pacific skies issue 7 ecopy 02

THE PACIFIC'S LEADING AVIATION MAGAZINE | No.1 in Circulation and Readership

PACIFICskiesA V I A T I O N M A G A Z I N E

I S S N 2 3 0 4 - 5 0 4 3

FEATURE AIRLINE: SOLOMON AIRLINES

ISSUE APRIL 2015

7

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travelport.com© 2014 Travelport. All rights reserved

FRONT COVER: Solomon AirlinesSee cover story for more information

We’re

redefiningairline growth

Maximize the revenue from every seat sold

Travelport’s Merchandising Platform transforms the way you deliver,

differentiate and retail your brand to over 67,000 travel agency customers

globally. Our award-winning and industry-leading technology, encompassing

Rich Content and Branding, Aggregated Shopping and Ancillary Services,

is designed to maximize the revenue you can generate from every seat sold.

Discover how our platform can help grow your business. Please contact [email protected] for more information.

travelport.com© 2014 Travelport. All rights reserved

Contents04 MESSAGE FROM THE EXECUTIVES Message from Director SPC Economic Development Division Message from Secretary-General Association of South Pacific Airlines

06 ASSOCIATION OF SOUTH PACIFIC AIRLINES Regional meeting of aviation experts at the 61st ASPA General Session

12 CIVIL AVIATION AUTHORITY OF NEW CALEDONIA The engineering services of the Civil Aviation Authority of New Caledonia

13 FIJI'S MINISTERIAL STATEMENT Ministerial Statement in relation to Civil Aviation in Fiji

18 FIELDAIR ENGINEERING LIMITED Engineering for Change

22 FEATURE AIRLINE Solomon Airlines

27 PACIFIC AVIATION NEWS32 FIJI BIOSECURITY Fiji’s biosecurity requirements for travellers

34 AIR TRAVEL AND HEALTH Understanding air travel and health

38 ATR The right aircraft for island-hopping in the Pacific

41 SUNFLOWER AVIATION LIMITED43 PACIFIC FLYING SCHOOL46 PACIFIC AVIATION SAFETY OFFICE PASO climbing to greater heights

47 PACIFIC AVIATION SECURITY Pacific Island aviation security capacity building

49 TRANSPORTATION SECURITY ADMINISTRATION Aviation security: The importance of building unpredictability and randomisation into the Aviation Security Service

51 MANAGING AIRCRAFT ASSETS53 INTERNATIONAL AIR TRANSPORT ASSOCIATION Introducing the International Air Transport Association’s Standard Safety Assessment programme

54 AIRWAYS NEW ZEALAND Airways New Zealand to trial automatic dependent surveillance-broadcast technology in the Pacific

56 TRAVELPORT Redefining airline growth with a new approach to merchandising

58 NORTON WHITE Dealing with problem passengers and customers

62 A COUPLE OF AIRCRAFTS FROM AROUND THE REGION

Have you got any stories or photos that you want to share regarding aviation in the Pacific?Please send us an email to [email protected]

Layout & Design: Emily Naidike, Create Seven

For more information, contact: Secretariat of the Pacific Community2nd Floor, Lotus Building, Nabua | Private Mail Bag, Suva, FijiTel: +679 337 0733 Fax: +679 337 0146 | Email: [email protected]: http://www.spc.int/edd

Disclaimer: All care and diligence has been used in extracting, analysing and compiling this information, however, SPC and ASPA gives no warranty that the information provided is without error.

© Copyright SPC / ASPA 2014

Parts of this document may be reproduced, provided acknowledgement is made to this publication and SPC and ASPA as source.

I S S N 2 3 0 4 - 5 0 4 3PACIFICskiesA V I A T I O N M A G A Z I N E

13 20 5640

Cover photo by: Solomon Airlines

Prepared by the Economic Development Division, Secretariat of the Pacific Community

ISSUE APRIL 2015

7

P A C I F I C S K I E S M A G A Z I N E I s s u e 7 2 0 1 5

4

SPC ECONOMIC DEVELOPMENT DIVISION

John HoganDirector

SPC EconomicDevelopment Division

"The Association of South Pacific

Airlines has been leading efforts to get its members to undertake the

International Air Transport Association’s

Operational Safety Audit programme, which emphasises

continuous improvement and adequate

management of risks as means

to enhancing the safety of airline

operations."

Message from Director, SPC Economic Development DivisionWelcome to another edition of Pacific Skies. This edition covers a range of

topics of relevance to aviation in the Pacific, including aircraft, airlines, airport

infrastructure, biosecurity, commerce technology, engineering, health, safety,

security, training, and unruly passengers. And our Pacific Aviation News section

continues to report on a wide range of airline activity in the region.

The focus of this month’s feature on airlines operating in the region is Solomon Airlines. The airline is a major contributor to the economy of Solomon Islands and is star ting to expand its international presence with a new route from Honiara to Sydney commencing in June this year and a par tnership established with Air Niugini and Air Vanuatu for services on the Port Moresby – Honiara – Port Vila route.

Also included in this edition is a Ministerial Statement on civil aviation in Fiji. It provides readers of the magazine with a clear outline of the Government of Fiji’s approach to civil aviation, now and into the future. We would be happy to publish official statements on civil aviation from other countries and territories in the region should they be made available to SPC. Such statements provide guidance on current and future civil aviation policy settings, enabling all stakeholders to move forward with plans to expand an industry that is a vital component of most economies in our region.

Another factor critical to the success of the civil aviation industry is safety. There have been numerous reports in the media recently providing commentary about the safety regulatory environment in the Pacific. Perhaps less well known is the work

airlines have undertaken to maintain and improve safety standards in the region. The Association of South Pacific Airlines has been leading efforts to get its members to undertake the International Air Transport Association’s Operational Safety Audit programme, which emphasises continuous improvement and adequate management of risks as means to enhancing the safety of airline operations. While compliance with existing safety regulations is actively encouraged, the future of any successful organisation is its ability to plan for and adequately manage changing operating environments.

As with all our previous editions, our thanks are again extended to those who have contributed ar ticles and other material that is making this magazine a ‘must read’ for stakeholders. And we also extend our thanks to our advertisers, with this edition being the most successful yet in terms of the volume of advertising. Such great support enables us to continue to produce the magazine for the benefit of the aviation community in the Pacific.

I hope you enjoy the seventh edition of Pacific Skies.


5

ASSOCIATION OF SOUTH PACIFIC AIRLINES

George Faktaufon Secretary-General

Association of South Pacific Airlines

"Clearly the airline industry needs to be more alert now than ever before in

ensuring that all their requirements, both

internal and external, are met or exceeded,

particularly with regard to safety

and security of their operations."

Message from the Association of South Pacific Airlines (ASPA)Enhanced IOSA will improve safety and security of the industry

Greetings from ASPA and may I offer my best wishes to our readers for a

prosperous 2015.

In the airline industry, wishing each other prosperity is expressing a sincere hope that there will be prosperity. History has proven that, despite the best laid plans, there are occasions when things go wrong in our industry. The Malaysian flights 370 and 17 clearly indicate this. Sometimes these things happen through no fault of the airlines, and other times they occur because of deficiencies in the systems or processes.

Clearly the airline industry needs to be more alert now than ever before in ensuring that all their requirements, both internal and external, are met or exceeded, particularly with regard to safety and security of their operations.

Since the introduction of the International Air Transport Association’s Operational Safety Audit (IOSA) in 2003, audit principles have basically remained unchanged. The initial goals of establishing a broad foundation for improved operational safety and security and eliminating redundant industry audits were achieved (for detailed information on IOSA, see article in Pacific Skies, issue 1).

IOSA is now being enhanced to include informat ion f rom internal overs ight assessments, broadening the scope and value of the audit result under the enhanced IATA Operational Safety Audit (e-IOSA), which will introduce significant new elements into the IOSA process. These elements were applied and tested during live trial audits.

Airlines on the IOSA registry will incorporate

an ongoing internal assessment process using IOSA provisions in their quality assurance programme and provide a conformance report as a record of ongoing evaluations against IOSA provisions before each recurrent IOSA audit. The information in the conformance report will be reviewed, verified and then form part of the overall IOSA assessment. Airl ines were given the opportunity to undergo an enhanced IOSA on a voluntary basis from 2013. However, none of the ASPA airlines took advantage of this trial period to familiarise themselves with the new elements of the IOSA process.

The overall objectives of e-IOSA are based on achieving four ‘pillars’ of effective airline operations. These are described below.

1. Continuity – airl ines wil l maintain continuing conformity with all IOSA standards throughout the registration period by conducting ongoing internal audits as an integral part of their internal quality assurance programme. The results will be analysed and any area of concern addressed, leading to increased levels of continuity in all aspects of operations. This is a significant shift of emphasis from compliance to continuous improvement, and the airlines in ASPA will need to adapt to these changes sooner rather than waiting for the next audit.

2. Implementation – internal audits using IOSA standards should facilitate and enhance overall implementation and


6

The conference was officially opened by ASPA Chairman, Mr Didier Tappero. In his address, Mr Tappero touched on several critical issues that needed to be addressed by the industry, collectively and individually.

Eighty delegates attended the two-day conference, representing the airlines, industry providers, the media, the International Air Transport Association (IATA), the Secretariat of the Pacific Community (SPC), the Pacific Islands Forum Secretariat (PIFS), the South Pacific Tourism Organisation (SPTO), the World Bank and several observers.

In line with the conference theme Enhancing profitability by reducing waste, the chairman set the scene by calling on the airlines to effect the necessary changes that will bring about safer, more secure and more efficient operations, by

adopting and implementing the integrated Airline Management System (iAMS) and the People Management Development System for Airlines. His full address is reproduced below.

In his address, the Secretary General called on the airlines to embrace iAMS and use the procedure to prepare for the enhanced IATA Operational Safety Audit, e-IOSA. He expressed concern that, whilst the airlines were given two years notice to implement E-IOSA requirements on a voluntarily basis, none of the ASPA airlines took part in the voluntarily trial. He was also concerned that many of the ASPA airlines did not have the necessary human resources to be able to meet the E-IOSA requirements and would therefore need to resort to external help.

IATA presented the state of the industry report, highlighting the

execution of operational policies, plans processes and procedures, etc.

3. Reliability – airlines will demonstrate the reliability and integrity of their internal quality assurance system by conducting ongoing internal assessments against the IOSA Standards and Recommended Practices, using appropriately trained and qualified auditors.

4. Standardisation – the use of IOSA provisions, published auditor actions and IOSA auditing principles should result in a systemic standardisation of internal audit procedures and the overall audit process.

The IOSA programme

The key elements and changes to the current audit model are described below.

a. Airlines will utilise the online e-IOSA orientation and training modules provided by the International Air Transport Association to prepare internal auditors for assessments using IOSA provisions.

b. Internal quality assurance programmes will incorporate an internal assessment process using IOSA standards, in accordance with Organization (ORG) 3.4. 6. and 3.4.7.

c. A conformance report, as a current record of the internal assessment using IOSA standards, will be provided to the audit organisation before the recurrent audit.

d. The audit organisation wil l review, verify and then incorporate the information from the conformance report in the overall IOSA assessment. The emphasis will be on confirmation of an effective quality assurance system, as per ORG 3.4.1.

e. e-IOSA becomes the new audit model and conformance reports contain higher levels of continuity, implementation, reliability and standardisation of operating structures. Selective application of the ISARPs to be audited will be introduced.

I hope you will enjoy reading the various articles in this issue and please feel free to send us your comments on any of these articles.

For more information, contact:George Faktaufon, Secretary General, Email: [email protected] Box 9817, Nadi Airport, Phone: 679 6723 299/679 9929527

Regional meeting of aviation experts at the 61st ASPA General SessionThe Association of South Pacific Airlines held its 61st General Session at the Sofitel Resort and SPA, Port

Denarau, Fiji, on 4–5 December 2014.



7


increase in passenger numbers and fright volumes. The good news was the continuing fall in the price of fuel, now below the USD 100.00/barrel for the first time since 2010. IATA also introduced the new distribution capability programme, which aims to enhance the capability of communication between airlines and travel agents. IATA urged airlines to encourage their governments to ratify the Montreal Convention, which simplifies and standardises the liability limits of passengers, baggage and cargo.

SPTO provided an update of regional tourism, including the current state as well as a forecast for the near future. This was followed by a presentation from Fij i Airways summarising its five year strategic/financial plan, which focused on productivity and profitability.

SPC presented the intra-regional connectivity, which highlighted some weak links that need further investigation. Some of these were a lack of schedule consistency, a lack of consideration for connecting times at transit points and a lack of interlining of baggage within the region. A major issue was accessing relevant information for investigation or planning purposes.

The conference also provided an executive overview of risk management as an important tool for top management. A review of the Pacific Islands Air Services Agreement was presented by PIFS to identify issues related to its failure and to seek the views of governments and the industry on any further action required.

The Civil Aviation Authority of Fiji informed the conference of the review of the Fiji Civil Aviation Regulations, which were being harmonised with the New Zealand rules.

Boeing made a very useful presentation on how airlines could conserve fuel and save money.

Booking.com, a newcomer to the ASPA conference, presented its hotel booking system which it is promoting to airlines and hoteliers in the region.

Norton White, the aviation legal firm based in Sydney, made a presentation on how airlines could protect themselves in handling unruly passengers on board aircraft.

Other industry partners made presentations about new products and services that could help the airlines reduce waste and improve profitability.

The upcoming conference dates for 2015 are as follows:

q 33rd ASPA AGM and 62nd ASPA General Session in Rabaul, Papua New Guinea, 1-2 July 2015.

q 63rd ASPA General Session in Brisbane, Australia, 3–4 December 2015.

Chairman’s Address

61st ASPA General Session, Sofitel Resorts and SPA, Denarau Island, Nadi, Fiji, 4–5 December 2014.

Good morning to you all and welcome to the 61st ASPA General Session. Thank you for attending this session and I wish to acknowledge those of you who have been with us for a long time, and also welcome those of you who are attending this forum for the first time.

I trust you will find this forum useful and beneficial. As you will discover, this forum is very informal, as we intend it to be that way. Our main objective is to allow you to interact with each other so that you can explore new business opportunities, and/or expand current arrangements. This is an ideal forum where you have all the organisations involved in the process of producing the FLIGHT gathered in the one location, not once, but twice a year. We also have the opportunity to receive information on new services and products through our various presentations, and I thank the presenters in advance.

Every year, we select a theme for the conference. The secretariat also tailors its activities towards this theme, so there is a concerted effort to address this theme. This year, the theme is Enhancing profitability by reducing waste.

I think you will agree that in our Industry we incur a lot of waste. We do not go about intentionally making mistakes and violating rules and regulations, or even knowingly taking unnecessary risks. Many of the causes of these mistakes and errors and violations are the results of ignorance, inadequate training, lack of proper supervision, or organisational factors

"Every year, we select a theme for the conference.

The secretariat also tailors its activities towards this theme, so there is a concerted effort to address this theme. This

year, the theme is Enhancing profitability by reducing waste."


8

(lack of clear guidelines, policies, procedures, processes and systems).

This has come about because of many factors, some of which are inherent in the way we have been doing business over a long time. As we know, the industry has undergone so much change over the past twenty to thirty years. As an industry we were aware for some time of the need to adapt to the changing market and operational environment, but for some reason, change has been slow and for some it has been painful.

The IATA Operational Safety Audit IOSA has really given us a wake-up call. For many years the airlines’ safety net had been largely dependent on getting that AOC and complying with the regulatory requirements (audits). Although our technical personnel are highly trained and appropriately qualified, our focus had largely been on compliance rather than continuous improvement. We forget that we, too, have requirements that we must meet in order to ensure compliance. We need to manage risks so that we have a safe and secure operation, and we also need to make MONEY by becoming EFFICIENT.

We can only become efficient if we do things right first time, thereby reducing non-compliance, reducing errors and reducing waste, and therefore reducing unnecessary costs.

Because our focus was mainly on compliance, we were forgetting to explore ways and means of improving the way we manage our processes, particularly in the operational areas (maintenance, operations, fl ight dispatch, cargo, ground handling, cabin and catering). For example, we have been slow to take advantage of new satellite technology to use preferred routings rather than following the old tracking system. There is great savings in fuel by using preferred routes. The way we investigate our incidents and accidents falls short of really identifying the root causes, resulting in regular occurrences. The absence of an integrated management system in most of our airlines (a requirement by IOSA) means that departments operate much in isolation from each other, creating a silo effect. This means there is no cohesiveness in the various processes that produce the flight.

In tune with this year’s theme of Enhancing profitability by reducing waste, we have asked our presenters, who are experts in their fields, to suggest ideas of how the airlines could reduce costs. At the same time the activities of the secretariat throughout this year has been focused on providing the tools through training and in-house coaching to help airlines improve their processes in order to reduce waste and achieve efficiencies.

As you are aware, ASPA has produced an integrated airline management system (iAMS) with the help of IATA and consultant, Jose Castellanos. It has been fully implemented by Air Vanuatu. Incidentally, Air Terminal Services Fiji was the first organisation to implement iAMS and I understand that last month ATS was rewarded with the Business Excellence Award. I am sure iAMS played a vital role in helping ATS achieve that award. The iAMS focuses on the above objectives and in particular the managing of the processes to comply and exceed all requirements (external and internal). The iAMS objectives are to avoiding defects and non-compliance and therefore achieve quality. By preventing and controlling risks and avoiding damages, we achieve safety and security. And last but equally important, monitor and control the effectiveness of the various processes in order to avoid waste and thereby achieve efficiency. Unfortunately, Air Vanuatu is the only airline that has fully implemented iAMs. Other airlines have undergone some in-house training / coaching provided by the secretariat, but have not decided to implement iAMS. Why is iAMS important for the airlines?

From September 2015, airlines in the IOSA registry will be required to incorporate an ongoing internal assessment process using IOSA provisions in their quality assurance programme. Airlines are required to provide a conformance report, as a record of ongoing evaluations against IOSA provisions, before each recurrent IOSA audit. The information in the conformance report will be reviewed, verified and then form part of the overall IOSA assessment.

E-IOSA should not come as a surprise. Most of the current IOSA requirements are only recommended practices, and are meant to allow the airlines to familiarise themselves with these requirements. As with the ICAO ISARPS, most if not all the recommended practices eventually become standards.

Unfortunately, many of airlines are not taking IOSA seriously and view it as another regulatory standard that the airlines


"We can only become efficient if we do things right first time, thereby reducing non-compliance, reducing errors and reducing waste,

and therefore reducing unnecessary costs."


9


need to comply with. IOSA has the best international practice built into its standards. The Federal Aviation Administration (USA), Canada and Australia were part of the working group that developed the IOSA standards. IOSA is not only about compliance, but also about continuous improvement.

The secretariat anticipated the transition of IOSA requirements from recommended practices to standards, and together with IATA and consultant, Jose Castellanos, developed the integrated Airline Management System – iAMS in 2008. It took four years to convince the airlines to adopt iAMS in-house and, so far, as mentioned earlier, only Air Vanuatu has fully implemented iAMS.

Despite the training and promotion of iAMS by the Secretariat, the airlines are slow to adopt it.

