AIR SWIFT, LTD.: United Kingdom (1994-1996). Air Swift is established at Cairns in the summer of 1994 to offer domestic and regional passenger charters. Revenue flights commence with 1 each British Aerospace Jetstream 31 and Beech Super King Air 200. The fleet is altered in 1995 to include 2 Cessna 402s and th3 Cessna 310s; scheduled flights commence linking the carrier’s base with Hope Vale. Operations continue into 1996.
AIR SWIFT (PTY.), LTD.: Australia (1992-1997). Air Swift is established at Cairns in 1992 to offer scheduled, charter, and contract service flights with a fleet of 5 Piper PA-31-350 Navajo Chieftains. Scheduled service is offered to Hope Vale and continues apace in 1993. The fleet in 1994 includes 2 Cessna 402s and 3 Cessna 310s. Flights continue until the company shuts its doors in April 1997.
AIR TAHITI, S. A. (1): French Polynesia (1951-1953). The first Air Tahiti, which is also known as Tahiti-Hawaii Airlines, is a privately owned amphibious operation established in 1951. Employing a single Grumman G-73 Mallard, the airline undertakes to fly mail between Papeete, Bora Bora, and Aitutaki in the Cook Islands. Unable to maintain viability, the company is sold to the colonial government of Oceania in 1953, which reorganizes the carrier into Regie Aerienne Interinsulaire, S. A.
AIR TAHITI, S. A. (2): French Polynesia (1969-1987). Created at Papeete by local business interests in 1969, Air Tahiti is equipped with light aircraft in order to undertake local scheduled services. Controlling interest in another local carrier, Air Moorea, S. A., is purchased in 1970; the new subsidiary is allowed to continue operations under its previous name.
By 1978, the fleet comprises 1 de Havilland Canada DHC-6 Twin Otter, 4 Britten-Norman BN-2 Islanders, 3 Piper PA-23 Aztecs, 1 Piper PA-34 Seneca, and 1 Cessna 206. In addition to charter flights, daily scheduled seven-minute frequencies link Papeete with Moorea and Tetiaora.
During the early 1980s, the carrier adds two more Islanders and an Aztec. The company now emphasizes its scenic tour business, adding one-day interisland charters. In 1983, airline employment is 53 and 142,588 passengers are flown. Operations continue apace in 1984-1987.
Upon the departure of UTA French Airlines, S. A. in January of the latter year, the carrier’s assets are merged with those of Air Moorea, S. A. under its name, in order that the French independent’s subsidiary, Air Polynesie, S. A., might assume the Air Tahiti, S. A. (3) name.
AIR TAHITI, S. A. (3): Boulevard Pomare, BP 314, Papeete, Tahiti, French Polynesia; Phone 689 86 4000; Fax 689 86 4069; http:// Www. airtahiti. pf; Code VT; Year Founded 1987. Upon the departure of UTA French Airlines, S. A. in January 1987, the assets of Air Tahiti, S. A. (2) are merged with those of Air Moorea, S. A. under its name in order that Air Polynesie, S. A. might assume the Air Tahiti, S. A. (2) name. Ownership is divided between the French Polynesia Territorial Government (14%), financial institutions (32%), individuals (30%), employees (12%), and UTA (7%). Former Air Polynesie, S. A. Managing Director Christian Vernaudon succeeds President Jean F. Lejeune and the fleet is dramatically altered; gone to Air Moorea, S. A. are 5 Islanders and acquired are 2 Fairchild Hiller FH-227s and 2 Avions de Transport Regional ATR42-320s. The new aircraft benefit from the application of a fresh logo and livery.
The fleet is changed again in 1988-1989; all of the Islanders and both American-made Friendships are replaced by 2 more ATR42-320s. In October of the former year, the carrier purchases UST (UTA Service Tahiti, S. A.), which provides ground handling at Papeete Airport.
Christian Vernaudon is named chairman of both Air Tahiti, S. A. (3) and Air Moorea, S. A. in 1990 with Marcel Galenon as CEO. Orders are placed in May for a pair of Dornier 228-212s, one of which will be turned over to Air Moorea, S. A.
