Passenger bookings jump 15.5% to 1,655,633, but freight falls 16.2%.
Having touched down too far down the runway at Navegantes on April 29, 1977, a YS-11A-202 freighter with two crew, runs off the right side and collides with light beacons, causing the landing gear to collapse. No serious injuries are reported.
The last 3 YS-11A-202s are now retired. Enplanements accelerate to 1,720,552.
Airline employment in 1978 totals 4,164. Passenger boardings grow 13.8% to 1,996,000, and freight climbs a slight 1.6%. Profits are $7.68 million.
The carrier offers a portion of its stock for sale in 1979. Fundacao Rubem Berta shareholding is decreased to 62% while public interests, via the sale, come to hold the remaining 38%. Orders are placed for 4 Airbus Industrie A300B4s.
Passenger bookings advance 11% to 2,207,833 and freight ascents 6.9%. Revenues soar 62.5% to $98 million, producing a 23.1% jump in profits to $10.1 million.
The workforce is increased 1% in 1980 to 5,162. The first of 2 A300B4-203s to be delivered during the year arrives in June. On October 7, the Civil Aviation Department again reduces the traffic share allowed to 40%.
Passenger boardings climb 10% to 2.4 million and freight is up 13.6%. In terms of passenger kilometers flown, the carrier now ranks as the 18th largest airline in Latin America, the same position it held 20 years earlier.
As the world’s economic woes visit Brazil in 1981 passenger boardings drop 6% to 2.28 million, but cargo climbs 18% to 25.3 million FTKs. A $1-million operating loss is suffered.
The workforce is reduced 3.4% in 1982 to 4,096. The single B-727-100 is withdrawn.
Passenger traffic ascends a slight 0.1% as 2,254,779 passengers are carried; freight rises 4% to 24.76 million FTKs. Revenues grow 2.2% to $193 million, and expenses climb only 0.8% to $188.5 million, producing an operating profit of $4.47 million.
A total of 35 employees leave the company in 1983 as the second of a pair of A300B4-203s is received. Service is opened from Manaus to Port of Spain and Bridgetown.
Boardings dip 5.3% to 2,134,696, but cargo climbs a welcome 16.2% to 28.77 million FTKs. Income falls 18.7% to $153.6 million and expenses grow 10% to $166.1 million, leaving a $12.4-million operating loss.
Airline employment falls another 2.9% in 1984 to 3,943. A B-737-2C3 is withdrawn.
Enplanements dip 10% to 2,120,000, freight traffic remains the same, and another financial loss is taken.
The employee population declines 4.3% to 3,513 in 1985 and the fleet now includes 2 A300B4-203s, 6 B-737-2C3s, 3 B-727-C3s, and 3 B-727-1C3s.
Passenger boardings jump 7.2% to 2,272,000 and cargo swells 26.9% to 36.4 million FTKs. The operating profit is $1.56 million; however, a net $5.2-million loss is suffered.
The payroll is cut again in 1986, down 14.8% to 2,996. Customer bookings accelerate 31.7% to 2,992,158 and freight increases 60.3% to 58.37 million FTKs. Revenues advance by 25.2% to $216.6 million and costs are held in line. As a result, operating profit jumps to $13.2 million and net gain recovers to $10.1 million.
Still deeper cuts are made into the employee population in 1987, which now falls to 2,535, a 15.4% decline.
Passenger boardings inch upward by 1.2% to 3,028,795, but cargo falls 5.5% to 55.17 million FTKs. Revenues surge 8.7% to $235.4 million, but expenses increase 13.9% and thus cause operating profit to fall to $3.8 million. There is a net loss of $2.25 million.
The workforce is stabilized in 1988 and actually grows by 6.5% to 2,481. The fleet now includes 3 B-727-C3s, 3 B-727-1C3s, 6 B-737-2C3s, and 2 Airbus Industrie A300B4-203s.
Customer bookings rise 2% to 3,081,423, but freight continues to fall, declining by 22% to 43.21 million FTKs. Costs exceed income and losses of $9.57 million (operating) and $3.42 million (operating) are suffered.
Company employment is cut by 7.9% in 1989 and the fleet is reduced by 1 Airbus. In October, regional carrier TAM (Transportes Aereos Regionalis, S. A.) begins operations over the Sao Paulo-Rio de Janeiro Air Bridge, challenging the monopoly Cruzeiro shares with the majors VARIG Brazilian Airlines (Viacao Aerea Rio-Grandense, S. A.), VASP Brazilian Airlines (Viacao Aerea Sao Paulo, S. A.), and Trans-brasil, S. A. (Linhas Aereas).
Passenger boardings surge ahead by 13.9% to 3,515,332 while freight regains its upward momentum, moving ahead by 59.9% to 69.11 million FTKs. Revenues are boosted 16% to $334.4 million, but expenses increase 24% to $369.19 million, guaranteeing an operating loss of $34.48 million. The net loss is up dramatically, to $26.18 million.
The workforce is cut another 5.5% in 1990 to 1,963. The active fleet now includes 6 B-737-2C3As, 3 B-727-C3s, 2 B-727-25s, and 1 B-727-11. Since the middle of the decade, the carrier’s routes have been gradually reduced in number until it is flying only to Buenos Aires, Montevideo, and the Bolivian cities of Santa Cruz and La Paz.
Customer bookings decline 10.8% to 3,136,970, but cargo grows 9.3% to 75.56 million FTKs. Revenues ascend 9.1% to $364.9 million, but expenses are more and the operating loss is $37 million.
The payroll is sliced again in 1991, down 5.8% to 1,850. Passenger boardings fall another 6% to 2,960,589, but freight swells 26% to 55.83 million FTKs. Revenues decline 5% to $361.9 million and costs fall somewhat, allowing the operating loss to be cut to $13 million.
The employee population regroups in 1992, growing by 5.4% to 1,950 and the fleet now consists of just the 6 B-737-2C3As.
Customer bookings drop 4% to 2,835,835 while cargo falls 7% to 51.7 million FTKs. Plans are made to merge the veteran 17-year subsidiary into VARIG Brazilian Airlines (Viacao Aerea Rio-Grandense, S. A.) during the next year.
By 1993, airline employment is 2,535 and Chairman Junqueira’s fleet comprises 2 A300B4-203s and 6 B-737-200s. The integration into VARIG Brazilian Airlines (Viacao Aerea Rio-Grandense, S. A.) is
Completed during the first quarter.
World History
