AIR WEST AVIATION: Santa Fe Municipal Airport, Hangar C, Santa Fe, New Mexico 87501, United States; Phone (506) 471-4500; Fax (506) 471-7705; Year Founded 1993. The independent charter operator Air West Aviation is established at Santa Fe by CEO Edward Bec-varik in 1993 to offer passenger flights around the U. S. By 2000, the owner operates 1 each Turbo Commander 690B, Piper PA-60-602P Aerostar, Cessna 210L Centurian, C-340, and C-182 Skylane.
AIR WEST EXPRESS, LTD.: P. O. Box 10217, Khartoum, Khartoum 2, Sudan; Phone 249 (11) 452 503; Fax 249 (11) 451 703; Year Founded 1992. Air West, Ltd. is established by Capt. Saif M. S. Omer at Khartoum, Sudan, in April 1992 to provide regional and domestic scheduled and charter passenger and cargo services. Employing light-planes and a single Fokker F.27-200, revenue flights commence in October.
En route from the Ethiopian capital of Addis Ababa on March 24, 1993, the F.27-200 with 35 passengers crashes 35 mi. from its point of departure. Although no injuries are reported, the aircraft must be written off.
In 1994-2000, Omer expands his workforce to 80 and builds his fleet to include not only an F.27-600C, but also a Boeing 737-200C, Antonov An-26, and An-12 as well. Marketing agreements are signed with Egyptair, S. A.E. and Sudan Airways, Ltd. and destinations visited include Egypt, Ethiopia, Kenya, and domestic points within Sudan.
AIR WESTWARD, LTD.: United Kingdom (1976-1980). This third-level carrier is established at Exeter in 1976 and, as a subsidiary of Westward Television, Ltd., is initially dedicated to its parent’s business. The company is reformed in September 1977 becoming the holding company Air West, Ltd., with Air Westward, Ltd. as the principal subsidiary. Peter Cadbury is named chairman/managing director.
The commuter inaugurates scheduled passenger and cargo services in April 1978 with three Cessna 404 Titans, linking its base with Glasgow, Amsterdam, Paris, and London.
After two years of operation, the third level carrier is merged on January 1, 1980 with Air Anglia, Ltd., Air Wales, Ltd., and British Island Airways, Ltd. (1) to form Air U. K., Ltd.
AIR WHITSUNDAY (PTY.), LTD.: Australia (1973-1994). South Queensland pilot Kevin W. Bowe and his wife Sue found this carrier at Happy Bay in April 1973. With one single-engine Lake LA-4 Buccaneer, charter flights are inaugurated to the waters of Hardy Lagoon, Great Barrier Reef. Between 1974-1981, the fleet is increased by the addition of 4 additional Lake LA-4s and the base of operations is transferred to Shuts Harbor Airstrip, Arlie Beach, Queensland, in December 1977.
A Piaggio P-68 Partenavia is employed to inaugurate scheduled service Whitsunday-Townsville and Mackay in 1982. Two Grumman G-73 Mallards are purchased in Canada in 1983; christened Frigate Bird and Tropical Bird, the two are relocated and placed in service, instantly making Rowe the largest commercial seaplane operator in the southern hemisphere.
Charter operations continue in 1984-1986 to such points as the Whitsunday Group and Hardy Lagoon as scheduled services are flown not only to Townsville and Mackay, but Townsville-Orphens and Hinchin-brook Islands and Whitsunday-Hayman and Hamilton Islands. The employee population reaches 18.
By 1988, the company has changed its name to Reef World Airlines (Air Whitsunday) and the fleet now comprises 5 de Havilland Canada DHC-2 Beavers, 1 Grumman Mallard, 1 Piaggio P-68, and 2 PBN-2s. A branch office is opened in Townsville with Rodney W. Johnston as manager.
G. M. Schweikert replaces Kevin Bowe as managing director in 1991 as the company’s aircraft are further rationalized and include 2 DHC-2s, 1 Cessna 206, 2 PBN-2s, the Piaggio P-68, and 2 Lake LA-4 Buccaneers. Operations continue until 1994.
