HANSA EXPRESS, GmbH.: Germany (1988-1989). In an effort to improve its traffic by heralding marketing links with historic northern European trading centers, Hamburg-based Holiday Express, GmbH. changes its corporate image in 1988. The company’s Dornier 228-100 and 228-201 continue scheduled commuter services to Goteborg, Helgoland, Hamburg, and Rotterdam, while adding the new destination of Antwerp.
The company is unable to generate the traffic necessary to cover its indebtedness and must cease operations in early 1989. Assets are purchased by new entrant Hamburg Airlines, GmbH. & Co., K. G. in April.
HAPAG-LLOYD FLUGGESELLSCHAFT, mbH.: Box 420240, Flughafenstrasse 10, Hanover, D-30662, Germany; Phone 49 (511) 9727 0; Fax 49 (511) 9727 494; Http://www. hlf. de; Code HF; Year Founded 1972. In July 1972, the shipping concern Hapag-Lloyd A. G. forms this charter subsidiary (originally known as Hapag-Lloyd Flugzeug, GmbH.) at Hanover. Hapag-Lloyd A. G.’s antecedents include the ocean carriers Hamburg-America Line (HAPAG) and North German Lloyd (NDL), both of which had important roles to play in the early days of German commercial aviation, with their joint subsidiary, Deutscher Aero Lloyd, A. G. merged into the new Deutsche Luft Hansa, A. G. (DLH) in 1926.
Three Boeing 727-81s are purchased from All-Nippon Airways Company, Ltd. and are employed to inaugurate inclusive-tour flights and cargo operations from Bremen, Hanover, Hamburg, Dusseldorf, Munich, and Frankfurt to southern Europe, West Africa, and the Canary Islands on March 31, 1973.
Orders are placed that August for shorter-range BAC 1-11-500s, which begin to join the fleet in 1974, thereby allowing additional European destinations. The final British jetliner is received in 1975.
Following a quiet 1976, the competing charter operator Bavaria-Germanair, GmbH. and its fleet of 4 Airbus Industrie A300B2-105s are purchased in April 1977 from Josef Schorgruber and merged. The workforce of the 2 carriers totals 1,500. A total of 687,360 passengers are carried on the year.
Because West Germany’s Federal Cartel Office will not immediately approve the merger, the two carriers retain separate identifies through 1978; their combined workforce remains at 1,500 and bookings rise
0.4% to 716,000.
The FCO sanctions the amalgamation of the two airlines in January 1979 and Bavaria-Germanair, GmbH. is completely absorbed by March. The fleet of the joint managing directors, Klaus Bertram and Karheinz Schneider, now comprises 4 A300B2-105s, 7 B-727-100s, and 7 BAC 1-11-524s.
The world’s first A300B4-203 enters service with the carrier on April 3.
The employee population stands at 460 and enplanements jump to 1,169,018.
Passenger traffic remains flat in 1980-1981 as the effects of the world economic situation are felt. Aircraft are leased to other carriers during the tourist off-season, including Kuwait Airways Corporation, Tunis Air, S. A., Air Jamaica, Ltd., Egyptair, S. A.E., JAT Yugoslav Airlines, Air Djibouti, and Air Malawi, Ltd.
Two B-727-2K5As replace three B-727-81s and all seven BAC 1-11524s are sold, including two to Air Malawi, Ltd., two to British Caledonian Airways, Ltd. (BCAL), and three to Austral Airlines, S. A. An A300B4 is outfitted as a freighter and begins all-cargo services in February of the latter year from Cologne to New York, via Shannon and Gander.
Third party maintenance and overhaul work is offered from the maintenance base at Hanover (Langenhagen Airport) beginning in 1982 and under the 90-minute ICAO rule, the A300C4 launches North Atlantic all-cargo flights on January 28.
Claus Wulfers is named the 13 th managing director late in the year.
Overall bookings reach 1,655,000.
The A300C4 freighter concludes all-cargo operations in March 1983, but resumes them in November, becoming the first twin-engine airplane to fly the North Atlantic commercially under the 90-minute rule.