Enplanements reach 308,800, including 7,800 flown on charter. In addition, 10,385,000 pounds of freight are transported. Revenues total US$4.62 million, expenses are US$4.5 million, and net profit is US$123,270.
The two airlines each acquire a Dornier 228-212 in 1991.
While on final approach to Nuku Hiva on an April 18 service from Hiva Oa, a Dornier 228-212 with 2 crew and 20 passengers loses an engine and ditches at sea off the runway at Nuku Hiva (10 dead).
Despite the tragedy, overall passenger boardings jump to 354,280, all but 4,480 of which is scheduled service. Cargo climbs to 14.29 million pounds and revenues ascend to US$4.94 million. Net profit drops to $12,000 as the world airline recession begins to take hold.
Air Tahiti, S. A. (3)’s Dornier is replaced by an ATR72-202 in 1992 as the number of destinations served reaches three dozen. Also added are three ATR42-320s.
Enplanements are up to 364,810, including a boost in charter boardings to 4,610. Freight poundage rises to 14.71 million and revenues rise to US$5.19 million. The net profit moves up to US$49,474.33.
Chairman Vernaudon oversees a workforce of 520 in 1993 as a second ATR72-202 arrives. Markets served include Bora Bora, Huahine, Maupiti, Moorea, Raiatea, Rangiroa, Manihi, Nuku Hiva, Hiva Oa, Man-gareva, Rurutu, and Tubuai.
Customer bookings slide to 350,000, on 15,500 flights. The year’s profits are US$1.73 million (operating) and US$1.49 million (net).
The workforce is increased to 550 in 1994 and the fleet now includes 2 ATR72-202s, 3 ATR42-320s, and 2 Dornier 228-212s. Orders are outstanding for 2 ATR72-202s and 2 ATR42-320s.
The year’s 400,285 bookings increase revenues by 21% to US$60.55 million. Expenses climb 18% to $56.99 million, leaving an operating profit of US$3.56 million and a net gain of US$1.49 million.
Thirty-eight new employees join the company in 1995 and changes are made in the fleet. Gone is a Dornier, replaced by another ATR72-202 and a de Havilland Canada DHC-6-300. The ATR42 order is revised; three ATR42-520s are now requested for delivery during the next two years.
Passenger boardings jump 7.5% to 432,740 while cargo climbs twice as much, by 15.5%, to 1.67 million FTKs.
A third ATR72-202 is delivered in May 1996 and the first ATR42-520 arrives in November. Beginning on October 31, local investors lay the groundwork for the creation of a long-haul operation that will be known as Air Tahiti Nui, S. A. Air Tahiti, S. A. (3) takes a 12.2% stake in the new enterprise. In December, orders are placed for three new ATR72-210As.
Two more ATR42-520s arrive in 1997, one each in February and May. The ATR72-210As are received during the summer and a fourth is ordered in October for delivery the following May. With this request, the company’s fleet renewal program is completed as three ATR42-300s and three ATR72-202s have been replaced.
The last ATR72-210A is delivered on June 1, 1998. Plans are made for the receipt of the A340-200 at the end of the year and the inauguration of services to such Pacific Rim communities as Los Angeles, Osaka, Tokyo, and Vancouver.
At the end of January 1999, airline employment stands at 739. En-planements for the year total 643,000 and 4.13 million FTKs are also operated.
AIR TAHITI NUI, S. A.: P. O. Box 1673, Papeete, Tahiti, French Polynesia; Phone 689 46 0202; Fax 689 46 0290; Http://www. tahitinui-usa. com; Code TN; Year Founded 1996. Beginning on October 31, 1996, local Tahiti investors lay the groundwork for the creation of a long-haul operation that will be known as Air Tahiti Nui, S. A. Air Tahiti, S. A. (3) takes a 12.2% stake; other investors include AWAC, Brassaire de Tahiti, the CPS pension fund, the French Polynesian government, Group Moana Nui, SEGC, Socredo Bank, Tahiti Tourisme, and the Wan Holding company.
Nelson Levy is named chairman, with Jacques Bankir as president/ CEO. Plans are made to serve the travel and tourism market that has always existed in this romantic corner of the South Pacific.