AIR WINDSOR, LTD.: Canada (1961-1982). Originally formed as Gordon Airways, Ltd. in 1961, this third-level operator changes its name to Air Windsor, Ltd. in 1970 when it introduces scheduled passenger and cargo flights from Windsor, Ontario, to Pelee Island. The fleet grows to comprise 1 each Piper PA-34 Seneca, Beech 18, and Cessna 182. Charter flights are also continued.
Unable to weather recession and rising fuel prices, the carrier ceases operations in 1982.
AIR WISCONSIN AIRLINES CORPORATION: West 6390 Challenger Dr., Suite 203, Appleton, Wisconsin 54915, United States; Phone (920) 749-4188; Fax (920) 749-4158; http:// Www. airwis. com; Code ZW; Year Founded 1965. Air Wisconsin is created at Appleton in late spring 1965 to take over the services formerly flown into the Badger State by North Central Airlines. The backers of the carrier, which was originally formed as Fox Cities Airlines on December 2, 1963, promote a public stock offering of 50,000 $5 shares. On June 30, its two de Havilland DH 104 Doves begin flying a route to Chicago (ORD).
Four de Havilland Canada DHC-6 Twin Otters are placed into service in 1967 and used to start a Chicago-Milwaukee-Appleton-Minneapolis route system. The company will continue to service these markets as a subsidized commuter until airline deregulation encourages major expansion. Passenger boardings in 1969 are 84,652. The employee population is 140.
In 1970, airline employment drops to 133 and the fleet includes 4 Canadian-made turboprops and 2 Beech 99s. Enplanements are 117,572 and 218,750 freight ton miles are operated. Enplanements total 120,690 in 1971 and help the company achieve its first net profit.
The workforce climbs to 158 in 1972.
An Air Wisconsin DHC-6-100, with two crew and six passengers, collides with a North Central Airlines CV-580, with three crew and five passengers, over Lake Winnebago, near Appleton on June 29. Both aircraft crash, killing all aboard the two planes plus three people on the ground.
The company is launch customer for the 16-seat Fairchild-Swearingen Metro II, purchasing 13 of the aircraft. The first three are delivered late in the year.
Passenger boardings jump 19% to 149,000 and cargo increases 25% to 496,000 FTKs.
In 1973, the number of employees is increased to 173. Seven more Metroliners join the fleet. Meanwhile, joint fare agreements are signed with eight trunk lines. A computerized reservations system, leased from Braniff International Airways, is leased and new services are inaugurated during the fall to Detroit and Battle Creek.
Customer bookings accelerate 11% to 166,000 and 777,000 FTKs are flown, a 19.7% boost. Net income totals $78,228.
Three more Metro IIs arrive in 1974 and the workforce is increased by eight. The company begins to phase out its Twin Otters and Beech 99s.
Enplanements jump 18.8% to 197,000, but cargo traffic is down by 4.8%. Still, the net profit rises 74% to $300,875.
The workforce in 1975 reaches 160. Airline Tariff Publishers inform the travel industry that the company now offers joint fares between some 300 cities. These are integrated, along with schedules, into computerized reservations systems. Over 80% of Air Wisconsin’s passengers are now boarded outside the Badger State. The fleet is now completely standardized on Metroliners.
Passenger boardings climb 5.6% to 208,000, but cargo is down by 26.4%.
A computerized accounting system is unveiled in 1976. Small-package interline agreements are made with several certified airlines. The carrier applies to the CAB for subsidy-ineligible certification and, to develop its air freight, becomes fully bonded. The tenth Swearingen Metroliners is delivered.
Customer bookings accelerate 21.7% to 252,626 while freight skyrockets 105.4% to 809,000 FTKs.
By 1977, the carrier is offering exclusive scheduled airline service to the new inbound customs port at the Battle Creek Airport in Michigan.
