Is organized as Target Airways, Ltd. doing business as Great American Airways at Reno, Nevada in the fall of 1979 to offer passenger tour group charter and contract jet flights, especially on behalf of Nevada casino operators, to cities throughout North America. Employing three Douglas DC-9-15s, of which one has been purchased from Trans World Airlines (TWA) , the holiday carrier inaugurates revenue service on September 26. A total of 36,000 passengers are flown during the remainder of the year.
A scheduled Reno to Oakland return service is inaugurated in 1980 and a total of 85,000 customers are flown in the first full year of service. Expenses, however, lead to an operating loss of $536,436.
The workforce is cut 44.7% in 1981 to just 21 and 2 DC-9-15s are withdrawn. The carrier comes under new management and suspends its scheduled frequency, electing to concentrate on nonscheduled holiday flights. Passenger boardings decline to 77,000. Revenues accelerate to $3.9 million and the operating loss is slashed to $132,381.
Customer bookings fall 3.4% in 1982 to 72,839. The payroll is increased by 4.8% in 1983 to 22. The carrier’s single DC-9-15 is able to fly 3.8% more passengers, 75,615. Plans are made to acquire another DC-9-15. The B-720-023B Kay O'lI is purchased from the Los Angeles Dodgers, but will not enter service.
Two more employees are hired in 1984, but the new Douglas does not arrive. Still, passenger boardings climb 14.2% to 86,333.
The employee population totals 25 in 1985, a 4.2% increase. The lone DC-9-15 receives new livery, but customer bookings drop 23.6% to 65,944.
Enplanements fall a further 3.3% in 1986 to 63,783. Airline employment grows by 29.2% in 1987 to 31, but passenger boardings decline another 42.9% to 36,418. Although revenues of $2.6 million are generated, costs are so high that operating income is only $5,000 and a $367,000 net loss is suffered.
The workforce is cut by 9.7% in 1988 to 28, but the one-plane company is able to reverse its traffic pattern of the previous year. Customer bookings rise 32.9% to 47,681. Revenues jump 22.9% to $3.19 million and allow an operating income of $458,000. Net profit is $198,000.
Three new employees are hired in 1989 as a second DC-9-15 is placed into service. Despite the doubling of capacity, passenger boardings actually decline by 10.9% to 42,478.
The workforce is reduced by 3.8% in 1990 to 25 as one DC-9-15 is withdrawn. Still, charter passengers increase by 0.1% to 75,224 and revenues climb to $5.1 million. Costs are low enough to guarantee operating income of $719,406 and a net profit of $581,951.
Company employment grows 40% in 1991 to 35 and the second DC-9-15 is reinstated. Passenger boardings shoot up 18.2% to 87,989.
General Manager Kenneth Damask’s workforce is increased by 66.7% in 1992 to 40. The two Douglas jetliners fly a total of 94,391 passengers on the year, an 8.6% boost. Revenues total $6.6 million and expenses are held low enough to allow generation of a $545,999 operating profit and net gain of $452,060.
Airline employment is increased a remarkable 137.5% in 1993 to 95 as a third DC-9-15 is placed into service. The company now expands the scope of its operations from North America to worldwide. Passenger boardings climb 49.4% to 141,003.
A McDonnell Douglas MD-87, acquired from ZAS Airline of Egypt joins the fleet in early 1994. Customer bookings skyrocket 114% to
259,000 and operating revenue advances 109.6% to $21.39 million. Expenses are up 88.1% to $18.9 million and consequently profits are nearly identical: $2.49 million (operating) and $2.47 million (net).
A second MD-87 and an MD-82 are acquired in 1995. During the summer, the carrier contracts with the city of Myrtle Beach, South Carolina, and tour operator World Technology Systems (WTS) to provide charter service that supplements regular flights schedules. The operation will be known as Myrtle Beach Jet Express.
Traffic surges for the Las Vegas-based carrier as enplanements skyrocket 82.8% to 468,000. Plans are discussed for the future inauguration of scheduled services. Revenues again exceed costs and profits accelerate to $3.79 million (operating) and $3.83 million (net).
