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Old November 27th, 2005, 02:23 AM   #341
Urban Dave
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Would be great to be able to fly in one of those 1rst class flights!
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Old November 27th, 2005, 03:32 AM   #342
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Quote:
Originally Posted by TORONTO
Air Canada just went through some tough times in the past. Now that it is out of bankruptcy it is positioning itself as one of the best in the world. You would see this happen in the near future.

TORONTO

I look forward to that.
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Old November 27th, 2005, 06:17 AM   #343
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WestJet latest to cut baggage allowance
26 November 2005

Lisa Schmidt Heading into the holiday season, WestJet Airlines Ltd. is cutting its baggage allowance, following the lead of Air Canada and other carriers trying to lighten planes to save fuel.

Passengers will still be allowed two pieces of checked luggage for free, but starting Dec. 3, the airline will restrict the number of additional bags to three from five. Charges for extra bags will rise $10 to $40 per piece.

Maximum weight per bag remains at 32 kilograms, but rates for overweight luggage will also rise.

"One of the main reasons is going to be the fuel costs," said spokeswoman Gillian Bentley. "By reducing the number of bags it reduces the overall weight on the planes."

Last month, Air Canada cut back on free baggage allowances on all flights and raised fees for overweight luggage and extra bags.

Under the new rules, passengers can check in two bags weighing up to 23 kilograms or one bag weighing up to 32 kilograms. That's down from two 32-kilogram bags or one 45-kilogram bag.

The move follows similar changes by U.S. carriers such as Northwest Airlines and Continental Airlines, which both dropped baggage allowance weights by 4.5 kilograms on luggage checked in on international flights.

"It really hasn't hit the public too much what those charges are going to be, but they are very big," said Beverly DeSantis, president of Uniglobe Bravo Travel. "It's understandable why they are doing it, I've seen people get on planes and it's ridiculous what they try to shove on there."

Travellers are getting used to optional extra charges, from paying for food on board to selecting seats, said another agent. But extra fees on airline tickets are still causing concerns.

"It's not that people haven't complained, it's just we haven't had as many complaints about that as we have about fuel surcharges," said Asha Makwana, co-owner of Farebuster Travel.

-- CanWest News Service
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Old November 27th, 2005, 12:01 PM   #344
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Why did Air Canada, Kill off Zip and Tango for.
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Old November 27th, 2005, 01:47 PM   #345
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Jetsgo had 99¢ deals all the time, but we know what happened there...
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Old November 27th, 2005, 05:44 PM   #346
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Tango is still here. If you look up Air Canada's fares, Tango is still the cheapest fare around.
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Old November 27th, 2005, 06:14 PM   #347
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High-flying WestJet morale gets put to the test
Distinct corporate culture will face strain from growth, slumping shares, lawsuit

BRENT JANG
25 November 2005
The Globe and Mail

TORONTO -- When WestJet Airlines Ltd. staff received their profit-sharing cheques yesterday, co-founder Donald Bell stayed upbeat about its vibrant corporate culture, one that is being stretched as the airline hits some rough patches.

The Calgary-based airline prides itself on its peppy and “egalitarian” outlook. It has carefully crafted a quirky environment where top executives self-deprecatingly dub themselves Big Shots and no one, not even Mr. Bell and chief executive officer Clive Beddoe, has an assigned parking spot.

But WestJet's highly touted culture has been facing headwinds over the past 20 months, including concerns about its rapid expansion, a slumping stock price and a bitter court battle against Air Canada over WestJet's alleged spying. WestJet denies any espionage.

“WestJet is at a critical point right now,” said Marc-David Seidel, a business professor at the University of British Columbia.

“Indoctrinating and reinforcing the corporate culture is an investment up front, but rapid growth is a threat to WestJet's culture. It's a risk point because the culture may not spread successfully with expansion,” Mr. Seidel said.

In the harsh financial light of day, WestJet's ability to motivate its non-unionized employees allows it to keep wages under control and keep unions out, Prof. Seidel said.

After nearly a decade of taking its much-ballyhooed corporate culture as a given, Mr. Bell has a new title as the airline's executive vice-president of culture and airports. “A good corporate culture drives productivity, drives customer service, on-time performance, efficiency and, ultimately, profits,” he said in an interview.

Mr. Bell and other executives say they welcome the challenge to keep WestJet's culture vibrant — an increasingly difficult task now that it has 4,900 employees, compared with 220 workers when it began flights in February, 1996.

Last year, the carrier started trans-border flights into the United States.