Enplanements reach 324,581 and a $1.2 million profit is earned on revenues of $10.5 million.
Airline employment is increased by 55.9% in 1978 to 251. In January, the company receives the 1977 “Regional Airline of the Year” award from Air Transport World magazine.
Newly certified Air Wisconsin extends its system to Grand Island, Nebraska, and Toledo. Anticipating further expansion, the company places orders for two de Havilland Canada DHC-7-103s.
Passenger boardings increase 22.4% to 397,243 while cargo climbs 19.2% to 8.3 million pounds. Operating revenues jump 29.7% to $13.73 million, and a record net profit of $1.9 million (up 51.9%) is posted.
A total of 111 new employees are hired in 1979, a 35.2% increase. This is the first year Air Wisconsin provides unsubsidized certified service, which begins in April as it replaces Northwest Airlines at the North Dakota communities of Bismarck, Mandan, and Jamestown and also begins flying into Pittsburgh. The company’s Chicago (ORD) gate is moved from the commuter to the main terminal.
Orders for de Havilland Canada DHC-7-103s are increased to four, the first of which enters service in September.
Passenger traffic rises 24.3% as 493,862 passengers are carried and freight is up by 2% to 1.78 million FTKs. Total income climbs 44% to $19.82 million and expenses are held to $15.09 million. As a result, the operating profit is $4.73 million and the net profit is up 23% to $2.3 million.
The employee population explodes 57% in 1980 to 518 as the first Dash 7-103 enters service in early spring. As major and national carriers abandon a host of smaller communities, Air Wisconsin begins to fly into many of them, after first withdrawing from its own less-profitable markets in Nebraska and North Dakota. On April 27, frequencies are initiated to Fort Wayne, South Bend, and Cleveland.
A massive ingestion of water from a thunderstorm at 6,000-ft. on June 12 causes both engines of Flight 965, a Swearingen SA.226TC Metro with 2 crew and 13 passengers, to lose power simultaneously. Although both engines are restarted, the Metro cannot recover and crashes into a field near Valley, Wisconsin (13 dead).
Three more Dash 7s are added during the year to the 2 (plus 13 Swearingen Metros IIs) in its fleet.
Passenger boardings accelerate by 24% to 667,285, but freight falls 36% to 1.14 million FTKs. On the financial side, revenues soar by 82.75% to $36.2 million and expenses rise 81.47% to $27.39 million. The operating profit skyrockets 87.1% to $8.8 million and net gain reaches $4.29 million.
The workforce is cut by ten positions in 1981. A major shift in holdings and preparations takes place as the company doubles its number of Dash 7 s to 10, disposes of 9 Metroliners (keeping 4), and makes ready to receive the first of its ordered British Aerospace BAe-146-100s.
The financial picture is mixed on the year. Although passenger traffic rises 5.7% to 705,266 passengers carried, cargo declines by 28.2% to
250,000 FTKs. Operating income increases 26.1% to $44.97 million and expenses soar 36.3% to $36.6 million. The operating profit thus falls to $8.4 million while the net profit dips slightly to $4.17 million.
The workforce totals 524 in 1982. Passenger boardings rise by only 14,105 (2.6%) to 723,924. Revenues jump 17.9% to $52.97 million and expenses accelerate 17.2% to an acceptable $43.87 million. The operating profit is $9.1 million and still, net profit drops $200,000, to $4.016 million.
The payroll grows 8.9% in 1983 to 573 and the fleet now includes 10 Dash 7s. The first 2 of 3 BAe-146-200s (financed by a small-interest loan from the U. K.’s Export Credit Guarantee Department) to be received during the year arrive on May 20 and June 15, and enter service in July. The carrier also pushes new routes into Milwaukee and Green Bay. Air Wis Services, Inc. is set up as a holding company and takes over ownership of the airline in a share-for-share exchange of stock.