These are some of the existing elements of iAMS that will form part of the requirements of the E-IOSA.

q The airlines are to maintain continuing conformity with the IOSA standards throughout the registration period by conducting ongoing internal audits as an integral part of their internal quality assurance programme. The results will be analysed and any areas of concern addressed, leading to increased levels of continuity in all aspects of operations (the Deming Cycle – PLAN, ACT, REVIEW, IMPROVE iAMS).

q The internal audits, using IOSA standards, should facilitate and enhance overall implementation and execution of

operational policies, plans, processes and procedures, etc (internal audit – iAMS).

q Airl ines will need to demonstrate the reliability and integrity of their internal quality assurance system by conducting ongoing internal assessments against the ISARPS, using appropriately trained and qualified auditors (internal audit – iAMS).

Many of the airlines do not have appropriately trained and qualified auditors right now, so there will be a rush in 2015 to get in-house capabilities. Air Vanuatu, on the other hand, is already prepared for this. This is the reason the secretariat spent so much time in the past two years trying to promote iAMS to the airlines.

Why am I telling you this? Because, again, we as an industry tend to be reactive, we respond to crisis, rather than being proactive. We wait for the time the auditors are about to come then we prepare ourselves for the audit.

As leaders, we need to drive this change and we need to do this now rather than later.

It is heartening to know that, despite the global decline in airline profitability, several of our airlines are not only declaring operating profits but also recording profits. Air Niugini and Fiji Airways, our two largest regional airlines, are leading by example in this road to prosperity.

We do have some challenges ahead. Much of the airport


10

infrastructure definitely requires urgent maintenance, and navigation aids also need replacement and at some strategic airports, new equipment need to be installed.

We are therefore pleased to have with us the consultants for the World Bank, who are carrying out a scoping study on the deficiencies with our aviation infrastructure that the World Bank could finance. We shall hear from them during the course of this conference. For our part, I believe the airlines need to work closer in resolving some of the impasses that exist concerning air services agreements (ASAs). Although ASAs are predominantly the domain of governments, the airlines can facilitate discussions amongst themselves and try and resolve issues internally without having to resort to our governments for resolutions. We should use the forum provided through ASPA to meet privately so like-minded parties can explore avenues to foster collaboration and partnerships in the provision of intra-regional services. We are supposed to be the experts in aviation matters and our governments rely on us for guidance and advice.

Many of the regional carriers are continuing to consolidate and review their business models to ensure long-term sustainability. This is felt necessary due to the increased competition and demand from the travelling public for more efficient operations, particularly for travel within the region. This is where the biggest challenge lies – long routes, over water.

As we have always said, commercial aviation in the region is largely driven by tourism. Although inbound tourism is holding, there are many challenges. Tourism is subjected to the economic status of the countries supplying tourists and also for the airlines; this sector is very sensitive to price.

The result is often very low yields

Although we have not seen any impact of the volatile global economy on inbound tourism, it is a concern if our two major source markets of Australia and New Zealand should fall into a recession. Both countries contribute around 57% of the region’s tourists.

Another challenge for regional airlines is the fact that tourism flowing into the region is very uneven, with 55% of tourists visiting only two countries.

The main reason is probably lack of tourism and aviation infrastructure in some countries. And this is something that is outside the control of the airlines. In some countries, aviation infrastructure needs upgrading, including runway resurfacing and procurement of new navigation aids. These

are unfortunately very expenses and require outside assistance.

The major airl ine costs (fuel, aircraft lease, insurance, parts) are paid in USD but revenue is often earned in weak currencies.

Plan for the future

q Continue to pursue funding for the regional training programme. To conduct at least eight courses per annum. This year, ASPA in partnership with IATA conducted six regional courses where 96 attended from nine airlines. In addition, three in-house training/coaching sessions were conducted for Air Niugini, Air Vanuatu and Fiji Airways. This training was conducted free of charge, and worth more than FJD 400,000.

q Encourage regional airports to join ASPA and allow them to have their own separate forum during ASPA general sessions.

q There is an increasing trend by governments to impose new charges related to government services at the airport, such as bio-security, immigration and customs, in addition to departure tax. ASPA will continue to represent the airlines’ interest in this area, by seeking to impress governments of the need to seriously review the existing taxes and to ensure that the industry does not suffer as a consequence of high taxes.

q Monitor the review of civil aviation harmonisation with the New Zealand rules to ensure that there is consistency.

q Encourage airlines to cooperate more to improve intra-regional air connectivity.

q Encourage more airlines to implement iAMS and the People Management Development System for Airlines.

q Expand the scope of the technical working group to explore new methods of managing maintenance programmes and pooling and procurement of spares.

q Explore other avenues to reduce costs.

As we come to the end of another year, I trust that you have all had a good year, and I do hope you will enjoy these two days. We certainly appreciate your taking the time from your busy schedule to attend this conference. To our various sponsors, thank you for your continuous support.

I now have the honour to declare the 61st ASPA General Session open.


SPC ECONOMIC DEVELOPMENT DIVISION


12

The Civil Aviation Authority of New Caledonia, which employs some 250 staff, is divided into five departments, one of which is the Engineering Department. Like an engineering office, this department provides its various clients with engineering services. Given its recognised engineering skills, the department now wants to extend its activities to the regional cooperation domain.

The Engineering Department, with more than 40 staff, revolves around three professional areas for its aeronautical engineering services.

q Planning , particularly developing airspace easement plans, noise exposure forecasts, airport master plans and traffic and capacity assessments

q Aviation infrastructure design, e.g. runways and runway lighting and platform drainage

q Project management support , such as carrying out operations for airport buildings and terminal facilities

The department has two main clients: the governments of France and New Caledonia. The department, in collaboration with the French National Airport Engineering Department, will take on project management of the new control tower at the La Tontouta Airport on behalf of the French Government. In the same way, the department is already leading two air-terminal projects as operation supervisor on behalf of the Government of New Caledonia, i.e. the terminals in Koné and Lifou-Wanaham. The department also provides services to government bodies such as the provinces of New Caledonia, as well as some outside the territory, such as Wallis and Futuna. In addition, it continues to take part in cooperative efforts for consultancies and all types of aeronautical engineering services.

The department’s aeronautical engineering services cover the entire air-base domain, from diagnostics such as service

indicators for runways to fully designing facilities, as well as all specific aviation studies such as airport layout plans and traffic or capacity assessments. This is possible because of efforts made over the past few years to acquire the necessary skills and tools. For example, it is the only department, aside from the Civil Aviation Authority’s technical department, to use specialised software, known as AUPSA, to design easement obstacle clearance plans.

On a more tangible level, the recent example of work to extend and widen the runway in Koné, delivered in May 2014, demonstrates this capacity. The department carried out all the preliminary studies, from sizing to optimising lengths, in order to allow maximum carrying capacity for the ATR 42 and 72. It acted as project manager for work on the runway, earthworks and lighting. This project, which cost more than one billion Pacific francs (XPF), was carried out on time and within budget. The department continues to work on this platform, in particular to develop the airport master plan (scheduled to be delivered in June 2015), the easement obstacle clearance plan and noise exposure forecast. It will also continue supervision of terminal facility operations.

Given its skills and experience and as part of its objectives for the coming years, the department wants to extend its aeronautical engineering activities by developing partnerships and regional cooperation. Such partnerships are vital for the department; they enable it to share and continue to make progress in the very specific aviation domain.

For further information, please contactBrigitte PasqualiniHead of CommunicationsCivil Aviation Authority of New CaledoniaPO Box H 1 - 988949 NOUMEA CEDEXTel: +687 26 52 47Email: [email protected]

The engineering services of the Civil Aviation Authority of New Caledonia

CIVIL AVIATION AUTHORITY OF NEW CALEDONIA

q Work to extend and widen the runway in Koné, with drainage structure under the extension, at a cost of 10 million Euros (2014)


13

On 12 February 2015, Fiji’s Attorney General and Minister for Civil Aviation, the Hon. Aiyaz Sayed-Khaiyum, made a statement to Parliament in relation to civil aviation in Fiji. The statement outlines the Government of Fiji’s current approach to a range of civil aviation matters and provides an insight into the policy positions the Government of Fiji intends to pursue in the future. The statement includes positions and activities in relation to airport infrastructure, the performance of Fiji Airways and its future expansion plans, safety and security, international air services negotiations and the provision of domestic air services. The statement is re-produced below as sourced from the Government of Fiji’s Media Centre, with sub-headings added to assist readers look for particular subject matters.

MINISTERIAL STATEMENT BY THE ATTORNEY-GENERAL & MINISTER FOR CIVIL AVIATION, HON. AIYAZ SAYED-KHAIYUM

12 February 2015

Madam Speaker

As Minister responsible for Civil Aviation, I rise today to give a report on the range of activities that fall directly and indirectly under this portfolio.

Madam Speaker, more than 90 per cent of visitors to Fiji come on an airplane. And more than 90 per cent of Fijians travelling abroad depart on one. And that’s not to mention all the Fijians who rely on our domestic airlines to travel within Fiji – to visit family, travel home or into the city, and access crucial services.

Given the huge importance that civil aviation plays in the Fijian economy – supporting our Tourism industry – and in our national life, I thought it appropriate to provide this honourable House with an update on this important portfolio.

Madam Speaker, I will cover a broad range of topics and touch on a number of important initiatives, policies and plans within the Department of Civil Aviation to ensure amongst other things (inter alia) that air travel into, within and out of Fiji is safe, reliable and affordable.

Airport infrastructure

Madam Speaker, I would like to begin by outlining Government’s plans to develop the infrastructure of the 15 airports operated by Airports Fiji Ltd. This is in line with the FijiFirst Government’s plans to reform and modernise the aviation industry in Fiji

to be globally competitive.

All told, AFL is looking to deliver around $250 million worth of capital upgrades over the next five (5) years, which demonstrates just how serious we are about this program. It will have huge benefits in terms of economic growth and development – including in our maritime zones – and job creation.

The centrepiece of this program is the Nadi Airport Terminal Modernization Project, which commenced in August 2014. The New Zealand company – Hawkins Infrastructure Ltd – was selected to carry out the work, which is scheduled to be completed by May 2016.

This year, the Fijian people and the visitors to our shores can expect to see a burst of activity and we kindly ask for their patience and understanding as the work is carried out. We promise, it will be worth the wait. Faster queues at check-in and through security, a spacious departure and check-in hall, views for the passengers in the departure lounge, top-quality food and beverages, a children’s play corner, a prayer room, a modern VIP lounge and spa facilities. And of course a segregated smoking area for those who do.

There is also a plan to in the near future build at least a 70 room transit hotel located within the Nadi Airport complex.

Of course, Madam Speaker, the major upgrade plans for Nausori airport are equally exciting. They include a runway extension – so that larger planes can land in Suva – and a new terminal. This will have huge benefits for our capital city, its people and its businesses.

Government will intensify negotiations for the acquisition of about 35 hectares of land necessary for these upgrades and we look forward to finalising this matter this year.

And of course, Madam Speaker, we also have our eye on Fiji’s 13 outer island airports. We are committed to providing AFL the necessary support for capital projects, maintenance, and upgrades for these facilities. In this regard, one of our major focuses is the upgrade of the Rotuma airstrip.

Performance of Airports Fiji

Madam Speaker, we are also focused on helping AFL continue to improve its own performance so that we can maximise the benefits we as a nation derive from these facilities, especially after they are upgraded.

Ministerial Statement in relation to Civil Aviation in Fiji

FIJI'S MINISTERIAL STATEMENT ON CIVIL AVIATION


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As a result of the successful revenue restructuring and the achievement of operational cost efficiencies over the past few years, AFL’s profit forecast at a conservative approach “after tax” is $33 million for 2015 and $46 million for 2016.

While these numbers are forecasts, we think it’s possible to surpass them if we are able to continue accessing new markets working with Fiji Airways and with other airlines. And we take a disciplined commercial approach to operating Airport. Of course madam speaker this was not possible under the previous Governments nor would it have been if the other side was on this side. In fact madam speaker until 2007 AFL was either making a loss or breaking even or just a minuscule profit if any.

Madam Speaker, Government has called for expressions of interest for the acquisition of shares in AFL by the private sector and confidential negotiations are currently under way. This critical to ensure commercial confidence. As AFL’s performance continues to improve, the share value in AFL will concomitantly rise – generating more interest internationally and giving more value to Fiji.

With the divestment and the increased profits of AFL, the current arrangement where Government funds outer island capital works while AFL as part of its social responsibility picks up the tab for operational costs for those airports, we will be in a position to have AFL carry out capital works from its own cash flow including the operational costs. We are in the process of developing an MOU in this respect.

Madam Speaker, there is no doubt the AFL’s turn-around has been remarkable in particular under the guidance and leadership of its chairman, Mr. Faiz Khan. The Board also consists of the likes of Geofferey Shaw, a well known hotelier, Tui Macuata – Ratu Wiliame Katonivere and Xavier Khan. But the question isn’t if AFL is doing well. Because it is, beyond doubt. Remarkably well. The question is whether it can do even better. As a Government, we want the best – for our people and for our nation.

The point, Madam Speaker, is this. With the right people for the right job and now the right strategic partner, we can do even more, achieve even more, offer even more. As we have seen with Fiji Ports, the right partnership with the private sector has incredible benefits. It will further our case to become the hub for aviation in the region – recognised around the region and the world for the high standard of our facilities and the quality of our services.

Fiji Airways

Madam Speaker, I am pleased also to report in this House

today the spectacular performance of Fiji Airways.

As I’m sure my fellow Members will know, it’s been a busy few years for the airline as it has achieved a remarkable turn-around of fortunes – a complete rebranding, a profit-sharing scheme for its staff and an ambitious plan to expand its operations.

It feels like yesterday when we welcomed the first new Airbus A330 – the Island of Taveuni. As the Prime Minister said at the time: Bearing a uniquely Fijian design, the plane was a flying billboard for Fiji – a message to the world that we are open for business and want to share our beautiful surroundings, our culture and our hospitality with the peoples of other lands.

Since then, there’s been no looking back for the airline. Two new Airbus A330s followed the first - Namuka-i-Lau and Yasawa-i-rara. And Fiji Airways has announced plans to lease a new Boeing 737-800 and Airbus A330-300, which will both enter its fleet in 2015. Following that, an additional 737-800 is planned for 2017.

And in the domestic market, Pacific Sun has become Fiji Link – another addition to “Brand Fiji” – the FijiFirst Government’s program to distinguish an internationally recognised Fijian brand that is known for its quality and uniqueness.

Fiji Link has revamped its fleet by purchasing an ATR 72-600 and ATR 42-600. It has also leased an additional ATR 72-600 to meet the demand for expanding routes. This has significantly improved the services it can offer its customers. Indeed, the new fleet has allowed our national carrier to strengthen its Pacific and international network.

Madam Speaker, the results of all this activity is undeniable. Fiji Airways will soon announce its 2014 financial results, which are more than double the best profit in its history.

But Madam Speaker, I think that many would agree that the airlines biggest accomplishment is no doubt the creation of a team of committed and motivated individuals, who are working together better than ever to bring our national airline to new heights. I have no doubt this great success will continue in 2015, together with a great dividend for its shareholders.

Madam Speaker, I would like to pay special tribute to the Managing Director and CEO, Stefan Pichler, for the great work he has done at Fiji Airways. We are very sorry to see him depart as CEO, but are happy that he will remain on the Board and continue to support the strategic development of the group.



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Stefan has ensured that he is leaving behind an outstanding group of senior managers, and he is also playing a key role in the selection of a new CEO. So I can assure this House that business will continue as usual.

New routes for Fiji Airways

Madam Speaker, Fiji Airways is continuously adding new routes to its service on the back of its fleet expansion.

Beginning this month, Fiji Airways will start its Shanghai charters service – in partnership with Rosie Holidays – the first step toward tapping into the vast Asian market. In April, it will commence it’s direct Honiara service. And in June, the airline will add Wellington to its list of direct New Zealand destinations.

There are plans to have an extra flight to Sydney, Melbourne, and Christchurch; to increase the frequency of ATR services; and to add an additional flight to Hong Kong in the peak holiday periods. And there will also be more flights to Taveuni, extra capacity on the Nadi-Suva route, and more supplementary services in peak periods.

What’s more, Madam Speaker, the new A330-300 will provide a 6 per cent capacity increase for the airline’s popular Los Angeles route.

I think we can all agree that the future of the airline has never looked brighter.

Fiji Airways ownership and control

Unfortunately, Madam Speaker, there are those who want to downplay Fiji Airways’ potential by arguing for a closer relationship with Qantas. I would like to clearly state that they still hold 46% of Fiji Airways’ shares. An issue we need to deal with in time to come.

But the fact is this, Madam Speaker. As a country that relies on tourism, it is absolutely essential that we have a national airline and that we have control of the fortunes of that airline. It’s a matter of national interest. We cannot be subject to the commercial interests of foreign airlines alone.

That’s why it was so important that we removed Qantas’ veto rights in essential areas of the airlines operations. As a minority shareholder, these should never have been granted in the first place by Rabuka’s SVT Government. And that’s why the FijiFirst Government is committed to ensuring the viability and success of Fiji Airways.

Safety and security

Madam Speaker, as a nation, we have acceded to many International Conventions and Treaties relating to Civil Aviation, such as the Warsaw and Chicago Conventions, to

promote the safety and security of air travel. And so, Madam Speaker, I would now like to turn my attention to providing an update on the activities of the Department of Civil Aviation, which is responsible for ensuring Fiji is in compliance with these agreements.

The Department of Civil Aviation is responsible for the safe, efficient and effective regulation of air transport in Fiji. It develops air safety protocols, in line with international standards, and oversees/regulates the development of Fijian airports.

Specifically, the Department of Civil Aviation is in charge of ensuring necessary compliance to the International Civil Aviation Organization standards, through the regulatory arm of the Civil Aviation Authority of Fiji - CAAF.

CAAF regulates the safety and security in the civil aviation industry in Fiji. By effective implementation of the international safety standards set by the ICAO and their recommended practices, the Fiji civil aviation system is well above the global average and the highest in the South Pacific region (excluding Australia and New Zealand).

We are currently in the process of harmonising the Fiji Air Navigation Regulations with international best practices and standards to further raise our already exemplary record.

And so, Madam Speaker, the Department manages the allocation of $3 million to CAAF for safety and security oversight.

Air services agreements and negotiations

Madam Speaker, in addition to the focus on safe management, the Department also negotiates and reviews Air Services Agreements for the expansion of our aviation and tourism markets.

Madam Speaker, for those who do not know, an ASA is an agreement between two nations to allow international commercial transport services to be established.

They are extremely important to a nation like Fiji – which relies heavily on tourism and is an island nation – and therefore it is absolutely necessary that we enforce their terms – which have been carefully considered and agreed to by both parties.

An example of this was the recent dispute with Solomon Islands after it breached its agreement with us. Flights were suspended after a Fiji Airways flight was refused a landing slot in Honiara by the Civil Aviation Authority of Solomon Islands.

Madam Speaker, I am very pleased that this dispute has now been amicably resolved. But the point remains: Fiji takes



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its obligations under the ASA, as with other international obligations, very seriously and fully complies with its obligations.

At the same time, Fiji expects that those countries which sign ASAs with Fiji to also comply with their obligations. If they fail to do so, Fiji has a clear sovereign right to assert the terms of those agreements.

Madam Speaker, Fiji has concluded agreements with 28 countries, including New Zealand, Australia, France, the United States of America, and Singapore. A total of 11 airlines – including Fiji Airways – have been issued licenses permitting them to operate air services.

Jetstar – one of the designated airlines of Australia – has recently been approved to operate three flights per week on the Gold Coast/Colangatta-Nadi service. The opening of this route through Jetstar will capture the Australian Eastern seaboard region North of Sydney and South of Brisbane, in addition to the existing four flights per week on the Sydney-Nadi service.

