FRANKFURT, Sept 7 (Reuters) – Volkswagen’s Chief Executive Herbert Diess on Monday sought to quell speculation that the world’s largest carmaker, which is on a mass production push for electric cars, has plans to develop deeper ties with start-up rival Tesla.
Diess met with Tesla’s Chief Executive Elon Musk in Braunschweig, Germany, last week, and during his visit VW let Musk drive its new ID.3 electric car.
“Just to be clear: We just drove the ID.3 and had a chat – there is no deal/cooperation in the making,” Diess said in a post on Linkedin which included a video of the two executives driving the vehicle on an airfield.
“Thanks for the visit, Elon! Hope you like the video. It was great driving the ID.3 with you! You were just quite critical with the available torque at higher speed. I told you: “Yes, we are on the runway – but no need for take off – its not a sports car.”
Article by Belén Morant, Media: Airbus Helicopters; Jonny Carroll; DTX Media
Tim Ochsner, Chief Pilot of the Texas Department of Public Safety (DPS), explains the key to the success of the SAREX (search and rescue exercise)
When it comes to offering an adequate, effective and rapid response to natural disasters there’s no room for improvisation, particularly when a number of different agencies are involved. Tim Ochsner, Chief Pilot of the Texas Department of Public Safety (DPS), explains the key to the success of the SAREX (search and rescue exercise) conducted by more than 20 different agencies since 2015, which has now established itself as the benchmark for rescue training in the US.
How did the need arise to organise rescue training on such a large scale as SAREX?
In 2011, the state of Texas had huge problems with wildfires, and the following years we had two major floods. All the agencies equipped with aerial capability for these kinds of situations were involved: the Army with their Lakotas, our local EMS agencies, the Austin Police Department with their H125 and San Antonio Police Department with an H125 as well…
We all quickly formed a team and worked together out of necessity due to the flooding. We didn’t have time to set much up – we just did it.
After those events, we thought we needed to come up with a better plan for training, establish a communication plan and standard operating procedures. We had to establish a cooperation framework that was independent to the parties we tend to work with, because at the end of the day these things can change. That’s how the SAREX exercise came about.
BERLIN (Reuters) – Luxury German carmaker Daimler <DDAIF> and Volvo Cars, owned by China’s Geely, are considering cooperating to cut the costs of developing combustion engines, a magazine reported on Sunday, citing unnamed company sources.
The Automobilwoche weekly cited a Volvo manager as saying there were initial talks with Daimler, but no concrete plans, while a company spokesman said it was too early to talk about firm projects, although it was not excluding anybody.
A Daimler spokesman said the company’s cooperation with Geely, which owns a 10% stake in the German carmaker, was developing in a positive way, but declined to comment further.
Global tariffs, accelerated by a trade war between China and the United States, as well as higher investment requirements for electric and autonomous vehicles, are forcing carmakers to seek new ways to cut and share costs.
In October, Volvo said it would merge its engine development and manufacturing assets with those of Geely, creating a division to supply in-house brands and also potentially others with next-generation combustion and hybrid engines.
The Automobilwoche said this new division would start operating by the end of March, which could be a possible starting point for cooperation with Daimler, while a further step could be a partnership to develop electric power trains.
Geely and Daimler have said they plan to build the next generation of Smart electric cars in China through a joint venture and the two companies are also cooperating on a premium ride-hailing service in China.
Geely bought Volvo Cars in 2010 from Ford Motor Co <F.N>, allowing the Swedish brand to operate on an arms-length basis. But in recent years, it has deepened cooperation between the two brands.
Volvo already supplies engines to some Geely-branded vehicles, sharing technology through Geely’s Lynk brand. Both companies share and develop common vehicle platforms.
(Reporting by Emma Thomasson and Georg Merziger; editing by Jason Neely)
– AWACS part of NATO investment in hi-tech surveillance
– Announcement comes days before NATO summit in London
BRUSSELS, Nov 27 (Reuters) – NATO on Wednesday awarded Boeing Co a $1 billion contract to upgrade its fleet of AWACS reconnaissance planes, a deal officials said showed the strength of transatlantic cooperation days before an alliance summit in London.
First flown in 1982 and repeatedly modernised, the Boeing-made planes, which can detect hostile aircraft, missiles, ships and other weaponry far beyond NATO borders, will be overhauled with more powerful computer processors, servers and equipment.
The 14 planes, based at an air base in Germany, can already exchange information via digital data links, with ground-based, sea-based and airborne commanders, but need a greater capacity to transmit data as technology develops.