Passenger boardings for the year climb 10.9% to 802,997 and 25.92 million pounds of cargo are transported. Revenues rise by 9.2% to $54.8 million and costs move up by 13.8% to $46.71 million. The operating profit is $8.05 million and the net profit remains the same as 1982— $4 million.
The payroll grows by 20.4% in 1984 to 690 and the fleet now includes 2 BAe 146-200s and 8 DHC-7s. Orders remain outstanding for 3 BAe 146-200s, 4 BAC 1-11s, and 12 Fokker F.27-500s.
As the 100-passenger, 4-engine British-made jetliners live up to expectations, the carrier acquires three more during the remainder of the year. Frequencies are initiated to Flint, Michigan and Eau Claire, Wisconsin. A DHC-7-103 is sold to Air West (2) in October.
As a result of a CAB ruling requiring the elimination of bias from computerized reservations systems, the company, beginning in November, loses its “first screen” location on travel agency computer terminals; the move will have a significant impact on traffic levels later on.
Meanwhile, current passenger traffic surges by 36.3% to 1,094,484 passengers flown, passing the million mark in annual boardings for the first time, while freight poundage increases 22% to 31,637,000. Revenues are up 30.8% to $71.62 million and costs are kept to $61.53 million, a 31.7% boost. Operating gain swells to $10.09 million and net profit spurts upward by $300,000 to $4.36 million.
The workforce is increased by 8.7% in 1985 to 750. Early in the year, the former commuter carrier’s north-south boundary of Minneapolis-St. Louis is defined on the east and west by addition of new services to Bridgeport and Stratford, Connecticut and Grand Island, Nebraska. A dozen Fokker F.27-500s are ordered in April; the $72-million purchase price will be generated internally.
On May 17, two months after the March 20 arrangement is announced, Air Wisconsin consummates its takeover of Illinois-based
Mississippi Valley Airlines (MVA). It acquires the MVA’s routes, fleet of 4 Fokker F.27-500s, 6 Shorts 360s, and 6 Shorts 330s, and debts through a stock exchange (0.4621 for 1) that costs the surviving partner $10 million.
Arthur Hailand Jr. becomes board chairman and the route network grows to 31 cities in 8 states as the company enhances its status from large regional to national carrier. The enlarged airline’s headquarters will remain at Appleton, while maintenance will continue to be performed at Fort Wayne and the MVA center at Moline.
The marketing position is further enhanced by the airline’s decision to sign an agreement with United Airlines for participation in the major’s Apollo computerized reservations system. The company’s twentieth anniversary is celebrated on August 23. One-per-month deliveries of the F.27-500s begin on September 16, at which point the Shorts 330s become surplus, along with 3 Dash 7 s and the MVA Fokkers.
At the end of the year, the fleet includes 8 BAe 146-200s, 4 BAC 1-11s, 4 Dash 7s, 7 F.27-500s, and 6 Shorts 360s. Orders remain outstanding for 5 F.27s.
Customer bookings actually decline 6% to 1,727,000, but revenues increase a modest 2.2% to $120.16 million. Costs, led by merger expenses, boom upward by 11.5% to 115.5 million, but do allow an operating gain of $4.66 million and net profit of 1.33 million.
Airline employment rises again in 1986, up 2.3% to 1,175. A codesharing arrangement is concluded with United in the spring and Air Wisconsin begins flying as “United Express” (effective October 26), dedicated to providing feed to Chicago (ORD) and a new hub at Washington, D. C. (lAD).
An order is placed for a ninth BAe 146-200 as BAC 1-11 operations end in May; the 4 withdrawn BACs are replaced by 4 additional F.27-500s. One of these is the 786th—and last—Friendship to be constructed and sold since 1958 (including 205 built under license by Fairchild).
The 6 Shorts 360s are now transferred to a new Richmond, Virginia, base and on June 1, and begin feeding traffic from 6 cities in Virginia, Pennsylvania, and Delaware into United’s midfield terminal at the Dulles hub.
In August, AW begins serving the major’s “Terminal of Tomorrow” at O’Hare with all of its BAe and Fokker assets, providing interline traffic from 23 cities in six Midwest states.
