The permit allows the airline to mount flights to countries where it has already been granted air rights such as Singapore, Malaysia, Cambodia, Taiwan, Guam, South Korea, China and Japan. It has already filed to fly to other destinations in Southeast Asia.

It took nine months of thorough inspection of the airline’s application by CAAP aviation experts before the AOC was approved, said CAAP Director General Ramon S. Gutierrez.

However, AirAsia Inc. should file petitions with these countries for landing rights and airport slots before it can publicly announce what countries it will be able to service.

“We need this AOC before we can start commercial flights in the region from Clark. After today, we will be busy seeking approvals from these countries,” said Chief Executive Officer Marianne Hontiveros. “Hopefully, we can start by March.” The airline company said it has already spent P11 million for securing the AOC.

In the meantime, AirAsia will begin its domestic operations by next month. “We will start with the domestic routes first because it is much easier as we don’t’ have to seek further approvals. We are eyeing Kalibo, Davao and Puerto Princesa. But hopefully, we can announce our roll out plans within the next two or three weeks for our regional destinations,” said Hontiveros.

AirAsia Inc. was supposed to mount its inaugural flight in September last year. Delays cost the airline “a lot of money” but it vowed to recoup forgone revenues by “making sure we operate efficiently.”

Based on its original plan, AirAsia Inc. hoped to service 857,000 passengers on its first year of operation. Two-thirds of which would come from regional flights and a third from domestic operation.

AirAsia is now officially a commercial air carrier, with an initial fleet of two A320s. Two more will be delivered this year. By 2013, Hontiveros said an additional three or four more are scheduled for delivery. “On our fourth or fifth year of operations, we would have grown our fleet to 14 to 15,” Hontiveros said, adding that the company does not see itself competing with other low-cost carriers Manila, but hoped to develop the market in Central Luzon.

AirAsia Inc., registered with the Securities and Exchange Commission in March last year, aims to engage primarily in the business of air transportation in the Philippines and abroad for passenger and cargo.

（马尼拉7日讯）亚洲航空（AirAsia，5099，主板贸服股）菲律宾子公司菲律宾亚航，将在数周内启用两架空巴A320型客机。

另外，菲律宾亚航也证实获得菲律宾监管单位批准从克拉克机场起飞，预计最早将会在3月15日前飞往达沃市。

菲律宾亚航总执行长马丽尼柯迪文指出，放眼5年内扩大机队，从今年杪的4架增至16架。

菲律宾亚航也计划飞往国外，包括香港、韩国、台湾、澳门和日本等。

随着菲律宾亚航今年三月开始起飞，马丽尼柯迪文预计，今年搭客将达85万7000人次。她说，公司将尽力提供最低票价。

菲律宾亚航去年8月获得暂时营运执照，但未有正式航空营运证书。

据了解，菲律宾亚航40%股权为当地企业家宏提伟罗斯、安东尼亚和迈克所有，他们原计划去年10月取得上述证书，但无法如期完成。

Gold Coast is the fifth largest international airport in Australia behind Sydney, Melbourne, Brisbane and Perth (see Background information). Among Australia’s top airports it has by far the highest LCC penetration rate. Currently LCCs account for 98% of total capacity (seat) at Gold Coast, including 90% of international capacity and nearly 100% of domestic capacity.

Gold Coast is eager to attract more long-haul carriers and the airport is always an attractive choice for LCCs. AirAsia X and Jetstar are now Gold Coast’s only two long-haul carriers. AirAsia X currently offers five weekly flights to Kuala Lumpur while Jetstar operates five weekly flights to Osaka and a daily flight to Tokyo Narita.

Flights to New Zealand now account for 40% of Gold Coast’s total international capacity and are operated with narrowbody aircraft from three carriers – Jetstar, Virgin Australia and Air New Zealand. Jetstar now has a leading 51% share of total capacity at Gold Coast Airport (includes domestic and international) while Virgin Australia (which is still considered an LCC although it has shifted to a hybrid model) has a 41% share.

