LAU (LINEAS AEREAS SURAMERICANAS COLOMBIA, S. A.): Aeropuerto Eldorado, Entrada 2, Interior 7, Bogota, AA 98971, Colombia; Phone 57 (1) 413-9515; Fax 57 (1) 413-9608; Year Founded 1993. Luis Enrique Prieto sets up this all-cargo carrier at Bogota in 1993. Services are launched with an initial fleet that includes 1 leased Boeing 727-25F, along with 1 each owned Aerospatiale (Sud) Caravelle XB3 and Caravelle XR.
A Caravelle VIR is purchased in 1994 and two B-727-24Cs follow in 1995. In 1996-1998, the Caravelle VIR is taken out of service and replaced with a Caravelle XB1R. Even though the Caravelles are employed as freighters, they are among the last of their type in commercial operation anywhere in the world.
Operations continue without headline or incident. Freight traffic in 1999 totals 163.31 million FTKs. The fleet in 2000 includes not only the Caravelles but 5 B-727s, 2 hush-kitted Dash-24Cs, 1 Dash-C3, and 1 each hush-kitted Dash-25F and Dash-51F.
It is not until January 31, 2001 that a tragic event brings this carrier, one of the last Caravelle operators in the world, back to public attention.
While on approach to Mitu, coming in from Yopal and en route to Bogota, the crew of the Caravelle XR experiences difficulty putting down the landing gear and elects to return to Yopal. Just 3 mi. short of the runway at its destination, the jetliner, with a crew of 3 plus 3 passengers and 14 55-gallon barrels filled with gasoline, crash-lands in a meadow and catches fire. Two passengers and a crewman are killed and the aircraft is burnt out.
LAUDA AIR LUFTFAHRTGESELLSCHAFT, A. G.: World Trade Centre, P. O. Box 56, Vienna-Schwechat, A-1300, Austria; Phone 43 (1) 7007 2081; Fax 43 (1) 7007 2091; Http://www. laudaair. com; Code NG; Year Founded 1979. World champion and Grand Prix race driver Andreas Nikolaus “Niki” Lauda establishes Lauda at Vienna in April 1979 to offer air taxi and charter services with a fleet of 2 Fokker F.27s, which are acquired for $3 million. Lauda holds 51% shareholding, with ITAS Austria obtaining the remainder. The certificate of Alpair is taken over and revenue services commence on May 24.
Operations continue apace in 1980-1982, during which time Presi-dent/CEO Lauda personally pilots many fights. Unable to offer scheduled airline services because of political considerations, a disappointed Lauda leases the F.27s to Egyptair, S. A.E. and returns to racing in 1983.
After winning his third world championship title, founder Lauda, late in 1984, decides to retire from Grand Prix racing and return full-time to the airline scene. Two Dassault Falcon 20s are acquired and the reborn company becomes a joint-stock concern. Ayear later in 1985, two BAC 1-11-500s are leased from TAROM (Transporturile Aeriene Romane, S. A.) and used to inaugurate charter and inclusive-tour flights to Spanish and Greek holiday destinations in a cooperative venture with partner tour operator ITAS Austria, owned by Basile Varvaressos Vermoegens-ferwaltungs, GmbH. (BVV).
Managing Director Olmar Lenz’s fleet is significantly increased in 1986 as two Boeing 737-200s are leased for the charter business. An application is made for a license to begin charter flights to the Far East and Australia. The company’s first owned Boeing, a B-737-3Z9, arrives in July. It, together with its sister, will allow ITAS to increase its named charters to Spain and the Canary Islands (Paco Leone), to Egypt and Israel (Topic), and to various other destinations (Belmondo).
When Lauda petitions the Austrian government for the right to operate scheduled domestic and regional services, the move is strongly opposed by the national flag carrier, Austrian Airlines, A. G.
Enplanements this year total 192,369 and a $3-million operating profit is earned. The net gain is $2.6 million.
Airline employment is increased by 50.9% in 1987 to 169 as, beginning in the spring, the B-737-3Z9 launches seasonal charter flights (with two refueling stops) from Vienna to Recife. Scheduled operations are licensed by the government in December.
Passenger boardings jump 23.1% to 250,124 and revenues advance 14.2% to $36.6 million. With costs held down, the profits are $4.1 million (operating) and $3.1 million (net).
