Commentary Greek Newspaper Kathimerini

November 18th, 2007

Nov 17, 2007
Olympic safety concerns
Recent reports about troubled state-owned air carrier Olympic Airlines have annulled the last remaining argument for maintaining the stagnant situation: Safety has gradually ceased to be the company’s comparative advantage. Continuous company losses have pushed its managers toward cheap and patchy solutions in a bid to keep the company afloat.

This is a problem that has remained unsolved for many years as politicians have feared the political cost could in fact cost human lives.

Everyone – and, above all, the government – must realize that the issue has gone past ripe, and is almost rotten. The existing situation concerns not only the pockets of Greece’s taxpayers but also their safety. And that should be enough to accelerate decisions.

Olympic Airlines grounds 4 ‘unsafe’ planes

November 18th, 2007

Officials at state-carrier Olympic Airlines (OA) yesterday blamed state oversights for the leasing from a Spanish company of four passenger aircraft that displayed serious, and potentially dangerous, operational defects. They stressed that there was no problem with any planes currently operating.

The comments came after one of the four Boeing 737s was grounded after displaying problems during a flight. An inspection led to the discovery of a large gash in the plane’s side that had been sealed with glue and painted over. Experts said such a defect could have provoked dangerous decompression. Another three aircraft were found to have similar problems.

OA said it was trying to determine whether the repairs carried out by the Spanish firm complied with international specifications. Meanwhile, officials stressed, any unsafe aircraft was grounded. «We ground every plan until we are certain it is airworthy,» said Markos Kandilakis, head of OA’s technical unit. «The mistakes of the previous administration need to be investigated further,» added the president of OA’s pilots’ union, Grigoris Sinekoglou.

Ryanair sues European Commission over Air France

November 10th, 2007

Ryanair confirmed on Thursday it would sue the European Commission for not tackling the French government over reduced domestic airport charges which the airline believes favour Air France.

“Ryanair … today lodged a case in the European Court of First Instance against the European Commission’s failure to act on Ryanair’s complaint about 1 billion euros worth of state (aid) to Air France,” Ryanair said in a statement.

Europe’s biggest low-cost carrier said in July it planned to sue the Commission for not taking action against governments it believes are giving illegal state aid to national flag carriers such as Air France, Lufthansa, Alitalia and Olympic Airways.

“We are calling on the Commission to start promoting competition and stop protecting flag carrier airlines who continue to receive unlawful state aid,” Ryanair Chief Executive Michael O’Leary said.

The Commission has said in the past that it has dealt with Ryanair’s complaints both fairly and in accordance with its duties and that it believes a court would uphold that view.

Ryanair is no stranger to legal action. The airline is currently fighting in the Italian courts to stop planned flight cuts at Rome’s Ciampino airport and challenging an EU decision to block its bid for fellow Irish airline Aer Lingus.

The carrier also said last month it had gone to the European Court of Human Rights to challenge France’s bid to make it apply local working norms to staff working in the country.

AirDefense to Secure Wireless Network at Athens International Airport

October 31st, 2007

One of the World’s Most Modern Airports Deploys AirDefense Enterprise to Monitor and Ensure Security of Data Over Airport’s WLAN

ATLANTA–(BUSINESS WIRE)–AirDefense, Inc., the innovator that launched the wireless LAN security market, today announced that Athens International Airport selected its award-winning wireless intrusion prevention/detection system. AirDefense Enterprise is used to protect the airport’s wireless network in the terminal and satellite buildings covering more than 590,000 feet.

Athens International Airport is a major hub for Olympic Airlines and Aegean Airlines. Within the airport’s terminal building are more than thirty-five modern shops, including a fully equipped business center, twelve restaurants, eight business-class lounges and six car rental companies. Sixteen million passengers use the airport annually. AirDefense Enterprise enables the airport’s security experts to stop unauthorized attempts to attach to closed segments of the wireless network while providing minute-by-minute detail of traffic and potential threat activity.