Late in 1997, Air Tahiti Nui, S. A. orders an Airbus Industrie A340-200, which will wear the island’s Tiare flower as its tail logo.
Plans are made for the receipt of the A340-200 at the end of 1998 and the inauguration of services to such Pacific Rim communities as Los Angeles, Osaka, Tokyo, and Vancouver.
A contract is entered into with SABRE group for reservations and other computer operations, while an arrangement is completed with Delta Air Lines for use of its facilities in Terminal 5 at Los Angeles LAX. The chartered Airbus, an A340-211 previously operated by Air France, is received in October and christened Bora Bora.
Air Tahiti Nui receives DOT operating approval on November 5 and thrice-weekly roundtrips commence on November 20 from Papeete to Los Angeles. In December, the Air Tahiti Nui Airbus launches twice-weekly roundtrips between Papeete and Tokyo (NRT), replacing those previously flown by Air France.
At the end of January 1999, the 130-worker airline establishes its own homepage on the World Wide Web.
Weekly A340 roundtrips commence on April 4, 2000 between Papeete and Osaka (KIX).
On May 21, the company enters into a code-sharing alliance with Qantas Airways (Pty.), Ltd. under which the two will operate joint flights between Papeete and Auckland. The new arrangement begins on June 21 with the Tahitian Airbus operating down and back weekly on Wednesdays and Thursdays and a Qantas service offered Sunday through Monday.
AIR TANZANIA CORPORATION (ATC): P. O. Box 543, ATC House, Ohio Street, Tancot House, City Drive, Dar es Salaam, Tanzania; Phone 255 (51) 38 300; Fax 255 (51) 46 545; Http://www. mwebmarketplace. co. za/airtan; Code TC; Year Founded 1977. The
Tri-national East African Airways Corporation, in which Tanzania is a partner, ceases trading in January 1977. With no air service available in the country, ATC is formed on April 19 as the Tanzanian successor and national carrier. New domestic and international routes are inaugurated on June 1. A two-year technical and managerial contract is signed with Finnair O/Y in November.
In 1978, Chairman J. K. Chande and Managing Director Yahya Rubama oversee a fleet that includes 2 Boeing 737-2R8Cs and 4 Fokker F.27-600s. Airline employment stands at 800. Enplanements for the first full year of business are 192,707.
A total of 260,952 passengers are carried in 1979, together with 1.27 FTKs of freight.
The workforce is increased by 5.5% in 1980 to 1,756 and the fleet is increased by 4 F.27-600s and 4 de Havilland Canada DHC-6-300s. New routes are opened to Europe and Asia.
Freight traffic skyrockets 51.3% to 1.92 million FTKs and passenger boardings jump 32.8% to 388,322. An operating loss of $1.3 million is reported on total revenues of $42 million.
Two F.27-600s stand down in 1981 as world economic conditions impact the carrier. On July 31, a B-737-2R8C is involved in an accident at Dar es Salaam under unknown circumstances. Enplanements are down to 309,200.
The workforce falls to 1,407 in 1982, a drop of 6.3%. Four hijackers, demanding the resignation of President Julius K. Nyerere, seize Flight 206, a B-737-2R8C with 99 passengers, during a February 26 domestic flight from Mwanza to Dar es Salaam. After killing two hostages, the pirates force the pilot to fly to Nairobi, Kenya, and then on to Jeddah, Saudi Arabia.
The next day, the Boeing flies to Athens and then on to London (STN), where it is immediately surrounded by police, who force the hijackers’ surrender. Tried in a British court, the perpetrators will receive prison terms ranging from three to eight years.
Cargo for the year dips 1.6% to 1.18 million FTKs, but passenger traffic accelerates 23.8% to 405,774.
The two F.27-600s are reinstated in 1983. Airline employment drops to 1,390. Cargo accelerates 22.4% to 1.44 FTKs, but passenger bookings grow only 0.7% to 406,148.
Only six new employees are hired in 1984. Two F.27-600s are again withdrawn. While on final approach to Karege from a December 20 training flight, a DHC-6-300 with three crew crashes; there are no survivors.