In addition, Madam Speaker, Russia and the United Arab Emirates have both approached Fij i to sign ASAs and negotiations are currently underway.

But I think that it is important to stress, Madam Speaker, that it is our responsibility as Government to ensure that our national interests are always protected.

Therefore, Fiji does not support full air transport deregulation, also known as an Open Skies policy. This policy must be approached with caution and great care, as the time is simply not right for Fiji to enter such an arrangement with other sovereignties. We also do not support generally giving fifth and sixth freedom rights because they can have deleterious effect on Fiji Airways and Fijian interests.

Domestic air services

Madam Speaker, the Department also oversees the continual implementation of the important air subsidy scheme, to encourage air operators onto routes deemed uneconomical via a tender process.

Domestic airline operators use these subsidies to facilitate trade, tourism, and public travel needs that are so essential for our maritime communities.

The tender process requires airline operators to bid the cost of operating air services to the outer island routes. Government then subsidises any shortfalls in the total revenue generated on a trip.

Madam Speaker, the 2015 tender was advertised on 4 October 2014 and Fiji Link was awarded the tender for Vanuabalavu, Lakeba, Rotuma, Cicia and Koro. Northern Air was awarded the tender for Gau and Ono-i-Lau.

And for the first time, Government is now also subsidising the Suva-Kadavu route.

Madam Speaker, the award of tenders takes into account various factors such as the cost of operations, which incorporates the airline’s profit margin, the aircraft capacity, airfares and the ability of the airline to generate revenue on the tendered route.

Madam Speaker, allow me to provide a few examples that illustrate my point.

The Koro route was awarded to Fiji Link as they tendered a larger capacity 19-seater twin-otter aircraft with a lower cost of operation of $4,830, whereas Northern Air tendered a lesser capacity 9-seater Islander aircraft, with a higher cost of operation of $5,000.

Furthermore, the Suva-Kadavu route was awarded to Fiji Link as they tendered a larger capacity 19-seater twin-otter aircraft whereas Northern Air tendered a lesser capacity 9-seater Islander aircraft, despite both airlines tendering an equivalent cost of operation of $4,000.00.

Madam Speaker, without the Government subsidy, the air services to these outer islands would be not be feasible for airlines and air services to these areas would cease.

For example, the distance between Nadi to Rotuma is approximately 587km, which is a two and a half hour flight from Nadi to Rotuma, with no refuelling facilities available in Rotuma.

The airline operator on this route has to ship its fuel in advance to cater for the return flight from Rotuma. The Government subsidy assists airlines to recover the cost of operating this route with a reasonable profit margin.

Conclusion

Madam Speaker, overall, as I have outlined, we are excited about the year ahead. There is much to look forward to in the year ahead.

Madam Speaker, thank you for your time in allowing me to speak.

Vinaka



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Fieldair’s logo is a strangled goose, which is part of New Zealand aviation folklore. There are two versions of the story, both involving a tiger moth and flying skills that would have done Biggles proud; they invoke memories of the earliest days of New Zealand aerial operations. While there is no room for that type of shenanigans in today’s safety conscious industry, the image of the strangled goose and the name Fieldair Engineering Limited speak of a long and proud history in aviation that reflects decades of experience.

Those years have amassed within the company a level of skill and knowledge found in few other similar sized aviation businesses in Australasia. Fieldair Engineering is an MRO with a startlingly wide range of capabilities, offering operators, from GA through to major airlines, the opportunity to work with them as true aviation maintenance and repair partners. This skill base is described below.

Engine repair

Fieldair has been overhauling aircraft engines continuously since 1969. They have amassed the capability to service and maintain many types of engines.

As radial engine experts, the engineers at Fieldair retain a wealth of experience in a wide variety of engine types. These

include the original Wasp Junior (P&W R985), the Wasp (P&W 1340), and the Double Wasp (P&W 1830), something worthy of consideration, considering how many Beavers, Otters and other aircraft fly regionally with these power plants. The company is certified by Lycoming as a service centre, but other brands are also catered for. These include TCM Continental, and of course Pratt and Whitney.

Other skills available in the engine shop include cylinder repair, exhaust system repair, non-destructive testing, propeller balancing and aviation machining. This year will see additional propeller services added to the department’s capabilities. The company also has Lycoming IO-720 engines available on a lease to buy basis. Further information about their capabilities is available from the website www.fieldair.co.nz.

Instruments and avionics

Fieldair hosts a dependable NZCAA Part 145 approved instrument repair facility. Their avionics shop can handle a full range of instrument calibration and repairs, something that should appeal to South Pacific aviation operators.

Specialising in compass and gyro, and supported by a full equipment calibration service ability, Fieldair can offer services from fast annual avionics checks through to the

Fieldair Engineering Limited


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installation of full glass cockpits. They offer an exchange programme and can arrange a ‘same day’ turn-around on AOG instrument work; something appreciated by operators who know the only way they can make money out of their aircraft is to have them in the air, working.

Aero-electrical

With an electrical engineering workshop capable of providing good quality repair and overhaul services for an extensive range of both fixed wing and helicopter components, this department is constantly busy. The range of electrical equipment we can maintain and repair includes generator control units, starter generators, alternators, actuators, switches, motors, starters, magnetos, fuel pumps, voltage regulators, ignition harnesses, reverse current relays and all ignition system components.

Supply

Consider any supermarket. If they haven’t got stock they aren’t much use, right? Fieldair operates what amounts to a ‘supply supermarket’ in their busy CAA Part 19F approved facility. This offers an efficient way to source spares and equipment specific to the wide range of aircraft types operating in the South Pacific region. Fieldair offer a free parts procurement service and, importantly, the abil ity for customers to search the FEL inventory on-line via the website. They give a much appreciated ‘same day’ dispatch for those items that are in stock.

Ground support equipment

Fieldair has been manufacturing aviation ground support equipment (GSE) for many years, with key products including air stairs, ramp equipment, nitrogen bottle carts and innovative engine dollies.

Last year they teamed up with Flight GSE Ltd in Christchurch, broadening the design and manufacturing capabilities of the company. This added a range of baggage trolleys (both standard and low passenger volume), of which seventy are in operation around the Pacific Islands, New Zealand and Australia. The company also designs and builds aircraft maintenance platforms and steps, aircraft potable water and lavatory carts, fuel drum carts, aviation work benches, and other ramp and airport products.

This collaboration between the two companies allows access to equipment, including CAD design equipment, a 45 tonne press, programmable guillotines and folders, and the latest CNC plasma cutting system. The gear is all used to leverage the capabilities of the widely skilled Fieldair staff.

Heavy and light aircraft maintenance

With experienced and fully licensed repair facilities at Auckland, Wellington, Palmerston North and Christchurch, Fieldair can be considered an engineering partner to all aircraft operators, large or small. Their high quality workmanship is supported by stringent internal and external quality and

FIELDAIR ENGINEERING LIMITED


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regulatory controls (NZCAA, CASA, and BVQI), and provides a 24-hour service support with minimum downtime to get operators back in the air quickly, with a ‘no compromise’ attitude in terms of flight safety.

The flying squad

The cost of ferry flights, as a non-revenue activity, is something operators, especially in the South Pacific Islands, seek to avoid. Depending on the work required, the Fieldair team of engineers have the ability to carry out service in-house or out in the field. In the case of many aircraft owners, the convenience this offers is well worthwhile.

Dependent on the country regulatory authority certification, Fieldair’s experienced technicians can travel into the South Pacific to carry out work on site. This may, in many circumstances, work out more cost-effective than flying the aircraft or components back to New Zealand. Added to this is the benefit and ability to serve alongside the engineering staff of the island airlines, thereby broadening the development of personal contacts. This is an often neglected yet vital activity, for this networking assists the growth and the ingrained engineering knowledge base within the company.

Simply knowing, from face-to-face contact, who you are working with, allows a high level of trust, important for customers who are dependent on you to assist in keeping their fleets in the air.

The ‘Fieldair Way’

The ‘Fieldair Way’ embodies much about what it is great about working in the highly technical and nationally vital aviation sector. It reflects the ability to think outside the box and offer outstanding customer service, and it embodies the proud history and culture one would expect from being an industry leader for the last 60 odd years. It’s a great legacy to hang onto and means customers can rely on Fieldair.

For further information, please contact:Phil ByrneEngineering ManagerFieldair Engineering LtdPalmerston North, New ZealandTel: +64 6 3501746Fax: +64 6 3570886Email: [email protected]

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SOLOMON AIRLINES

Solomon Airlines is the national carrier of Solomon Islands. The country’s capital , Honiara, is approximately 2,100 kilometres north-east of Brisbane, Australia, and about the same distance north-west of Nadi, Fiji. The airline is the only provider of vital domestic air links, with international air services linking the country with Australia, Fiji and Vanuatu. The airline’s plans for an expansion of its international links will encourage more travellers to discover the country and will also provide an enhanced choice of services for passengers travelling for business. Pacific Skies recently had the opportunity to review the airline’s operations.

Brief history

Solomon Airlines Limited has been operating in Solomon Islands for more than 50 years. The airline was founded as Megapode Airways by Laurie Crowly, a well-known aviation identity in Papua New Guinea, in 1962. In 1968, the airline changed its name to Solomon Island Airways (quickly becoming better known by the acronym SOLAIR) when Macair of Papua New Guinea purchased the airline. For a time, it became the world’s smallest international airline, operating a route between Solomon Islands and Bougainville in Papua New Guinea.

In 1975, Macair and SOLAIR were taken over by TALAIR (another airline from Papua New Guinea) and by 1976 the airline had rapidly expanded its fleet to nine aircraft operating across its domestic services. The Government of Solomon Islands bought 49 per cent of the airline's shares in 1979 and the remaining 51 per cent in 1984, when it changed the airline’s name to Solomon Airlines Limited.

Fleet

Solomon Airlines currently has a fleet of six aircraft:

q one airbus A320 with 16 business and 120 economy seats;

q one Bombardier Dash 8-100 with 36 seats;

q two DHC-6 Twin Otters, each with 20 seats; and

q two Britten Norman Islanders, each with 9 seats.

With the lease on the A320 aircraft expiring in early 2016, the airline is currently looking at options that will ensure the continuity of its international services from next year. As is the case with all airlines, a key issue for fleet renewal is the cost of replacement aircraft. However, Solomon Airlines

Solomon Airlines | by Gus Kraus and Brenton Clark

q Aerial photo of total fleet, less one Islander


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FEATURE AIRLINE

believes the current supply costs for aircraft that are similar to its existing fleet are not currently a major concern, provided there is adequate equity injected into the airline.

Operations

The airline’s main base of operations is Honiara. It employs a total of 203 people, including 21 pilots and 22 engineers. Most of the airline’s staff are local employees, with only 18 being expatriates, mostly engineers or pilots.

This diverse group of dedicated people engages in the following core business with IATA Operational Safety Audit certification for its International AOC (Air Operator’s Certificate) for:

q domestic and international regular air transport;

q domestic and international regular cargo transport; and

q domestic and international charter operations.

The airline believes it has the right number of flight crew and maintenance staff to fully support its current operations. Should the airline require additional technical staff, either on a short-term or long-term basis to support an expansion of operations, it has in place an approved list of service providers for ‘call-ins’ as required.

Solomon Airlines currently serves a domestic network of 17 destinations from Honiara, with two other airports expected to be commissioned soon. Services to five other airports are currently suspended, pending resolution by government of either administrative or infrastructure issues.

Internationally, the airline currently operates services from Honiara to Brisbane, Nadi and Port Vila. It recently announced the addition of Sydney to its network from June 2015. It will be

the only airline providing a non-stop service between Honiara and Sydney. The airline competes with Virgin Australia on the Brisbane route and with Fiji Airways on the Nadi route.

Partnerships with other airlines

Qantas

Solomon Airlines has in place arrangements with Qantas to facilitate the transfer of passengers and baggage in Brisbane between flights operated by both airlines. The same arrangement will apply to flights to/from Sydney. Under these arrangements, passengers can check-in at an Australian domestic airport served by Qantas, have their baggage checked through to Honiara, and receive a boarding pass for the flight to Honiara. The arrangement also applies to a journey from Honiara, although passengers are required to collect their baggage at an Australian international airport, clear customs and then re-check the baggage at a Qantas domestic transfer facility.

Melanesian Aviation Partnership

A recent memorandum of understanding (MOU) between Air Niugini, Air Vanuatu and Solomon Airlines, which was signed in February 2015, provides for enhanced cooperation between the three airlines. Services under the new MOU are expected to commence in June this year, with Air Vanuatu and Solomon Airlines code-sharing on an Air Niugini-operated Port Moresby – Honiara – Port Vila flight. The MOU will also provide Solomon Airlines with an opportunity to build its commercial links to Asian destinations in partnership with Air Niugini. It is hoped this arrangement will assist in developing further cooperation and stimulate additional collaboration with other airlines in the Pacific.

q Business Class cabin


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Community service obligations

Except for its Dash 8 services to Gizo, Kirakira, Munda and Santa Cruz, the airline’s other domestic services are performed under a community service obligation contract with the Government of Solomon Islands. The contract covers operations by the airline’s Twin Otter and Islander aircraft to remote airstrips and on routes that are not commercially viable.

Search operations

The airline is also called on to perform search operations from time to time. Last year, for example, a number of people were reported missing in canoes in the country’s Western Province and the airline committed resources to search for the missing craft.

Passenger numbers, freight and financial performance

The airline has seen a decline in its passenger numbers over the past couple of years – down 5% in 2013 compared to the previous year, and down 3% in 2014 compared to 2013. In contrast, the carriage of international air freight increased by 30 per cent in 2014 compared to the previous year, while domestic air freight also increased – by 5% compared to 2013.

The drop in passenger numbers has affected the airline’s financial performance, making its operating environment difficult for the past two years. This has been due to a number of factors, including the tsunami of February 2013 in the south-east of the country, the demobilisation in July 2013 of the Regional Assistance Mission for Solomon Islands, severe flooding in Honiara in April 2014, and rioting in the capital a month later.

Maintenance

At its Honiara base, the airline performs a range of maintenance checks on its aircraft, including daily, line and A-checks on its Dash 8, Twin Otter and Islander aircraft. Most other heavy maintenance checks on its Twin Otter and Islander aircraft are also carried out in Honiara, while the Dash 8’s heavy maintenance checks are performed overseas.

A-checks of the airline’s A320 aircraft are performed in Brisbane, while heavier checks are done at Airbus-licenced facilities in Manila. In March 2015, the A320 aircraft underwent scheduled maintenance in Manila for two weeks. During this time, the airline chartered a Nauru Airlines B737 aircraft to operate its international routes, thereby maintaining the airline’s normal schedules.

Airport infrastructure and other operational impediments

Solomon Airlines is looking to increase the use of Dash 8 aircraft on its domestic routes. The Dash 8’s 36 seats and on-board amenities provide the airline with better operating economics and enhanced passenger appeal. However, outside of Honiara, only four airports are capable of Dash 8 operations – Gizo, Kirakira, Munda and Santa Cruz. Increased utilisation of Dash 8 aircraft will require investment by government in upgrading additional airports around the country.

Solomon Airlines’ highest priority is safety and it will not operate into airstrips that do not conform to its strict safety policies and procedures. A number of airstrips have been closed for various reasons that are not of the airl ines’ doing. Most of these airports are unsealed and therefore prone to rain/water issues, requiring regular maintenance in order to ensure the safety of airline services to/from these

FEATURE AIRLINE

q Chief Pilot of the Airbus aircraft and some cabin staff q Dash 8 in-flight


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destinations. Progressive sealing and upgrading of airports around the country needs to be given some priority if domestic services are to be maintained and enhanced in the future. The upgrading of at least three domestic airports per year over a five-year period would provide an opportunity for the airline to plan the continuation and expansion of services across the country.

The airline also notes there needs to be an ongoing programme for maintaining and upgrading navigational, runway and taxi-way infrastructure at Honiara Airport, including provision of systems that provide a back-up for essential services. Terminal facilities will also need to be upgraded and expanded to accommodate future growth in passenger numbers.

Tourism

To assist in increasing the number of tourists visiting Solomon Islands, Solomon Airlines and the Solomon Island Visitors’ Bureau have recently entered into a partnership to coordinate and stimulate marketing and advertising efforts overseas. The arrangement will be reviewed at the end of 2015 to assess the success of the partnership and to determine the way forward and future strategies to boost the country’s tourism industry.

Freight

The airline is working towards developing its air freight business as an additional source of revenue for its operations. The airline’s A320 aircraft is capable of uplifting cargo in

containers, which enables exports to be transferred quickly to/from other airlines operating through Brisbane (and, soon, Sydney), providing an opportunity to source additional markets for Solomon Islands products. In addition, the airline is hopeful that its specific commodity freight rates will help stimulate the development and export of products such as coconut oil, fish, orchids, kava, coffee and cassava. The exporters of such products will need to make sure they are able to overcome potential constraints, such as overseas quarantine and bio-security requirements, to ensure that a steady supply of products can be exported on a regular basis.

What makes the airline different from others in the region?

Solomon Airlines competes with much larger airlines on its key routes to Brisbane and Nadi. To set itself apart from the competition, the airline focuses on offering competitive fares and prime time schedules. In addition, with Solomon Islands known as the ‘Hapi Isles’, the airline emphasises this theme with its cabin service.

What are the airline’s priorities over the next two years?

Solomon Airlines intends to consolidate its existing operations over the next one to two years, while planning for future growth. It remains hopeful that air services negotiations between the governments of Solomon Islands and Fiji will result in expansion of commercial opportunities and lead to partnerships with other airlines that will enable a range of routes to be serviced on a more effective commercial basis.

FEATURE AIRLINE

q Twin Otter on take-off role at Honiara Airport


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Over the next couple of years, the airline would like to engage more closely with member airlines of the Association of South Pacific Airlines to promote a ‘whole-of-Pacific’ marketing initiative in Europe as part of efforts to attract a greater number of European travellers to the region.

The airline also wants to further stimulate the Australian and New Zealand markets by encouraging more wholesalers to sell travel products that include Solomon Islands. It is also intending to further engage the Solomon Islands Visitors’ Bureau and travel writers to continue to promote travel to Solomon Islands.

Solomon Airlines is also intending to upgrade its website and online booking engine with a view to enhancing the availability and range of e-commerce products that can be booked via its website.

Where will be the airline be in five years’ time?

In five years’ time, Solomon Airlines is hoping a sufficient number of airports will have been upgraded to enable the airline to provide a more efficient network of domestic services with two Dash 8 aircraft.

In terms of international services, the airline is hoping to forge more partnerships with other airlines in the region.

Solomon Airlines is also hopeful that negotiations on air services arrangements with other countries will have resulted in an expansion of commercial opportunities for the airline. At the same time, the airline is hoping to have a partnership in place with other Pacific airlines that will enable Solomon Airlines to expand its international services to a point where it can effectively utilise two Airbus A320 aircraft.

Solomon Airlines also sees its operations being boosted by government and private sector investment in the country’s tourism infrastructure, and will be looking at ways of partnering with key tourism projects to increase the number of passengers it carries.

Celebrating 53 years of service

In October 2015, the airline will celebrate its 53rd anniversary of operations in Solomon Islands. The airline’s plans for the future should see the company celebrate many more years of service to Solomon Islands.