DHC-8 “United Express” service is started thrice daily in August from Washington, D. C. (IAD) to Norfolk, along with twice-daily flights to Charleston, West Virginia. In late fall, orders are placed for 7 additional BAe 146-200s. As part of the arrangement, the manufacturer assists the large regional to dispose of its 4 Dash 7s, now withdrawn. Toward year’s end, most of the fleet has been repainted in “United Express” livery and work has begun on upgrading aircraft interiors with United upholstery and other accoutrements.
Passenger boardings leap upward by 17.3% to 2,028,972 and revenues ascend 9.1% to $124.19 million. With costs held to $117.96 million, the operating profit is $6.23 million and net gain climbs to $5.33 million. Much of the latter figure is achieved through the sale of aircraft and slots at the former New York (LGA) and Washington, D. C. (DCA) airport destinations.
The workforce is further improved in 1987, growing by 2.1% to 1,200. Although the company will enjoy record traffic and income, much of the year is taken up with fending off hostile takeover bids. The first attempt is made by two ex-United Airlines officials, backed by Citicorp Venture Capital. As soon as that push fails, another is mounted by two of the airline’s own outside directors.
Following the failure of the second takeover bid, the carrier’s board adopts a protective anti-takeover strategy. Customer bookings accelerate 6.6% to 2,160,078, but freight declines 24.7% to 213,000 FTKs. Revenues advance by 22.2% to $145.6 million, expenses jump 16.6% to $132.02 million, and the operating profit is $13.57 million. Net profit advances a million dollars to $5.78 million.
Airline employment grows 15.9% in 1988 to 1,391 and the fleet includes 14 F.27-500s, 6 Shorts 360s, 8 BAe 146-200s, and 2 BAe 146-300s, the latter being delivered in December. The carrier is also launch customer for the BAe 146-300s, which enter service this year. Meanwhile, on April 1, the board of directors adopts a shareholder rights plan designed to safeguard the company’s interests, especially the unregulated accumulation of its common stock. Late in the year, United Airlines realigns the routes of its smaller code-sharing partner, assuming several of the more profitable segments for itself.
Passenger boardings jump 12% to 2,420,000 and cargo recovers, rising 37% to 292,000 FTKs. Revenues swell 22.57% to $184.56 million and although costs are up by 18.63%, they still total only $161.88 million. Operating income reaches $22.67 million and the net gain nearly triples, rising to $17.92 million.
The workforce of the newly elevated national airline grows only a slight 0.6% in 1989 to 1,400. The fleet now includes 5 BAe 146-200s, 14 F.27-500s, 5 Shorts 360s, and 5 BAe 146-300s. Orders are outstanding for 14 BAe ATPs. In March, Air Wisconsin returns to British Aerospace as North American launch customer for its Advanced Turboprop (ATP), which is later classified as the Jetstream 61. Orders are placed for 14, with options on 6 others. Simultaneously, the carrier petitions the FAA for a waiver that will allow use of the 64-seater in Chicago (ORD) 56-seat commuter slots. When the first three ATPs arrive in late fall, the F.27s are transferred to Washington, D. C. (lAD) to replace the Shorts 360s, which begin phaseout. It comes as a surprise and disappointment to company officials when Atlantic Coast Airlines, formed in December, receives from the United Airlines parent most of the Dulles-originating “United Express” routes of bankrupt Presidential Airways.
Customer bookings drop 9.3% on the year to 2,195,013, but freight climbs 19.5% to 349,000 FTKs. Revenues decline 3.51% to $178.09 million, expenses jump 8.99% to $176.45 million, and operating income plunges to $1.64 million. Net gain is cut to $355,000.
The employee population rises 1.2% in 1990 to 1,407. During the year, the fleet is increased to include 6 BAe ATPs and the last Shorts 360s are sold. With only a year and a half remaining on its marketing agreement with United Airlines, Air Wisconsin officials begin discussions with that corporation on contract renewal and with other majors as to possible realignment. The first ATP begins service from Chicago in March.