Passenger boardings, nevertheless, rise 22.7% to 498,533 while freight soars 63.9% to 2.36 million FTKs.
In 1985, the workforce is level at 1,396. Passenger boardings drop 10.5% to 450,995, but cargo soars again, up 40.1%, to 3.31 million FTKs.
Six new employees are hired in 1986 and the fleet now comprises 2 B-737-2R8Cs, 3 F.27-600s, and 3 DHC-6s. Silva L. Rwebangira becomes managing director in November.
The year’s customer bookings fall another 2% to 444,661 and freight drops 39.3% to 2 million FTKs. Revenues total $26 million, but costs are higher and leave an operating loss of $3.99 million and a net decline of $1.37 million.
Two new workers arrive in 1987. Employing a leased B-767-200ER, service is inaugurated in early November from Dar es Salaam to London via Rome and Frankfurt.
Passenger boardings jump 3.4% to 455,063. Freight ascends 25.8% to 1.49 million FTKs.
The 1,402-employee flag carrier enjoys a mixed year in 1988. When the government fails in January to make available the funds required for the acquisition of equipment, the carrier postpones its plans to operate to Europe.
Because it has not been properly locked down, the left main landing gear of an F.27-600RF with 4 crew and 47 passengers, collapses when the turboprop lands at Dar es Salaam on January 31; although the aircraft is damaged beyond repair, there are no fatalities.
En route from Dar es Salaam to Mount Kilimanjaro on the night of February 13, a B-737-2R8C with 76 passengers is hijacked by 4 young men wielding knives and who demand to be flown to London. The pilot, tricking the perpetrators, returns to Dar es Salaam, where the pirates attack both him and the copilots once their situation becomes known. The hijackers are overpowered by police and they will be tried and sent to prison for 15 years.
Customer bookings fall 10% to 410,322 while cargo is up again, by 10.2%, to 2.7 million FTKs. A net loss equivalent to $5 million is suffered for the year.
Two employees are laid off in 1989, in which year the fleet includes the same 2 B-737-2R8Cs and 3 DHC-6-300s as earlier, but 1 fewer F.27-600. E. N. Olekambainel, a longtime Tanzanian civil aviation department senior executive, is appointed general manager in May.
Passenger boardings plunge 35.1% to 267,016 as freight does worse, falling by 42.6% to 1.57 million FTKs.
Company employment inches up 0.1% in 1990 to 1,402. ADHC-6-300 with two crew crashes at Dodoma on May 3; both flyers escape injury.
Customer bookings reverse their decline and grow by 8.6% to 289,890. Cargo, on the other hand, continues to slide, dropping 3.7% to 1.51 million FTKs.
The payroll is cut a slight 0.5% in 1991 to 1,395 and the fleet now includes 2 B-737-2R8Cs, 3 each DHC-6-300s and F.27-600RFs. On June 1, a B-767-260ER is leased from Ethiopian Airlines, S. C. and is employed to operate from Dar es Salaam to London (LGW) and Bombay.
The former service is expanded to Frankfurt on June 6, operating via Kilimanjaro, Rome, and London (LGW).
Passenger boardings decline by 1.5% to 188,000 while freight skyrockets 73% to 1.96 million FTKs.
Managing Director Silva L. Rwebangira’s workforce is sliced another 6.3% in 1992 to 959 and the Ethiopian lease expires in February. For failure to meet its interline Clearing House debts, the company’s IATA membership is suspended in April. Destinations visited include Bujumbura, Djibouti, Dubai, Entebbe, Gabarone, Harare, Kigali, Lilongwe, London, Lusaka, and Muscat.
Customer bookings increase 24.2% to 216,361, but cargo slips to 1.94 million FTKs.
In 1993, the new general manager, Alfred Carere, oversees a 45.5% increase in his employee population to 1,395 and the reduction of his fleet by removal of the Twin Otters and one F.27-600RF. The latter had been involved in a nonfatal accident on December 12.
Enplanements drop by 15% to 183,642, as a result of the suspension by the company of its international service. Freight traffic falls 16.1% to 1.62 million FTKs. Company books show a $195,000 loss.