“Ensuring our staff and visitors have secure wireless access from anywhere within the airport is essential,” said Vassilis Kontothanassis, Athens Airport ICTS Coordinator. “We were keen to work with an organization that demonstrated it could work in a complex wireless environment and give us peace of mind about wireless security. AirDefense enables us to do this.”

Securing a complex wireless environment in any airport is critical as today’s business travelers, especially frequent flyers, insist upon direct communication with their homes and offices while traveling. To allow safe wireless network access to passengers and staff, in addition to being secure enough for passengers to use wireless hotspots, is a challenge for any business attempting to offer wireless availability to customers from coffee shops to hotels. Airports not enabling wireless internet access could potentially lose passenger traffic and an airport that does not correctly secure their wireless access could potentially be vulnerable to all types of hacker attacks.

“Athens International Airport has a vast wireless network of access points from the baggage handling area, ticket counters, business lounges and point-of-sale card readers in the retail stores that need to be secured against potential wireless threats,” said Mike Potts, AirDefense CEO and president. “The Athens IT Team identified the importance of maintaining the confidentiality and integrity of their passengers’ data across the airport’s wireless network and we are thrilled to provide Athens International Airport with the world’s most powerful wireless intrusion prevention/detection system.”

B.C. airline leads North American carriers in going green

October 14th, 2007

VANCOUVER – A speedskating ice arena being built for the 2010 Winter Olympics in Vancouver is helping a Vancouver-based airline become what it says will be the first carbon-neutral airline in North America.

Harbour Air Seaplanes, a floatplane company offering regular and charter flights to and from the Vancouver area to Vancouver Island, says it will be carbon neutral by the end of the year.

As of Oct. 1, Harbour Air tickets included a carbon offset surcharge ranging from 50 cents on a flight from Richmond to Nanaimo to $10 an hour on some charters. By Jan. 1. the company will institute a policy to track, reduce and offset its corporate greenhouse gas emissions.

The airline is working with the Vancouver-based Offsetters Climate Neutral Society, which provides high-quality carbon offsets for those trying to reduce their climate impact.

Going carbon neutral means a company tries to offset its own pollution through the purchase of credits from green projects elsewhere, such as wind farms, solar installations or energy-efficiency projects.

One of the initial offsetting projects Harbour Air will contribute towards is using heat from the Richmond speedskating oval project, currently under construction for the Olympics, to heat nearby homes, says Randy Wright, Harbour Air’s senior vice-president.

“When you put a sheet of ice on the oval, the heat goes all up though the stacks in the ceiling,” he said. “They’re going to capture that heat and power the homes that are being built all around it. Twenty-one hundred homes.”

Wright said the carbon offset money will go towards other local energy efficient projects and help pioneer new technologies.

“We’re not planting trees,” he said. “A lot of the European companies are doing that. We’re flying the West Coast. We’re not going to be in Brazil or Africa or even central British Columbia.”

Other Canadian Airlines – WestJet and Air Canada – offer carbon offset packages, but Harbour Air says it’s the first North American airline to make carbon offset costs mandatory.

It’s estimated air travel accounts for three per cent of global carbon dioxide emissions and airplane emissions are increasing by three per cent a year.

Wright credits environmentally conscious staff members with convincing senior management to make the airline carbon neutral.

“We have a very young staff here at Harbour Air,” he said. “The staff were concerned about the emissions and what’s going on with the Earth, the ozone and the heating of the planet. They believe with a company as ours, that we should be doing something. We listened thoroughly.”

Wright said customer surveys indicate there’s support for the mandatory carbon offset charge.

Traveling and the Disabled

August 22nd, 2007

Ticket, passport, wheelchair…
By Clive Gilbert
BBC News

Despite a new European law to prevent airlines from discriminating against disabled people, planning a holiday can be a fraught exercise for a wheelchair user.
A question which simultaneously evokes pangs of excitement and trepidation is “where are we going for our holidays?”