Passenger traffic soars 9.6% to 1,831,000 and 486.81 million FTKs are flown. A net profit of $5.38 million is posted on revenues of $175.5 million.
The A300B4 cargo operation ends in April 1984 following 80 transatlantic flights. Three B-737-2K5As join the fleet and cooperative “hub and spoke” operations are begun with Condor Flugdienst, GmbH. at the tourist hub established at Munich.
Enplanements total 1.77 million and a net profit of DM 26.4 is realized on revenues of DM 486 million, largely due to the sale of engine spares.
Airline employment is stabilized at 756 in 1985. The fleet now comprises 5 A300B4s, 3 B-727-100s, 2 B-727-2K5As, and 3 B-737-2K5s.
With 10 years experience with the Airbus, company technicians, beginning in the summer, contract to provide 6-week familiarization courses for Aer Lingus Irish Airlines, Ltd. and Boeing.
The 860-employee German charter airline reports a 3.2% increase in its 1986 revenue passenger miles (RPKs) flown, up to 4.29 million.
In January 1987, orders are placed for three A310-300s, with options for two others. RPKs advance 1.5% to 4.36 billion.
The first A310-304 is received in January 1988 and the fleet now also includes 4 B-737-2K5s, 3 B-727-2K5As, and 5 A300B4s. Enplanements total 2,294,600.
The fleet of the 1,024- employee charter carrier is altered in 1989 by the withdrawal of a B-727-2K5A and the addition of an A310-304.
The first B-737-4K5 enters service in July, but cannot prevent passenger boardings from plunging downward to 1,216,900.
Company employment grows 12.3% in 1990 to 1,150. The A300B4-203s are sold as the B-737-4K5s continue to arrive and help reverse the free fall in passenger traffic. Customer bookings for the year shoot up to 2,793,000.
The leased fleet in 1991 includes 4 A310-204s, 3 A310-304s, 1 B-737-2K5A, 8 B-737-4K5s, and 5 B-737-5K5s. Weekly A310-304 charters begin to Fort Lauderdale and Caribbean in early November.
Customer bookings slip to 2,783,872.
Airline employment stands at 1,400 in 1992 as enplanements rise 16.8% to 3,346,000.
In 1993, Managing Director Wulfers oversees a workforce of 1,190, down 15% from the previous year. Fleet alterations include the replacement of an A310-304 with a Dash-308, removal of the B-737-2K5A, and the addition of a ninth B-737-5K5.
Passenger boardings move ahead by 7.5% to 3,596,000.
Airline employment is increased by 5.2% in 1994 to 1,499 and the fleet now includes 4 A310-204s, 3 A310-304s, 1 A310-308, 11 B-737-4K5, and 5 B-737-5K5s. Orders are placed for 8 B-737-8K5s.
One of Germany’s leading charter operators, the carrier continues to undertake flights to the U. S. and Caribbean, the Middle and Far East, Africa, the Mediterranean, and the Canary Islands.
Customer bookings move up 11.1% to 4,031,000.
The workforce grows by 6.7% in 1995 to 1,600 and another 8 B-737-8K5s are requested. Enplanements move ahead by 12.4% to 4,531,000.
Operations continue apace in 1996. Before a large and appreciative gathering, the first B-737-8K5 is rolled out of Boeing’s narrow-body factory at Renton, Washington, during the first week of July and makes its maiden flight on July 31.
A total of 4.8 million passengers are transported and revenues of $1 billion are earned.
Employment at Germany’s third largest charter airline climbs 3.9% in 1997 to 1,723.
In April, at a cost of DM 7 million, the carrier begins to install traffic alert and collision avoidance (TCAS) avionics on its entire fleet of 25 B-737s.
On September 17, 99.2% of the shareholding in Hapag is purchased by the Preussag, A. G. industrial group (best known for its mining and steel manufacturing activities), which is largely owned by the Dussel-dorf-based Westdeutsche Landesbank (WestLB). The stake is acquired from Gevaert N. V., Veba, Deutsche Lufthansa, A. G., Metro, Deutsche Bank, Dresdner Bank, and Veritas Vermogensverwaltungsgesellschaft, GmbH. The carrier continues to hold a 30% stake in Touriste Union International (TUI), in which WestLB holds the same number of shares. WestLB executive Dr. Michael Frenzel is named managing director.