Negotiations are undertaken and successfully concluded on April 30 for the purchase of Denver-based Aspen Airways, minus its regional turboprop routes that pass to Mesa Airlines. To accomplish the acquisition, AW will provide $3 million in cash, $2.5 million in five-year 8.5% notes, and assume $2 million in liabilities. Although Aspen will be operated as a subsidiary for the remainder of the year, its jet routes from Los Angeles to Chicago (ORD) via Aspen, when linked to the new parent’s Chicago to Washington, D. C. (lAD), turn the new parent into a transcontinental carrier.
In May, President/CEO Preston Wilbourne gives up his position with the airline, while retaining his position as chairman of parent Air Wis Services. His successor is longtime United Airlines official William J. Andres, who has been with the Wisconsin-based national for three years.
A new and more agreeable code-sharing agreement is signed with United Airlines and takes effect on November 1. Five de Havilland Canada DHC-8-100s are ordered in December.
Passenger boardings this year ascend 2.4% to 2,248,008, but cargo plunges 34.3% to 387,000 FTKs. Revenues move ahead by 10.42% to $196.64 million, expenses jump 11.07% to $195.97 million, and the operating profit is cut to $671,000. Net gain, on the other hand, climbs by almost 75% to $1.28 million. The airline’s parent, Air Wis Services, reports a net loss of $1.1 million, blamed almost entirely on Aspen Airways losses.
The payroll is increased by 17.9% in 1991 to 1,668 and the fleet now includes 12 BAe 146s, 9 BAe ATPs, and 6 Fokker F.27s. During the year, the fleet is enhanced by the delivery and introduction into service of the 5 de Havilland Canada DHC-8-100s requested in December.
In January, a $63-million order is placed for five DHC-8-300s; the aircraft will be delivered between June and September. On June 6, the company joins with United Airlines to celebrate the fifth anniversary of their “United Express” partnership. Aspen Airways is merged into its parent in July.
Customer bookings climb 6.7% to 2,534,954, but cargo falls 11.7% to
340,000 FTKs. Although revenues are up by 7.45% to $211.3 million, expenses surge 20.18% to $235.53 million and guarantee an operating loss of $24.22 million. There is a huge $340.91-million net loss.
Company employment is cut by 5.6% in 1992 to 1,569. Negotiations begun during the previous fourth quarter are completed in January and Air Wisconsin, despite objections to the government by American Airlines, is acquired, via an exchange of stock, by United Airlines, which, at year’s end, decides to dismantle its new prize.
Passenger boardings ascend 20.2% to 2,872,041 while freight declines 8.8% to $11.75 million FTKs. Revenues move ahead by 2.7% to $217.1 million, but costs increase 8% to $254.31 million. The operating loss swells to $37.21 million; however, net loss is cut to $46.4 million.
Air Wisconsin reduces its workforce by 31.3% in 1993 to 1,078 as operations continue from Chicago with the 12 British-made jetliners. In late March, Air Wisconsin’s Washington, D. C. (IAD) operation is sold to “United Express” carrier Atlantic Coast Airlines. In April, the BAe ATP feeder operation at Chicago is sold to Hulas Kanodia, who owns the “TWExpress” carrier Trans States Airlines, and is creating a new airline, UFS (United Feeder Service).
At the same time, Air Wis President/CEO Andres is replaced by Vice President-Operations Ronald Aramini. Gary Marsh becomes vice president-operations in June as the airline inaugurates nonstop BAe 146-100 flights from Aspen to Los Angeles timed to coincide with the start of the Aspen Music Festival.
The Kanodia transaction is completed on September 1 as UFS (United Feeder Service) launches scheduled BAe ATP flights from O’Hare International Airport to four Midwestern cities. UAL, Inc. seeks a buyer for the BAe 146 operation formerly known as Aspen Airways. One is found in September: the holding company CJT Holdings, controlled by former Northwest Airlines executive Geoffrey T. Crowley, with William Jordan and Patrick Thompson as major partners.