Airline employment stands at 100 in 1996. To assist reformed Air Jamaica, Ltd. (2) in its expansion plans, the carrier wet-leases to the Kingston-based national airline a pair of MD-83s painted in “AirJam’s” new multihued livery.
Employing the GAA operating certificate and licenses as a way to get around the U. S. Category II safety prohibition against its direct flights to the U. S., the Jamaican line inaugurates new routes between Chicago and Jamaica and from New York (JFK) to markets throughout the eastern Caribbean. In the wake of the May Valujet Airlines disaster, GAA, like similar U. S. airlines, becomes the focus of intensified and continuing safety audits by the FAA.
Beginning in September and continuing through the following February, tour operator WTS sponsors a promotion in which every passenger purchasing a ticket will receive two free rounds of championship golf at a selected course.
Passenger boardings swell 26.5% to 592,000 and operating income advances 27.9% to $40.08 million. Expenses, however, rise 48.6% to $40.92 million and leave an $836,000 operating loss. A $1.76 million net loss is also suffered.
Acting on a tip from what management will call a disgruntled worker, the Federal Aviation Administration conducts a safety investigation of the carrier late in the first quarter of 1997.
Citing numerous falsifications of its flight and duty time records, training records, and load manifest documents, the Federal Aviation Administration, in what it deems an emergency action, pulls Great American’s operating certificate on April 13. The Reno-based airline, now famous for its free—or inexpensive—tickets for gamblers, files for Chapter XI bankruptcy protection the next day and protests the government’s action. The grounding severely impacts the wet-lease arrangement with Air Jamaica, Ltd. (2). WTS, which has been operating both Myrtle Beach Jet Express and its own public low-cost charter company Sun Jet International Sales, now offers its business to Sun Pacific International Airlines and TransMeridian Airlines.
Despite its appeal, Great American does not return to the skies.
GREAT BARRIER AIRLINES, LTD.: P. O. Box 53-091, Auckland Airport, Auckland, 1030, New Zealand; Phone 64 (9)275-9120; Fax 64 (9) 275-6612; Http://www. greatbarrierairlines. com; Code GB; Year Founded 1990. This new entrant is set up at Auckland Airport in 1990 to provide scheduled flights to Palhia. Murray Pope becomes managing director and revenue services are inaugurated with a start-up fleet comprising 1 Pilatus-Britten-Norman PBN-2 Islander, 3 Piper PA-23 Apaches, 2 PA-32 Cherokee Sixes, and 1 PA-28 Cherokee.
Nelson McEwan becomes general manager in 1992 and the Cherokee is withdrawn.
Service is maintained in 1993-1994, during which latter year an order is sent to Montreal for the acquisition of a de Havilland Canada DHC-6-200 Twin Otter.
While on its ferry delivery flight from Oakland, California, to Auckland, N. Z., via Hawaii, the DHC-6-200 with one crew and two passengers suffers fuel exhaustion 750 km. NE of Honolulu on July 3, 1995, and ditches at sea; although the plane is lost, a passing ship rescues those aboard.
Flights continue in 1996 as a second Islander is acquired.
Service is maintained during the remainder of the decade. During these years, Mark Roberts becomes general manager and the fleet is expanded with a de Havilland DHC-6-100 Twin Otter.
GREAT CHINA AIRLINES, LTD.: Taiwan (1955-1998). This charter carrier is formed at Taipei in 1955 as a rotary-wing sight-seeing and crop-dusting operator. Both regular and ad hoc passenger charter flights are undertaken to a variety of destinations, particularly between Taichung, Sun Moon Lake, and Lishan.
After three decades of service, the fleet of the helicopter carrier in 1985 is made up of two machines: one Bell 206B JetRanger and a Bell Model 47. Late in the year, it ceases operations.
In response to deregulation in 1987, the company is purchased by new owners in January 1988. The company is reformed and reorganized as a scheduled regional passenger airline employing fixed-wing aircraft. Capitalization stands at NT$300 million and orders are placed for 10 de Havilland Canada DHC-8s.
