International Air Transport Association
Partner Brief
Strategic Partnerships Newsletter

34th Issue • Quarter 3, 2010

State of the Air Transport Industry

Giovanni Bisignani
Director General and CEO
International Air Transport Association (IATA)

66th IATA Annual General Meeting
and World Air Transport Summit

Berlin, Germany

A Snapshot of the Industry
2.4 billion passengers. 43 million tonnes of cargo. 32 million jobs. Just
1 accident for every 1.4 million flights. 2% of global carbon emissions.
$545 billion in revenue. $54 billion in charges from monopoly providers.
$217 billion in debt. This is global air transport today. Our resilience has been tested by disease, war, terrorism, spiking oil prices, and even a volcano. The worst economic recession in 80 years saw revenues drop
by $81 billion and losses of almost $10 billion in 2009. Read more

View the State of the Air Transport Industry address and other videos
via the AGM 2010 Newsroom

 
 
 

Minimizing the risks of crew fatigue

Chris Glaeser, IATA’s Director of Safety, explains how the complex issue of crew fatigue can be better managed to reduce risks and increase efficiency.

“Fatigue”
A physiological state of reduced mental or physical performance capability resulting from sleep loss or extended wakefulness, circadian phase, or workload (mental and/or physical activity) that can impair a crew member's alertness and ability to operate an aircraft safely or perform safety-related duties.
—ICAO fatigue risk-management systems (FRMS) guidance material


We are all familiar with fatigue. Anyone who has sat, bleary-eyed and yawning, behind the wheel of a car has experienced the effects of fatigue firsthand. We just don’t perform well when we’re tired, whether we’re driving a car or flying a plane. And this lack of alertness can increase the risk of error, jeopardizing the safety of all concerned.

Current regulations in need of a tune-up
Written when there was no around-the-clock flying and little time-zone jumping, the current regulations reflect a bygone era. To illustrate this discrepancy, take the following example.

Let's say a pilot in New York City flies a five-hour flight to Los Angeles in the morning. The airline has no other flights from Los Angeles except the return
flight to New York. According to current regulations, the pilot cannot fly the return leg, because it will cause him to exceed eight hours of flying time in one day.

This means the pilot has to spend 10–12 hours in Los Angeles during the day
in "crew rest" when he's wide awake. Then he has to fly back to New York at 11 p.m. that same night, when he would normally be going to sleep.

Not only is this contrary to the body's natural rhythms, it's also inefficient and risky. If fatigue is managed properly, the same pilot could return to New York within a 10-hour duty day and never feel fatigued.

New factors, new measures
Fatigue is not a new threat to safety. What is new, however, is the increase in
the duration and number of international flights crossing multiple time zones. Modern ultra-long-range aircraft can fly for as long as 18 hours, making the management of flight-crew rest a challenge, even with augmented crews. Domestically, the development of regional jets has resulted in schedules with
as many as 10 or 11 short flights in a single day. As a result, authorities are faced with developing regulations that address all forms of fatigue across the entire range of operations.

For the past 35 years, fatigue has been the subject of scientific study. Recent developments in the scientific understanding of fatigue have led to the realization that if fatigue can be measured, it can also be prevented.

Given, however, that a complex set of factors contributes to fatigue, complete eradication is almost impossible. The good news is that a number of defenses and measures can be implemented to reduce the overall risk.

Science, solutions, and ciradian rhythms
The application of scientific research in preventing and mitigating fatigue is advancing rapidly. Applying that science to crew scheduling has resulted in measurable improvements in crew performance, health, and off-duty quality
of life.

A scientific approach includes the understanding of our circadian rhythms—the body's natural 24-hour cycle—to manage fatigue. The fact is that the human body likes to sleep when it's dark, in the latter half of the night, primarily between 2 and 6 a.m. The smallest deviation—such as getting up at 5 instead of 6 a.m.—can disrupt the flow of the whole day. Most of us can usually recover after one day of disruption, but not after several days in a row. A fatigue risk-management system (FRMS) attempts to limit fatigue by providing adequate opportunities for quality rest, rest-recovery opportunites, and optimized schedules.

An FRMS can be easily incorporated into a company's existing safety management system (SMS). By applying fatigue science to crew scheduling, airlines can determine which crews to deploy when and where. In addition to scheduling practices that allow for quality rest periods, a recovery period can
be built into the schedule. Preventing fatigue becomes just another piece of the operational scheduling puzzle, like preventative maintenance.