The answer for most families is often a careful balance between their dreams of exotic palm tree-lined beaches and the realities of a holiday budget that may stretch little further than the newly-formed lake that is the British countryside.

For disabled people burdened with mobility difficulties, there is a plethora of questions and practical considerations which need to be addressed before the suntan lotion and beach towels can be brought down from the loft.

Transport and accommodation have to be thoroughly researched to ensure that everyday tasks can be adequately performed.

These questions can vary wildly from one condition to the next. A blind person may be able to sit on an ordinary airplane seat whereas someone with more severe mobility impairment might require supportive adjustments to be made. Many would have to consider alternative forms of travel altogether.

Hotels have to be carefully vetted as the advertisements listed by holiday companies have been shown to be wrongly labelled as accessible to all.

According to the Disability Rights Commission (DRC), disabled people travel a third less often than the average citizen.

As a wheelchair user myself, I regularly have to contend with the limited accessibility of public transport even on British trains and buses. Taxi firms that cater for wheelchair users are few and far between.

Under new European Union rules introduced in July, airlines and holiday companies can no longer refuse to fly people because of their disability.

Campaigners such as the European Disability Forum widely welcomed the move, but questions have been raised about pilots refusing to fly if the number of disabled people on board raises health and safety issues.

Ryanair has provoked criticism for having a quota restricting the number of disabled passengers to the number of flight attendants because, it says, it must be mindful of the safety of all customers.

Cobbled stones

In 2005 the policy led to the removal of a group of nine blind and partially sighted passengers, sparking uproar from disability rights groups and calls for a boycott of the airline.

Disability Rights Commission spokesperson Natalie Salmon says: “DRC is not aware that other airlines have quotas as such. Each flight and each passenger are dealt with on their own merits”.

Disabled travellers gain rights
As disabled travellers are usually accompanied by a carer or family member, Ryanair’s policy does not make sense, she adds.

However, some wheelchair users are restricted to their own specially-adapted vehicles that make flying impossible.

When they reach their destination, mobility problems are likely to be a major consideration. Medieval towns with their cobble-stoned streets may be a magnet for most tourists, but they can create a difficult ride for wheelchair users.

I have had many punctured tyres during visits to French towns, resulting in several thorough tests of one’s knowledge of the native language.

Sinking in sand

The same applies to beaches, where wheelchairs tend to sink into the sand under the weight of their occupants. On such occasions, ramps – usually intended to help boaters carry their vessels down to the shoreline – can make a great difference.

Beaches can be a problem for wheelchairs
The DRC has recommended Sweden as a holiday destination which boasts a good reputation for disability issues.

Also, the Amsterdam tram system has been found to be accessible to users of reduced mobility, although some parts of the city may be more difficult to navigate.

In the wake of the Olympic Games, parts of Barcelona’s transport infrastructure have become more wheelchair-friendly.

Once all these diverse and complex matters have been factored-in and resolved, the only thing which would surpass the satisfaction of successfully scaling the mountain of issues is the smooth running of the holiday itself.

DISABLED TRAVELLERS’ CHECKLIST
Buy travel insurance, which includes repatriation
Always declare any pre-existing medical condition to the insurers
Check that your accommodation has no access problems and whether good lifts are available
Check the suitability of staircases and bathroom equipment
Take special care with food and water hygiene, and avoid mosquito and other insect or animal bites
Source: UK Foreign & Commonwealth Office
Pragmatism and graft work are vital to the success of the holiday. However, these conditions also tend to limit the aspirations of many disabled people as they decide where to go and how to get there.

Can Alitalia be Saved?