President Peter Szu obtains four de Havilland Canada DHC-8-100s and frequencies are posted in January 1989 for flights from the capital city to Kao-hsiung, Makung, and Tainan. Orders are placed for two Boeing 737-300s.
Enplanements total 32,850. Expenses exceed costs and there are losses: $2.3 million (operating) and $2.99 million (net).
Company employment is increased by 58.6% in 1990 to 287 and the jetliner order is changed to three McDonnell Douglas MD-90s. Passenger boardings skyrocket 88.4% to 283,185. Revenues total $7.65 million, but costs are higher. The operating loss swells to $4.78 million and net downturn reaches up by $4.5 million.
Two DHC-8-311s are acquired in 1991 allowing service to be opened to Chiyai and Taichung. Customer bookings are reported for the first half year and are up a whopping 72.7% to 196,000.
Airline employment in 1992 stands at 376 and a third DHC-8-311 joins the fleet. In October, charter flights are inaugurated from Taipei to Phnom Penh.
The fleet in 1993 comprises 4 DHC-8-102s, 1 leased DHC-8-301, and 3 DHC-8-311s. Orders are placed for three McDonnell Douglas MD-90-30s. Destinations visited from Taipei now include Taichung, Chiyal, and Makung while those routes flown from Makung include services to Chiyai, Taichung, Tainan, and Kao-hsiung.
A $26-million order is placed for two more DHC-8-311s in January 1994. These are received in April and May as airline employment grows to 536, including several Canadian instructor pilots. Routes are added from Taichung to Kinmen and from Taipei to Pingtung. Capitalization on the year’s last day stands at NT$1.1 billion.
Operations continue apace in 1995. In April, a 20% stake is sold to EVA Air, Ltd. for $12 million.
Three more DHC-8-311s are received in 1996. In mid-February, President Szu’s company becomes Asian launch customer for the de Havil-land Canada DHC-8Q-400B with an order for six.
The first MD-90-30 arrives in the late spring of 1997. In October, a $27.7-million order is placed for two DHC-8Q-300s that will be delivered in December. Company officials and other dignitaries are on hand during the November 21 ceremonies as the first DHC-8Q-400B is rolled out at the Downsville, Ontario, plant of Bombardier Regional Aircraft Division. It is reported that the carrier just manages to break even fiscally this year.
At the beginning of 1998, the company operates 148 daily flights connecting medium-sized cities on a 12-point route network. The fleet includes 12 DHC-8-311s and 1 MD-90-30.
Just after takeoff from Taipei to Chiyai in southern Taiwan on February 1, a DHC-8-311 with 4 crew and 16 passengers is taken over by passenger Lin Chin-wen, who has taken out two bottles of suspected gasoline and splattered it on nearby seats and carpeting. Before he can ignite the liquid, he is subdued and restrained by flight attendant Chen Kung-cheng and three passengers. The captain diverts his flight to Taichung Airport, where Lin is escorted off the plane. Arrested by police, the hijacker admits he wished to commit suicide on the plane because he would soon die of a terminal disease.
The crash of a China Airlines, Ltd. (CAL) A300B4-622R on February 16 (202 dead) and a Formosa Airlines, Ltd. SAAB 340A on March 18 (13 dead) triggers EVA Air, Ltd. to make a dramatic move. In mid-April, with government support, the company announces that effective July 1, the major will no longer offer any domestic services. Its regional subsidiaries—Taiwan Airlines Company, Ltd., Great China, and Uni Air, Ltd. — will be merged into an enlarged Uni Air, Ltd., which will provide only domestic services. This move not only addresses the national debate over air safety, but improves its balance sheet as well.