“Sure, maintaining culture is always tough, but it has been ingrained over the years with the people we hire,” said Sean Durfy, the airline's executive vice-president of marketing and sales.

Mr. Durfy said that more than 86 per cent of employees hold shares, a high participation rate that underscores staff closely identifying with the goals of management. And in recent years, the airline has won numerous awards as it ranks among the best companies to work for in Canada.

It's both the big and little incentives that make a difference to create WestJet's “empowered” work force as it seeks a competitive edge over the unions at Air Canada, said Isabelle Dostaler, director of the international aviation MBA program at Concordia University.

“There's a feel-good factor about the way WestJet does business and treats its employees,” she said, noting that WestJet benefits whenever workers pitch good ideas to save money and boost profit.

Industry observers are impressed with WestJet's culture, but they warn that the carrier faces a tall order in the years ahead motivating employees at the same level as in the past. Last May, for the first time in its history, WestJet skipped one of two profit-sharing cheques planned annually, as it posted losses from high fuel prices and fierce fare wars against Air Canada and now-defunct Jetsgo Corp.

WestJet's reliance on a rising share price to help compensate employees worked wonders in the past, but its stock has tumbled 40 per cent since early last year. Still, the airline's stock purchase program is one of the most generous in Canada, matching contributions dollar-for-dollar up to 20 per cent of an employee's gross salary.

Mellissa Faulknor, 29, and Frank Eigenbrood, 23, are two of the carrier's customer service agents, and they are quick to say that they thrive on the perky work environment, where kudos from colleagues and customers are common.

“I like the random acts of kindness,” Ms. Faulknor said during a break from her job at Toronto's Pearson International Airport.

Since Ms. Faulknor and Mr. Eigenbrood joined WestJet in mid-2003, they've also become shareholders.

They point out that even though WestJet stresses positive reinforcement, that doesn't mean employees get a free ride.

Slackers face “progressive discipline,” but even there, management is careful to portray its crackdown on individuals as “coaching” rather than criticism.

Seven pillars

1. Align the interests of employees with the company's. WestJet runs one of Canada's most generous employee stock purchase programs, matching contributions dollar-for-dollar. Workers are allowed to receive up to 20 per cent of their gross salary in WestJet shares.

2. Have a profit-sharing plan. WestJet aims to have two profit-sharing cheques for its staff every year, in May and in November. In yesterday's $5-million payout, cheques varied mostly between $500 and $1,500 for each worker.

3. Don't forget small rewards. Donald Bell, WestJet's executive vice-president of culture, and other managers often send handwritten notes to recognize top-performing employees. WestJet includes small rewards such as a movie pass or a $10 gift certificate.

4. Recognize happy and solemn occasions. WestJet executives sign congratulatory cards for weddings and births. There's cake every month to celebrate birthdays. It also sends flowers if an employee is in hospital or if there is a funeral for a family member.

5. Empower employees. WestJet says empowerment is more than a buzzword because it wants its front-line staff to decide whether to issue travel credits. The idea is that the goodwill generated by resolving a complaint will translate into repeat business.

6. Publicize praise. WestJet issues a monthly employee newsletter called Kudos Corner, containing a selection of 10 or so e-mails from passengers who give praise for good service. It also carries three or four internal kudos.

7. Hold “fireside chats.” WestJet has 4,900 employees, so to give them direct access to senior management, the airline tries to hold a meeting every week. Top executives exchange ideas with groups of fewer than 100 staff at a time.
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Old November 28th, 2005, 02:55 AM   #348
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I had a great experience during my San Diego - Toronto flight...

the only concern is that the meals were kinda cheap for a 5+ hrs flight

and yes, from my experience is the best airline in north america
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Old November 28th, 2005, 09:16 AM   #349
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offcourse this looks better
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Old November 28th, 2005, 04:33 PM   #350
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ACE Aviation says to create Jazz Air Income Fund

TORONTO, Nov 28 (Reuters) - Air Canada's parent company ACE Aviation Holdings Inc. said on Monday it has filed a preliminary prospectus for an initial public offering of units of Jazz Air Income Fund.

Jazz, created in 2002 when Air Canada merged its regional carriers, will distribute net proceeds from the offering to ACE, which will use the funds for general corporate purposes.

The company said it has established C$165 million ($141 million) of senior secured syndicated credit facilities.

In September, ACE said it would delay its plan to spin off Jazz into an income trust after the Canadian government stopped providing advanced tax rulings on such trusts. The government last week said it would resume providing the tax rulings.

Jazz flies a fleet of 118 aircraft to 71 destinations in Canada and and United States.