The upgrade will keep one of the few military assets owned and operated by the Western alliance in service until 2035.
AWACS have been flown in support of the international coalition against Islamic State, gazing deep into Syria from Turkey, as well as along NATO’s eastern flank following Russia’s 2014 annexation of Crimea from Ukraine.
“The modernisation will ensure that NATO remains at the leading edge of technology,” NATO Secretary-General Jens Stoltenberg told a news conference alongside Boeing President Michael Arthur, standing in front of one of the planes.
“It will provide AWACS with sophisticated new communications and networking capabilities, so these aircraft can continue their vital missions,” he said.
One NATO official described AWACS, which have crews drawn from 18 different allies, as a symbol of NATO unity, at a time when U.S. President Donald Trump has questioned its value and French President Emmanuel Macron last month said NATO was dying.
The upgrade will be funded by 16 NATO allies, including the United States, Germany, Turkey, Italy and Spain, and some work will be subcontracted to European suppliers including Leonardo and Airbus.
The modernisation comes as NATO takes delivery of the first of five Global Hawk drones, which will be based in Italy.
After years of delays, the high-altitude drones made by Northrop Grumman give the alliance its own spy drones for the first time and will work with the AWACS to protect ground troops, as well as other tasks.
The drones will be able to fly for up to 30 hours at a time in all weather, providing near real-time surveillance data.
(Reporting by Robin Emmott Editing by Mark Heinrich)
Nov 4 (Reuters) – IAG, the parent of British Airways and Spain’s Iberia, announced a 1 billion euro ($1.12 billion) takeover of Spain’s Air Europa to boost its presence on routes to Latin America and the Caribbean.
The deal follows a setback in Latin America for IAG after Chile’s Supreme Court ruled against a plan that would have allowed it to bolster cooperation with partners in the oneworld airlines alliance.
BA parent IAG ups bet on Latin America with Air Europa takeover Ryanair Chief Executive Michael O’Leary attends a Reuters Newsmaker event in London
Chile’s LATAM Airlines in September then announced it planned to leave the alliance, opting instead for a tie-up with SkyTeam member Delta Air Lines.
IAG shares initially rose more than 2% following the Air Europa takeover announcement but some analysts said IAG may have to shed routes in order to win regulatory approval.
IAG shares were up 1.2% at 1315 GMT.
Ryanair CEO Michael O’Leary said his company will ask the UK’s market watchdog to force IAG to make divestments as part of its Air Europa takeover, a deal he said would be bad for competition.
“Potential remedies, perhaps in the form of slot release or behavioural restrictions, may be required and these could impact the potential synergies,” an analyst at Liberum wrote in a note.
IAG also owns carriers Iberia Express, Level, Ireland’s Aer Lingus and Vueling.
“We are not convinced that having just another brand platform is the optimal move, and could see it potentially combining with Level, Vueling or potentially Iberia Express after some time,” analysts at Bernstein said.
FILE PHOTO: An Air Europa-branded Boeing 737 MAX aircraft is seen grounded at a storage area in an aerial photo at Boeing Field in Seattle
Air Europa serves 69 destinations, including long-haul routes to the Americas and the Caribbean. It had a fleet of 66 aircraft at the end of 2018.
Air Europa’s Spanish parent company Globalia earlier this year received authorisation from the Brazilian government to explore the possibility of flying domestic routes within Latin America’s largest economy.
It is unclear if that authorisation will remain with Globalia or be transferred to IAG.
Air Europa will initially keep its brand and as it gets integrated into the existing hub at Madrid it will be a standalone operation run by Iberia boss Luis Gallego, IAG said.
It will also withdraw Air Europa from the SkyTeam alliance once the deal is completed. Air Europa has a joint venture with Air France-KLM.
“This is of strategic importance for the Madrid hub, which in recent years has lagged behind other European hubs,” said Gallego, adding that Madrid had the potential to serve as a gateway between Asia and Latin America.
IAG said it expected the Air Europa deal, which will be funded through external debt, to close in the second half of next year and for it to add to its earnings in the first full year after the closure.
($1 = 0.8951 euros) (Reporting by Yadarisa Shabong in Bengaluru; additional reporting by Andres Gonzalez in Madrid and Marcelo Rochabrun in Sao Paulo, editing by Patrick Graham and Jason Neely)
An Air Europa Boeing 737 airplane takes off at the airport in Palma de Mallorca
WestJet and Delta Air Lines today announced that their proposed U.S. – Canada transborder joint venture has received clearance under Canada’s Competition Act from the Canadian Competition Bureau. The CCB issued a no-action letter confirming that it does not intend to challenge the proposed joint venture agreement between WestJet and Delta Air Lines.