For more information, please contact:Mr Gus KrausGeneral Manager – Operations and CommercialSolomon AirlinesEmail: [email protected]

FEATURE AIRLINE


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Pacific Aviation News showcases the region’s airline activity, with the information sourced from media releases

and reports, advertising material, airline flight schedules, and industry web sites. SPC would like to encourage

stakeholders to provide ongoing information for inclusion in this section of the magazine in future editions. For

those companies and organisations that have distribution lists for the electronic circulation of information, it

would be appreciated if SPC could be added to your list using the [email protected] email address.

Brenton Clark

Aviation Research Officer

SPC Economic Development Division

Pacific Aviation News | by Brenton Clark

Air Caledonie has repor ted that passenger numbers across its network have increased to 410,000 per annum, up from 350,000 per annum two years ago. Daily passenger uplift varies between 1,100 and 1,400 on week days, and up to 2,000 per day at weekends. The airline is also expecting to replace its existing ATR 72-500 and ATR 42-500 fleet with new aircraft commencing in mid-2016.

Aircalin and Air Tahiti Nui are planning to enter into a code sharing arrangement which will see Aircalin code share on Air Tahit i Nui operated Papeete – Los Angeles and Papeete – Auckland

services, and Air Tahiti Nui code share on Aircalin operated Noumea – Papeete and Noumea – Auckland services. The arrangement will facilitate the marketing of New Caledonia – USA services by both airlines, with passengers connecting through French Polynesia.

Air Kiribati’s order for its second Twin Otter aircraft is currently the subject of legal action between the airline and the aircraft’s supplier, CAAMS, with each company claiming the other has not met agreed conditions of sale.

Airlines PNG has announced its intention to acquire six ATR 72-600 aircraft, and options for a further 14 aircraft. Deliveries of the new aircraft are expected to commence in September 2015. The

airline’s recent schedule indicates it has withdrawn services to Manus Island.

Air Marshall Islands has purchased a second Dornier 228 aircraft which will boost the airline’s fleet to three (including a Dash 8 aircraft) and assist with maintaining regular scheduled services across its network.

Air Niugini announced that it is increasing the frequency of its Port Moresby – Hong Kong services from two to three per week, operated by B767-300 aircraft, effective from 29 March 2015. The airline has also suspended its Port Moresby – Cebu services, which had been operated by B737 aircraft. After an absence of 25 years, the airline recommenced services in December 2014 to Aropa (Kieta) Airport on Bougainville with three weekly


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flights operated by Q400 aircraft. The airline has also replaced Q400 aircraft with larger capacity Fokker 100 aircraft on services between Port Moresby and Cairns, and introduced a fifth weekly service to Vanimo, operated by Q400 aircraft. The airline is introducing a Fokker 70 aircraft to its fleet in April 2015.

Air Niugini has established a subsidiary airline, Link PNG, to operate its four Dash 8-300 and three Dash 8-200 aircraft on a 'low-cost carrier' basis. The new subsidiary air l ine, which commenced on 1 November 2014, will also operate services on ‘community service obligation’ routes. The airline announced the commencement of twice weekly services between Port Moresby and Losuia from late March 2015. The airline also introduced five weekly services on the Kiunga-Mt Hagen-Lae route, and increased weekly frequencies on the Lae-Hoskins-Rabaul route from four to five per week. On 1 March 2015, the airline suspended services to Kundiawa due the essential maintenance and runway upgrading being undertaken by the National Airports Corporation which requires the closure of the airport until completion of the work.

Air Niugini, Air Vanuatu and Solomon Airlines have signed an agreement to enter into a tri-partite code share arrangement for a proposed Port Moresby – Honiara – Port Vila route. Under the agreement, the new service is expected to commence by June 2015, with Air Vanuatu and Solomon Airlines code sharing on an Air Niugini operated Fokker 100 service.

Air Tahiti took delivery of its first ATR 72-600 aircraft in November 2014. It is the first of four new ATR 72-600 aircraft ordered by Air Tahiti. In February 2015, the airl ine operated a charter fl ight

from Tahiti to Aitutaki, Cook Islands, on behalf of Chinese tour operator CAISSA. Due to declining passenger numbers and a need to improve the economic viability of some routes, the airline has recently adjusted capacity across its network, with the frequency of services on a number of routes reduced during periods of low demand.

Air Tahiti Nui has ordered four B787 aircraft to replace its current fleet of five A340 aircraft, with deliveries expected to commence in late 2018. The airline operated a charter flight from Beijing to Papeete in February 2015, in conjunction with Chinese tour operator CAISSA. The airline is also planning to operate a charter flight to Easter Island in May 2015 and, with the Pacific Games being held in Papua New Guinea in July 2015, the airline is also planning to operate two charter flights to Port Moresby in late June and mid-July 2015.

Air Vanuatu’s second ATR 72-500 aircraft was delivered to Port Vila on 12 November 2014. The aircraft provides the airline with extra capacity for its domestic and international services. The airline’s services were significantly disrupted during March 2015 following damage to Vanuatu’s airports and communication facilities caused by Cyclone Pam. With a number of hotels in Port Vila closed for repairs, the airline announced on 30 March 2015 that it would temporarily reduce services to Australia between April and June 2015 due to reduced passenger demand. Services to Espiritu Santo will continue, with that island’s tourist infrastructure operating normally.

Asia Pacific Airlines has announced that it will introduce B757 freighter aircraft to its fleet this year. The airline, based in Guam, currently operates three B727 freighter aircraft. The airline operates regular cargo flights through the northern Pacific and to American Samoa.

Asiana Airlines operated two charter fl ights between Osaka and Koror in February 2015 using A321 aircraft.

China Airlines operated some additional flights between Taipei and Guam during the Chinese New Year period in February 2015. The extra services were operated by A330-300 aircraft.

Dynamic Airways announced it would operate a total of 15 charter flights between Guam and Beijng, Hangzhou, Nanjing, Shenyang and Chengdu from 10 February to 6 March 2015. Timed for the Chinese New Year period, the flights were to be operated by B767-200 aircraft.

Eva Air will operate four weekly flights between Taipei and Guam in July and August 2015, with two weekly flights being operated either side of that period. The flights are operated by A330-200 aircraft.

PACIFIC AVIATION NEWS


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Fiji Airways Group reported a record profit before income tax of FJD 60.8 million for the calendar year 2014. There were increases in revenue, passengers flown, load factors, trips flown and frequencies across the airline’s network, while unit costs decreased. More details can be found on the airline’s web site.

Fiji Airways has ordered a new A330-300 aircraft which is expected to be delivered in late 2015. The new aircraft will be in addition to its existing Airbus fleet of three A300-200 aircraft. The airline is evaluating potential new routes to Singapore, Shanghai and Tokyo when the new aircraft enters service. The airline operated several charter flights between Shanghai and Nadi in February 2015, which were organised by Rosie Holidays to bring Chinese tourists to Fiji direct from Shanghai during the Chinese New Year period.

Fiji Airways has confirmed a fourth B737-800 will be added to its fleet in April 2015 and has announced the introduction of twice weekly B737-800 services between Nadi and Wellington, effective from 25 June 2015. Wellington will be the airline’s third destination in New Zealand, with flights also operating to Auckland and Christchurch.

Fiji Airways resumed services to Honiara in February 2015, initially with a weekly service operating via Port Vila. The airline announced it would commence a second weekly service in April 2015, operating non-stop between Nadi and Honiara. Flights between Fiji and Solomon Islands had been suspended since July 2014 following a dispute over the bilateral air services agreement between the two countries. Talks between the governments of Fiji and Solomon Islands in January

2015 saw agreement reached on the resumption of air services on the route.

Fiji Link took delivery of its second new ATR 72-600 aircraft in December 2014, completing its ATR fleet renewal and replacing two ATR 42-500 aircraft. The airline has been awarded a tender to operate weekly flights from Suva to Cicia, Kadavu, Koro, Lakeba, and Vanuabalavu, and from Nadi to Rotuma, with these services being subsidised by the Government of Fiji and operated by the airline’s Twin Otter aircraft. The airline had won previous tenders for all these routes, except Suva – Koro, which was introduced to its network in February 2015, with the Suva – Kadavu route being subsidised in 2015 for the first time.

Hawaiian Airlines operated a number of supplementary B767-300 services between Honolulu and Pago Pago over the peak Christmas 2014/New Year 2015 period. The airline will also operate an additional ten B767-300 services on the route during the northern summer period from 17 June to 12 August 2015. The airline currently operates twice weekly services between Honolulu and Pago Pago with B767-300 aircraft

H.I.S., a Japanese tour operator, had planned to reintroduce charter flights from Russia (Vladivostok and Khabarovsk) to Guam and Saipan in February 2015 using a B737-700 aircraft operated by Yakutia Airlines. However, the proposed flights have been postponed indefinitely because

of the lack of demand, with travellers discouraged by currency exchange rates that have substantially increased the cost of travelling to Guam and Saipan. In addition, it has been reported that Yakutia Airl ines is scaling back its operations because of a downturn in demand for its services and increased aircraft leasing costs brought about by unfavourable currency exchange rates.

Inter Island Airways’ Dornier 228 aircraft has reportedly been grounded since June 2014 while waiting for an engine overhaul. The airline’s 30-seat Dornier 328 aircraft, which had not operated since 2011, was ferried from Pago Pago to Germany in March 2015.

Inter Island Airways announced another delay to the proposed commencement of services by Manu’a Airways from Pago Pago to Ofu and Tau Islands, this time to 'late 2015'. The airline had been intending to utilise the American Samoa Government’s BN2A Islander aircraft for the service. However, in December 2014, the American Samoa Government terminated the agreement it made in July 2013 with Manu’a Airways to operate the aircraft when the airline failed to commence services.

Inter Island Airways also announced another delay, to ‘ late 2015', to the proposed commencement of domestic services in Fi j i . Fi j i ’s Air Transport Licencing Board announced in January 2015 that Inter Island Airways (Fiji) Limited’s l icence to operate in Fi j i had expired after the airline failed to commence operations.

Jeju Air commenced services between Busan and Guam in January 2015, with



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a base schedule of two weekly flights but with four weekly flights operating through to late March 2015. The airline is also doubling its services between Seoul and Saipan from seven to 14 per week from late March 2015. The airline also operates double daily flights between Seoul and Guam. All the airline’s services to Guam and Saipan are operated by B737-800 aircraft.

Jetstar has announced it will commence services between the Gold Coast and Nadi from 31 March 2015 with three fl ights per week operated by A320 aircraft. The new flights are in addition to the airline’s existing services between Sydney and Nadi.

Jin Air’s services between Seoul and Guam will be operated by B737-800 aircraft from early March 2015, replacing B777-200 aircraft that had operated the services during the peak northern winter period. A daily flight will operate during the northern summer period.

Kiribati and Vanuatu have signed an air services agreement that provides for air services to be operated by airlines of both sides to each country and beyond.

LAN Airlines is replacing its B767-300 aircraft with a B787-8 on the route between Papeete and Santiago, via Easter Island, effective from 21 September 2015.

Nauru Airl ines is considering the introduction of services to the Federated States of Micronesia and Palau following the signing of a memorandum of understanding between the governments of Marshall Islands and Nauru in February 2015 for 'a commercial arrangement in respect of air transport services between and beyond the two countries as operated by the national carrier of Nauru, Nauru Airlines'.

Nor thern A i r has in t roduced i ts Bandeirante aircraft onto its Suva – Labasa route, with the aircraft also operating a newly commenced Suva – Rotuma route. The airline recently commenced scheduled services between Suva and Savusavu, and continues to operate services from Suva to Levuka, Moala and Taveuni, using BN2A Islander aircraft. The airline has been awarded a tender to operate flights from Suva to Gau and Ono-i-Lau. These services are being subsidised by the Government of Fiji and are also operated by BN2A Islander aircraft. The airline had previously operated subsidised services from Suva to Koro, with this route now awarded to Fiji Link.

Palau Pacific Airways has commenced charter services with B737-800 aircraft between Koror and Hong Kong, with airline’s web site indicating that five

weekly services are being operated on the route.

Philippine Airlines is introducing twice weekly A320 services between Manila and Port Moresby, effective from 12 June 2015. The airline will also operate a daily A320 service between Manila and Guam from 21 May to 31 August 2015, with five weekly flights operating either side of that period.

Polynesian Airlines recommenced domestic services in February 2015 between Apia (Fagalii) and Savaii (Maota) with three flights per week. At the same t ime, the air l ine also commenced operating scheduled services between Apia (Faleolo) and Pago Pago with six flights per week. The airline continues to operate three flights per week on services between Pago Pago and Ta’u in the Manu’a islands (a domestic route in American Samoa) under monthly exemptions granted by the United States Department of Transportation. The Government of American Samoa is requesting Polynesian Airlines consider introducing a service between Pago Pago and Ofu. All Polynesian Airlines’ flights are operated by Twin Otter aircraft.

REALtonga suspended MA-60 aircraft operations on 8 February 2015, with the airline citing changes to Tonga’s civil aviation regulatory framework as the primary reason for this action. The airline announced it was expecting to take delivery of a second Bae Jetstream 32 aircraft in late March 2015, which will



31

enable the airline to restore capacity and add additional frequencies to Vava’u and Ha’apai. The airline has also announced that it is considering introducing services on regional routes.

Royal Tonga Airlines has reportedly applied to the Government of Tonga for a licence to operate domestic and regional services.

Samoa Air and Coral Sun Airways have announced plans to operate a weekly service between Samoa and Kiribati via Tuvalu, operated by Beechcraft King Air aircraft. The proposed commencement of services was the first week of March 2015. The announcement noted that additional routes to the northern Cook Islands, Fiji, Niue and Tonga were also being evaluated, with Coral Sun Airways to also consider operating the aircraft on charter services to Canton Island, Christmas Island and the Marshall Islands.

Samoa Air has also indicated that its Apia – Pago Pago services would recommence in March 2015. In 2013, the airline announced the suspension of its international operations pending the delivery of new aircraft. The airline also stated that it would continue to provide Air Taxy services between Savaii and Apia (Faleolo).

Solomon Airlines has announced the introduction of a weekly service between Honiara and Sydney effective from 1

June 2015, operated by A320 aircraft. The airline also resumed its weekly A320 operated service between Honiara and Nadi (via Port Vila) in January 2015. The service had been suspended since July 2014 after a dispute between the aeronautical authorit ies of Fij i and Solomon Islands. The airline also recently introduced changes to the schedule of its flights to/from Brisbane to provide better connections to domestic flights in both Australia and Solomon Islands, and enhanced connection times in Brisbane to flights operating to/from New Zealand. During routine maintenance on its A320 aircraft in March and April 2015, the airline chartered a Nauru Airlines B737-300 aircraft to maintain its international schedule.

Star Marianas Air has suspended charter flights from the Northern Mariana Islands to Guam pending the construction of a dedicated light aircraft facility at Guam airport.

Tausani Airlines is planning to establish operations in American Samoa, initially between Pago Pago and Manu’a. The airline has reportedly sought to operate the American Samoa Government’s Islander aircraft after the government terminated its agreement with Manu’a Airlines (see above). The airline is also planning to bring a second aircraft into service 'later on'.

Travel Air introduced flights in November 2014 to Alotau (Gurney), the airline’s 11th destination in Papua New Guinea. The airline’s services are operated by Fokker 50 aircraft.

United Airlines planned to operate a series of additional services between Guam and Japan during the Christmas 2014/New Year 2015 period. The extra services included flights from Guam to Miyazaki, Toyama, Hiroshima, Nagoya and Osaka (Kansai), all operated by B737-800 aircraft. In March 2015, the airline operated some additional services between Guam and Nagoya, three charter flights between Guam and Iwo Jima, and several services between Guam and Saipan in place of some cancelled United Express (Cape Air) services.

Virgin Australia has announced that it will operate between Sydney and Nadi with A330-200 instead of B737-800 aircraft on some Saturdays during peak periods in April and June to October 2015 and some days over the Christmas and New Year period.



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Every year hundreds of thousands of people travel to Fiji from overseas countries. They are either tourists or local residents returning home. While the majority of them are aware of Fiji’s biosecurity requirements, there are still many who are either unaware of these requirements or choose to ignore them.

It is important that all incoming passengers are aware of and obey Fiji’s biosecurity laws because travellers present one of the highest risks of introducing foreign pests and diseases into the country. This is through the biosecurity risk goods – food, plants, plant products, animals and animal products – that some travellers bring with them. These items could introduce some of the world’s most serious pests and diseases into Fiji, devastating our unique flora and fauna, our environment, agriculture, livestock, tourism and the health of our communities.

It is also important for travellers to know Fiji’s biosecurity laws on personal travel because a breach could lead to a spot fine of FJD 400 or being liable for a maximum fine of FJD 20,000 or a maximum of six months imprisonment, or both.

Our laws require that everyone arriving in the country declares all biosecurity risk goods to the biosecurity officers at airports and wharves.

Arriving in Fiji

Everyone arriving in Fiji must follow the following biosecurity steps.

q Correctly fill out the Passenger Arrival Card. Declare all biosecurity risk goods. The Passenger Arrival Card is a legal document and is required by law so it is important that the card is filled out carefully and truthfully.

q All undeclared biosecurity risk goods on the Passenger Arrival Card must be disposed of in the biosecurity amnesty bins provided at airports and wharves. The bins provide all arriving passengers with the opportunity to dispose of biosecurity risk goods, such as fruits and vegetables, plants, flowers, cuttings, bulbs, seeds, nuts

and honey, prior to having their baggage inspected by biosecurity officers.

q Declared risk goods may be inspected. All baggage is also screened by x-ray and/or checked by biosecurity officers for goods prohibited by the Biosecurity Authority of Fiji (BAF).

What needs to declared

The following items must be declared on your Passenger Arrival Card and may be inspected by biosecurity officers on arrival in Fiji. This is not a complete list. A more comprehensive list can be accessed from BAF website www.baf.com.fj or any BAF office.

q All food – commercially prepared, cooked and raw food and ingredients, dried fruits and vegetables, instant noodles, packaged meals, herbs and spices, snack foods, infant formula (must be accompanying a child) and airline food/snacks, etc.

q All plants and plant products – all potted/bare rooted plants, cuttings, roots, bulbs, corms, stems, fresh or dried fruits and vegetables, fresh or dried flowers, seeds, nuts, foliage, mushrooms, straw, bamboo, wood or wooden articles and carvings, mats, bags and other items made from plant materials, handicrafts and other plant products

q All animal and animal products – animals, reptiles, fresh/frozen/dried fish, birds and poultry, meat, dairy products, skins, taxidermied animals, feathers, bones, eggs, shells, bee products, including honey and bees wax, and pet food, including canned products and raw hide chews

q Used materials/equipment – equipment used with animals, fish or plants, including bee-keeping equipment, saddles, or any other used equipment

q Biological specimens – vaccines, culture, blood, live/dried or preserved insects or fungi and any other kind of biological specimens

Fiji’s biosecurity requirements for travellers

FIJI BIOSECURITY


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q Other materials – soil, rock, earth, mineral samples, tools used in farm, used tents, camping equipment, bicycle, golf clubs, used sporting shoes/boots and equipment

What can be brought into Fiji for personal consumption

Some of the plant products that can be brought into Fiji for personal consumption include canned vegetables, canned fruits, potato chips, cakes (muffins, puddings and Christmas cakes), biscuits, tortilla wraps, cooking oils, peanut butter, tomato sauce, salt, sugar, tea leaves, and cooked root crops such as yams, taro, cassava and breadfruit.