Updating regulatory requirements
Regulatory requirements must be aligned with the latest fatigue research
and with industry needs. In many areas, existing regulations actually result in increased fatigue. One such example is allowing for flight-crew schedules
to be flipped between day and night schedules without consideration for circadian rhythms.

Fortunately, international regulatory agencies, including ICAO, EASA, and the FAA, are committed to changing existing regulations. New regulations are anticipated in many regions over the next year. To assist member carriers in implementing an effective FRMS, IATA is in the process of producing an FRMS implementation guide by the end of 2010.

Learn more about IATA’s safety initiatives, the Strategic Partnerships program and the Safety area of involvement, or contact the SP team at partnership@iata.org.

 
 
 

The IATA Safety Report

Safety is IATA’s number one priority. Along with the IATA Operational Safety Audit (IOSA) and the Six-point Safety Program the IATA Safety Report is another tool to help airlines implement and operate a safety management system. The report is the result of a collective effort between IATA's safety experts, member airlines, and aeronautical-industry stakeholders.

The purpose of the IATA Safety Report is twofold. The report identifies trends
with collated and analyzed accident data and then details prevention strategies to enhance safety.

In total, 90 accidents met the IATA accident criteria in 2009. Summary data for 2009 provides the following conclusions:

  • The total number of accidents decreased by 17% (90 vs. 109 in 2008).
  • The Western-built jet-hull loss rate decreased by 12%.
  • The total number of fatal accidents decreased by 12%.
  • Total fatalities increased by 36%, primarily due to three catastrophic events.

The total number of industry flights flown in 2009 was within 0.5% of the number flown in 2009. However, the global Western-built jet-hull loss rate continued to decline in one of the most difficult commercial operating environments ever seen in the aviation industry.

From a regional perspective, the Western-built jet-hull loss rates decreased
in all IATA regions except Africa, Asia/Pacific, Europe, and the Middle East and North Africa. Overall, IATA member airlines surpassed the industry in terms
of safety, with an accident rate of 0.62 Western-built jet-hull losses per million sectors flown.

For more information on the IATA Safety Report, please contact Michael Goodfellow at goodfellmj@iata.org.

 
 
 

AIRDEX INTERNATIONAL, Inc.: Supply-chain solutions

Shippers, airlines, forwarders, and cargo handlers would all agree that the emergence of the “supply chain” concept is an important way of understanding our industry and how we bring value to customers. “Supply chain” and “value chain” are universally recognized models, and the terms are used frequently
by academics and practitioners.

However, there is one significant barrier to total supply-chain efficiency:
the incentives of individual stakeholders in the supply chain.

If each stakeholder works only to maximize his or her own short-term profit opportunities, overall supply-chain efficiency is reduced. Instead, stakeholders must think long-term and search for creative ways to align their incentives and increase supply-chain efficiency.

AIRDEX INTERNATIONAL, Inc., of Henderson, Nevada, a supplier of strong yet ultra-lightweight skid/pallet products, has been combining efforts with key logistics and air-cargo carriers. As a result, several successful co-marketing initiatives have been undertaken to expedite the application of this technology, thus saving shipping costs and reducing cargo damage. In addition, use of AIRDEX's lightweight alternatives reduces fuel burn, brings down transportation costs, and reduces CO2 emissions for clients.

By combining their solutions, these supply-chain stakeholders are finding unique ways to make the supply chain more efficient and sustainable for everyone.

AIRDEX INTERNATIONAL, Inc.

Vance L. Seagle

www.airdex.com

 
 
 

ICTS Europe Systems: Managing passenger flow

Managing the flow of passengers through the bottleneck of security checkpoints is one of the main challenges facing airports.

From check-in to security checkpoints, transfers, boarding, and duty-free shopping, the boarding pass plays a crucial role in the management of passengers within an airport environment. This is true for both the airport operator and the airline.

An effective tool would enable airports to identify who their customers are
and to monitor passenger behavior by

  • Scanning all IATA-compliant boarding passes
  • Validating the passes against the flight details by integration into
    the flight-information display system (FIDS)
  • Checking for boarding-card duplication
  • Allocating the passengers to specific security lanes/zones according
    to the information available on the boarding card, such as flight type, business/leisure/low cost/high yield/security profile, etc.
  • Permitting manifests to be created from the information collected,
    which could be accessed by the operating airlines

ICTS Europe Systems has designed such a system to provide line management, passenger-flow analysis, and online information for the airlines about passengers passing through the landside/airside checkpoint.