Income trusts avoid some corporate tax because they redirect their cash flow to investors, who are taxed on that income.
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Old November 29th, 2005, 05:36 AM   #351
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Source : http://www.pbase.com/tonyosborne/heathrow

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Old November 29th, 2005, 11:42 PM   #352
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I wish they added a bit more red to the fuselage
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Old November 30th, 2005, 04:00 AM   #353
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At least it looks better than the old livery
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Old December 3rd, 2005, 06:17 AM   #354
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Does anybody know when the first plane from AC with the refurbished interior be in service?
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Old December 3rd, 2005, 11:06 AM   #355
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West Jet has been the best airline I have flown with so far. It doesnt feel like a discount airline at all.
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Old December 3rd, 2005, 11:03 PM   #356
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Did AC ever owned a Aerospatiale-BAC Concorde???
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Old December 4th, 2005, 02:07 AM   #357
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Quote:
Originally Posted by chdig123
Did AC ever owned a Aerospatiale-BAC Concorde???
Air Canada was one of several airlines who had ordered the Concorde initially, the other airlines being American Airlines, Eastern Airlines, Japan Airlines, Lufthansa, Pan Am, Qantas, Sabena, TWA and United Airlines. However, only British Airways and Air France owned and operated the 13 production Concordes, with Singapore Airlines having half its livery painted on BA's G-BOAD Concorde for a while.
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Old December 6th, 2005, 02:06 AM   #358
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Thanks for the info
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Old December 6th, 2005, 05:09 AM   #359
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Air Canada Jazz to launch daily non-stop service between Edmonton and Los Angeles

EDMONTON, Dec. 5 /CNW Telbec/ - Air Canada today announced that it will launch daily non-stop flights to Los Angeles effective May 1, 2006. Flights will be operated by Air Canada Jazz with next-generation, made-in-Canada Bombardier CRJ-705 aircraft. Flights are timed to offer convenient, same-day connections for travellers to and from Grande Prairie and Fort McMurray.

Tickets for flights are now available for sale at aircanada.com or through
travel agents.

"We are delighted to offer the convenience of the only non-stop flights linking Edmonton with Los Angeles, one of the most popular destinations in the United States," said Ben Smith, Air Canada's vice president responsible for network planning at Air Canada and Jazz. "The addition of new jet aircraft to the Air Canada Jazz fleet allows us to pursue new market opportunities and deploy the right aircraft to meet travel demand with the best schedules and offer the lowest fares on an everyday basis."

AC8528 departs Edmonton at 15:40, arriving in Los Angeles at 18:02. AC8529 departs Los Angeles at 10:50, arriving back in Edmonton at 15:05.

The CRJ-705 aircraft feature all-leather seating and are configured in two classes of service with 10 window or aisle seats in Executive Class offering 37 inches of legroom, and 65 window or aisle seats in Hospitality Class offering an industry leading 34 inches of legroom. All seats will be equipped with Air Canada's new in-seat personal entertainment system. The Bombardier CRJ-705 aircraft has a cruising speed of 880 km/h and a range of more than 3,500 km with a total payload of 7,778 kg including a cargo payload of 700 kg. Air Canada Jazz will operate a fleet of 15 CRJ-705s by December 2005.

From Edmonton, Air Canada offers 49 daily scheduled non-stop flights to Toronto, Montreal, Ottawa, Winnipeg, Saskatoon, Regina, Fort McMurray, Grande Prairie, Calgary and Vancouver.
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Old December 6th, 2005, 03:59 PM   #360
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WestJet's November Load Factor Increases To 71.9%
6 December 2005

CALGARY (Dow Jones)--WestJet Airlines Ltd. (WJA.T) posted a 29.3% improvement in November traffic, with traffic rising to 604.2 million revenue passenger miles from 467.2 million a year earlier.

The airline said its load factor for the month rose to 71.9% from 58.5%.

"In November 2004, our load factor was low, due in part to a computer system problem involving our revenue management system, which was resolved at that time," the airline said.

WestJet said "it is still very gratifying to see these strong results for November which are clearly due to higher demand for our domestic and transborder services."

The airline said capacity rose 5.2% to 840.3 million available seat miles from 798.7 million a year earlier.

For the year to date, WestJet said traffic was up 28.1% to 7.22 billion revenue passenger miles, load factor rose to 74.2% from 69.5% and capacity rose 20.1% to 9.73 billion available seat miles.

The airline said that, though it recently implemented a fuel risk-management strategy, the high cost of jet fuel continues to pose a challenge for the airline industry.

Company Web Site: http://www.westjet.com
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