Discussions begin with TUI concerning a possible merger. Such an amalgamation would prove formidable for the newly formed, but second-place C&N Condor Neckermann Touristic, A. G., which has been created as a fifty-fifty joint venture between Karstadt, A. G. and
Deutsche Lufthansa, A. G.
Preussag, on August 27, engineers the takeover of TUI by Hapag-Lloyd. The industrial giant bundles the two entities together into a new Hapag-Touristik Union (HTU), which begins operations on October 1. With a combined 15,000 employees, HTU is now the largest integrated tourism provider in Europe.
Passenger boardings ascend 3% to 4,925,500 while operating revenues inch up just 0.4% to $721.2 million.
In order to gain the German antitrust office’s approval for the merger of Hapag-Lloyd and TUI into HTU, WestLB, at the beginning of 1998, is required to divest itself of its 34.2% interest in LTU International Airlines, GmbH. Negotiations are begun with other entities to this end and thus the Federal Cartel Office approves the HTU marriage on March
2. Two days later, on March 4, Hapag-Lloyd signs an agreement with
Schickedanz-Holding Stiftung & Co. KG for the purchase of the Fuerth-based concerns 20% stake in TUI.
On April 22, Hapag-Lloyd receives its first B-737-8K5, the second model in the Next Generation B-737 airplane family and the first to be delivered to any airline. As additional units are delivered, they will begin to supplant the B-737-4K5s and B-737-5K5s currently operated.
In September, an agreement is signed with CSA Czech Air, A. S. under which the Prague-based scheduled operator will perform certification checks on the B-737-4K5s.
After months of negotiation, WestLB completes arrangements during October for the sale of its LTU International Airlines, GmbH. stake to SAirGroup, parent of Swissair, A. G.
Under a general agreement signed with WestLB on December 23, Preussag, A. G. acquires a 24.9% stake in Thomas Cook Group, parent of Flying Colours Airlines, Ltd. An additional agreement provides that Preussag, subject to the approval of the German Federal Cartel Office, will acquire a further 25.2% stake by September 30, 1999, thereby achieving 51.1% majority shareholding.
The prize is assigned to HTU, which, since October 1, has controlled the tourism activities of Hapag-Lloyd and TUI. In announcing the deal, Preussag Managing Director Frenzel indicates that his concern will now join in the merger discussions being held between Thomas Cook and the Minneapolis-based Carlson Leisure Group for the acquisition of Carlson Leisure Group U. K.
Passenger boardings during the 12 months climb 6.4% to 5.23 million.
During the second week of January 1999, Preussag, A. G. announces plans to acquire the First Reisebuero, a chain of German travel agencies.
The merger between Thomas Cook and the Carlson companies is completed on February 2. Shareholders Carlson Companies, West-deutsche Landsbank, Thomas Cook, and Preussag, A. G. combine their shares with those of Carlson Leisure Group U. K. to create Thomas Cook Holdings. The Preussag arrangement to acquire 51.1% majority control is transferred to this new entity.
With over 20,000 employees, Thomas Cook Holdings is now the third largest of the “big four” British travel and tour operators.
Enplanements for the year total 2,840,000.
Airline employment at the beginning of 2000 stands at 1,876, an 8.6% increase over the previous 12 months. The carrier’s 12th Next Generation B-737-8K5s is delivered on January 31, followed by the 13th on February 20. Employing an Israeli Aircraft Industries Astra bizjet, the company begins to offer VIP executive charters during the first quarter.
In a rare triple delivery, three Next Generation B-737-8K5s are turned over on April 3, with the 17th arriving on April 26.
Also in April, Britannia Airways, Ltd.’s parent, Thomson Travel Group, rejects as inadequate a ?1.45-billion ($2.3-billion) takeover bid from Germany’s second largest tour operator, C&N Touristic, A. G., which is affiliated with Deutsche Lufthansa, A. G. and Condor Flug-dienst, GmbH. Earlier, Thomson had refused to take a ?1.3-billion offer from the same concern.