Scoot will initially serve Gold Coast with five weekly flights, which should give it about a 15% share of international capacity (seats) at the airport. Scoot says it will launch the route in Jun-2012 but has not yet set an exact launch date. Scoot announced in Dec-2011 Sydney as its first destination, which is also expected to be launched in June but has also not yet been allocated a specific launch date.

Scoot to launch with Sydney in Jun-2012, followed shortly by Gold Coast

Scoot will have two 777-200s in its fleet by the time it begins operations in June. While it will have sufficient aircraft to launch both routes simultaneously, Scoot is planning to launch Sydney a few days ahead of Gold Coast as the carrier would prefer to perfect its operation with one route, using its second 777-200 as a spare, before moving to a two-route schedule. June is an ideal time for Scoot to launch services because in Singapore there is a month-long school holiday in June.

Scoot will not be able to begin ticket sales until it secures its air operating certificate (AOC), which it expects will be awarded by the end of March. The carrier will be conducting proving flights over the next several weeks using a 777-200 dry leased from SIA. After the proving flights are completed and its AOC is in hand, Scoot will send its first 777-200 to SIA Engineering for retrofit.

Scoot’s first aircraft is scheduled to enter the hangar at the beginning of April and be completed by early to mid May. The second aircraft, which will not take as long to retrofit as the first aircraft, is expected to be completed by early June, allowing Scoot to launch services in mid to late June with two aircraft.

The retrofit process involves installing new economy class and recliner-style business class seats, both of which are being supplied from Germany’s Zim. Scoot is also hoping to equip its aircraft with a wireless in-flight entertainment system although it has not yet decided if it will be able to offer this from the beginning as it continues to negotiate with potential vendors over availability dates and pricing.

While in the hangar for retrofit, all of Scoot’s aircraft, which are being purchased from SIA, will also undergo a heavy maintenance d-check. Scoot has booked four consecutive maintenance slots at SIA Engineering, meaning its third 777-200 should be completed by the end of June and its fourth aircraft by the end of July. This will allow Scoot to launch two more destinations in 3Q2012.

At least one and potentially two of these destinations will be in China. Scoot is also looking at selecting one destination in Korea or Japan.

More complex Chinese regulations make it easier for Scoot to launch with Australia

Scoot decided against selecting China for either of its first two destinations partly because China prohibits foreign carriers from selling any tickets on China routes until it secures a Chinese landing permit. Scoot can’t lodge an application with Chinese aviation authorities for a landing permit until it receives its AOC. This is also the case with Australia, but in Australia airlines are allowed to start selling tickets before the AOC is secured and the landing permit application is even submitted.

There is always a risk the landing permit will not be secured in time, but with Australia the process is much more predictable and should be quicker than China or other potential Scoot countries such as Japan. Given Scoot is a new airline subsidiary from a well established airline group, rather than a completely new airline, it is a safe bet the carrier will have all the approvals it needs to launch Sydney and Gold Coast services in June.

China can be unpredictable and bureaucratic but once it receives its AOC, Scoot will immediately begin the process of securing the required approvals from Chinese authorities. Scoot should be in a position where it can announce its first Chinese destination in April or May. Scoot will still have to refrain from beginning ticket sales to China until the landing permit is in hand, which would likely not be until mid-2012, allowing for a launch of services to China sometime in 3Q2012 if everything goes smoothly.

Additional destinations in Australia are highly unlikely this year unless Scoot runs into serious regulatory hurdles in China and other North Asian countries. But the carrier could potentially add a third Australian destination in 2013 or 2014 as more 777-200s are added to its fleet.

Malaysia’s AirAsia and Japan’s All Nippon Airways (ANA) announced in 2011 that they had formed a joint venture to establish a low-cost airline that will be based in Tokyo.

AirAsia said it expects to launch commercial flights to international and domestic destinations in August.

‘The Company targets this joint venture to begin operations at the latest by August 2012 but could be earlier subject to aircraft availability,’ it said in a statement.