BAF is also allowing people to bring into Fiji certain animal products but only from Australia and New Zealand and only for personal consumption, not for commercial purposes. Some of these products include cheese, dairy spreads, fresh or chilled meat (lamb, beef, mutton), honey, mayonnaise, chocolates, canned meat, butter and animal skins. A more comprehensive list can be accessed from BAF website www.baf.com.fj or any BAF office.

It is important to note that in order to bring the animal products allowed under the personal consumption list, people need

to have purchase receipt(s) from the supermarket, butcher or other retail outlet where they bought the products. Most importantly, the total quantity of products brought into Fiji should not exceed 10 kilograms.

Import permit required

All plants, plant products, animals and animal products brought into Fiji – other than those allowed for personal consumption – require an import permit. BAF advises people to contact BAF for more information or clarification on this.

Biosecurity regulations are vitally important to protect Fiji’s environment, agricultural industry, environment, employment and the health of our people. Our agricultural industry enjoys an enviable market position, partly due to Fiji’s freedom from many serious pests and diseases, and it is in everyone’s interest to protect Fiji from the introduction of foreign pests and diseases that could seriously threaten our agricultural industry and environment.

For more information, travellers can visit the BAF website www.baf.com.fj or contact BAF on 3312512 or e-mail [email protected].

FIJI BIOSECURITY

q Fiji’s passenger arrival card which includes a biosecurity declaration for passengers


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AIR TRAVEL AND HEALTH

Worldwide air travel

In recent years, air travel has become very common. According to the International Civil Aviation Organization, in 2012 around 2.9 billion people used air transport for business and tourism (ICAO, 2012). It is estimated that air traveller numbers will have doubled by 2020 from the 2006 baseline.

In the Pacific region, air travel has become more accessible. Most major airlines have connected islands with flights that have brought socio-economic benefits, as well as challenging impacts. With the increase in domestic and international travel, the likelihood of individual and community health being affected increases. An understanding of how air travel can affect health is essential to enhance personal and overall community well-being.

Cabin conditions and the human body

Have you ever wondered what happens to your body when you are on the plane? Air travel entails flying at high altitude and speed in a low-pressure sealed aircraft, often across time zones. In a commercial aircraft, cabin altitude is maintained between 5,000 and 8,000 feet. This means that the cabin’s low maximum pressure is much lower than it is at or near sea level. The cabin pressure of approximately 565 mm Hg and partial pressure of alveolar oxygen (PAO2) of around 75mm Hg curve results in a fall of arterial oxygen saturation to around 90% (Rainford and Gradwell 2006).

The partial pressure of oxygen in the cabin at normal cruising altitude is considered to be equivalent to an oxygen concentration of approximately 17% at sea level. In a physician-led laboratory assessment using oxygen-nitrogen which simulated the cabin environment, a finding of PaO2 less than 55 mm HG required medical oxygen use (AMA, 2003). When the plane ascends to cruising altitude, cabin ambient pressure decreases, causing a 30% increase in gas volume. The opposite happens as the aircraft descends.

Medical conditions associated with reduced oxygen-carrying capacity in the blood, such as respiratory and cardiac conditions or severe anaemia, may require additional oxygen support. Therefore, those travellers with pre-existing cardiovascular and respiratory issues need pre-departure clearance from a health professional.

The ambient air in an aircraft has low humidity (10–20%) compared to a building (40–50%). Recent discussions and

research indicate that physiologic hypoxia (reduced amount of oxygen in the blood) at an altitude of 8,000 feet remains acceptable. However, more research needs to be done on current regulation to maintain safety in the cabin altitude of transport category aircraft (AMA, 2008).

Several studies have thoroughly reviewed the health consequences of air travel (DeHart, 2003; Hochberg et al., 2013). These health effects are summarised below.

Health discomforts and risks of flying

While air travel can potentially predispose a person to illness, the risk of ill-health as a direct consequence of air travel is not as common as widely believed (CDCP, 2014). The risks of acquiring a disease, morbidity or even death are determined by one’s health status. A healthy traveller can tolerate an aircraft environment, but some physical conditions in the cabin – the altitude, air pressure, humidity and oxygen concentration, on-board disinsection (Marienau et al., 2014) – can produce discomfort or even long-term negative effects in passengers who may have detected or undetected risk factors. Passengers should consult a doctor if they are worried their health may be compromised by air travel. Some of the commonly encountered conditions are described below (Brundrett, 2001; CAA, 2014; HLSTC, 2007; Rayman, 1997; Sanford, 2014).

Time zone alteration effects

Desynchronosis or circadian dysrhythmia, commonly known as jet lag, is a consequence of transmeridian travel (east-west or west-east). Symptoms of jet lag such as sleep disturbance, fatigue, and indigestion can vary, depending on time zone alteration, time of day and individual susceptibility (Herxheimer, 2014). Travellers who require timed medication can also be affected.

Consequences of barometric pressure changes

The effects of high altitude and low pressure are hypoxia (insufficient oxygen, sometimes causing dizziness or faintness) and increased sympathetic activity at altitudes of 1,500 to 3,000 m (Peacock, 1998). Theoretically, arrhythmia (fast, irregular heart rhythm) might be expected to follow, although a small study evaluating this response did not substantiate this (Levine et al., 1997).

Another concern due to pressure changes is the increased likelihood of venous thromboembolism (VTE, clotting in

Understanding air travel and health| by Erlidia Llamas-Clark, MD, MPH, FPOGS, FPSUOG


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blood vessels). This is clinically recognised as deep venous thrombosis, a condition whereby a blood clot occurs in the deep veins of the legs and blocks blood flow back to the heart, as a result of prolonged and cramped sitting – or pulmonary embolism, a clot within the lungs. A recent review indicated that there is no definitive evidence that air travel of more than three hours increases the risk of DVT, but several risk factors are associated with VTE, and flights of more than eight hours increase the risk if additional risk factors exist (Adi et al., 2004). However, as all air travellers can have undetected risk factors, every traveller should avoid dehydration and perform frequent leg exercises as a precaution. Those with one or more risk factors should consider using compression stockings and/or anti-clotting drug prophylaxis if a flight is longer than six hours (Philbrick et al., 2007; Schobersberger et al., 2009).

Lower barometric pressure can also trigger ear discomfort, sinus pain and bleeding: otic / sinus barotraumas (Mirza and Richardson 2005; Mitchell-Innes et al., 2014). Ear problems are more pronounced, particularly if one has upper respiratory tract infections. Some passengers experience feet and leg swelling. More serious concerns may occur when a passenger flies after a head, eye, lung or abdominal surgery. Formation/expansion of air bubbles can interfere with medical devices, such as insulin pumps, with consequent effects on drug dose (King et al., 2011).

Effects of low humidity

Many believe that low humidity in an aircraft cabin can result in dehydration. Contrary to this belief, additional insensible fluid loss (around 150 ml) over an eight-hour flight does not result in any change in plasma osmolality, the body's electrolyte-water balance (CAA, 2014). Normal body check and balance mechanisms can easily compensate for this slight increase in fluid loss. Other effects of low humidity may result in the drying of the mucous membranes. Consequently, there may be dryness of the eyes (including corneal drying, especially for contact lens users), throat and nose which can be uncomfortable. In addition, the cabin’s decreased humidity, air filtration and pressure changes affect one’s sense of smell and taste.

Effects of gas volume expansion

As intestinal gas will expand during air travel, gastro-intestinal and intra-abdominal effects occur. Bloating and indigestion are common discomforts of flying. They can affect how our bodies process and digest the food.

Travellers who recently underwent abdominal surgery, should postpone their trips for two to ten days, depending on the type of operation (AMA, 2003; NHS Choices, 2014)

due to the risk of bleeding and wound dehiscence – tearing of sutures and perforation.

Vehicle for exposure to infections, allergens and chemicals

Air travel has increased the potential for communicable disease transmission that may begin a pandemic (Mangili and Gendreau 2005; Smith 2014). Travellers should be up-to-date on routine vaccinations and receive destination-specific vaccinations before travel (Shepherd and Shoff, 2014; The Travel Doctor Traveller's Medical and Vaccination Centre. 2010; Wong and Simons, 2011).

People who are feeling unwell, acutely ill, or still within the infectious period for a specific disease should delay their travel until they are no longer contagious. Consultation with a health provider, avoiding travelling, and self-quarantine if sick with a contagious illness are thoughtful and responsible acts to prevent the spread of disease.

Ideally, if a passenger with a communicable disease is identified as having flown on a particular route, public health authorities should contact exposed passengers for possible screening or prophylaxis. Accurate and up-to-date contact information of passengers is therefore vital in preventing the spread of a communicable disease.

It is good to remind travellers to practise frequent and thorough hand-washing (or use an alcohol-based hand sanitiser, containing ≥60% alcohol), especially after using the toilet and before preparing or eating food, and to cover their nose and mouth when coughing or sneezing.

Spraying of airplane cabins with insecticides (disinsection) before landing is still widely practised at some destinations, including in the Pacific region. This practice is recommended for control of vectors that are carried from mostly tropical to temperate countries where some infectious agents are not endemic (Gratz et al., 2000).

Food can also be a vehicle for gastrointestinal i l lness. Food safety in the airline industry is regulated but, in a few instances, the food condition can be affected, compromising passengers’ and crews’ health and safety (McMullan et al., 2007).

Special concerns in pregnancy

Fitness to travel by air for pregnant women must be assessed by a health professional. Some precautions need to be understood. For example, the risk of thrombosis in pregnancy is significantly increased, particularly by long-haul flights. The possibility of pre-term delivery and diversion of the flight to places with poor quality obstetric services are the usual concerns. Travelling to countries that have low-resourced


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settings can present issues of exposure to diseases and inadequate medical emergency facil it ies (ACOG, 2011; Wilson-Howarth, 2005). Most airl ines require pregnant women to have a certificate after 28 weeks to confirm an uncomplicated pregnancy with an expected date of delivery, and most airlines allow travel only until 36 weeks for a single pregnancy and 32 weeks for multiple pregnancies. It is worth mentioning that pregnancy is often excluded from travel insurance policies and a special policy is needed.

In an uncomplicated pregnancy, the commercial aircraft environment remains safe to the woman and her unborn child. A study of women between 32 and 38 weeks of pregnancy showed that their blood pressure, respiratory and heart rates, uterine activity, and foetal heart rate remained within a normal range (Huch et al., 1986). At a normal cabin altitude, the maternal haemoglobin remains 90% saturated, and foetal haemoglobin (HbF) has increased oxygen-carrying potential, plus increased foetal hematocrit (AMA, 2003). At high altitudes, in-flight noise, vibration, and cosmic radiation exposure is inevitable. However, a short period and limited amount of radiation exposure poses a negligible risk for pregnant frequent flyers (Health Physics Society, 2014).

Preventive measures to avoid the discomforts and effects of air travel

Some practical measures can be helpful for travellers to ensure they have a pleasant trip. Travellers must be aware of basic air transport security and airline weight regulations in airports of origin and destination when packing luggage that include medications. Before a trip, travellers should visit a health professional if there is a pre-existing illness to assess fitness to fly and prepare personal medication. Travellers should avoid heavy meals, alcohol, and caffeine before getting on the plane. During the trip, they should select the food served carefully. The cabin’s dry atmosphere potentially raises blood alcohol levels. Some food items such as soft drinks, sugary drinks, sweets and salty foods can precipitate discomfort. Adequate water intake can prevent dehydration. Stretching and light exercises prevent discomfort and risks associated with immobility. Ample sleep and/or rest while in flight can assist in time zone adjustment at the destination.

Preventive health measures in the Pacific aviation industry

In the Pacific, the airlines partner with national governments to ensure that internationally accepted treaties and agreements that can affect health security are understood and implemented. With globalisation, mobility between and within countries has grown. Health protection and preservation is now a common concern that extends to dealing with travel risks that can compromise individual and community well-being.

In Pacific Island countries and territories (PICTs), operational policies and regulatory implementation need to be supported and strengthened with respect to health security. This includes cargo, freight and on-board food management, medicine/drugs and merchandise movement, infection control, aircraft disinsection, and quarantine. Most PICTs rely on biosecurity and quarantine measures as first line border protection to safeguard public health. The success of enforcing health protection in the travel industry also entails the cooperation of passengers and political will. Medical strategies and public health control measures aimed at protecting public health – providing information to travellers, isolation and quarantine, health monitoring and hygiene measures, use of prophylactic medicines, etc. – will depend on the adequacy of available resources and a strong commitment to enforce regulations and guidelines.

Further research needs to evaluate effectiveness of preventive measures to improve current knowledge and practice standards (Huizer et al., 2014).

Keeping up with future challenges

In the last decade, the dramatic spread of airborne, zoonotic and vector-borne infectious diseases, e.g. severe acute respiratory syndrome, Avian influenza, Middle East respiratory syndrome, the Ebola virus and, very recently, measles, has periodically triggered concerns globally (Marienau, 2015). With climate variability and long-term change, new and re-emerging infections propagated by travel need to be addressed (Howard and Fletcher, 2012).

Pacific Island countries and territories are potentially vulnerable to this challenge as rapid economic development through tourism and trade is sought after in the region. National health ministries, with World Health Organization assistance, provide alerts for potential epidemics. In these circumstances, protocols established in coordination with specialist health agencies, customs and biosecurity departments recommend exit/entry screening that requires passengers to answer a health questionnaire, have their temperature taken, and get a further health assessment to determine if initial screening for fever is likely to be due to the illness. Beyond this, continuous promotion of a healthy lifestyle in an ecologically fragile Pacific region needs to be sustained and culturally ingrained.

The physiological effects of air travel can affect a person’s health even after reaching one’s destination. The vigilance of the travel industry and its key partners, as well as personal responsibility, is the key to the continuation of healthy and safe travel.



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REFERENCES

Adi, Y., Bayliss, S., Rouse, A., & Taylor, R. S. (2004). The association between air travel and deep vein thrombosis: Systematic review & meta-analysis. BMC Cardiovascular Disorders, 4, 7-7.

AMA (Aerospace Medical Association) Aviation Safety Committee, Civil Aviation Subcommittee,. (2008). Cabin Cruising Altitudes for Regular Transport Aircraft. Aviation, Space, and Environmental Medicine, 79(4), 433-439.

AMA (Aerospace Medical Association) Medical Guidelines Task Force. (2003). Medical Guidelines for Airline Travel 2nd Edition. Aviation Space and Environmental Medicine 74(5).

ACOG (American College of Obstetrician and Gynecologist). (2011). FAQ055 Travel during Pregnancy.

Brundrett, G. (2001). Comfort and health in commercial aircraft: a literature review. The Journal of the Royal Society for the Promotion of Health, 121(1), 29-37.

CDCP (Center for Disease Control and Prevention) (Ed.). (2014). Center for Disease Control Health Information for International Travel Atlanta, Georgia: CDC.

CAA (Civil Aviation Authority). (2014). Guidance for Health Professionals Information on assessing fitness to fly. Retrieved Feb. 9, 2014, from http://www.caa.co.uk/default.aspx?catid=2497

DeHart, R. L. (2003). Health Issues of Air Travel. Annual Review of Public Health, 24(1), 133-151.

Gratz, N. G., Steffen, R., & Cocksedge, W. (2000). Why aircraft disinsection? Bulletin of the World Health Organization, 78(8), 995-1004.

Health Physics Society. (2014). Pregnancy and Flying. Retrieved Feb. 7, 2015

Herxheimer, A. (2014 ). Jet lag, BMJ Clinical Evidence (Online).

Hochberg, N. S., Barnett, E. D., Chen, L. H., Wilson, M. E., Iyer, H., MacLeod, W. B., et al. (2013). International Travel by Persons With Medical Comorbidities: Understanding Risks and Providing Advice. Mayo Clinic Proceedings, 88(11), 1231-1240.

House of Lords Science and Technology Committee. (2007). Air Travel and Health: an Update London: Authority of the House of Lords

Howard, C. R., & Fletcher, N. F. (2012). Emerging virus diseases: can we ever expect the unexpected? Emerg Microbes Infect, 1, e46.

Huch, R., Baumann, H., Fallenstein, F., Schneider, K. T. M., Holdener, F., & Huch, A. (1986). Physiologic changes in pregnant women and their fetuses during jet air travel. American Journal of Obstetrics & Gynecology, 154(5), 996-1000.

Huizer, Y. L., Swaan, C. M., Leitmeyer, K. C., & Timen, A. (2014). Usefulness and applicability of infectious disease control measures in air travel: A review. Travel Medicine and Infectious Disease, 13(1), 19–30.

ICAO (International Civil Aviation Organization). (2012). Annual passenger total approaches three billion according to ICAO 2012 Air Transport Results, ICAO NEWS

King, B. R., Goss, P. W., Paterson, M. A., Crock, P. A., & Anderson, D. G. (2011). Changes in Altitude Cause Unintended Insulin Delivery From Insulin Pumps Mechanisms and implications. Diabetes Care 34, 1932–1933.

Levine, B. D., Zuckerman, J. H., & de Filippi, C. R. (1997). Effect of high-altitude exposure in the elderly: the tenth mountain division study. Circulation 96(4), 1224-1232.

Mangili, A., & Gendreau, M. A. (2005). Transmission of infectious diseases during commercial air travel. The Lancet, 365(9463), 989-996.

Marienau, K. J. (2015). Communicable disease X (Ebola, MERS, TB, measles…) – Coming soon to a neighborhood near you? Lessons learned about communicable disease and air travel. Travel Medicine and Infectious Disease, 13(1), 3-5.

Marienau, K. J., Illig, P. A., Kozarsky, P. E., & Gallagher, N. M. (2014). Air Travel. Retrieved Feb.10, 2015

McMullan, R., Edwards, P. J., Kelly, M. J., Millar, B. C., Rooney, P. J., & Moore, J. E. (2007). Food-poisoning and commercial air travel. Travel Medicine and Infectious Disease, 5(5), 276-286.

Mirza, S., & Richardson, H. (2005). Otic barotrauma from air travel. J Laryngol Otol, 119(5), 366-370.

Mitchell-Innes, A., Young, E., Vasiljevic, A., & Rashid, M. (2014). Air travellers' awareness of the preventability of otic barotrauma. The Journal of Laryngology & Otology, 128(06), 494-498.

NHS Choices. (2014). When can I fly after surgery? Retrieved Feb 9, 2014, from http://www.nhs.uk/chq/Pages/2615.aspx?CategoryID=69

Peacock, A. J. (1998). ABC of oxygen: oxygen at high altitude. BMJ, 317, 1063-1066.

Philbrick, J. T., Shumate, R., Siadaty, M. S., & Becker, D. M. (2007). Air Travel and Venous Thromboembolism: A Systematic Review. Journal of General Internal Medicine, 22(1), 107-114.

Rainford, D. J., & Gradwell, D. P. (Eds.). (2006). Ernsting's Aviation Medicine (Fourth ed.): Arnold Publishers Ltd.

Rayman, R. B. (1997 ). Passenger safety, health, and comfort: a review. Aviat Space Environ Med, 68(5), 432-440.

Sanford, C. (2014). Air Travel, The Merck Manual Professional Edition.

Schobersberger, W., Schobersberger, B., & Partsch, H. (2009). Travel-related thromboembolism: mechanisms and avoidance. Expert Review of Cardiovascular Therapy, 7(12), 1559-1567.

Shepherd, S. M., & Shoff, W. H. (2014). Vaccination for the expatriate and long-term traveller. Expert Review of Vaccines, 13(6), 775-800.