August 22nd, 2007

Saving Alitalia
By Rigas Doganis

If Alitalia is to have a chance of survival, the Italian government must learn lessons from its past mistakes and accept that some harsh commercial decisions will have to be taken, says Rigas Doganis, aviation consultant and former Olympic Airways chairman

Alitalia is reputed to be losing €1 million ($1.4 million) a day. Last December, the Italian government put 39.9% of its 49.9% shareholding up for sale, and 11 bidders initially emerged. Seven months and three chairmen later the auction had collapsed. Alitalia’s latest chairman is studying yet another turnaround plan – is it the fifth or sixth in four years? – while the government talks of another attempt at privatisation. Is the government fiddling while Alitalia burns?

Turnaround plans are relatively easy to prepare. The difficulty is in effective implementation and execution. The lessons from recent attempts to turn­around state airlines in Europe and elsewhere are clear but not, apparently, to the Italian government.

The first is surely that very sick state-owned airlines must seriously downsize their operations to survive. The legacy networks established 60 years ago are frequently irrelevant to today’s marketplace. Rescaling ambitions is a key prerequisite for a successful turnaround.

SN Brussels in 2002 absorbed only one-fifth of Sabena’s staff, one-third of its passengers and half of its fleet, while operating a network with 20% fewer destinations in Europe and largely abandoning its long-haul network. And it succeeded. Swiss, also launched in 2002, initially missed the opportunity to rescale and tried to recreate the old Swissair. This was a recipe for failure. It had to be rescued by Lufthansa in 2006. Anyone saving Alitalia should start with the basic assumption that the airline must have a totally different mission and a reduced network. After all, the existing model has failed repeatedly despite successive injections of state aid and new capital.

Secondly, a revised network and mission requires the correct fleet. Alitalia has 12 or so different aircraft types including over 70 old gas-guzzling Boeing MD-82s whose economics have been battered by high fuel prices. Too many aircraft types also means higher costs. The fleet must be simplified and rationalised.

Thirdly, the airline and its employees must become profit-oriented. Otherwise the relaunch may turn into a relapse. This means dramatic changes in work practices, reduced staff numbers and the development of key performance indicators for managers in all areas. To win their support, employees must be convinced that the airline is on the verge of collapse and that the government is not going to pump any more money in! It is this realisation among Aer Lingus employees that enabled Willie Walsh to turn this airline around after 2002.

One must also re-ignite a service culture. This tends to disappear in most state-owned airlines close to collapse as it has done at Alitalia. But staff in a relaunched airline become customer-focused more readily if, like SN Brussels, it looks and feels like a new enterprise rather than an old business with the old brand revived.

Finally, to succeed a turnaround plan requires a motivational leader who is unafraid of banging heads together. He/she must rebuild trust and drive change while winning employee support. Iberia found Xavier de Irala, Aer Lingus had Willie Walsh, while SN Brussels Airlines brought in Peter Davies. Picking the right leader is critical. Inevitably, they should come from outside the failed airline and outside the state sector. Having got a leader, governments should keep their hands off. Several airline turn­arounds, such as that of Olympic Airways, have collapsed following constant government interference.

Conditions of sale
If these are the policies for turning around a sickly state-owned airline, then governments should not impose conditions when trying to sell their airlines, which make it impossible for buyers to effectively implement such policies. Yet this is exactly what the Romano Prodi government has done. It imposed conditions on the sale which, on the one hand, made Alitalia a very unattractive buy and, on the other, if accepted by a buyer, would have endangered the airline’s future. These included maintaining certain staff levels, continued operation of some routes and traffic rights, preserving the identity of Alitalia, not selling certain Alitalia interests for three years, and so on. Such conditions, and there were others, were clearly not compatible with prospective purchasers’ business plans.

The lesson for the Italian, Greek, or any other government wishing to sell off a sick state-owned airline is simple: do not impose conditions that make it difficult for a buyer to turn your airline around because then they will not buy. And, if no buyer can be found and your own government must turn the airline around, then learn from the experiences of others. This means taking difficult and unpopular decisions. If you fail to do this your airline will stagger from crisis to crisis making it even more difficult to sell in the future. Then the only option left will be to close it down and start again – or not!