A B-767-3Z9ER is received in the spring of 1988. Upon receipt of a desired certificate for Far East flights, the new twin-engine wide-body is employed to inaugurate scheduled flights to Bangkok, Hong Kong, and Sydney in May. The second B-767-3Z9ER arrives in November.
In 1989, the 467-employee Lauda becomes an all-jet airline as the fleet now includes 2 Boeing 737-3Z9s, 2 B-767-3Z9ERs, and 1 Gates Learjet 35A. Orders are outstanding for three B-737-4Z9s and a third B-767-3Z9ER.
Enplanements are 356,045 and a total of 6.04 million FTKs are operated.
Company employment is increased by 8.8% in 1990 to 508. In February, weekly flights are opened from Vienna to Singapore via Bangkok. The company begins trading on the Vienna Stock Exchange in June. Licensure for worldwide scheduled services, previously limited to Austrian Airlines, A. G., is obtained from the government on August 23. The first scheduled European regional route is inaugurated in December—weekday B-737-3Z9 roundtrips from Vienna to London (LGW).
Passenger boardings this year jump 28.7% to 458,300.
The payroll is cut 7.5% in 1991 to 470 as 1 owned B-737-4Z9 is delivered; a B-767-3Q8ER is leased from Air France along with a B-767-3Z9ER from Martinair Holland, N. V. Charter destinations now visited include Hong Kong, Singapore, Thailand, Cyprus, Greece, Jamaica, Mexico, Portugal, Florida, Spain, St. Lucia, and Santo Domingo via Milan, from Vienna, and from Lauda and Milan. Holiday flights are made to the Bahamas, Barbados, Heraklion, Montego Bay, Rhodes, St. Martin, and Santo Domingo.
On May 26 Flight NG004 is en route from Hong Kong to Vienna with 10 crew and 213 passengers. Piloted by American Thomas Welsh, the Martinair B-767-3Z9ER crashes at 11:18 p. m. local time, 16 minutes after takeoff from Mong Muang International Airport outside Bangkok. Rescuers reaching the scene report that they cannot locate any piece of the aircraft larger than 6 feet. There are no survivors from the 12th worst commercial aviation disaster to date and although a terrorist bomb is initially suspected, it is later established that a manufacturing fault had caused the port engine’s thrust reverser to deploy unexpectedly. Via Condor Flugdienst, GmbH., Deutsche Lufthansa, A. G. (DLH) now acquires 25% shareholding.
Enplanements of 309,002 are reported for the year’s first seven months.
Twice-weekly scheduled services are inaugurated on March 29, 1992 from Vienna to Miami via Munich in cooperation with the German flag carrier. Lauda operates the Vienna to Munich segment. Also added from Vienna to Seoul via Bangkok are flights to Phuket, Hong Kong, Melbourne, and Sydney.
Chairman Lauda now oversees 676 employees and his fleet is upgraded by the addition of another B-737-4Z9. Orders are placed for four B-777-2Z9s. In July, the company sells another 26.5% shareholding to Condor Flugdienst, GmbH. and in August another B-767-3Z9ER is delivered.
In November, a major alliance with DLH, also inked in July, comes into effect. Under its terms, codes will soon be shared on flights from Munich to Miami and Los Angeles and the two companies will engage in sales and marketing cooperation to seven European destinations. A fourth B-767-3Z9ER is delivered in December. Just before Christmas, thrice-weekly services are inaugurated from Frankfurt to Miami via Vienna.
Passenger boardings swell 16.6% to 644,784 while freight is up an almost unbelievable 267.8% to 28.71 million FTKs.
The workforce grows by 40.5% in 1993 to 950 and the fleet now includes 2 each B-737-3Z9s and B-737-4Z9s, 3 B-767-3Z9s, and 1 Lear-jet 36A.
Backing up its strategic marketing agreement with Lauda signed the previous fall, DLH purchases another 13.24% stake on January 4, the same day Condor Flugdienst, GmbH. acquires 26.47% shareholding. A “Partner of Lufthansa” logo is applied to all Lauda aircraft liveries. Also during the first quarter, the subsidiary Lauda Air, S. p.A. is formed in Italy to provide holiday flights to the Caribbean and is outfitted with a single B-767-31AER.
In cooperation with DLH, four-times-per-week flights begin on April 1 from Los Angeles to Miami and Munich, with continuation service provided by Lauda to Vienna. Later in the month, twice-daily service is launched to London (LGW).