Smith, A. (2014). Infection Transmission During Air Travel, Clinical Correlations The NYU Langone Online Journal of Medicine.

The Travel Doctor Traveller's Medical and Vaccination Centre. (2010). Vaccines Before Travel. Retrieved Feb. 10, 2015, from http://www.traveldoctor.com.au/Page/Knowledge-Hub/Travel-Health-Fact-Sheets/Vaccines-before-travel

Wilson-Howarth, J. (2005). Travel in pregnancy. Women's Health Medicine, 2(2), 6-7.

Wong, C., & Simons, H. (2011). Travel health: routine, recommended and required vaccines. British Journal of Nursing, 20(15), 914-918.


The author of this article is a medical specialist in obstetrics and gynaecology and a Clinical Associate Professor of the University of the Philippines –

Philippine General Hospital. She has worked in the Philippines, Kiribati, Australia and Fiji in various work engagements as a consultant clinician, public health

practitioner, academic, service administrator, programme coordinator and researcher with a strong advocacy for women and children’s health. Her recent

works are multidisciplinary, covering climate change, extreme weather events, food and nutrition security, gender and disaster risk reduction management,

using combined quantitative and qualitative research methods. She has travelled extensively around the world.


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For outsiders, paradise and magic come to mind when referring to South Pacific islands. But within the regional airline community, it is ATR's turboprops that are most associated with the islands.

After all, ATRs have been criss-crossing the region for 30 years and currently over 50 are operating across the islands, as well as Australia and New Zealand. In the past five years, ATR has secured an 80% market share of new turboprop orders. In the past decade alone, the number of ATR operators has more than doubled and currently stands at ten.

According to Jean Pierre Clercin, ATR's Regional Sales Director, Pacific Region, ‘It's pretty simple; when you take a whole range of factors together, the ATR is quite frankly the right aircraft for the market.’

He says that many of the runways in island airports are very short, which makes it impossible for jets to land. ATRs agility on short runways is well documented but they can also handle very narrow ones. They can land on a runway with a width span of just 14 metres. In mountainous terrain, many of the runways are not flat but a turboprop can land and

ATR: The right aircraft for island-hopping in the Pacific | by Chris Bockman

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take off on a slope up to 4.5%. This is particularly relevant in Papua New Guinea.

The ATR is highly robust, which means it can handle unpaved runways on smaller islands. With monsoons, some airstrips can quickly become muddy. Again, the ATR is up to the challenge.

In many of the regional airports, ground-based infrastructure (radar, airport navigation aids) is at a minimum, which means aircraft have to be able to operate ‘autonomously’ but that is not a problem for the ATR. With its latest avionics suite technology, pilots can land in the most remote locations with ease. A good example of the ATR's adaptability to local surroundings is the popular route it flies several times a day between Fiji's hub Nadi International Airport and Labasa, located on one of Fiji's outer islands, that has a short runway and a hill at the end!

While elsewhere around the world, the ATR is perfect for one-hour flights, in the Pacific region Air Tahiti uses an ATR for island-hopping on one of the shortest flights in the world, just seven minutes! It also operates one that is more than three hours long. Because of its size options, in both the

-42 and -72 category, airlines can run profitable operations without big passenger numbers because travelling between islands by boat simply takes too long for business travellers.

In New Zealand, another business model is at work. Mount Cook Airlines has bought ATRs, as strong economic growth led to more domestic traffic, and the reconstruction of the city of Christchurch after the devastating earthquake in 2011 triggered significant passenger growth.

ATRs have a regional despatch reliability of 99.7% which is highly reassuring for an airline that flies the same route several times a day. And ATR has an extensive customer support network across the region. There are spare parts warehouses in Auckland and Kuala Lumpur, a logistics team and training centre in Singapore, and a regional customer representative in Brisbane.

Strong 'organic' economic growth and a rise in international tourism, combined with fleet renewal requirements, mean ATR's presence in the region is likely to strengthen even further in the coming years as they help airl ines build their businesses and expand connections between island communities.

ATR

q Malindo ATR 72-600

q Fiji Link ATR 42-600

q ATR 600

q Air New Zealand ATR 72-600


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Sunflower Aviation Limited has played a key role in the provision of aviation and transportation-related services in Fiji for more than 30 years. The organisation has a long and well documented history as an approved scheduled airline with a hub at Nadi International Airport from where it operated daily services throughout Fiji. The company also provided maintenance services and fixed base and aircraft ground handling for private and corporate aircraft. It was also involved with providing travel agency and aviation training services.

In 2007, Air Pacific Limited purchased the airline operations of Sun Air Pacific Limited, leaving the previous owners of Sunflower Aviation Limited with the capital required to focus on aviation training, engineering and other activities. In 2014, Tim and Susan Joyce purchased Sunflower Aviation Limited and the Pacific Flying School to complement and enhance their existing Fiji-based businesses of Tandem Skydive Fiji, Heli-Tours Fiji and Adventure Sailing Fiji.

The new owners have set about rationalising and developing five distinct sections of the company: air charter and scheduled services; aircraft maintenance and engineering; ground handling services for private, non-scheduled aircraft; hangarage and rental of facilities; and the Pacific Flying School. The flying school is now a stand-alone company, Pacific Flying School Limited, which enables the organisation to focus on providing quality training to service the aviation industry in Fiji and the Pacific region more broadly. More details about the Pacific Flying School are set out in a separate article on page 43 of this magazine.

Sunflower Aviation is now well positioned and equipped to provide the following services:q scheduled flights, domestic charters and other air services;q fixed base operations for private/non-scheduled aircraft;

q ANR 145 aircraft repair work;q VIP jet handling at Nadi International Airport;q aeroplane and helicopter pilot training (Pacific Flying

School);q scenic flights, tours and introductory flights;q medevac services;q aerial filming and photography; andq aviation consultancy.

Staffing

Sunflower Aviation and the Pacific Flying School currently employ about 30 people in flight operations, engineering and administration. The company provides ongoing training for its staff through Fiji’s Training and Productivity Authority, with progression and promotion opportunities available to staff across the organisation.

Owner/managing director and chief pilot, Tim Joyce, is an experienced airline transport pilot licence holder for helicopters and fixed wing aircraft, and a Grade 1 helicopter instructor. Mr Joyce has had extensive experience flying helicopters for mineral and oil exploration and support, long-lining and construction, surveying, fire-fighting, filming and special effects, rescue and aeromedical services in Australia, Papua New Guinea, India, East Timor and Burma. Mr Joyce also has extensive experience in fixed wing operations, particularly with parachute operations, tourism and charters, and has conducted many long-range ferry flights across the Pacific.

Ian McFadden is the company’s chief engineer and also an experienced pilot. He holds licences, endorsements and ratings on helicopters and aeroplanes. He also holds a Fijian commercial licence and an aircraft maintenance engineer’s licence. Ian has been working in Fiji for two years and has over eight years’ experience with medevac services.

Sunflower Aviation Limitedq AS355 Twin, SA365 Dauphine, Robinson R44q SA365 Dauphine parked infront of the Sunflower Hangar

q Hangar


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Employment opportunities

The company’s extensive range of services enables people who have completed relevant technical training, such as pilots, to apply for jobs within the company in order to develop and expand their work experience. For example, the company recently trained (at the Pacific Flying School) and then appointed the first ever Fijian national to be the company’s skydiving pilot.

The company is working closely with Fiji National University (FNU) with a view to offering flying training degrees in the future. With accreditation by FNU, training can be recognised and credited towards degrees for pilots and engineers.

The company also offers traineeships and work experience for aircraft engineers.

Fleet composition and planning acquisitions

The company’s aircraft fleet includes:

Fixed Wing: BN2B Islander, Beechcraft Duchess, Cessna 182 and Cessna 172.

Helicopter: Robinson R44 (seats three passengers); Eurocopter AS355 (seats five passengers) and Eurocopter AS365 (seats eight or nine passengers).

To accommodate plans for expansion and the addition of a Helicopter Flying School, the company is adding to its fleet a Robinson R66 helicopter for tours and charters and a Robinson R22 helicopter dedicated to training (but also available for charter). The company is also planning to acquire a Cessna 152 to increase the number of aircraft available for pilot training.

Medevac services

The company conducted an average of three or four medevac missions every quarter over the past year, an increase of 50% over previous years. Recognising the need for a robust medevac service in Fiji, the company is working with Fiji Disaster Management to create a trust to operate and manage medevac services across Fiji for tourists and local residents. The company currently has the following aircraft available for medevac services:AS355Cruise Speed: 120 knotsMedevac capacity: Pilot + one patient (stretcher)

+ two passengersEndurance and range: 3.3 hours endurance, 310

nautical mile rangePassengers: Normal configuration (no

stretcher) six passengers.Extras: Night VFR equipped, twin

engine, oxygen capableAS365Cruise speed: 145 knotsMedevac capacity: Pilot + crewman + two patients

(stretcher)Endurance and range: 3.7 hours endurance, 430 nautical

mile range (which allows the aircraft to fly to almost any island in Fiji , including the Lau group, with a single fuel load)

Passengers: Normal configuration (no s t re tcher ) e ight o r n ine passengers

Extras: Full IFR equipped, twin engine, oxygen capable, winch capable

Ground handling for private aircraft

The company is looking forward to the completion of the major renovation and expansion of Nadi International Airport, which will encourage more private, non-scheduled aircraft to come to Fiji. Being able to access the company’s engineering and ground handling services provides private operators with confidence in flying their aircraft to Fiji. The company also offers VIP lounges for guests, meet-and-greet services at any time of the day or night, as well as re-provisioning. Its aircraft and helicopters are also available for transporting VIPs to outer island resorts. The company has earmarked a block on the airfield adjacent to its existing hangar for the construction of a dedicated fixed-based operations facility and a new hangar in the near future.

Engineering and maintenance facility

Sunflower Aviation’s CAR 145C aircraft maintenance facility is the only facility in Fiji that services aircraft from other commercial and private operators. Approved by the Civil Aviation Authority of Fiji, the facility currently employs 11 engineers, as well as a number of trainees on secondment from the aircraft engineering section of Fiji National University, and has licences and personnel to maintain a large variety of aeroplanes and helicopters. Some of the customers of Sunflower Aviation’s maintenance are listed below.

Company Aircraft RemarksMago Ltd Cessna Caravan Owned by Mel GibsonIkale Air Cessna 172 Private operationsOutback Range Cessna 172 Private operationsPortion Pak Cessna 172 Private operationsKaibu DHC-6 Twin Otter O w n e d b y J i m

Jannard (Oakley and Red cameras)

Kokomo Resort Bell407 O w n e d b y L a n g Walker

Kokomo Resort Twin Otter Float Plane

Vatulele R44 & AS350B Heli

Caribbean Buzz Owned by Google

SUNFLOWER AVIATION LIMITED


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Partnerships with tourism organisations

The company is the only private operator in Fiji that has been offered the license to provide scheduled flight services to Malolo Lai Lai, Pacific Harbour and Mana Island for tourists and local residents. The company also offers a range of Marau (Fijian for ‘happy’) scenic flights over the Mamanuca islands, Levuka, around Viti-Levu and the Yasawa Islands. The company works closely with the Levuka World Heritage Committee and tour operators in Pacific Harbour to tailor packages for customers. There are also well established relationships with Tourism Fiji and other agents and tour operators across Fiji. Sister companies Tandem Skydive Fiji and Heli-Tours Fiji are well known for providing a range of activities around Nadi, having received a number of nominations for national tourism awards.

What sets the company apart from others in the industry?

What sets the company apart is the range of services that it can offer – from basic to advanced training for helicopters and aeroplanes, charters, tours, scheduled services, complete engineering services, corporate jet handling, consultancies, hangar rental/storage and office rental. Sunflower Aviation Limited is the only general aviation company in Fiji that is wholly Fijian owned.

Five-year forecast/plan

With the inclusion of a new helicopter pilot training school, the company expects to attract additional students from Papua New Guinea, India, the Philippines, Thailand and other parts of the Asia-Pacific region. This training school will offer a competitive and cost-effective alternative to schools in Australia and New Zealand with world class flying instructors.

With the boom in development and foreign investment in Fiji, there are a number of private resorts being built in Fiji and the need for VIP transfers for guests will increase. The company expects to continue to expand its fleet over the next few years to cater for this growth.

For more information, please contact:

Sherneez Nandan

Sales & Reservations Manager

Sunflower Aviation Limited

Telephone: (+679) 6750255 / 9924940

Email : [email protected]

SUNFLOWER AVIATION LIMITED

q Management Team q Engineering & Maintenance Team

Since its inception in 1986, the Pacific Flying School has been owned and operated by Sunflower Aviation Limited (formerly Sun Air Pacific Limited).

The development of the Pacific Flying School involved many years of work and considerable investment. The end result has been the establishment of internationally recognised facilities that allow Fiji high school leavers to complete their commercial pilot training locally, shifting the balance of employment in Fiji’s aviation industry from overseas residents to Fiji citizens.

All licenses issued by the Pacific Flying School are based on the highest levels of education, leading to Fiji-trained pilots flowing through to Fiji Airways and also securing jobs with other major carriers. More than 250 commercial pilots have graduated from the Pacific Flying School to date; they now occupy significant posts in local airlines and major regional and international airlines.

Over the last four years, the Pacific Flying School has broadened its range of courses and capabilities and is now approved to train and qualify flight instructors, with more

Pacific Flying School

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PACIFIC FLYING SCHOOL

than FJD 300,000 being invested in this. Five local instructors are currently employed, having completed in-house training approved by the Civil Aviation Authority of Fiji (CAAF).

With helicopter flight training due to commence this year, the services of the school will further increase, offering a competitive and high quality alternative to flying schools in Australia and New Zealand.

The Pacific Flying School is part of an investment of more than FJD 7 million, covering aircraft, specialised training equipment such as flight simulators, hangerage, and outfitting a dedicated flight training and aircraft maintenance centre.

The Pacific Flying School charges fees of FJD 90,000.00 for students seeking a commercial pilot’s license. This is typically based on a student completing all relevant aspects of training successfully and within a given time frame. It generally takes 18 months for a diligent student to complete all the necessary prerequisites to obtain this rating.

There is now a shift towards commercial pilot training being undertaken in conjunction with approved undergraduate degrees, e.g. Bachelor of Science (Aviation). The Pacific Flying School recognises that this approach to training is the way forward. Accordingly, the school is in the process of developing a Bachelor of Aviation programme in conjunction with the Fiji Higher Education Commission, chaired by Dr Richard Wah. This will ensure that commercial pilots trained in Fiji continue to meet the highest international standards.

The Pacific Flying School is also certified to offer a range of other internationally recognised training courses, including:

q private pilot’s licence (theoretical and practical training);

q commercial pilot’s licence (theoretical and practical training);

q multi-engine instrument rating;

q air transport pilot’s licence; and

q flight instructor rating.

Helicopter flying training

The Pacific Flying School is also in the process of introducing helicopter flying training and will be offering the following helicopter courses:

q private helicopter pilot’s licence;

q commercial helicopter licence;

q low-level and confined area helicopter operations;

q helicopter sling load operations; and

q helicopter twin engine ratings.

The school will be the first flying school in the region offering helicopter flying training, which will give local pilots the opportunity to enter this expanding and challenging industry. The school’s Chief Flight Instructor (Helicopters), Captain Tim Joyce, has extensive instructional experience in all areas of helicopter operations and over 12,500 hours of helicopter experience.

Progression opportunities for Pacific Flying School trainees

Through its sister companies, Sunflower Aviation and Heli-Tours Fiji, the Pacific Flying School has the means to equip its graduates to take up commercial operations in aeroplanes as well as helicopters, operating scenic tours, charter operations and scheduled services. This will enable the graduates to obtain valuable commercial experience in a controlled environment under the guidance of their instructors and other senior pilots – a great kick-start to their aviation career.

For more information, please contact:

Betty KatarinaSchool Administrator ManagerPacific Flying SchoolTelephone: (+679) 6720 681 / 9994501Email : [email protected]

q Pacific Flying School Students & Instructors


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Last year was a noteworthy one for the Pacific Aviation Safety Office (PASO). It was a year filled with firsts, which helped the organisation gain momentum in its role as the regional aviation safety and security oversight office.

The first half of the year was primarily a transition period. New and enhanced work plans were developed for PASO member states. At the same time, the PASO pool of inspectors grew to 48 members, helping several PASO states by resolving safety and security concerns.

As part of its global outreach, PASO’s General Manager gave a presentation and led a panel discussion on the need for greater collaboration between regional safety oversight organisations. The presentation was given as part of the Global Aviation Co-operation Symposium at International Civil Aviation Organization (ICAO) Headquarters in Montreal, Canada.

Later in the year, PASO was invited to participate in the Regional Aviation Safety Group Conference. The aim was to address the Asia-Pacific response to ICAO’s global aviation safety plan and explore ways of minimising aviation risks in the region. Working with PASO member states and ICAO, a high-level meeting was set up between PASO member states, ICAO’s President and Secretary General, and other ICAO dignitaries. At this meeting, ICAO pledged additional funding to assist Pacific Island states in the areas of aviation safety and security.

A memorandum of understanding between ICAO and PASO was also signed, underlining the importance of collaboration between the two organisations.

In early November, PASO held its annual general meeting in Port Vila, Vanuatu. The meeting was attended by ICAO’s Asia Pacific Regional Director, who pledged ICAO’s full support to the Pacific Island region.

PASO continued its technical assistance to member states throughout the year, working closely with relevant civil aviation authorities in the region.

Overall, it was a solid year for the organisation, setting the ground work for PASO’s ongoing development in 2015.

2015 is already off to a good start for PASO, with the annual general meeting being hosted by Fiji, and the visit of a World Bank team to look into PASO’s financial sustainability, which will pave the way for future growth.

More to come in the next edition of Pacific Skies.

For more information, please contact:General ManagerPacific Aviation Safety OfficeEmail: [email protected].

PASO climbing to greater heights

PACIFIC AVIATION SAFETY OFFICE

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Every year countries such as Tonga, Samoa and the Cook Islands are the last point of departure for thousands of visitors and citizens returning home to New Zealand. It is therefore in the interests of New Zealand and Pacific Island states that a high standard of aviation security is maintained across the Pacific.

New Zealand is particularly well placed to support aviation security in Pacific Island countries and territories, because many have adopted the New Zealand Civil Aviation Rules, in particular Rule Part 140, which regulates aviation security organisations.

The aviation security capacity building work that New Zealand’s Aviation Security Service has undertaken over the last eight years brings benefits across the Pacific. New Zealand sees itself very much as a Pacific Island nation, and as such has a responsibility to assist other Pacific Island states.

Because tourism is a key contributor for many Pacific Island economies, assisting them to build aviation security capability can have a significant, positive impact. When I first became the key point of contact for New Zealand’s Pacific Island capability building programme two-and-a-half years ago, I visited several countries and quickly learnt that the key to success is to build strong relationships based on trust.

Since then I have ensured that twice-yearly I visit aviation security teams in all of the Pacific Island states that New Zealand supports – the Cook Islands, Kiribati, Niue, Samoa, Solomon Islands, Tonga and Vanuatu.

My focus has been on providing specific and tailored advice, assistance and tools to help these countries effectively service

and maintain equipment over the long term. I have been working with local teams to implement consistent equipment requirements for X-ray machines and walk-through metal detectors, CCTV and access control systems, as well as computer-based training packages, such as the X-ray tutor.