In less than a month, the fate of Thomson is settled when, in something of a surprise, it is acquired by Preussag, A. G. on May 19 for ?1.8 billion ($2.8 billion). To allay regulatory competition concerns, the new German owners promise to divest themselves of their 50.9% stake in another British holiday concern, Thomas Cook Group. Two more Next Generation B-737-8K5s are delivered in May.
Just after departure from Chania, Crete, on a July 12 service to Hanover via Vienna the right main landing gear of Flight 3378, an A310-304 with 8 crew and 142 passengers, cannot be retracted. After declaring an emergency during descent toward the Vienna Airport, both engines fail due to fuel starvation. A forced landing is executed 500 ft. short of the runway, at which point the left landing gear, which had purposefully been put down, collapses and shears off, causing the engine and wing to hit the ground. Fortunately, there is no fire. During the emergency chute evacuation that follows, 26 people are slightly injured. A review of the badly damaged aircraft will show that its rear fuselage has also been cracked. The aircraft must be written off.
On September 12, an A310-324, previously operated by Singapore Airlines, Ltd. is leased through November to replace the wide-body damaged at Vienna in July.
In late September, Hapag-Lloyd’s Preussag, A. G. parent announces that it is joining with the Belgian tour operators Jetstar, VTB, and Belgium International Travel to establish a new subsidiary carrier, Hapag-Lloyd Belgium, to begin flying inclusive tours at the end of March. Most of the new business would be generated at the expense of Sobelair, S. A.
It is confirmed at the beginning of October that Thomson group CEO Charles Gurassa will remain with the company for the next two years; among his principal assignments will be the merger of Britannia Airways, Ltd. with Hapag-Lloyd.
It is announced on October 9 that Preussag, A. G. will purchase a 6% stake in the Nouvelles Frontieres parent of Corsair, S. A., subject to European Commission approval. The stake will later be boosted to 34.4%. Preussag officials believe that Corsair’s long-haul operations will complement the medium-range services of their own charter airline, Hapag-Lloyd.
On October 24, Hapag-Lloyd becomes the first airline in the world to fly the Next Generation B-737-800 with blended winglets; the new winglets, which reduce drag and boost performance, are being retrofitted in a joint program with Aviation Partners Boeing. Hapag-Lloyd will achieve another first early in 2001 when, after delivery of its B-737-8K5 on December 20, it becomes the first carrier to put such a winglet-equipped “Baby Boeing” into service.
A new Hapag-Lloyd Netherlands, D. V. subsidiary, outfitted with two of the parent’s B-737-4K5s, begins operations on November 1.
The A310-324 is returned on November 15.
Plans to launch a Hapag-Lloyd Belgium charter subsidiary with two transferred Hapag-Lloyd Boeing 737s in March are scrapped on December 8 when Jetair, with which it was to contract for inclusive-tour flights, signs instead to continue with Sobelair, S. A.
Options to purchase another three Next Generation B-737-8K5s are turned into firm orders on December 21. The type’s launch customer, Hapag-Lloyd has received 21 of the 25 aircraft it ordered earlier.
HAP’S AIR SERVICE: United States (1953-1995). Hap Estbrook establishes an FBO and charter operation at the Municipal Airport, Ames, Iowa, in 1953. Small on-demand flight services and pilot training takes place over the next 40 years.
By 1994, President Estbrook employs five full - and two part-time pilots, who fly charters with one each Cessna 340, Cessna 402C, Cessna 414 Chancellor, Cessna 172RG Cutlass, Cessna 182 Skylane, and Cessna T210N Turbo Centurian.
Flights cease in 1995.
HARBOR AIR SERVICE: United States (1985-1994). HAS is organized at Sewark, Alaska, by Linda K. Pfeger in early 1985 to provide both scheduled and nonscheduled passenger and cargo services between its base and the cities of Anchorage and Prince William. Revenue flights commence in April with a fleet of Piper and Cessna lightplanes and a de Havilland Canada DHC-2 Beaver and continue apace for the remainder of the decade, with Seward joining the route network.