Other destinations visited include Bangkok, Phuket, Hong Kong, Melbourne, Miami, Sydney, Cyprus, Florida, Greece, Jamaica, Mexico, Portugal, Spain, St. Lucia, Santo Domingo, the Bahamas, and Barbados.
In July, the Condor Flugdienst, GmbH. interest is shifted to DLH, which now controls 39.71% of Lauda Air. Founder Lauda’s share falls to 39.71%, with the remaining 20.58% traded on the Austrian stock exchange. In October, a contract is placed with Bombardier Regional Aircraft Division for six Canadair CRJ-100ER regional jets.
Customer bookings ascend by 21.2% to 782,200 and after-tax profits reach Sch 43 million ($4.3 million).
The first three Canadair Regional Jets, beginning with the lead plane Herbert von Karajan, are delivered in January and February 1994. After workup, the three CRJ-100ERs begin flying twice daily on March 27 on behalf of DLH from Vienna to Barcelona, Madrid, Brussels, Geneva, Manchester, and Stockholm. In April, the last 25.94% stake held by BVV is purchased. The strategic alliance signed with the German flag carrier in 1992 is now enhanced as European sales and marketing joint efforts are expanded to eight more cities.
Reflecting national approval of the expensive material, it is announced in July that, by summer’s end, cabin crew members will be wearing Levi’s blue jeans as part of their uniforms.
Despite a ruling by the EU Commission during August, the government of France refuses to allow Lauda Air flights from Vienna and Salzburg to land at Paris (ORY), despite the fact that it already has the necessary landing slots. On September 8, another 13.2% stake is sold to Lufthansa; both DLH and Lauda each now hold a 39.71% interest, however, the latter retains control through ownership of an additional two shares. The remaining stock is sold on the Vienna Stock Exchange. In October, the company enters the executive travel market, operating a Learjet 60 and a Cessna Citation II on the service.
Passenger boardings for the year rise 5.7% to 826,835 while freight ascends 3.3% to 45.41 million FTKs. There are profits: $10.9 million (operating) and $4.1 million (net).
The workforce is increased by 37.8% in 1995 to 1,120. French officials, who had resisted the move claiming that Air France needed time to recover from its recent ordeals, accede to European Union demands and open Paris (ORY) to Lauda on January 1. Three more Canadair CRJ-100ERs now become available, allowing routes and frequencies to be significantly increased from Salzburg, beginning on January 30 with new twice-daily service to Frankfurt and daily flights to Paris (ORY) and London (LGW).
On March 26, three new Canadairs based at Milan begin flying to Vienna, Manchester, Brussels, Paris (Orly), Barcelona, and Dublin while, from Vienna, new daily B-737-3Z9 frequencies commence to Lisbon via Barcelona and to Milan with a Canadair. Meanwhile, several new destinations are added in Asia and the Pacific.
A trilateral around-the-world service is initiated in October with United Airlines and Thai Airways International, Ltd. (THAI). The
New thrice-weekly flights allows dual-designator code-sharing via Bangkok with THAI, Los Angeles or San Francisco with United Airlines, and Vienna via Lauda. Deutsche Lufthansa, A. G. is the big winner in this arrangement in that, under its pact with Lauda, the German major is provided with an alternative service from Frankfurt to Sydney, Australia, one that permits it to drop its own thrice-weekly frequencies over the route.
On November 1, changes occur in the European regional market. As Milan has failed to generate the traffic expected, the two CRJ-100ERs based there are returned to Vienna. Meanwhile, new schedules are introduced to Rome and Paris (Orly) and the number of frequencies to London (LGW) and Frankfurt is increased.
Enplanements jump 15.7% to 935,799 while cargo accelerates 21.7% to 594,000 FTKs. Operating revenues are boosted 24.3% to $308.6 million and costs, while up 25.7%, are still $298.2 million. Operating gain dips slightly to $10.4 million, but net gain rises to $4.6 million. Both figures are later adjusted upward slightly, to $11 million and $4.7 million, respectively.
Airline employment grows another 21.6% in 1996 to 1,273 and the fleet now includes 7 Canadair CRJ-100ERs, 3 B-767-3Z9ERs, 4 B-737-3Z9s and 1 each Learjet 36A, B-767-33AER, and B-767-31AER, the latter continuing its charter to Lauda Air, S. p.A. Orders are outstanding for four B-777-2Z9As.