“Today’s clearance by the CCB is an important step towards satisfying the conditions necessary to implement the proposed WestJet-Delta transborder joint venture,” said Ed Sims, WestJet President and CEO. “We thank the CCB for its timely and thorough review. The joint venture will lead to more consumer choice, connectivity, and economic benefits on both sides of the border by growing U.S.-Canada business and tourism travel.”
Ed Bastian, Delta’s CEO, said, “This significant achievement brings us closer to implementing a joint venture that provides a world-class experience for customers travelling between the U.S. and Canada. The joint venture between Delta and WestJet will create an expanded network with more frequencies and destinations, improved airport connections and significantly enhanced frequent flyer benefits.”
The proposed joint venture between the two airlines is still subject to regulatory approval from the U.S. Department of Transportation.
Upon receipt of all regulatory clearances or approvals in the U.S., the new joint venture will enable Delta and WestJet to deepen their existing partnership with expanded codesharing, reciprocal elite frequent flyer benefits, optimized growth across the U.S.-Canada transborder networks, and co-location at key hubs with initiatives designed to deliver a more seamless guest experience. The partners will also begin implementing joint sales and marketing activities and increase belly cargo cooperation.
Further information about WestJet and Delta Air Lines is available at westjet.com and delta.com.
Korean Air joint venture provides a strong platform for Delta growth, world-class customer benefits and revenue generation across one of the most comprehensive route networks in the trans-Pacific.
Delta has acquired a 4.3 percent equity stake in Hanjin-KAL.
Delta has acquired a 4.3 percent equity stake in Hanjin-KAL, the largest shareholder of Korean Air. The investment demonstrates Delta’s commitment to the success of its joint venture with Korean Air and the customer benefits, market positioning and growth opportunities the partnership enables. Delta intends to increase its equity stake to 10 percent over time, after receiving regulatory approval.
“Together with the team at Korean Air, we have a vision to deliver the world’s leading trans-Pacific joint venture for our shared customers, offering the strongest network, the best service and the finest experience connecting the U.S. with Asia,” said Delta CEO Ed Bastian. “This is already one of our fastest-integrating and most successful partnerships, and experience tells us this investment will further strengthen our relationship as we continue to build on the value of the joint venture.”
Delta and Korean Air operate the industry’s most robust trans-Pacific joint venture, providing customers with seamless access to more than 290 destinations in the U.S. and over 80 destinations in Asia, including the partnership’s award-winning hub at Seoul-Incheon (ICN).
Since launching in May 2018, Delta and Korean Air have strengthened cooperation by expanding joint operations in the trans-Pacific to include more than 1,400 codeshare flights, including connections throughout Asia and the U.S. Teams at both airlines have also worked closely together to provide the best travel experience for customers between the U.S. and Asia, integrate sales and marketing activities, and enhance loyalty program benefits, such as the ability to earn more miles on both loyalty programs and redeem them on a wider range of flights. Additionally, Korean Air and Delta have launched cargo cooperation across one of the most comprehensive route networks in the trans-Pacific market.
The partnership is contributing to Delta’s first year-over-year growth in the Asia Pacific region since 2012, with new service launched earlier this year between Minneapolis/St. Paul and Seoul, as well as Seattle and Osaka, operated in partnership with Korean Air. Additionally, Korean Air has launched new service linking Boston with Seoul.
The joint venture builds on nearly two decades of close partnership between Korean Air and Delta, both founding members of the SkyTeam airline alliance.
Delta is growing its international footprint and leveraging partnerships with key airlines in regions around the world, including through joint ventures and equity investments. These investments improve alignment between Delta and its partners, creating a more stable environment for growth amid an increasingly dynamic global landscape.
The two airlines have jointly transported more than 14.4 million passengers since the Joint Cooperation Agreement launched.
Highlights include introducing eight new routes and two new joint destinations in Mexico, strengthening the network’s power in the transborder market.
Airlines have eliminated 80% percent of the differences in service and standardized processes to create a seamless travel experience.
Since Delta Air Lines and Aeromexico departed together on a journey to pioneer the first transborder airline alliance between the U.S. and Mexico, more than 14.4 million passengers have benefitted from the carriers’ integration during the last two years.
Today, Delta and Aeromexico jointly offer more than 1,100 weekly flights on 64 routes between 11 cities in Mexico and 33 in the U.S. The Joint Cooperation Agreement has launched eight new routes and two new joint destinations in Mexico, and allowed terminal co-location in 12 airports in the U.S., 10 of which are Delta hubs, and three Aeromexico hubs in Mexico.