The fleet in 1990 includes 1 each Piper PA-31-350 Navajo Chieftain, de Havilland Canada DHC-2 Beaver, Cessna 185, and Cessna 336 plus two each Cessna 206s/207s. Enplanements for the year total 1,772.
Passenger boardings slide down to 1,287 in 1991. Operations continue apace in 1992 and, in 1993, President Pfeger’s company flies 2 Cessna 206s. Flights cease in 1994.
HARBOR AIRLINES: United States (1971-2001). Founded three years earlier by former Whidbey Air Service CEO Wes Lupien, the corporate identity of Oak Harbor Airlines is changed in early 1971. By the time of the reformation, the company’s two Britten-Norman BN-2 Islanders are flying from Whidbey Island and Bellingham to Seattle-Tacoma International Airport.
As the result of the departure of Hughes Airwest, Lupien, in June, acquires a third Islander and inaugurates scheduled return services from Seattle-Tacoma to Hoquiam, Washington, and Astoria, Oregon. Traffic on the Hoquiam route is so thin that it must be closed in early December. An Islander, with four aboard, crashes at Riverton Heights on December 26; there are no survivors.
Lack of passengers also causes Harbor to close down its routes to Portland and Astoria in January 1975. The BN-2 lost in December is replaced and enplanements for the year reach 31,222.
Airline employment is increased a substantial 28.5% in 1976 to 30. A new package tour charter business is inaugurated allowing vacationers time on the Puget Sound’s Whidbey Island.
Passenger boardings decline 9.5% to 28,513, primarily as a result of the suspension of Oregon flights. Freight is down the same amount, 9.2%, to 406,000 ton kilometers.
Frequencies on the Seattle to Bellingham route is increased in early 1977 to seven times a day. In May, the three BN-2s launch frequencies from Seattle to Mount Vernon’s Skagit Regional-Bayview Airport. Enplanements grow to 35,795.
In 1978, the year the Airline Deregulation Act becomes federal law, customer bookings jump 21.7% to 45,714 while freight grows more slowly, up 2.8% to 815,219 pounds.
A fourth Islander is acquired in 1979 and it assists the other three in boosting passenger boardings by 30.2% to 60,000. Cargo, however, falls 7.8% to 752,000 pounds.
In the summer of 1980, the company becomes the first commuter ever to receive authority for customs preclearance in Canada for its U. S.-bound passengers by gaining a special exemption to the 1974 Preclearance Treaty, which normally bars such preferential treatment for small airlines. As a result of the new authority and anticipated additional traffic, Harbor Airlines leases several de Havilland Canada DHC-6-200 Twin Otters.
On the year, 59,516 passengers are enplaned, but cargo drops 22.5% to 583,000 pounds. Revenues rise 12.7% to $1.96 million and a net profit of $34,907 is posted.
At the beginning of June 1981, an Embraer EMB-110 Bandeirante is leased and employed to inaugurate a route from Seattle to Vancouver via Bellingham on June 21. President Lupien’s fleet now comprises the Bandeirante and 5 Islanders.
The PATCO air traffic controllers’ strike and subsequent ATC restrictions have an adverse impact upon traffic. High custom fees and costs of operating the turboprop force the end of Vancouver services in December.
Passenger boardings decline 8% to 46,190.
The costs of competing in deregulated skies and the national recession cause the airline to undergo severe retrenchment in 1982. Service to Bellingham ends in April and to Mt. Vernon in October. Traffic and revenues both decline.
Enplanements total 20,209. The operating profit is $73,677 and a net income of $27,104 is reported.
The payroll is increased 15.4% in 1983 to 15. The fleet, however, shrinks to a single Islander, which flies 16,039 passengers from Oak Harbor to Seattle-Tacoma and back, a decline of 26%. An order is, however, placed for a Piper T-1020.
Revenues plunge 12.5% to $561,808 and expenses fall 18.3% to $464,459. As the result, operating profit climbs to $97,349 and net gain ascends to $51,746.