由马来西亚亚洲航空公司（AirAsia）和全日空航空公司（All Nippon Airways Co.）联合成立的廉价航空公司亚航日本（AirAsia Japan）已获得国土交通省航空局颁发的航空运营许可证。

　　亚航日本以东京成田机场为基地，将于今年8月投入运作日本国内航线，并计划于10月1日开始运营国际航班。从2013年开始，亚航日本将使用空中客车A330客机执飞泰国、印尼和新加坡的航线。

　　全日空首席执行官伊藤真一郎（Shinichiro Ito）表示：“廉价航空公司在国内市场的全面运营，标志着日本航空史新时代的来临，我们的目标是刺激整个行业的消费需求”。我们认为，亚航日本将会使航空出行更加容易，为人们提供便捷、高效的出行选择。”

亚航集团总执行长拿督斯里东尼费南德斯说，亚航空总共订购的375架空中巴士A320系列飞机，总值250亿美元。（753亿令吉）

他说，该公司在10年前只有2架空中巴士A320系列飞机，现在增至100架，成为东南亚区使用空中巴士A320系列飞机最大的航空集团。

他今天迎接第100架空中巴士A320NEO型飞机仪式后，发表谈话。这架飞机配合龙年为主题，机身画上“百龙腾飞”的彩图，有关彩图动用20名漆工，在12天内，用600公升漆完成。

今年增加更多航线

东尼费南德斯说，这架画上“百龙腾飞”的彩图的飞机主要是飞往澳门、雅加达、新加坡及香港等城市。

他说，亚航在过去10年来，已为1亿4000万搭客提供服务。

另外，东尼费南德斯表示，该公司今年计划增加更多的航线，其中将增加的航线包括中国的西安、重庆及厦门。

Thai Airways stated the carrier will be based at Bangkok Suvarnabhumi, with a network of domestic and regional secondary routes. The carrier plans to commence with domestic services, but has outlined the following services as future destinations (although no timetable was disclosed for service launches): Kochi, Hyderabad, Amedabad, Luang Prabang, Yangon, Seoul, Shenzhen, Hong Kong, Macau, Danang, Phuket, Penang, Kuala Lumpur and Singapore.
The carrier will operate a two-class product.

In contrast, Nok Air will operate domestic point-to-point services from its Bangkok Don Meung base, with a network covering the following destinations: Mae Hong Son, Chiangmai, Roi Et, Buri Ram, Surat Thani, Mae Sot Nan, Phitsanulok, Loei, Udon Thani, Nakon Phanom, Trang, Hat Yai, Narathiwat, Nakon Si, Thammarat, Sakon Nakhon, Ubon Ratchathani and Phuket.

Thai Airways noted Thai Smile will sit between Nok Air, which connects domestic destinations with a no-frills service, and Thai Airways, which has a focus on domestic, regional and intercontinental routes with a premium service and product (widebody premium regional services and two and three-class intercontinental services).

Thai Smile will start off with four Airbus A320 planes operating domestic flights and one direct flight to Macau.

The total order, which includes 122 Boeing 737 aircraft and 100 Airbus A320 planes for delivery starting in 2016, is the largest ever aircraft purchase in Europe, Norwegian Air Shuttle said.

“Today is a historic day for Norwegian,” its CEO Bjoern Kjos said.

“We have secured our fleet renewal for years to come and are very pleased with the agreements with both Airbus and Boeing.”

Norwegian Air Shuttle, one of Europe’s fastest growing airlines, sees the acquisition of new, fuel-efficient aircraft as key to its strategy to offer low-cost fares. It has expanded rapidly in Europe, and Kjos told The Associated Press last month that it’s now planning to launch long-haul operations, with flights to New York and Bangkok scheduled to start in early 2013.

The deal with Boeing includes orders for 100 Boeing 737 MAX8s and 22 Boeing Next-Generation 737-800s, in addition to purchase rights for an additional 100 737 MAX8 aircraft. Boeing said Norwegian is the first European carrier to complete an order for its 737 MAX aircraft.