In April, a Dassault Falcon 20 joins the carrier’s executive fleet. Also during the early spring, the carrier contracts with DO & CO to provide catering services. Weekly B-767-3Z9ER roundtrips commence in May between Vienna and Ho Chi Minh City in Vietnam. In June, the company begins to code-share with Austrian Airlines, A. G. on frequencies from Vienna to Nice, Milan, and Rome; Lauda CRJ-100ERs operate the services. The two carriers also enter into a “gentleman’s agreement” not to compete over the same routes.
Daily CRJ-100ER frequencies commence on July 1 between Salzburg and Sofia, Bulgaria, the company’s first gateway in Eastern Europe. By month’s end, the company is operating 100 weekly dual-designator departures with Lufthansa to destinations throughout Western Europe as well as thrice weekly to Miami.
In November, Salzburg to Rome Canadair flights commence. At the same time, two B-737s devoted to inclusive-tour flights are integrated into the European regional service, flying from Vienna to Paris (ORY) and London (LGW), as well as from Vienna to Lisbon via Barcelona. A newly redesigned fleet livery is introduced in December.
Passenger boardings surge 30.9% to 1,224,584 and 65.19 million FTKs are operated, a 25.2% increase. Operating income climbs 24.1% to $385 million and expenses are up 23.3% to $368.6 million. Operating profit accelerates to $16.4 million and a net $5.5-million profit is recorded.
The workforce grows by 2% in 1997 to 1,299. During the third week of March, DLH agrees to sell almost half of its 39.7% stake to Austrian Airlines, A. G. At the same time, a tentative equity agreement is signed by Lauda with Austrian Airlines, A. G. The agreement with Austrian Airlines, A. G. takes effect on June 1 when Lauda surrenders 36% shareholding. Despite loss of majority control, founder Nikki Lauda remains CEO.
After months of negotiations, the company is able to announce that it has won Australian government permission for new flights to their nation that include fifth freedom rights to bring in passengers from Kuala Lumpur, Malaysia. On August 18, the carrier is able to begin offering its passengers electronic visa applications when they book for services to Australia.
The former Tyrolean Airways, A. G. route to the Romanian city of Timisoara is taken over on October 6, with a Lauda Canadair providing weekday flights. A Sunday service to Timisoara begins on October 26.
When the winter schedule begins on October 26, the carrier launches daily Canadair services over the former Austrian Airlines, A. G. routes to the Baltic cities of Riga, Latvia, and Vilnius, Lithuania, and begins its own new route from Vienna to Tallinn, Estonia. It also begins flying to Sydney and Melbourne via Kuala Lumpur instead of Singapore. In addition, the number of weekly dual-designator flights with new codesharing partner Malaysia Airlines, Ltd. from Vienna to Kuala Lumpur is doubled from three to six.
During November, the company joins with Austrian Airlines, A. G. and Tyrolean Airways, A. G. to create Austrian Airlines Group-Cargo. The airline has a turnkey network for freight of 118 destinations in Europe, the Mideast, the Far East, the U. S., and Australia.
Passenger boardings accelerate 13.6% to 1,438,100.
On January 28, 1998, a memorandum of understanding is signed between Austrian Airlines, A. G. and TAP-Air Portugal, S. A. for a broad commercial agreement, that includes Lauda; plans are made to begin code-sharing on routes from Austria to Portugal during the summer.
With the inauguration into service of the first new B-777-2Z9 in March, the company also begins to allow in-flight video gambling.
In July, the company takes delivery of the first of two Next Generation B-737-8Z9s. Christened Falco after the famous Austrian singer, the aircraft enters revenue service on August 1.
The second B-777-2Z9 arrives at the end of September. It is placed into revenue service on October 15, operating an additional service to Australia via Kuala Lumpur.
Passenger boardings ascend 8.7% to 1.56 million.
During the second week of January 1999, a $519-million order is placed with Boeing for two B-737-6Z9s and four B-737-7Z9s to be delivered between 2000 and 2002. The airline takes delivery of a B-767-3Z9s, with the second scheduled to arrive in August.