Three more employees are hired in 1984, a 12.5% boost and Harbor disposes of its BN-2 and begins operating a Piper PA-31-310 Navajo in May and a Beech B-55 Baron.
With these, Harbor is able to raise its enplanements by 6.4% to 17,028.
As 1985 opens, the carrier is providing scheduled service to three cities in Washington State and its precleared market of Vancouver. The employee population is now 15, a 15.4% boost, although the fleet remains the same.
Passenger boardings jump 15.1% to 19,663.
Airline employment rises 46% in 1986 to 22. Customer bookings rise 5.4% to 20,715, operating income reaches $64,850, and the net profit is $34,511.
Two additional workers are hired in 1987, a 10% boost, and the fleet is increased to include three Piper PA-31-350 Navajo Chieftains.
Passenger boardings jump 11.7% to 23,365 and cargo climbs 8.7% to
1.56 million pounds. Revenues swell 12.4% to $905,263 and costs allow an operating profit of $93,626 and net gain of $47,710.
Customer bookings for the Washington State carrier rise 7.6% in 1988 to 24,861 and freight jumps 24.1% to 41,000 pounds. Profits total $152,037 (operating) and $103,417 (net).
The workforce is increased by 4% in 1989 to 26. When competing San Juan Airlines fails, its services to Friday Harbour and Eastsound in the San Juan Islands are taken over.
Enplanements swell by 13.8% to 28,255 and cargo rises 3.9% to
1,888,000 pounds. Revenues jump 17% to $1.3 million, expenses are up 22.9% to $1.18 million, and operating income is $120,902. Net gain falls to $86,243.
In 1990, the small regional’s three Chieftains initiate scheduled flights from Friday Harbour to Seattle. As a result, passenger boardings shoot up 19.3% to 33,932 and freight climbs to two million pounds. This success leads to a 12.5% boost in airline employment to 27.
In 1991, a total of 22,707 passengers are flown. Revenues reach $1.73 million with expenses of $1.68 million; the net profit for the year is $49,600.
Operations continue apace in 1992. On April 15, Verne Howard, president of Friday Harbor-based VMAL Corporation, the concern that owns Roche Harbor Resort in the San Juan Islands, purchases controlling interest in the airline for an undisclosed price. Howard indicates that all current routes, personnel, and services will remain in place and may be expanded.
In 1993, General Manager William D. Hildebrand oversees 50 employees and a fleet of 4 Piper PA-31-350 Navajo Chieftains. Enplane-ments for 1994 total 42,365.
Operations continue apace in 1995. Following the death of founder Lupien in the spring, the airport on Whidbey Island is renamed in his honor in impressive June ceremonies.
In 1996, the company is sold to Richard “Rick” Boehlke, owner of the assisted-care company Crossings International. A total of 41,975 passengers are boarded.
The fleet in 1997 includes 9 Chieftains. Service to Astoria and Portland is resumed. The carrier enters into a code-sharing agreement with both Alaska Airlines and Horizon Air and feeds Alaska Airlines Commuter passengers to both at Seattle. A total of 56,000 passengers are flown on the year.
Airline employment stands at 120 in February 1998.
Early in the year, company headquarters are transferred to Tacoma Narrows Airport at Gig Harbor, Washington, where owner Boehlke also operates the FBO Crossings Aviation. Scheduled flights to Bremerton begin on March 15. A new logo and livery are introduced.
The move to Gig Harbor is completed by June. At this point, scheduled flights to Seattle-Tacoma International Airport begin.
A Cessna 408 Grand Caravan is placed into service on the route to Seattle during late summer. Harbor Air thus becomes the first scheduled airline in the continental U. S. to fly the single-engine aircraft in commercial passenger service. Government regulators have not previously allowed single-engine turboprops to so operate.
Passenger boardings jump 26.5% to 71,000.
A second Grand Caravan joins the company fleet in January 1999.
Customer bookings drop 12.3% to 63,000. Atotal of 108 workers are employed at the beginning of 2000, a 116% increase over the previous 12 months. All scheduled operations will cease on May 9, 2001.
World History