THE GREAT EASTERN SHIPPING COMPANY, LTD.: Huhu Aerodrome, Hangar 6A, Bombay, Maharastra 400054, India; Phone 91 (22) 496-5733; Fax 91 (22) 496-5054; Year Founded 1995. The
Rotary-wing division of this concern is established at Bombay in 1995 to provide corporate passenger and cargo services. By 2000, Manager R. M. Choudhary oversees the work of 8 full-time pilots, who fly 3 Bell 212s.
GREAT LAKES AIRLINES: United States (1951-1962). Little is known of the operations of this supplemental carrier. Formed in early 1951, the company purchases a Curtiss C-46F from the USAF in February, but by April the aircraft has been transferred to The Flying Tiger Line.
In 1953, a second C-46F is purchased from the same source and registered to Nevada Aero Trades, who lease it to Skycoach Express.
Although a supplemental certificate is obtained from the CAB at the end of the decade, it is cancelled in 1962.
GREAT LAKES AIRLINES, LTD.: Canada (1961-1981). Organized at Sarnia, Ontario, in January 1961, GLA is initially the in-house airline of the Homes-Blunt Company, Ltd. Flight services begin in April. A Beech 18 and Cessna 310 are employed for the first six years to provide executive charter flights to and from Toronto.
Company officials decide to begin a scheduled return service in 1967 and add two Douglas DC-3s, one each in June and November. The original Cessna 310 is sold to Hughes Marine Sales, Ltd. in May 1968.
Two CV-440 Metropolitans are purchased from Swisssair, A. G. in December 1969 and enter service in 1970. Their arrival allows sale of a DC-3 in May 1971. The Beech 18 is sold in January 1972 and the last DC-3 in November.
London, Ontario, joins the route network in 1973 and in the fall negotiations with the Swedish carrier Linjeflyg, A. B. lead to the purchase of four CV-440s, the first of which arrives in December.
The final three CV-440s arrive between January and June 1974. With six CV-440s now available, route expansion occurs, with services started to Peterborough, Ottawa, and Kitchener. Frequencies to Toronto are increased.
Operating in a haphazard fashion and losing money, the airline is closed down (except for its original route) for review briefly in early
1975. A group of Toronto businessmen now purchase Great Lakes from Homes-Blunt. A contract is let with Air Canada, Ltd. for the provision of ground support and reservations.
The oldest CV-440 is sold for scrap in September with another passed to Sun Valley Key Airlines.
In order to take advantage of hockey charters available in southern Ontario, the company wet-leases a CV-580 from Allegheny Airlines (1) in February 1976. With Allegheny pilots at the controls, the new aircraft flies its first hockey charter in March.
Scheduled services are resumed in April, although the Kitchener stop is eliminated. A second CV-580 is added the same month and a CV-440 is sold to Onyx Aviation, Inc. in June. All but one of Air Canada’s Toronto-London frequency is assumed in October.
In January 1977, company headquarters are transferred to London from Sarnia just in time to receive another CV-580. London-based Flightexec, Ltd. and its Piper PA-23 Aztec are now acquired and operated as a wholly owned subsidiary specializing in executive charters.
Two CV-440s are sold in May and one in July. A CV-580 wet-leased from Allegheny is employed in November and December to provide extra seating during the holiday season.
The same aircraft is again employed between October and December 1978. Enplanements total 282,468.
Small package charter services are started to Winnipeg, Calgary, Edmonton, and Vancouver on behalf of Purolator Courier during the summer of 1979. An application is made to the Canadian government for permission to operate downtown-linking services between Toronto, Ottawa, and Montreal, employing DHC-7s.
Passenger boardings are level, climbing only a minor 0.05% to 283,887.
Between December and March 1980, extra capacity is provided by a CV-580 leased from Great Northern Airlines, Ltd. Passenger business is so hectic between February and April that Purolator flights are suspended to western Canada.
Flights from Toronto to Peterborough and Ottawa are suspended in January 1981 and taken over by Air Atonabee, Ltd. In February, direct, weekday-only Toronto-Ottawa service begins. Purolator Courier services are again reduced, this time in March, and are discontinued outright in early April.
On April 27, the carrier is reformed and renamed Air Ontario, Inc.
World History