In anticipation of air strikes by NATO countries against Serbian military targets in a campaign for an independent Kosovo, Lauda, Tyrolean Airways, A. G., and Austrian Airlines, A. G., on March 24, halts all scheduled service into Belgrade, as well as Sarajevo, Mostar, Zagreb, Split, Skopje, Tirana, Ljubljana, Timisoara, and Sofia. A spokesman, in making the announcement, indicates that the situation will be evaluated further toward evening; however, that evening, Operation Allied Force, the bombing attack on targets in Serbia and Kosovo, begins.
Service to Belgrade remains halted on March 25-26 and for much of the duration of the NATO bombing campaign Operation Allied Force. Flights to south-central and southeastern Europe experience delays of 30-60 min. through mid-May due to airspace closure.
Flights worldwide begin to operate under a nonsmoking policy on March 28; Nicorette inhalers are, however, available for those passengers who need to smoke.
By April 23, the company is able to fly to all of its previous Balkan destinations except Belgrade, Skopje, and Tirana.
Austrian CEO Mario Rehulka reports on April 26 that the Austrian group, including Austrian Airlines, Lauda Air, and Tyrolean Airways, have lost revenue in each of the past 5 weeks because of the Kosovo crisis, including Sch 4.4 million ($340,000) the week of April 19.
A second weekly B-777-2Z9 service to Denpasar, Bali, is launched on May 9 via Bangkok.
In an interview with Austria’s Format magazine, Lufthansa Chairman Juergen Weber indicates that his company is willing to sell its stake in Lauda if the price is right. Lufthansa confirms to Reuters, Ltd. on May 10 that the quote is accurate.
Between June 2 and June 20, Lauda sponsors the “Renaissance of Johann Strauss” at the Renaissance Hotel at Kuala Lumpur, Malaysia. To help promote Austrian culture and tourism, the airline brings in a musical ensemble and chefs from two Vienna hotels.
Piloted by owner Lauda, a B-767-3Z9ER departs Frankfurt on August 30 on a World Adventure. When the Lauda aircraft returns to Germany on September 15, it has covered 40,000 km. in 46.1 hrs. flying timeimproving the record by almost an hour-and has made stops at Bangkok, Sydney, Honolulu, and Los Angeles.
Citing lack of customer support, the carrier, on November 1, halts its service from Vienna to Puerto Plata via Miami.
Passenger boardings climb 9.2% to 1,707,000.
Airline employment at the beginning of 2000 stands at 1,692, a 17.5% increase over the previous 12 months. After six months of successful changeover and an investment of ATS 500 million, the full Austrian Airline Group—Austrian Airlines, A. G., Lauda Air, and Tyrolean Airways (Tyrolean Airways Luftfahrtgesselschaft, GmbH.)—becomes the 10th official member of the “Star Alliance” on March 26.
Weekly B-767-3Z9ER roundtrips are inaugurated on May 4 from Vienna to Kathmandu, Nepal. The service has been taken over from Austrian Airlines, A. G. Two Next Generation B-737-6Z9s are delivered on May 4 and May 10, respectively. Outfitted with leather seats, both aircraft are employed for business-class services from Vienna to Hamburg and Munich.
Employing its first new Next Generation B-737-8Z9, Lauda, on May 22, initiates new four-times-a-day return service from Linz to Frankfurt, taking over the route from Tyrolean Airways (Tyrolean Airways Luft-fahrtgesselschaft, GmbH.).
The Next Generation B-737-6Z9s, christened Romy Schneider and Albert Einstein are placed into service in mid-June on routes from Frankfurt to Linz and from Vienna to Istanbul, Madrid, Munich, and Rome.
Beginning on July 14, weekly B-767-3Z9ER charters are operated, through September 15, from Milan to Osaka (KIX).
On August 22, officials at Austrian Airlines, A. G. announce that they will increase its current 35.6% stake in Lauda Air to 59% over the next 11 months. Officials at Lauda are criticized for alleged mismanagement, setting off a war of words.
Acknowledging an expectation of a 558-million-schilling loss for the year to October 31, Chairman Lauda, in October, announces a plan to offset the downturn through a 1.1-billion-schilling ($67-million) sale-and-leaseback deal with Boeing for five company aircraft. The rescue plan is pushed through without the blessing of the major shareholders at Austrian Airlines, A. G.
With the beginning of the winter schedule on October 29, the number of weekly roundtrips from Vienna to Kathmandu is increased from one to three. Weekly return frequencies from Vienna to Sydney are reduced from six to four, with flights to Melbourne held at twice weekly.