As seamless as checking in at a Delta terminal and boarding an Aeromexico plane, “our goal is creating a familiar travel experience with standards that are common across Delta and Aeromexico. This partnership and the integration of both airlines allow us to offer a more powerful network, more benefits and standard policies, which result in a seamless service,” said Nicolas Ferri, Delta’s Vice President— Latin America and Alliances Americas.
True to its word, the JCA has so far eliminated 80% of the differences in services and has standardized many processes, such as purchasing tickets online or benefitting from loyalty programs. On board, customers will find uniformity on Delta and Aeromexico cabins, seat selection and checked and carry-on baggage policies; parallel access to Gogo’s WiFi portal and free text messaging; as well as having Spanish-speaking crew members on all transborder flights.
“Although the integration of commercial processes, products, airports and sales teams has been a great challenge, communicating with a cohesive voice has facilitated that assimilation. While Delta and Aeromexico have distinct and unique looks, we respect each other and share the same vision: to provide the best of each to our customers,” said Paul Verhagen, Aeromexico’s Senior Vice President – International Sales.
Providing the best isn’t limited to the airport experience. From sponsoring the Mexican National Soccer Team to the Latin GRAMMY Acoustic Sessions in Miami, L.A. and Mexico City, Delta and Aeromexico are committed to supporting the communities they serve. The airlines aim to foster unity, diversity and to uphold corporate values through their sponsorships of a variety of sporting and cultural events in both Mexico and the United States.
“Such a historic alliance between two iconic airlines is about making travel between the two carriers easier for customers. By working together, we have shared and applied best practices and business solutions, bringing our individual strengths into the partnership,” added Ferri.
Delta and Aeromexico sales professionals have formed a fully integrated sales team dedicated to promoting both operators in the U.S. and Mexican markets. Routes have been increasingly added throughout the two years under the JCA, strengthening the power of the network in the transborder market.
Customers from Atlanta can enjoy nonstop access to nine cities in Mexico including Mexico City, Guadalajara and Monterrey. The JCA also operates direct flights from New York, Detroit, Minneapolis, Salt Lake City, Seattle, and Los Angeles to multiple business and leisure points in Mexico.
Connectivity is crucial to driving business and boosting the economy of both countries, while offering customers the possibility of discovering new experiences through Delta and Aeromexico’s distinctive service in the coming years.
Customers can conveniently connect to Azul’s unrivaled domestic network when flying Copa into and out of Brazil; in addition to the codeshare agreement, Azul and Copa also announce today the launch of their frequent flyer cooperation agreement.
São Paulo, November 8, 2018 – Azul Brazilian Airlines and Copa Airlines have announced today a broad cooperation agreement that will connect the two largest route networks in Latin and South America. As part of this agreement, customers can conveniently connect to Azul’s unrivaled domestic network when flying Copa into and out of Brazil. This agreement means that Copa customers can now potentially access all of Azul’s 101 domestic destinations in Brazil, including 52 destinations not served by any other airline. In the near future, Azul will also place its code on Copa flights into and out of its Panama city hub, allowing Azul’s domestic customers to take advantage of the broadest network in Latin America. The benefits and convenience of a codeshare ticket include those of thru check-in and thru-baggage.
In addition to the codeshare agreement, Azul and Copa also announce today the launch of their frequent flyer cooperation agreement. Starting in December, members’ of TudoAzul, Azul’s loyalty program, and ConnectMiles, Copa’s loyalty program can now easily earn frequent flyer points when flying either airline.
“Copa Airlines is always looking for partnerships to offer the best travel experience and enhance our route network for our customers. This new partnership with Azul reinforces the company’s presence in Brazil as well as expands our connectivity domestically in this important country”, said Dennis Cary, Commercial and Planning Senior Vice President, Copa Airlines.
“This codeshare agreement also allows us to offer more flight options to major cities in the Brazilian southeastern and northeastern regions to which we currently do not fly and which, through our Hub of the Americas, will be connected with Panama and the rest of the American continent bringing more opportunities and economic development to these cities”, added Cary.
Operational excellence is embedded deep within the DNA of both Copa and Azul. “In addition to the broad portfolio of destinations, this codeshare brings together two of the most on-time airline in the world. Copa is the most on-time airline in Latin America while Azul is the most punctual in Brazil. This ensures the best possible experience for our connecting customers”, highlights Shah.
Once the agreement is approved by the regulatory authorities, Customers of both airlines will be able to enjoy all these benefits.
