidation got the better of it. SABRE and AA separated in 2000. Atraxis collapsed in 2001 in the wake of its SAir Group parent’s bankruptcy. CHAMP sold the majority of its stake to SITA in 2005. The last former airline-owned IT companies to survive are Lufthansa Systems and Mercator, with Lufthansa Systems on the chopping block. Mercator marches to a different drumbeat given its Emirates relationship and ownership, although merger talk was once in its past.
     Press reports listed India's TCS (Tata Consultancy Services) as bidding $500 million to acquire a controlling stake in Lufthansa Systems. Rumors had HP-EDS and IBM allegedly in the running. In what currency would the transaction be closed?
     One of the most intriguing stories is IBM, once a powerhouse in airline systems, which in its metamorphosis became an IT outsourcing and services business, running data centers for many airlines on long term contracts, but shedding its airline software business and expertise almost entirely. There is never a dull moment.
Ted Braun

 

Did IATA Air Cargo Day Work?

     Although others are rapturous and some may not have a clue, a closer look at the recent IATA Cargo Day had a mix of the usual themes and some new wrinkles. With IATA, it’s a bit like motherhood and apple pie – what is there not to like?
     It is useful to put some things in perspective. For example, the IATA/WCO agreements; they have been around long enough to have grown gray beards by now. The principle has been a laudable one—adopt and promote a common standard, and all sides benefit. Then, if an airline happens to operate in the EU, US and Pacific Asia, it turns out that the reality is rather different. Despite governments having signed these agreements, when it’s their turn to implement a customs system, all bets are off and the airline ends up needing unique interfaces for the various customs systems. Why? Apparently, because they can.
     Ironically, the WCO website still carries a 2009 announcement, including the intent that “by the end of 2009, the project plans to replace 16 documents with IATA and WCO electronic messages and by the end of 2010, 20 documents will be supported by an electronic standard, constituting approximately 64 percent of the paper volume.” No update and nothing new since that time. You may draw your own conclusions. It so happens there is a problem with some minor players—China, India, Russia, just to name a few.
     Let’s not forget that WCO is the same organization airlines look to for harmonizing global air cargo security measures. Regrettably, the precedent and history are not encouraging, despite critical times for the world economy. It’s never about the words; the language is invariably forceful and demonstrative of a strong commitment. WCO works with ICAO and earlier this year, it was communicated that “together … will carry out a review of its existing procedures through a newly-constituted Technical Experts Group on Air Cargo Security. They will analyze such vital issues as electronic advance data, the sharing of information at various levels (government-to-government, Customs-to-Customs, and Customs-to-industry) and risk management.” Swell; just please be careful not to step over those TSA and CBP folks in 92-plus countries out of the 190 ICAO ‘member states,’ the EU, IATA, FIATA and GACAG.
     It will undoubtedly get done; the only question is when and, clearly, one can’t rush these matters enough. It has been said that it takes Apple 6-9 months to come out with a new product, but that’s an unfair analogy, right?
     It’s much more straightforward to instead talk about something more concrete that forwarders and airlines understand—the air waybill. Unless one lives under a rock, e-freight and e-AWB have flooded the senses enough times that it surely has registered. Again, it’s a concept with which no one can find fault. The only trouble both starts with and depends on the one thing the industry has struggled with mightily for over 20 years. A picture is worth a thousand words, as illustrated here:
     Yes, you guessed it! It’s the forwarder starting the entire information chain by sending a FWB message. E-AWB will be mandatory for e-freight in 2013 and IATA is aiming for 100 percent e-freight by 2015. It’s all about the process, which requires “the capability to send, receive & archive FWB, FSU/RCS, FSU/FOH messages…”
     It is clear that something of this magnitude and scope needs relentless marketing and communications to make sure the message is loud and clear. And yet, while this global effort has been underway, there are a number of challenges with the fundamentals and those pesky details, and there hasn’t been anywhere near the focus and effort on these underpinnings, which are perhaps taken for granted. By the way, don’t necessarily just listen to the executives in charge; try instead the cargo IT hands-on people if you want to know the facts, as they are day-in-and-day-out on the ground.
     The FWB – in a recent side bar discussion among folks with a minimum of 30 years background in these matters, here is what came out as needing to be addressed pronto: the Cargo-IMP does not contain provisions regarding two opposing scenarios—1) the forwarder sending no FWB, and 2) the forwarder sending multiple FWB for one shipment. Just as how prior to Cargo2000 and CDMP, airlines tweaked FWB to uniquely suit their needs, requiring specific information in a certain field, currently airlines have different policies regarding multiple FWB. There is no industry standard for updating a FWB once, twice, three times, at what intervals, nor explicitly prohibiting more than one FWB per shipment. Nor is there a cancelation message or any means to reissue a message.
     There is more; data quality, which becomes particularly critical as e-AWB volume grows. Some examples: one or more dots (.) in the shipper or consignee fields, 5 zeros in US ZIP codes, or country names in the town field. The vaunted CDMP does not handle business rules. Going back to the topic of Customs, for example, U.S. Customs requires a ZIP code—what to do? Changes to a forwarder-issued air waybill by the airline require a CCA (Charges Correction Advise), but it is inconceivable to automate the CCA process in this environment. Using CCA may actually be used, or abused, as a work around, rather than solving the correct FWB transmittal.
     This is not a new issue by any means, yet it is one that needs urgent attention and resolution before the galloping e-freight train. Airlines have been so keen and frustrated in their long quest for forwarder-generated FWB that it has resulted in a regime of extreme flexibility, which is in practice proving to be detrimental in a paperless environment.
     Airlines and forwarders are discussing these matters and they arise on and off with IATA. More needs to be done if this is to succeed and there must be a new approach to induce and incentivize participants in e-AWB and e-freight are to definitely have a FWB sent in the first place, but also to make the practice of making changes to FWB a thing of the past. One effective way would be to impose financial consequence; that resonates in every language. Somehow I can’t help but suspect there will be more on this topic.
Ted Braun

 

RE:  Etihad & Maximus To Integrate?

Hi Geoffrey,

     As Maximus' public relations consultant, your article on the company and EY in the latest issue of FlyingTypers made curious reading.
     While you say this was a hot, “unofficial” topic and was “heavily discussed” between “many” participants of the latest meeting of the Arab Air Carriers Organization AACO in Abu Dhabi, I had colleagues in attendance who heard nothing of the sort!
     Quoting an anonymous AACO delegate also seems rather odd.
     Shouldn't he or she be identified so as to demonstrate that they are qualified to comment on what is pure speculation?
     This gives the impression that there is something more official to the piece than there is.
     There are also numerous other factual inaccuracies about Maximus’ business model.
     For example, Etihad is not utilizing Maximus’ fleet of six freighters regularly for its own charter assignments.
     In fact, at the Dubai Air Show, Maximus announced that DHL had taken two aircraft in an ACMI deal.
     I would be grateful to get your views on this matter.

Many thanks,
David Baker
P O Box 20970, Dubai, UAE

Dear David,

     Thanks for writing.
     It seems neither one of us were actually at the Abu Dhabi meetings.
     Reliable sources often tell us what they hear and even what they think is going on at events.We stand by our sources.
     It is news to us that Etihad is not using Maximus regularly and the arrangement with DHL mentioned in your letter.
     Thanks for sharing it

My most distinguished greetings,
Geoffrey

 

Get On Board Air Cargo News FlyingTypers
For A Free Subscription
Click Here To Subscribe

 

If You Missed Any Of The Previous 3 Issues Of FlyingTypers
Click On Image Below To Access

FT120811

FT121511