This system has been successfully implemented at Bristol Airport, providing better customer service by reducing line-up times, enhancing security procedures, and generating valuable and accurate information on passenger flow for the airport and airlines.

ICTS Europe Systems

Wilson Nwaeke

www.ictseuropesystems.com

 
 
 

KAM CONTROLS, Inc.: Solutions for biofuel contamination in jet fuels

Increased government mandates for biofuels, particularly biodiesel or fatty-acid methyl ester (FAME), have led to contamination issues for producers, shippers, and consumers of jet fuel. Because jet fuel often shares pipelines or tankers with biodiesel, it's at risk of contamination, which can lead to serious engine-operability issues. While FAME can be detected in the laboratory, there is currently no inline measurement tool.

KAM CONTROLS is partnering with major oil companies, airlines, ASTM International, and the Energy Institute to develop measurement solutions and standards to mitigate FAME contamination. KAM has a history of innovation and inline solutions in the areas of water contamination in crude oil, pipeline-interface detection, and colorimetry for pipelines and jet fuels. This experience has qualified the company to work on issues of FAME detection and, specifically,
on the inline detection of biofuel contaminants.

The Central European Pipeline Management Agency (CEPMA) is the management agency for NATO’s largest European pipeline, supplying both NATO and civilian airports. Recently, CEPMA announced all clients must provide proof that deliveries satisfy current FAME mandates of less than 5 parts per million. Mandates such as this have left producers and pipeline operators scrambling for accurate and reliable detection solutions.

Laboratory measurement is extremely costly in terms of time, man-hours, demurrage, and so on. KAM CONTROLS' philosophy of accuracy and simplicity aims to save customers time and money in a variety of detection applications.
To develop a solution that addresses the FAME issue, KAM CONTROLS has assembled a team of optical, mechanical, and electrical engineers. This team has launched testing solutions in conjunction with major oil companies.

KAM CONTROLS, Inc.

Kam Mohajer

www.kam.com

 
 
 

LifeConEx: End-to-end cold-chain management

Successfully meeting cold-chain transportation requirements is not a random process. Rather, it is achieved by detailed planning, supported resources, leveraged infrastructure, competence, and the ability to execute. Stakeholders must share the responsibility for maintaining the balanced solutions with the highest standards, the links between the products and the patients.

At the IATA World Cargo Symposium in Vancouver early this year, the main message was that "cold chain is lucrative—when we get the standards right." Attendees learned that cold-chain risk-management practices are being strengthened by the establishment of early-warning systems and processes
for prompt and timely action.

LifeConEx, Lead Cold Chain Solutions Provider (LCCSP), is about to launch
an extremely comprehensive IT system dedicated to end-to-end cold-chain management for all modes of transportation. This enhanced system will help our airline partners comply with industry standards, mitigate risk, and increase their competitive advantage.

Many life-science shippers and airline partners already use our system to set
up and manage regulatory-compliant standard operating procedures (SOPs), access temperature-driven tracking and tracing data, stay informed about real-time interventions, and gain fact-based causal analysis and quality trends.

LifeConEx

Nina Heinz

www.lifeconex.com

 
 
 

Lyngsoe Systems: The "opening" of Aalborg Airport

How can an airport that has been operating successfully for several years with excellent passenger growth be opening? On 1 June 2010, a critical part of the airport's success was put into action as the Aalborg Airport launched its new radio-frequency identification (RFID) baggage-handling system.

The new baggage system is central to the continued growth of the airport as it serves airlines demanding greater sortation complexity. This unique baggage system uses flight details stored in the memory of the RFID chip. By determining the chute to which the bag should be sent, the system eliminates the need for baggage messages. According to IATA, these messages—through either duplication or omission—are responsible for 11% of all baggage mishandling, which costs the industry over $250 million a year.

RFID works by encoding key baggage data (specified in RP1740c) to an electronic baggage tag when the baggage label is printed. This label also has the normal barcode information printed for less advanced airports. The RFID readers used by this baggage system read these labels with far greater accuracy than can be achieved by the barcodes. After the label is read, the bag
is sorted to the correct build chute using the flight information on the tag.

Bags continue to be reconciled to the flight using the baggage message, which contains security information not stored on the RFID chip.