On November 10, the Austrian Airlines, A. G. board of directors approves the start of negotiations with Deutsche Lufthansa, A. G. for the purchase of the German flag carrier’s 20% stake in Lauda Air. When Reuters, Ltd. reports the development the next day, it reminds readers that, as part of its minority purchase in 1986, Austrian also acquired the right to buy an additional 23% of founder Nikki Lauda’s 30% remaining stake by July 2001. Lauda, on the other hand, can remain CEO as long as he holds at least 7% of the carrier’s shares.
Expecting huge losses beyond those suggested by Lauda, the board of directors, led by Chairman Rudolf Streicher, orders an external review of the company’s finances by the independent accounting firm of KPMG Corporate Finance.
When received on November 20, the KPMG report criticizes the lack of internal financial control by the airline of its foreign currency dealings.
The Austrian carrier’s board members, on November 21, call for a special meeting of Lauda shareholders on December 7 to vote founder Niki Lauda out of the carrier’s management. Lauda, who has been speaking ill of Austrian’s efforts to takeover the airline, calls for a special meeting on December 22 to vote off the Austrian Airlines, A. G. representatives. At the same time, Lauda also resigns as CEO and the next day accepts a simple pilot’s contract from the airline’s personnel chief.
New Lauda Air CEO Ferdinand Schmidt refuses to acknowledge the contract and, in effect, fires founder Lauda as a company pilot on December 8. Lauda agrees to accept the ban because he has no desire for a direct meeting with Schmidt. Instead, a week later the former race car driver turns around and accepts a captaincy with the subsidiary, Lauda Air, S. p.A.
On December 13, Austrian Airlines Group announces that its large restructuring process will bring a profit for FY00, despite an expected
E 14.5-million ($12.8-million) loss at Lauda. Lauda will be reined in and its new management will be integrated closely with those of wholly owned subsidiary airlines Austrian and Tyrolean. The group’s supervisory board approves implementation of the reorganization scheme by the executive board during the first half of 2001. Lauda will continue as a charter operator with a few scheduled flights and Tyrolean will be primarily a domestic and regional carrier.
A news report from the U. K. press service Ananova reveals on December 14 that officials of Austrian Airlines Group have had founder Niki Lauda’s executive office cleaned out in the World Trade Center. Lauda agrees to the move only on condition that the furniture and other items are sold and the money given to the charity Light in the Dark. Consequently, a sale is staged by the Internet auction house OneTwoSold later in the month.
LAUDA AIR, S. p.A.: Strada Provinciale 52, Aeroporto Milano Malpensa, Vizzola Ticino (VA), I-21010, Italy; Phone 39 (331) 75931; Fax 39 (331) 230467; Code L4; Year Founded 1993. This Italian subsidiary of the Austrian independent is founded at Milan in September 1993 to offer charter flights to the Caribbean. Shareholding is divided between Lauda Air Luftfahlgesellschaft, A. G. (33%), ITC&P (33%), and Volante Sri (33%).
A. Molinars is named general manager and is provided with a single Boeing 767-31AER, under lease from the parent, which inaugurates holiday services in October to Barbados, the Bahamas, St. Martin, and Santo Domingo.
Flights continue apace in 1994. When Deutsche Lufthansa, A. G. advances its shareholding in the Lauda parent to 39.71% in early August, it also receives access to General Manager Molinar’s Milan base.
International and regional charters are continued in 1995-1999, during which years a second Boeing wide-body is leased and two Canadair CRJ200ERs are acquired. During the latter year, the entire fleet is repainted, adopting a green accent that complements the colors of its Austrian parent.
A total of 151 workers are employed at the beginning of 2000. Destinations visited now include Recife in Brazil, Colombia, Sharm-el Sheik and Hurganda in Egypt, Cancun in Mexico, Senegal, Tobago, and the Florida cities of Fort Lauderdale and Orlando.
Following his November 21 resignation as chairman/CEO of Lauda Air Luftfahrtgesellschaft, A. G. and his December 8 dismissal as a pilot from the airline he had created, Lauda Air founder Niki Lauda turns around and accepts a captaincy with this subsidiary. His first flight is a December 18 B-767-31AER charter from Rome to the Dominican Republic.
World History