New Zealand’s Pacific Island capability building programme provides operational, developmental and technical training to support these systems. These practical changes enhance aviation security to ensure compliance with national and international standards and recommended practices. Its quality assurance component involves assisting with the establishment and maintenance of policies and procedures, as well as quality and audit systems. This helps to enable compliance with local laws and international conventions, such as Annex 17 of the Chicago Convention on Civil Aviation, which relates to security.

Future addit ions to the programme may include on-Island training (rather than sending personnel off-shore) and assistance and advice on succession planning. There has been significant progress in aviation capability building across all of the Pacific Island states that New Zealand has supported over the last few years. This has been due, in large part, to the cooperation of aviation security professionals, from chief executives to managers and staff. I look forward to continuing this valuable programme and seeing the many benefits it will undoubtedly bring in the near future.

For further information, please contact:Athol GloverManager Quality Systems Development (Pacific Islands)New Zealand Aviation Security ServiceEmail: [email protected]

Pacific Island aviation security capacity building

Athol GloverManager Quality Systems

Development (Pacific Islands)New Zealand Aviation Security

Service

PACIFIC AVIATION SECURITY


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Within the aviation security domain, appropriate authorities often face challenges in establishing consistency by standardising processes to facilitate and enhance the passenger experience, while simultaneously implementing unpredictable and random countermeasures to prevent a would-be adversary from gaming the system and breaching security. That being said, Annex 17 to the Convention on International Civil Aviation (the Chicago Convention), the International Civil Aviation Organization (ICAO) encourages all contracting states to ‘promote the use of random and unpredictable security measures’, noting that ‘[u]npredictability could contribute to the deterrent effect of security measures’ (Recommend Practice 4.1.2, ICAO Annex 17).

Civil aviation continues to face a real and persistent enemy, an enemy that is adept in the design, construction and concealment of bombs, most notably non-metallic improvised explosive devices. Trusted insiders may also use their access or inside knowledge to exploit existing vulnerabilities to cause harm. By implementing various unpredictable and random security measures within existing security layers,

states can effectively disrupt terrorists’ plans, deter attacks, intercept the insider threat, and deploy countermeasures flexibly and quickly to respond to emerging threats. In this regard, the U.S. Transportation Security Administration (TSA) remains vigilant and adaptable by evolving its approach to transportation security and buying down the risks faced when traveling from, within and to USA.

ICAO defines unpredictabil ity as: ‘ [t ]he implementation of security measures in order to increase their deterrent effect and their efficiency, by applying them at irregular frequencies, different locations and/or with varying means, in accordance with a defined framework’ (Definitions, ICAO Annex 17). In practical terms, if an element of unpredictability is introduced – such as changing or adding inspection routines or using canine teams at different locations each day – this randomness enhances security to protect against terrorists and others with malicious intent. As a consequence, when faced with multiple, unpredictable security layers, a terrorist or trusted insider would more likely be deterred from or fail at an attempt to carry out an act of unlawful interference. Simply put, the best security strategy is flexible, mobile, and above all, dynamic.

The implementation of random and unpredictable security measures is intended to complement and strengthen the baseline security layers already in place – from basic passenger and baggage screening, to access controls and non-passenger screening measures, to national quality control programmes and compliance activities. While recognising the importance of these baseline security controls and programmes, employing a risk-based strategy that integrates unpredictability should include innovative approaches and investment in training, workforce deployment and use of technology, among other things. This is further strengthened by intelligence that is analysed, shared and applied. Vetting passengers against government watchlists and observing anomalous behaviours in the airport environment are also examples of best practice. Moreover, the process of integrating unpredictability involves an increased or more visible law enforcement presence in the airport or on the aircraft, and proactive partnerships with airlines, airports, pilots, flight crewmembers, and the traveling public – all of whom are committed to protecting and securing aviation.

Aviation security: The importance of building unpredictability and randomisation into the Aviation Security Service | by Eric K. M. Yatar

TRANSPORTATION SECURITY ADMINISTRATION

"This is further strengthened by intelligence that is analysed, shared

and applied. Vetting passengers against government watchlists and observing anomalous behaviours

in the airport environment are also examples of best practice.

Moreover, the process of integrating unpredictability involves an increased

or more visible law enforcement presence in the airport or on the

aircraft, and proactive partnerships with airlines, airports, pilots, flight crewmembers, and the traveling

public – all of whom are committed to protecting and securing aviation."


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Examples of unpredictable security measures include:

q shared intelligence – providing intelligence information to appropriate front-line personnel is essential in deterring and disrupting potential terrorist acts;

q behaviour detection analysis – identifying potentially high risk individuals exhibiting behaviour of excessive fear or stress by looking for a combination of individual indicators that warrant follow-up and additional screening. Behavioural analysis programmes have been employed successfully by law enforcement and security personnel around the world;

q employee training – conducting training with the workforce on identifying and reporting suspicious behaviour (security awareness) is critical to developing a security culture and ensuring that staff remain vigilant;

q random security patrols – joining security personnel together with law enforcement officials to conduct random security patrols that can include mobile detection technology, such as explosives trace detection units and explosives detection canine teams;

q increased security measures – conducting random shoe screening, explosives trace detection screening of persons and accessible property, or secondary searches for a limited time period.

To be most effective and efficient, states are encouraged to establish a methodology for implementing random and unpredictable security measures, such as those outlined above, rather than haphazardly employing countermeasures or doing so on an ad hoc basis. Establishing a methodology can provide for a locally-controlled system (e.g. airport-

specific programmes) to deploy tactical assets to enhance aviation security by applying risk-based, flexible, unpredictable measures in order to:

q increase the difficulty for terrorists or trusted insiders to predict and circumvent countermeasures;

q create a less attractive target and decrease the risk;

q apply a networked and collaborative management model;

q empower decision-makers on the ground to address local threats; and

q collaborate with local security partners to take advantage of strengths, broaden coverage, and ensure efficient use of resources.

This methodology may include: using random, unpredictable measures by altering the placement and scheduling of these security measures during a designated period; varying measures that can be tailored to meet specific threats, resources, and local configurations; and coordinating with stakeholders (e.g. airport operators, local law enforcement officers) in advance.

Those intending to do harm can analyse a static system by identifying where, how, and when resources and energies are used to exploit vulnerabilities. By adapting the approach to security through the use of unpredictable and random security methods, aviation security is more flexible and responsive to existing and emerging threats.

Contact Public Affairs571-227-2829 [email protected]

Eric K. M. Yatar is based in Sydney, Australia and serves as the United States Transportation Security Administration (TSA) Representative to Australia,

New Zealand, Papua New Guinea, Timor-Leste and the South Pacific Islands. Prior to his current assignment, Yatar held the position of Senior Counsel for

International Law in the TSA Office of Chief Counsel, where he served as a principal legal advisor for international programmes, operations, policies, and

related issues. Since joining TSA in 2004, Yatar has also served as an Attorney-Advisor in the Civil Enforcement Section, Office of Chief Counsel. Previously,

Yatar worked for the U.S. Department of Transportation where he focused much of his efforts on hazardous material (hazmat) enforcement and national

highway traffic safety. He can be contacted at: [email protected].

###

The Transportation Security Administration was created to strengthen the security of the nation’s transportation systems and ensure freedom of movement

for people and commerce. TSA uses a risk-based strategy and works closely with transportation, law enforcement and intelligence communities to set the

standard for excellence in transportation security. For more information about TSA, please visit our website at tsa.gov.

TRANSPORTATION SECURITY ADMINISTRATION


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Aircraft are a major industry investment, requiring global annual funding of around $US100 billion. Supplying and managing these assets is a major value driver for the aviation industry, as follows:

q Airline balance sheet assets are predominantly aircraft.

q Finance costs of new aircraft can represent up to 20% to 30% of an airline’s total operating costs.

q Mature maintenance costs can be 12% to 25% of operating costs, which are determined by the age, size, and sector length of aircraft.

q Capital and operating costs are a complex trade-off and represent a major value driver for airline companies.

Commonly, the commercial management of these assets is limited to daily utilisation and annual operating costs. The larger value drivers, such as life cycle costs and valuation risks, are often not actively managed as they do not show up in conventional accounting reports and forecasts.

Fleet is an integral part of airline strategy and of most major decisions, including:

q network requirement (range, aircraft size and frequency);

q c o m p e t i t i ve p o s i t i o n i n g ( p ro d u c t , s e r v i c e a n d competitiveness);

q capital efficiency (age, finance cost, aircraft utilisation, market value and residual value risk); and

q operating efficiency (fuel burn and maintenance cost).

Fleet life cycles are typically between 20 and 25 years, and market demand forecasts are, at best, three to five years, leading to the industry being supply-led, based on long-term average growth forecasts. One of the major challenges for airlines is therefore matching capacity and product to market demand. A major risk is that demand varies by factors such as season, day of the week and time of day, and is subject to disturbances such as natural disasters, weather, terrorism and political and economic issues. To mitigate these risks it is critical that fleet plans have flexibility, and that the cost associated with this flexibility is recognised. Flexibility can be built into fleet strategy and plans by way of purchase rights, purchase options, seasonal leases, aircraft utilisation, and having multiple exit and extension options in operating leases.

All airlines have fleet plans but the quality of the plans varies considerably. Commonly, the plans are formulated by incremental decisions driven by airline schedules, without an understanding the impact of life cycle costs on balance sheets and profitability.

Asset management

Having decided on a fleet of aircraft, management of these assets is a major value driver for an airline. Aircraft lessors have developed core competency in asset management, and accordingly this sector of the industry provides a good return on investment. Asset management includes acquisition, capital depreciation, funding, market value, residual value, direct maintenance costs, maintenance provisions, and disposal. Maintenance investment has become more complex as airlines have largely moved to outsourcing, engine flight hour agreements and component pooling. The value of these arrangements needs to be considered over the planned life of the aircraft and to be understood at the time of acquisition or entry into an operating lease.

A fleet plan that incorporates growth options and known exit dates is critical to maintaining flexibility and minimising maintenance cost. Flexibility will enable changes in exit dates driven by demand cycles, competition and aircraft market value cycles. Given that every $1 of cost requires $10-20 of revenue to break even, the impact on life cycle costs must be understood and be part of the decision making process.

Understanding fleet market conditions

Acquisition and disposal are exposed to variations in market valuation of up to 20%, driven by the mismatch of supply and demand across the economic cycle. A significant value driver is the capability of understanding these cycles and managing the associated risks.

Managing Aircraft Assets | by Mike Flanagan

MANAGING FLEET ASSETS

"This capability to manage life cycle costs is a high-value core competency

that is relatively simple to build into an airline that has

process disciplines."


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Escalating oil prices, combined with low interest rates, led to unprecedented levels of aircraft orders between 2010 and 2013. In 2004 the order backlog of Airbus and Boeing, combined, was around 2400; today the backlog is around 10,000, resulting in longer acquisition lead times. Airline plans have necessarily become longer term. The second effect of oil prices and interest rates is the reduction in aircraft economic life, with an impact on residual market values and in many cases a financial exposure with depreciated accounting values. The impact on residual value can be seen in a comparison of market value for a 10-year-old A320, which has trended down from 79% of delivery value in 2000 to 43% in 2012. Lease rates followed a similar trend for a 10-year-old aircraft, from 85% of new rate in 2000 to 54% in 2012. In 2006 average terms of operating leases were six to seven years; in 2013 average terms are believed to be around 12 years, reflecting the leverage that lessors have, with demand for aircraft exceeding supply. This longer lease term reduces the risk for lessors, and should reflect lower lease rates for airlines.

Leasing aircraft is a highly viable and sometimes very attractive way of funding capacity. Airlines take advantage of leasing aircraft for a range of reasons, including:

q accessing a lower cost of capital;

q reduced lead time to access capacity;

q avoidance of residual value risk; and

q capacity flexibility, with exit and lease extension options.

Managing leases is a major value driver, and is somewhat different from managing owned assets. Most airlines have, at some time, been surprised at the burden of returning a leased aircraft, as lessors insist on compliance with agreed return conditions.

Best practice

Best practice is having an organisational capability that understands the impact that fleet have on profitability and risk. Many functions within an airline impact on life cycle cost and risk of fleet, including corporate planning, legal, finance, scheduling, operations, engineering and maintenance. Alignment of these functions is critical to optimising airline performance.

The opportunities for airlines that invest in this capability include the following:

q Minimising life cycle costs by understanding all costs, including lease or ownership costs, exit costs, lease return conditions, maintenance reserves, seven-year engine shop visit, D checks, and landing gear matching to each aircraft’s exit plans. Savings of two percent of ownership and maintenance costs should be achievable

q Having a fleet strategy and plan that matches entry and exit capacity, thereby minimising non-revenue-earning ownership costs. Ensuring the capacity plan has a level of flexibility with a known cost penalty.

q Making decisions that are based on the high value drivers described above, not just schedule logistics and annual budgets.

q Having a fleet strategy that recognises the importance of acquisition and disposal of aircraft at the optimal time of the cycle.

This capability to manage life cycle costs is a high-value core competency that is relatively simple to build into an airline that has process disciplines.

MANAGING FLEET ASSETS

Mike Flanagan offers advisory services and is part of a New Zealand network of Aviation Consultants. Feedback, questions, or discussion on this topic would

be welcome: [email protected]


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Operators with small aircraft can now enjoy all the benefits of a safety assessment. Created to meet the needs of operators not eligible for the IATA Operational Safety Audit programme (IOSA), the IATA Standard Safety Assessment (ISSA) programme opens the door to aircraft operating below 5,700 kg maximum take-off weight, as well as to those whose business model does not allow conformity with IOSA requirements.

Building on a proven international model

ISSA builds on IATA’s internationally recognised IOSA, assessing documentation and implementation of each requirement and assessing the organisation and management system of the operator. Assessment standards are derived directly from IOSA standards and recommended practices, introducing elements of the International Civil Aviation Organization’s safety management system.

Gain greater safety performance, efficiency and much more!

A programme participant will benefit from:

q a global safety standard for commercial operators not covered by existing programmes;

q measuring operator’s conformity with relevant International Civil Aviation Organization requirements;

q gradual implementation of safety management system elements;

q eligibil ity for entry on the online ISSA registry after completion of assessment;

q improved marketing and commercial advantages for operators; and

q improved conditions for reduction of insurance premiums.

Who is eligible for the programme?

A voluntary programme, ISSA will not be linked, associated or conditional on IATA membership and is open to the following:

q commercial passenger and/or cargo operations;

q aircraft with one or more turbine powered and/or multiple reciprocating engines;

q single and/or two-pilot operations;

q IFR and/or VFR operations; and

q aircraft below 5.7 t maximum take-off weight.

Aircraft above 5.7 t maximum take-off weight will be eligible for one ISSA initial assessment. After a two-year registration period, the operator needs to pursue an IOSA registration initial audit to stay on an IATA registry.

The assessment process

With the ISSA programme, the initial assessment is followed by biennial renewal assessments. The assessment is conducted by two approved IOSA auditors over two days and then there is a follow-up process to address the findings from the assessment, if any.

A programme continually improving to meet industry needs

ISSA standards will be continually reviewed to ensure relevance and effectiveness. They will be upgraded in accordance with industry needs and International Civil Aviation Organization provisions while relevant recommended practices will be progressively upgraded to the standards.

For more information, please contact:International Air Transport Association (Australia Branch)Mr. Stéphane ParreninCampaign ManagerSouth West PacificEmail: [email protected]

Mr. Matteo ZanariniAviation Solutions ManagerSouth West PacificTel: +61 2 92496866Email: [email protected]: www.iata.org/ISSA or contact [email protected]

Introducing the International Air Transport Association’s (IATA’s) Standard Safety Assessment programme

INTERNATIONAL AIR TRANSPORT ASSOCIATION


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Airways New Zealand is poised to embark on a trial of automatic dependent surveillance-broadcast (ADS-B) technology at Fua’amotu, Tonga – further demonstrating its commitment to supporting aviation development across the Pacific region.

Playing a critical role in the development of satellite-based ADS-B communications technology in the Pacific is one of many ways Airways is supporting its Pacific neighbours, says Airways Chief Operating Officer Pauline Lamb.

‘It’s all part of our focus on developing strategies and services that can make a real difference in the Pacific region. Helping to provide satellite-based communication for the aviation community is a further step towards our vision for the Pacific of enhanced aviation safety, transport connectivity and sustainable growth of the local economies,’ Ms Lamb says.

The New Zealand air navigation service provider has been at the forefront of ADS-B development in the Pacific region since the installation of 18 multi-lateration (MLAT) sites around Queenstown in 2009. Following that successful

implementation, the Southern MLAT expansion project saw nine more sites added throughout the lower South Island. The 27-site system has been fully operational since December 2013, creating an MLAT coverage area of 220,000 square kilometres across some of New Zealand’s most mountainous and remote terrain.

The network incorporates ADS-B and verifies satellite-based positioning GPS data transmitted by aircraft. The end result is continuous surveillance of aircraft, thereby increasing safety, reducing coordination requirements between air traffic control units, and reducing pilot workload. Air traffic controllers no longer need to rely solely on verbal position reports from pilots, and this is crucial for improving safety in New Zealand’s airspace.

The increased surveillance has achieved more efficient flights, and has enabled Airways to increase the number of movements per hour at key airports like Queenstown.

ADS-B is a module of the International Civil Aviation Organization’s

Airways New Zealand to trial automatic dependent surveillance-broadcast technology in the Pacific| by Airways New Zealand

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q Most MLAT sites are situated in such remote terrain, solar panels are

required to power sites.


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aviation system block upgrades, aimed at achieving optimum capacity and flexible flights.

Great potential for ADS-B in the Pacific

The aim of the Tonga trial is to test ADS-B surveillance, as well as the integration of data transfer via the aviation satellite communications network of the Pacific Aviation Safety Network (PASNet). Tonga has had a dedicated satellite communications network connected to Airways’ Auckland Oceanic Control Centre since 2008.

Airways’ goal for PASNet is to enable regional regulators, airport operators and air transport organisations to communicate essential safety and security information securely and in a timely manner.

The implementation of ADS-B has the potential to provide greater surveillance in the Pacific Islands region, enhancing air traffic management with the ability to monitor aircraft position in real-time, both in approach/terminal and enroute phases of flight. It also serves to pinpoint the location of aircraft for emergency response.

Satellite ground stations are installed at airports and then linked in a communication network by satellite. In integrating the ADS-B surveillance data with PASNet, Airways will be able to test the ADS-B technology, and the latency and bandwidth of the network. The integration of the surveillance data with PASNet will serve to enhance safety in and around Tonga.

This is far removed from the first primary radars developed during wartime on the Battle of Britain principle, whereby a radar transmitter sent out a pulse of radio energy. A small proportion was then reflected from an aircraft back to the radar receiver.

Shortcomings of primary radar led to advancements in other areas of wartime radar development. The ‘identification friend or foe’ system was derived from the need to identify aircraft as friendly or enemy. Secondary surveillance radar, as it became known, works via a transponder onboard an aircraft.

In comparison, third generation ADS-B uses two fundamental components – Global Navigation Satellite System technology and a basic broadcast communications link. The key advantages of ADS-B are that accuracy does not degrade with increased range or changes in atmosphere or target altitude. The move to the use of satellite technology also means less reliance on mechanical antennas for safe air traffic management.

Airways hopes to see ADS-B deployed across other Pacific Island states to enhance safety and provide a consistent surveillance capability in the region, Ms Lamb says.

‘Our vision is to help facilitate long-term sustainable and efficient aviation services, including the creation of a seamless air navigation region, with a consistent level of reliable infrastructure,’ she concludes.