Lyngsoe has also installed systems in Milan, Lisbon, and Hong Kong. For the past three years, Lyngsoe has collaborated with IATA on creating and running
a yearly baggage summit.

Lyngsoe Systems

Ida Wetche

www.lyngsoesystems.com

 
 
 

Smets-Technology GmbH: Reducing the risk
of runway skidding

Despite the technical improvements of the last 20 years, landing an aircraft on
a wet runway is still challenging, and not just for the pilot. Airport operators must ensure that all precautions have been taken to minimize the risks associated with water on the runway.

An average landing leaves 700 grams of rubber in a thin layer on the runway. Multiplied by thousands of landings, the rubber fills the micro- and macrotexture of the pavement. This causes a serious loss of skid resistance when the runway is wet.

The FAA requires that strict standards for runway skid resistance be respected and maintained at all airports. One method successfully used to enhance runway skid resistance entails cutting grooves into the runway surface. Runway-rubber removal is essential for safe landing areas.

Among other methods, including chemical removal, shot blasting, and mechanical means like grinding or brooming, ultra-high pressure (UHP) blasting has become the most accepted rubber-removal technique over
the past few years.

A UHP rubber-removal vehicle with the following characteristics would help airports face this challenge:

  • Environmental sustainability: Rubber deposits can be removed solely
    by water, without resorting to chemical additives. By using suction to remove the rubber-contaminated water from the runway, water consumption is minimized.
  • Safety: In case of an emergency landing, the vehicle can leave the runway within a few seconds. The suction system would ensure that the runway is dry immediately after the removal process.
  • Surface compatibility: Rubber removal with a UHP blasting vehicle is suited to concrete surfaces as well as asphalt, regardless of grooving
    or anti-skid coatings. The adjustable water pressure and driving speed would ensure that the surface, expansion joints, and accessories—
    such as runway lighting—would not be damaged.

Due to numerous industry partnerships, Smets-Technology is able to design and deliver runway solutions, including just such a UHP vehicle, to both municipal and industrial sectors.

Smets-Technology GmbH

Christina Reck

www.smets-technology.com

 
 
 

Simplifying the Business: A new project,
new developments, and success at the 2010 AGM

The IATA Board of Governors recognized the progress and continuing relevance of the Simplifying the Business (StB) program at this year’s Annual General Meeting (AGM).

As the industry moves from crisis to recovery, the mission of StB—to reduce costs and improve service—is vital for making that recovery sustainable. The Board highlighted this fact and committed its support to ensure all five current StB projects meet their 2010 targets. Six years on, StB continues to feature prominently on IATA's list of Board priorities.

The StB team looks forward to continuing its work with industry partners to deliver US$12.8 billion in annual savings to the passenger and cargo supply chains.

A new project for Automated Baggage Rules
StB continues to expand! The IATA Board of Governors approved the Automated Baggage Rules project at the AGM. By providing a central database for interline-baggage rules, the project will enable airlines, travel agents, and passengers to know what baggage rules apply for any given itinerary.

"Baggage rules are becoming increasingly complex and confusing. We must improve transparency so that travelers know what to expect," said Giovanni Bisignani, IATA's Director General and CEO. "Airlines have a variety of different rules and fees depending on the number of bags checked, class of travel, frequent-flyer status, and routings. This project will put all of that information in one place so passengers can have a complete understanding of baggage fees before they buy their tickets—even for complicated journeys."

IATA is partnering with the Airline Tariff Publishing Company (ATPCO), which
will host the central database. IATA will mobilize airlines to submit their baggage rules to ATPCO by September 2010.

Travel agents and airlines can link to the new database through existing reservations and ticketing systems. In so doing, they will enable passengers
to receive baggage fees and allowance information at the time of booking.

E-services project moves forward
The e-services project is encountering rapid success in its first year of existence. As of July 2010, Air China, Turkish Airlines, Virgin Atlantic, and Finnair have gone e-services-live. These member airlines are currently looking into ways to reduce the costs associated with paper-document processing. This endeavor will lead them into partnership with systems providers.

We value our Strategic Partners' expertise and opinions on our projects. The IATA e-services team is committed to including Strategic Partners in future workshops and webinars. We are currently working on further opportunities for Strategic Partners to get involved in e-services. Stay tuned for more information.