“The total order is valued at $US11.4 billion ($A10.92 billion) at list prices and represents the largest-ever Boeing order from a European airline,” the American company said.

The Airbus agreement is for 100 Airbus A320neo planes, with purchase rights for an additional 50. The neo is a modified version of the existing workhorse jet, the A320, with improved engines and modified wingtips to make it more fuel-efficient.

Norwegian, which had previously only used Boeing planes, said it would benefit from using two aircraft suppliers “both in terms of ensuring adequate flight capacity, flexibility and competition between two manufacturers.”

Kjos, a former fighter pilot, owns 27 per cent of Norwegian, founded in 1993 and listed on the Oslo stock exchange 10 years later. After struggling to make a profit in its early years, Norwegian bought competitor FlyNordic from Finnair in 2007 and ordered 42 new Boeing 737 planes, lowering fuel and maintenance costs.

Before the announcement Wednesday, Norwegian had placed orders for 55 Boeing 737-800s and six Boeing 787 Dreamliners.

Last year, the airline flew about 13 million passengers, rapidly gaining ground on regional competitor Scandinavian Airlines.

The airline, which filed for bankruptcy in November, said it wanted to get rid of 13,000 workers, or 16 percent of its work force. It plans to terminate its pension plans. It wants to cut back health benefits for current employees and retirees. Over all, it said, it seeks to cut employee costs by 20 percent.

The proposals are just the opening move in what are expected to be long and contentious negotiations. A bankruptcy judge must approve any new contract if the unions reject American’s proposals. But judging from previous airline bankruptcies, American might get much of what it is seeking.

Union representatives said they were stunned after meeting throughout the day with airline executives at the carrier’s headquarters in Fort Worth.

American estimated that its proposal would reduce overall costs by $2 billion a year, $1.25 billion of which would come from employees. In justifying the move, the company’s new chairman, Tom Horton, said in a letter to the employees that the carrier had lost its competitive edge over the years. “The world has changed around us and this is our moment to adapt or lose the opportunity forever,” he said. “Our industry is now defined by the changes our competitors made in restructuring to secure their futures, and the landscape is littered with those airlines that failed to change.”

But union representatives made clear, after hearing the airline’s proposal, that it was asking for too much and they intended to fight the company’s proposal.

“They have taken every provision of our contract and simply ripped them out,” Laura Glading, the president of the Association of Professional Flight Attendants, said in an interview. “It’s outrageous. This isn’t something we will agree to and we will fight it.”

Labor costs at American are the highest among the major domestic airlines created before industry deregulation in 1978, accounting for about 30 percent of American’s overall costs. That compares with 21 percent for Delta Air Lines and United Continental Holdings, said Vicki Bryan, an analyst at Gimme Credit. American contended that it faced a cost disadvantage of roughly $800 million a year.

William S. Swelbar, a research engineer at the International Center for Air Transportation at the Massachusetts Institute of Technology, said that while the company’s proposal was harsh, it was consistent with what other airlines had done in previous bankruptcies.

“This is going to be a tough sell, but they are negotiating with a hammer,” he said.

American says it believes it can cut its work force without hampering its operations, arguing that the current work rules stifle its ability to operate some flights, modernize the fleet or make alliances. Jeff Brundage, American’s senior vice president of human resources, said the carrier sought to introduce more flexible work rules, which might force pilots and flight attendants to fly more every month for the same pay. It also intends to shut down its Alliance Airport maintenance operation in Fort Worth and outsource a portion of its aircraft maintenance work, as other airlines have done.

The company, which has about 80,000 employees, said it wanted to cut 4,600 mechanics’ jobs (many in the Fort Worth maintenance operation), 4,200 ground service positions, 2,300 flight attendants and 400 pilots. Another 1,400 jobs would be cut in management and support services. The airline wants to cut more positions for gate agents, service representatives and airline planners, though no specific numbers were given.