Effective back to December 1, the carrier and its 12 BAe 146s are turned over on December 29 and the once-proud national is renamed Air Wisconsin Airlines Corporation. The move concludes United Airline’s divestiture. The year’s customer bookings plunge 27.9% to 2,066,000 and cargo declines 39.4% to 204,000 FTKs. Revenues are also off, by 13.1%, to $188.6 million. Expenses are again high, but the operating loss is cut to $29.4 million. Net loss is also lessened, to $27.5 million.
Airline employment is increased by 4% in 1994 to 650 and the fleet now includes 2 leased BAe 146-100s, 6 BAe 146-200s (4 leased), 5 BAe 146-300s (4 chartered) and 1 Fokker F.27-500, which is leased out to the Indian carrier NEPC Airways, Ltd. Passenger boardings recover, shooting up 16.8% to 1,603,174, and revenues of $102.8 million are earned. With expenses of $99.8 million, profits are earned: $3 million (operating) and $2.54 million (net).
The workforce stands at 800 in 1995, an 18.5% increase. To celebrate its second year as an independent, the company applies a new paint scheme to all of its aircraft. Scheduled departures reach 34,115.
Enplanements slide 0.1% to 1,600,735, but operating revenues increase 16.9% to $120.07 million. Costs jump 16.8% to $116.57, but still allow operating profit to rise to $3.5 million. A $3.12 million net profit is posted.
The employee population is increased by 4% in 1996 to 780.
In early December, a BAe 146-200 is leased from BAe Asset Management: Jets (AJM) for four years.
While on descent to Denver on December 20, “United Express” Flight 684, a BAe 146-200A with 16 passengers, encounters unexpected turbulence; 2 flight attendants are seriously injured.
The company’s 15 BAe 146s make a total of 36,264 scheduled departures and transport 1.757,000 passengers, a 10.3% increase. In addition, cargo grows by 25.4% as 467,000 FTKs are operated. Operating income accelerates 10.3% to $132.44 million and expenses are up by the exact same 10.3% to $128.6 million. Profits grow slightly to $3.83 million (operating) and $3.79 million (net).
In 1997, global positioning system (GPS) equipment and telephones are installed in units of the fleet. When Atlantic Southeast Airlines (ASA) returns its three BAe 146-200s to BAe AJM in June, arrangements are made to lease them to Air Wisconsin. The first aircraft is delivered in late October and is employed to increase capacity on services to the Colorado ski resorts.
During the fourth quarter, the two additional BAe 146-200s arrive. They assist the company in expanding its winter schedule from Denver to Aspen, raising the number of daily roundtrips to 18 on the weekends and 14 during the workweek. This is in addition to daily nonstop round-trips to Aspen from Los Angeles.
Passenger boardings accelerate 10.6% to 1,943,255 on 39,695 scheduled departures, but freight falls 25.5% to 180,000 FTKs. Operating revenues advance 6.4% to $140.89 million, while expenses grow 6.7% to $137.26 million. The operating profit dips to $3.62 million, while net gain also slides, to $3.66 million.
On February 23, 1998, Air Wisconsin purchases bankrupt Mountain Air Express (MAX), the former subsidiary of Western Pacific Airlines
That had, itself, failed a few weeks earlier. Also during February, the two former ASA BAe 146-200s are delivered. They are immediately employed to increase United’s turboprop feed capacity at Denver.
Just after landing at Aspen after a March 11 service from Denver, Flight 166, a BAe 146-200 with 4 crew and 77 passengers, blows a tire and runs off the runway; although the aircraft sustains damages, no injuries are reported.
Integration of the MAX Fairchild Dornier 328s into the “United Express” operation is completed on April 1, at which time MAX president Tom McClain departs. A number of routes are now taken over that had previously been operated under contract by United Express (Mesa Air Group).