AIRWAYS NEW ZEALAND

q The MLAT system in New Zealand’s lower South Island covers an area of

220,000 square kilometres across some of the country’s most mountainous and

remote terrain.


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By integrating ancillaries into agents’ normal booking processes and achieving a single view of the traveller, airlines can create greater loyalty and increase cross- and up-selling opportunities, according to Travelport’s Damian Hickey, Vice President, Asia Pacific and Global Sales Strategy, Air Commerce.

‘Today’s travellers expect to be treated as individuals, whether that means being recognised as a repeat customer or being offered bundled ancillary packages to create a customised travel experience,’ says Hickey. ‘Airlines can adopt the latest travel technologies to maximise ancillary revenues, create a richer customer experience and increase their competitive advantage.’

Maximising the ancillary opportunity

Recent research shows that revenue from ancillary sales were worth USD 31.5 billion globally in 2013 – up a staggering

1200% since 2007. However, despite the growing dependence of airlines on ancillary revenue, many have yet to capitalise fully on the commercial opportunities available.

Central to this is the fact that 60% of fare revenue is transacted through the Global Distribution System channel, while 87% of ancillary revenue is still generated directly on airline.com sites. The fact that agents need to break out of their normal booking systems to book ancillaries reduces agent efficiency and slows down the booking experience for travellers. Even more importantly, agents cannot easily access information about ancillary products from within these systems, making it impossible to cross- and up-sell them effectively.

To overcome these challenges and maximise ancillary sales, airlines must be able to integrate their unbundled products into the booking process quickly and easily. In addition, agents should be able to see airlines’ key sales messages,

Redefining airline growth with a new approach to merchandisingHow the latest travel commerce technologies can help airlines transform their distribution and sales processes to maximise their competitive advantage

q Damian Hickey - Travelport


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products and services, enabling them to effectively articulate the value of these products to travellers.

Creating loyal customers

With dynamic selling, airlines can adjust the price of individual fares in real time based on fluctuating demand, competitor activity and other key factors. It becomes possible to sell every seat on a plane at a different price as the balance of supply and demand shifts – a capability that many low-cost carriers already have today.

To further differentiate their offerings, traditional airlines are now looking to embrace customer-centric selling, the natural successor of dynamic selling. This integrates customers’ personal data into the search and sales process, enabling airlines to deliver personalised offers based on travellers’ individual needs and preferences.

Enabling customer-centric selling and creating loyal customers requires a more agile and smarter approach to distributing and selling unbundled products. Not only must airlines eliminate disconnects in the booking processes for fares and ancillaries, they must also collect and analyse data to support personalisation, making it possible to reward their loyal customers.

Keeping pace with the industry

To achieve the levels of customer-centricity that today’s travellers demand, forward-thinking airlines are re-evaluating their approach to fare and ancillary distribution. Many are using the Travelport merchandising platform, for example, which enables airlines to distribute their fares and ancillaries in a flexible, targeted way.

By pulling in unbundled products to the established airline booking process, and presenting travel agents with detailed product information, the Travelport merchandising platform helps airlines boost sales and streamline the booking experience. Agents can also see detailed information on products and services, helping them answer travellers’ queries at the first time of asking.

The Travelport merchandising platform can also help low-cost carriers (LCCs) maximise their revenue, which now

represents 68% of all airline sales in South-east Asia and 30% in Europe. The Travelport platform gives LCCs access to travellers who book through travel agents and travel management companies, as well as those who book online, while enabling agents to make LCC reservations quickly and easily from within their existing booking process.

The Travelport merchandising platform allows LCCs to publish their fares to Travelport via API connections, rather than using Airline Tariff Publishing Company (ATPCO). The benefits to LCCs of opening up their products and services to a greater footprint, including high-yielding corporate traffic, are significant. In addition, all bookings are made on airlines’ back-end systems, so no changes are needed to their existing booking or reporting processes.

Driving positive change based on strong leadership

Airline systems have been constructed over the last 40 years to support the needs of businesses and travellers. While ours is an industry that is slow to accept change, recent trends, such as product unbundling and growing LCC competition, mean that established ways of working are no longer adequate.

What is needed is a new approach to merchandising and distribution that makes the full range of travel content, including LCC fares and ancillaries, available to agents from inside their existing booking process.

However, change is always a challenge and successful migration to a flexible, next-generation merchandising and distribution platform requires vision, strong leadership, investment in technology and effective risk mitigation at every stage of the process.

Travelport helps senior decision makers drive positive change in their organisations based on a low-risk migration approach. A single route or a small group of routes or ancillaries can be migrated to the Travelport platform initially, helping to build a strong business case for wider deployment. Once the value of the platform has been quantified, additional fares and ancillaries can be migrated onto the platform over time, further expanding the commercial benefits available.

TRAVELPORT


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Background

Recent statistics suggest that unruly passengers are becoming an increasingly common problem. According to the International Air Transport Association (IATA), between 2007 and 2013 there were over 28,000 reported incidents relating to unruly passengers and the number seems to be on the rise. In 2007 there were 500 incidents. The figure increased exponentially to 6,000 incidents in 2011 and by 2013 there were 8,000 incidents. Of these incidents, almost 20 per cent were serious enough to require the intervention of police or security services.

Although unruly passengers are a small minority of the total passengers carried, their conduct can cause significant difficulties, affecting the safety of the aircraft and causing airlines to incur significant costs. In a recent incident, a Qantas flight from Sydney to Japan was forced to make an emergency landing in Cairns to disembark a drunk passenger. The aircraft had to dump 60,000 litres of fuel to be able to land and Qantas estimated that the cost incurred was AUD 120,000.

In addition, unruly passengers can cause delays for the airline and fellow passengers, leading to often negative publicity. In December 2013 a Qantas plane en route from London to Dubai had to turn back to London an hour and a half into its journey. The flight left London again, without the unruly passenger, at around 2.20 a.m. the next day. Such delays can become even more disruptive if the flight is scheduled to arrive in or depart from an airport with curfew restrictions, or where the flight in question is a connecting flight for passengers onboard.

Unruly passenger incidents range from violence against crew members or other passengers to smoking in the toilets. In January 2013, a man on board an Icelandair flight from Reykjavik to New York drank an entire bottle of duty free spirits, commenced screaming that the aircraft was going to crash and assaulted fellow passengers. His wrists were cable tied and he was duct-taped to his seat by crew and passengers.

Other examples involve passengers ripping out in-flight entertainment units, biting or otherwise assaulting other passengers or crew, stealing alcohol and shouting obscenities. In one incident, an intoxicated woman on board a United Airlines flight drank a bottle of liquid hand soap after being denied alcohol by the cabin crew. Once she had sobered up she complained that she had not liked United’s ‘wine’ and when asked by the FBI why she had behaved in this way, answered, ‘I sometimes do crazy things.’

Removing and detaining passengers

Many unruly passengers commit an offence. In Australia, the Crimes (Aviation) Act 1991 makes it illegal to commit an act of violence, threaten the crew or endanger the safety of an aircraft. These are serious offences punishable by long prison sentences.

Civil Aviation Regulation 309A makes it an offence to fail to obey an instruction given by the pilot in command of an aircraft. The penalty can be up to AUD 4,000 for each offence. Infringement notices can be issued for breach of this regulation and, ordinarily, if the police are notified of the occurrence, they will request the Civil Aviation Safety Authority in Australia to issue such a notice. A pilot in command has the authority to restrain or detain passengers if it is necessary to ensure compliance with the legislation. Members of the crew have the authority to arrest passengers reasonably suspected of committing an offence in flight.

The position is similar in New Zealand under the Aviation Crimes Act 1972, where a pilot in command can take measures, including restraining the passenger, to prevent a passenger committing an offence or jeopardising the safety of the aircraft or the good order and discipline on board the aircraft. Any member of the crew can assist in restraining any person whom the commander is entitled to restrain. The position is almost identical in Papua New Guinea, Solomon Islands and Samoa.

Dealing with problem passengers and customers

By Norton White1

NORTON WHITE

1 Keira Nelson, Senior Associate and Lara Dopson, Solicitor, at Norton White Lawyers in Sydney. The basis of this article was a presentation given by Norton White at the 61st Session of the ASPA Conference in Fiji on 5 December 2014.


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The Tokyo Convention and the Montreal Protocol

The Tokyo Convention of 19632 (the Tokyo Convention), which came into force in 1969, is one of the most widely accepted international conventions in the history of aviation law, with 186 contracting states (as at 6 March 2015).

The Tokyo Convention applies to offences and other acts that occur on board aircraft in-flight and allows the aircraft commander to take reasonable measures against an unruly passenger to protect the safety of the aircraft, passengers and crew; maintain good order and discipline on board; and deliver any unruly passenger to law enforcement upon landing.

Under the Tokyo Convention, jurisdiction over offences and acts committed on board is limited to the state of registration of the aircraft. This can mean that, when incidents occur onboard an aircraft in flight and when the aircraft lands at its destination or is diverted to an alternative destination, the local authorities are unable to exercise any jurisdiction. Indeed, in a representative survey of over 50 airlines in 2013, more than 60 per cent indicated that the main reason unruly passengers were not prosecuted was lack of jurisdiction at foreign destinations.

In response to this, a diplomatic conference was held at the International Civil Aviation Organization headquarters in Montreal during March and April 2014. It resulted in the Montreal Protocol 20143 (the Montreal Protocol).

The amendments to the Tokyo Convention affected by the Montreal Protocol extend the jurisdiction over an offence committed in flight to the destination state of the flight (the landing state) as well as to the state of the aircraft operator. This means airlines will be able to hand over unruly passengers to appropriate authorities on landing and the authorities will have jurisdiction over offences committed in-flight.

The Montreal Protocol also includes new provisions that ensure that airlines maintain their rights under national laws to recover the costs associated with delays or diversions from unruly passengers.

Unfortunately, these changes have not yet come into effect. The Montreal Protocol will come into effect once it is ratified by 22 states. As at 6 March 2015, 28 states are signatories to the amendment, including Fiji, but only one state has ratified the Protocol.

IATA is advocating that governments ratify the Montreal

Protocol urgently as it will provide a better deterrent for unruly behaviour by making the consequences of this behaviour clear and enforceable.

Claims by the passenger

Once a passenger has been detained and removed from the aircraft, two main issues can arise. First, in some circumstances, a passenger may bring claims against the airline, alleging they have been treated unfairly. Second, airlines may want to ban passengers from future travel.

Claims under the Tokyo Convention

Under the Tokyo Convention there is immunity for airlines, crew and other passengers from liability where actions are taken in accordance with the Convention. That immunity remains unchanged by the Montreal Protocol. Specifically, the protocol and the convention allow both crew and passengers to take action and preventive measures against a person on board the aircraft on ‘reasonable grounds’.

The Protocol also extends the immunity to in-flight security officers. In the appropriate circumstances, this allows airlines and certain individuals on board an aircraft to take necessary action under the Convention, without fear of facing expensive lawsuits by unruly passengers who have been restrained or offloaded.

In Eid v Alaska Airlines4 an Alaska Airlines aircraft flying from Vancouver to Las Vegas was diverted to Reno and the plaintiff passengers delivered to law enforcement authorities after a flight attendant called the cockpit during the flight to inform the captain and first officer that she had ‘lost control of the first-class cabin’.

In deplaning the plaintiff passengers and refusing to let them continue on to their destination after law enforcement authorities in Reno cleared them of wrongdoing, it was alleged by the plaintiffs that the captain’s decision had nothing to do with safety or order but was designed to placate his flight attendant, who had taken a dislike to the plaintiff passengers, possibly because of their nationality or ethnicity.

The key issue before the court was the meaning of ‘reasonable grounds to believe’ under the Tokyo Convention. The question was whether a decision of the aircraft commander, the captain, was entitled to any deference, or whether it was to be assessed as a ‘reasonableness standard’ under standard negligence principles.

NORTON WHITE

2 Convention on Offences and Certain Other Acts Committed On Board Aircraft.3 Protocol to Amend the Convention on Offences and Certain Other Acts Committed On Board Aircraft.4 No. 06-16457 (9th Cir. 30 July 2010).


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The court rejected the deference standard in favour of the reasonableness standard. In doing so, the court faulted the captain for not investigating the circumstances before he took action to divert the plane and deliver the relevant passengers to local law enforcement authorities.

The US Supreme Court elected not to hear an appeal and the case was ultimately remanded to the lower court for a jury trial. In February 2013 the jury found that the captain had reasonable grounds to act the way he did.

Bodily injury

On international fl ights, passenger claims for damage sustained through injury are pre-empted by the international conventions if those passengers are in the course of international carriage at the time of the events which give rise to the claim. Both the Warsaw Convention and the Montreal Convention require a passenger to have suffered ‘bodily injury’ before that passenger can make any claim against the airline. This means that, unless the passenger is physically injured, they will not be able to bring a claim against the airline.

Discrimination laws

Legislation in Australia and other Pacific jurisdictions, including Fiji and Papua New Guinea, prevents discrimination on the basis of race, nationality, gender, age or disability. Disruptive passengers who bring claims often raise issues relating to discrimination by attempting to allege that they were treated in a particular way, not because of their bad behaviour but because of their race, gender or disability. The airline will have a good defence to these claims if it can show that it treated the unruly passenger in the same way it would have treated any person behaving in that manner. Having a clearly documented procedure on dealing with unruly passengers can help to prove this.

The only additional issue is that, in some circumstances, airlines are required to make ‘reasonable accommodation’ for passengers who have disabilities. While this is not an issue that arises often when dealing with unruly passengers, it should be borne in mind.

Where a passenger’s behaviour may be caused by something beyond their control the airline may need to consider its response to the behaviour more carefully. For example, special provisions may need to be made to accommodate autistic passengers who are causing disruptions. While the airline is within its rights to offload passengers with disabilities who are being disruptive, the airline should try to accommodate these passengers by offering to carry them on a later flight without an additional charge.

Passenger blacklists and banning passengers

The second issue that can arise once a passenger has been detained and removed from an airline’s aircraft is that the airline may want to ban the passenger from future travel. This can lead to some legal difficulties.

Airlines are ordinarily entitled to determine with whom they contract and are thus entitled to refuse to carry passengers who have proven themselves to be disruptive in the past. The exception to this general rule is where the airline is a ‘common carrier’. A common carrier is a carrier that places no restriction on who it will carry.

Terms and conditions

Most airlines have, in their terms and conditions, a term that expressly states that the airline is not a common carrier and that the airline reserves the right to choose who it carries on its aircraft. It is prudent to make sure this clause is in the terms and conditions to maintain the right to refuse to carry passengers who have been disruptive.

It is also beneficial for an airline to have terms and conditions of carriage that expressly provide that disruptive passengers will not be carried and to draw these terms and conditions to the passengers’ attention at the time of booking. Usually, terms and conditions include provisions stating that:

1. the airline will not carry passengers in certain circumstances (e.g. it would be an offence to carry the passenger, or the passenger will not submit to a security check, does not have a valid passport, or is intoxicated).

2. the airline will not carry a passenger who is advised in writing that he or she will not be carried on the airline’s flights after a particular date;

3. the airline has the right to detain or offload disruptive passengers and, if that occurs, the passenger will be liable to pay the airline any costs associated with offloading the passenger;

4. the airline does not guarantee that passengers will be able to travel in pre-selected seats or on any particular flight (which can often lead to passengers becoming disruptive); and

5. claims by passengers are subject to the Montreal Convention or the Warsaw Convention and that all other liability is excluded.

Accepting payment

Blacklisting passengers can also give rise to consumer

NORTON WHITE


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law issues. In Australia, under section 36 of the Australian Consumer Law, a corporation cannot accept payment for services if at the time payment is accepted, the corporation does not intend to supply the services. This means that airlines must be very careful not to take payment from passengers who have been placed on a blacklist.

An airline that maintains a blacklist should put in place procedures to ensure that bookings are not accepted from banned passengers. At the same time, care must be taken to ensure that other passengers with the same or similar names are not mistaken for blacklisted passengers. For this reason, it is best if passengers included on the blacklist are identified by more than just their name, e.g. their nationality and date of birth.

Notification

There is an argument that advertising air transport services to people who are not entitled to travel on those services could be misleading. The Australian Consumer Law prevents corporations from engaging in conduct that is misleading or deceptive and similar prohibitions exist in Fiji, Tonga, Cook Islands and Solomon Islands.

For this reason, it is important to notify any passengers who have been placed on a blacklist that they are no longer entitled to travel on the airline. The passenger should also be advised that they should not attempt to book a flight, and that if they do make a booking it will be invalid. It is best if this notification is given in writing and a record of the communication is retained for the airline’s records.

Privacy laws

Finally, in some jurisdictions, privacy laws may apply that regulate the handling of personal information about individuals, such as information on blacklists. In Australia, the Privacy Act 1988 (Cth) regulates the handling of personal information about individuals by most Australian government agencies and private sector organisations, including airlines, through the application of 13 Australian Privacy Principles.

The handling of personal information includes the collection, use, storage and disclosure of personal information, and

access to and correction of that information. Any policy in relation to banning or blacklisting of passengers must comply with privacy laws. Consequently, a list of banned passengers or a passenger blacklist cannot be published and must be treated with the same controls regarding privacy as all other personal information obtained by an airline for a passenger.

For further information, please contact:Keira NelsonSenior AssociateTel: +61 2 9230 9471Email: [email protected]

Lara DopsonSolicitorTel: +61 2 9230 9470Email: [email protected]

Andrew HarringtonSolicitorTel: +61 2 9230 9440Email: [email protected]

NORTON WHITE

"Most airlines have, in their terms and conditions, a term that expressly states that the

airline is not a common carrier and that the airline reserves the

right to choose who it carries on its aircraft. It is prudent

to make sure this clause is in the terms and conditions to

maintain the right to refuse to carry passengers who have

been disruptive."

q Air Rarotonga Saab 340 aircraft

q Air Niugini Bombardier Q400 aircraft

A couple of aircrafts from around the region

62

Fly direct to VanuatuFrom Australia, New Zealand, Fiji, New Caledonia with Air Vanuatu.

Vanuatu – Port VilaAir Vanuatu House, Rue de ParisPO Box 148, Port Vila

Tel: +678 23848Fax: +678 23250Email: [email protected]

AustraliaToll Free: 1300 780 737Email: [email protected]

New Zealand – AucklandTel: +64 9 373 3435Email: [email protected]

New Caledonia – NoumeaTel: +687 28 66 77Email: [email protected]

QFF POINTS 20 OR 23KGSMEALS DUTY FREEDRINKS ENTERTAINMENT

SOLOMON ISLANDS

NEWCALEDONIA

AUSTRALIA

NEW ZEALAND

VANUATU VANUATU

FIJI

Tanna

Noumea

Auckland

SuvaNadi

Port Vila

Brisbane

Sydney

Melbourne

Santo

Honiara

Port Vila

Torres

BanksMotolava

Sola

Gaua

Ambae

Santo

Maewo

Pentecost

AmbrymPaama

EpiTongoaEmae

Malekula

Erromango

Aniwa

Futuna

Aneityum

Tanna

Efate

Visit www.airvanuatu.com to book your �ight, car, accommodation, insurance

or for more information.

In other parts of the world Qantas are the general sales agent for Air Vanuatu.

Save time and use our NEW online check-in


64

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Documents

pacific aviation news

aviation security service

pacific community

sunflower aviation limited

pacific flying school

new approach

solomon airlines issue

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