2010 deadline for BCBP is fast approaching
The Bar-coded Boarding Passes (BCBP) project is slowly drawing to a close. Current capability as of July 2010 stands at 89%. Forty-one carriers are currently 100% BCBP. IATA is confident that airports and airlines around the world will have followed suit and reached the Board target by 31 December 2010.

We take this opportunity to congratulate our Strategic Partners for their support
of the BCBP project. Strategic Partners are playing a key role in the swift and reliable implementation of bar-coded boarding passes. They are also helping those airlines and airports behind in their targets implement faster.

Stay up-to-date by visiting Simplifying the Business.

 
 
 

IATA Conferences and Events

IATA conferences, exhibitions, and industry meetings provide outstanding networking opportunities in addition to an association with the IATA brand,
a world-class global endorsement. These events cover areas as diverse as pricing, ground-handling, legal issues, fuel and security, among others, which benefit airlines, airports, travel and cargo professionals, as well as service providers, and governments.

Featured events

  • CIO Forum 2010
    18–19 August 2010 — Qingdao, China
    The Qingdao China CIO Forum 2010 facilitates interaction between Chinese policy-makers and aviation leaders on topics such as Chinese economics and the emerging technologies in North Asia.

  • Revenue Accounting Meeting
    14–16 September 2010 — Budapest, Hungary
    The IATA Revenue Accounting Meeting is an essential gathering for the revenue-accounting community. This unique platform enables member airlines, fuel suppliers, and Strategic Partners to discuss the industry's priorities and agree on actions that enhance efficiency and productivity.

  • IATA Security Forum
    8 September 2010 — Singapore
    The IATA Security Forum will present IATA's Five Recommendations
    to improve aviation security around the world. An update on the actions
    and concrete results obtained so far will be provided. Regional topics
    on security will also be discussed.

  • ATAG Aviation and Environment Summit
    16–17 September 2010 — Geneva, Switzerland
    Join the aviation industry's environmental leaders to debate views on reducing emissions by 2050. This event is crucial to prepare the industry for COP 16 and the next ICAO Assembly.

Watch for upcoming events!
Aviation Health Conference
28–29 September 2010 — London, United Kingdom

IATA Maintenance Cost Conference
19–20 October 2010 — Abu Dhabi, United Arab Emirates

IATA Clearing House User Group Meeting
20–22 October 2010 — Kuala Lumpur, Malaysia

AVSEC World 2010
2–4 November 2010 — Frankfurt, Germany

Aviation Fuel Forum
9–11 November 2010 — Prague, Czech Republic

127th Schedules Conference
11–14 November 2010 — Melbourne, Australia

Commercial Strategy Symposium
7–9 December 2010 — Istanbul, Turkey

Visit IATA Events regularly for an updated list of all upcoming events.

Michael Huntington
Manager, IATA Conferences and Events
Tel: +1 450 715 1313

 
 
 
New Strategic Partners

Since 1990, IATA Strategic Partners have been contributing to IATA and the air transportation industry through their involvement in the Strategic Partnerships program.

We are happy to introduce the following new Strategic Partners.
Access the company websites directly by clicking on their logos.

Aircastle Ltd   Attachmate   Conex
Aircastle Limited   Attachmate   CONEX
Duty Free World, Inc.   Elsag Datamat   Emirates Safe Cleaning Solutions
Duty Free World, Inc.   Elsag Datamat spa   Emirates Safe Cleaning Solutions
Gate Safe Inc.   KUNZ GmbH Aircraft Equipment   Narita International Airport Corporation
Gate Safe, Inc.   KUNZ GmbH Aircraft Equipment   Narita International Airport Corporation (NAA)
QuinTech Engineering Innovations B.V.   SCSC   TMS Travel Management Solutions Pty. Ltd.
QuinTech Engineering Innovations B.V.   Saigon Cargo Service Corporation (SCSC)    
UBI Energy Limited        
UBI Energy Limited        

For a complete list of Strategic Partners, and to learn more about what they offer, please visit our online directory.

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Spotlight on IATA
2010 Annual General Meeting
Minimizing the risks of crew fatigue
The IATA Safety Report
Simplifying the Business
IATA Conferences and Events
New Strategic Partners
Partners' Corner
AIRDEX INTERNATIONAL, Inc.
ICTS Europe Systems
KAM CONTROLS, Inc.
LifeConEx
Lyngsoe Systems
Smets-Technology GmbH
 
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