On the other hand, certain Air Wisconsin “United Express” services from points in Wyoming to Denver are turned over to Great Lakes Aviation on October 25. Destinations involved include Cheyenne, Gillette, and Sheridan.
A major package of “United Express” jet service enhancements and introductions for the new year is announced on December 21. The upgrade wins accolades from U. S. Senator Herbert Kohl of Wisconsin, Governor Don Sundquist and U. S. Senator Bill Frist of Tennessee, U. S. Senator Trent Lott of Mississippi, and U. S. Senator Byron Dorgan of North Dakota.
Twice-daily “United Express” Canadair CRJ roundtrips will be started on February 1, 1999, from Madison to Denver; ten days later, twice-daily roundtrips are set to begin from Memphis to Denver. Twice-daily Canadair CRJ roundtrips will be launched from Jackson, Mississippi, to Denver on March 1, followed on March 11 by the inauguration of twice-daily roundtrips from Fargo to Denver.
The fleet at the end of the year includes 10 Fairchild Dornier 328110s, 1 BAe 146-100, 12 BAe 146-200s, and 5 BAe 146-300s.
Customer bookings this year increase 46.6% to 2.84 million, while freight traffic climbs 3.25% to 185,000 FTKs. Revenues grow 38.9% to $195.64 million, while expenses are up an almost equal 38.2% to $189.75 million. The operating profit climbs to $5.89 million, while net profit doubles to $6.02 million.
While on ascent from Aspen on a February 11, 1999, service to Denver, a BAe 146-200, with 4 crew and 84 passengers, suffers an uncontained failure of its No. 4 engine. The aircraft receives minor damage, the engine is shut down, and the flight is completed with no injuries reported.
The first of four new Canadair CRJ200LRs received are employed, beginning on March 1, to introduce daily nonstop “United Express” regional jet service from Denver to Omaha. Employing B-757-222s and B-727-222As, United Airlines continues to provide six daily main-line return flights between the two cities.
Twice-daily “United Express” BAe 146-200 service is resumed on March 4 from Denver to Fargo, North Dakota.
With the second two CRJs on hand, Air Wisconsin, on April 1, opens daily Canadair “United Express” roundtrips from Denver to Billings, Montana. United Airlines, using either or both B-737-322s and B-727-222As, continues to offer twice-daily main-line roundtrips between the two communities.
Twice-daily Fairchild Dornier 328-110 “United Express” roundtrips commence on June 10 between Denver and Amarillo, Texas. Frequencies are coordinated with those provided by fellow “United Express” carrier Great Lakes Aviation.
During the month, orders are placed for 6 additional Fairchild Dornier 328-110s, the first of which enters service in July.
Business at Denver continues to grow and, as a result, overall passenger boardings accelerate 18.4% to 3,373,000; cargo dips 0.8% to 184,000 FTKs. Revenues surge 38.8% to $271,479,000, while costs climb an almost-equal 38.4% to $262,647,000. The operating profit advances to $8.83 million and net gain is up almost $3 million to $8,997,000.
Airline employment at the beginning of 2000 stands at 2,178, a 22.1% boost over the past 12 months.
“United Express” Dornier 328-110 roundtrips begin four times daily on September 6 between Chicago (ORD) and Bloomington, Illinois.
After 15 months of unsuccessful contract talks, the company’s pilots and management call in a Federal mediator on September 21.
AIR X, A. S.: Norway (1986-1990). Air X is formed at Oslo Airport in 1986 with Christian Gundersen as president. A fleet is assembled comprising 1 British Aerospace Jetstream 31 and 1 Beech Super King Air 200. Regional third-level revenue services are launched linking the carrier’s base with Orebo, Copenhagen, and Goteborg.
Two more King Airs and another Jetstream 31 join the fleet in 19881989; however, Copenhagen is dropped from the route network. As the world economic situation and general airline recession deepens, the carrier is unable to maintain its economic viability and ceases operations in 1990.
World History