The workforce is cut a huge 45.6% in 1994 to 760. Shannon Aerospace, Ltd. of Ireland receives a contract to maintain the company’s two Boeings.
In September, an agreement is signed with Air Malawi, Ltd.; under its terms, the two airlines will operate joint services to South Africa, sharing costs and revenues.
ATC, under the arrangement that in December creates Alliance Airlines (African Joint Air Services), surrenders its international routes — particularly those to Europe—to the new entity.
Traffic figures, reported through October, show an increase of 3.3% in bookings to 159,405, while cargo rises 10.6% to 1.59 million FTKs. Operating income for the whole year totals $18.43 million, while operating expenses are $17.75 million. As a result, a $677,000 operating profit is realized and a net gain of $4.85 million is celebrated.
There is no change in the number of employees in 1995. Although the Twin Otter is removed, the company joins in support of the multinational Alliance Airlines (African Joint Air Services), which flies a leased South African B-747SP-44.
Enplanements accelerate 20.3% to 241,116 while freight increases 41.9% to 2,948,000 FTKs.
Airline employment holds firm in 1996 and the fleet now includes 2 each B-737-2R8Cs and Fokker F.27-600RF Friendships. One of the latter is out of service; however, a “Baby Boeing” participates in the launch of a code-sharing route with Air Malawi, Ltd. to South Africa and Dubai.
Passenger boardings climb 3.5% to 249,673 and 3.26 million FTKs are also operated—a 10.7% increase.
Destinations visited in 1997 include 20 domestic markets, plus Bujumbura, Dar es Salaam, Djibouti, Dubai, Entebbe, Harare, Kigali, Lusaka, Mahe, Muscat, and Nairobi.
During October, plans are completed that will have Air Tanzania and Uganda Airlines, Ltd. merge with Alliance Airlines, forming the core of Alliance Express, S. A.; South African Airways (Pty.), Ltd. and Transnet, the government-owned parent firm, are expected to cover costs.
Customer bookings slip 2.2% to 220,652 while cargo moves ahead by 3.5% to 3.1 million FTKs.
A crisis erupts with Alliance Airlines (African Joint Air Services)
During the late spring of 1998. For several years, it has been claimed that ATC has not cleared its investment debts dating from the commencement of the airline in 1994. The dispute reaches such a point of hostility that ATC Chairman Abbas Sykes announces that his airline will withdraw from Alliance Airlines on expiration of the shareholders agreement on June 30.
Just after landing at a regional airport on May 11, a B-737-2R8C runs off the runway into a muddy field, where it gets stuck. No one is hurt and all aboard are eventually able to leave the aircraft, climbing down an emergency ladder three hours later.
On July 1, a check is found in the AJAS office that effectively clears up the fiscal matter. Dated December 10, 1997, it is for the full amount of $59,000 owed by ATC. How it had been received and why it had not been entered into the company ledger is not explained.
Still, ATC officials indicate that they require negotiation of a new shareholder’s agreement in which they may add written remedies to their long-standing objections to company policy. The Tanzanian government now steps in and reserves to itself the future of the relationship between the state carrier and the consortium.
The dispute continues throughout the summer and fall. ATC is finding it impossible to proceed toward privatization without the international traffic rights it had given away in 1994. Prospective investors inform the airline that they will not provide equity without the rights.
In August, ATC joins in the economic sanctions and flight embargo placed on Burundi by regional leaders. Burundi had been a lucrative market for Tanzania and was served by all modes of transport, largely from Dar es Salaam.
On October 28, Tanzania’s Minister for Transport and Communications Ernest Nyanda is quoted with permission by Reuters, Ltd. and in local newspapers as indicating that ATC is no longer a viable transport entity. It will prove impossible to privatize ATC without return of the traffic rights. Whether to remain a part of the consortium or pull out will be decided by the minister in the new year.
In an effort to encourage peace talks between the government of Pierre Buyoya and Hutu rebels, regional leaders on December 23 suspend economic sanctions against Burundi.
Passenger boardings inch up 0.8% to 222,000, while freight traffic rises 14.2% to 3.5 million FTKs.