Mr. Horton said the company’s restructuring plan also included efforts to increase revenue by $1 billion a year through partnerships and more efficient use of its planes. The company is also planning significant investments in new planes and cabins, which Mr. Horton said would attract more premium travelers. “There is a lot of gold to be mined here,” Mr. Horton said in a conference call with reporters.

Union officials, though, quickly challenged the airline’s figures, saying that the company was playing down the true extent of the concessions it was seeking from its workers. These vastly exceeded what the airline had sought in the past from its employees. Ms. Glading estimated that the proposals would result in an 18 percent pay cut for flight attendants, coupled with longer working hours. She calculated that the employees would give back $2.8 billion annually — $1.55 billion more than American’s own estimates.

James C. Little, president of the Transport Workers Union, which represents 26,000 ground workers at American, said that the morning meeting with airline executives was tense. “It was somber,” he said. “No one knew what to expect.”

High costs are not the only problem American faces. The airline, once the top domestic and international carrier in the nation, missed out on the megamergers that reshaped the industry in recent years. It is now competing against much bigger rivals in United, which merged with Continental Airlines, and Delta, which bought Northwest. It has also been losing ground at some of its hubs, particularly New York and Chicago. As a result, the company’s revenue has also lagged.

In December alone, its losses amounted to $904 million, the company reported Tuesday. To keep passengers from deserting, American has been forced to cut fares and offer more discounts than its rivals, analysts said.

American was the last major domestic airline to seek bankruptcy court protection to reduce its costs. Over the last decade, the other top airlines have used bankruptcy proceedings to renegotiate labor contracts, freeze or terminate pensions and slash debt they could no longer afford.

The company has long stood out for its refusal to follow that path. Instead, in 2003, it got its employees to agree to annual cuts in wages and benefits amounting to $1.8 billion. But the strategy failed. Other airlines emerged from bankruptcy with leaner operations. Mergers created larger rivals. Profits eventually returned to the industry while at American, losses have totaled $12 billion since 2001.

In recent years, American has unsuccessfully sought new contracts with its pilots, flight attendants and mechanics. The latest proposal was rejected by American’s pilots two weeks before the company filed for bankruptcy in November.

Hunter Keay, an aviation analyst at Wolfe Trahan & Company, said that one of American’s biggest problems was the lack of a viable network to attract business travelers. “Their reach across the Atlantic is less deep, and their Asian market lags far behind Delta and United,” he said.

“This is blood on the street for employees,” said Ms. Bryan of Gimme Credit. “It is very painful. But the main part of their problem is the top-line growth, and I don’t see how they fix that. They are still playing football with a leather helmet against Delta and United.”

The airline will lease up to eight Airbus A330-300s and offer low-cost services to Australia, the Middle East, parts of Europe and the USA, Alex Reyes, the airline’s vice president for commercial planning said at a press conference.

Its fares will be up to 35% lower than other airlines, giving Filipinos the chance to fly directly to destinations in these cities instead of taking multiple stops and connecting flights, he added.

Cebu Pacific currently operates a fleet of Airbus A319s and A320s on short-haul routes within the Philippines and around the region.

The long-haul plans will put it in competition against flag carrier Philippine Airlines, although the full-service carrier does not fly directly to the Middle East or to Europe.

It follows Malaysia’s AirAsia X and Singapore-based Qantas associate Jetstar Asia in offering long-haul, low-cost services from Southeast Asia. Both operate Airbus A330s. Scoot, a subsidiary of Singapore Airlines, will begin long-haul, low-cost operations out of Singapore in the middle of 2012 using Boeing 777-200s.

Cebu Pacific CEO Lance Gokongwei told Flightglobal Pro’s sister publication Airline Business in December that long-haul, low-cost services were on the cards. He said that there will be a separate management team for the airline.

“It is difficult to do because whenever you bring in new aircraft, it adds complexity. You need management and technical capability. The distribution channels are important,” Gokongwei said.

“It can enhance the brand, just like what AirAsia X has done for AirAsia, but it adds complexity. So if you want to do it, you need to make sure you have completely different teams. Don’t confuse the management by having them do both,” Gokongwei added.

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