Scheduled passenger air service between Dar es Salaam and Bujumbura, the capital of Burundi, resume on January 14, 1999, via Kilimanjaro.
Leaders of East Africa end their two-and-a-half year embargo of Burundi on January 26; Air Tanzania, which has honored the sanctions since their imposition in July 1996, resumes flights to Bujumbura on February 1.
Unable to compete successfully with local carriers, ATC suspends service to Dubai on February 1.
A code-sharing agreement is signed with Gulf Air Company on May 14. On May 19, the government rejects an airline request to continue collecting royalties from foreign airlines entering its market. The old practice is seen to be dying out in the era of liberalization.
Under terms of the new dual-designator pact with Gulf Air, ATC is able to place its code on Gulf Air flights from Zanzibar and Dar es Salaam to Dubai, Muscat, and Jeddah on May 29.
Service is maintained without detail through the remainder of the year. The dispute between Alliance Air (African Joint Air Services, Ltd.) and the governments of Tanzania and Uganda is unresolved.
After stepping back from a call for Alliance’s April 2000 closing, Transnet, parent of South African Airways (Pty.), Ltd., instead gives warning that it wishes to pull out of the joint venture within six months.
It does, however, agree to provide funding as long as Uganda and Tanzania agree to a new business plan and contribute monthly funding of $126,000 each.
During the third week of May, ATC and Uganda Airlines, Ltd. inaugurate joint daily service over a direct route from Dar es Salaam to Entebbe. The flights upgrade a previous twice-weekly schedule and allow connections to international destinations, as well as points within Tanzania.
Uganda fails to make payment of any kind after May and Tanzania escapes the cash contribution by providing the carrier with in-kind services, such as landing fees and ground handling. The two national governments, acting in consultation, do agree to sell their shares into the private sector, thereby minimizing state involvement in the joint venture. Their national carriers, meanwhile, concentrate on a new daily roundtrip schedule jointly introduced between Dar es Salaam and Entebbe.
Blaming leaders of its partner nations, particularly Tanzania, for its inability to perform to a higher level, the airline, during the first week of September, reports a $50-million loss since 1994.
On October 2, DAS Air Cargo, Ltd. and the Tanzanian Chamber of Commerce step forward with an offer to purchase 30% stakes (the Uganda and Tanzania holdings) each in Alliance, with DAS also bidding $5 million to take over the 40% stake held by Transnet. The deal is conditional in that DAS must also be given traffic rights to the Alliance routes and the Alliance debt must be satisfied.
The DAS Air Cargo, Ltd. rescue effort collapses on October 10. With both Uganda and Tanzania having failed to pay their part of expenses, South African Airways (Pty.), Ltd. refuses to continue operating its Boeings for the partnership airline. Without lift, the company is forced to suspend all operations the same day.
AIR TARA, LTD.: GPA House, Shannon, County Clare, Ireland; Phone 353 (61) 360-0000; Fax 353 (61) 360-0070; Year Founded 1994. Air Tara, Ltd. is organized at GPA House at Shannon in the summer of 1994 to provide passenger charter and inclusive-tour flights with units of the huge GPA Group. Brian Hayden is named managing director and he inaugurates and continues revenue flights with three Boeing 737-300s.
AIR TASMANIA (PTY.), LTD.: Australia (1968-1981). Air Tasmania (Pty.), Ltd. is formed at Hobart in 1968 to provide scheduled commuter services throughout the island as well as to the Australian mainland. Employing single-engine Pipers, the carrier undertakes flights linking Hobart with Queenstown, Wyngard, Devonport, Smithton, Strahan, and Launceston plus Flinders Island and the mainland towns of Moorabin and Tullamarine.
Services are maintained; however, in early 1980, the company is purchased by Bassair. D. Darbyshire is named chairman and the fleet is upgraded over the next year to include 3 Piper Navajos, 3 Navajo Chieftains, and 3 Embraer EMB-110P Bandeirantes. Late in 1981, the company is merged with H. C. Sleigh Airlines (Pty.), Ltd. to form Airlines of Tasmania (Pty.), Ltd.
World History
