History of Austria Airlines at JFK

1. Return to JFK:

Two decades after Austrian Airlines launched the original, but unsuccessful, transatlantic service to New York – a joint operation with its Belgian Belgian Airways grandfather, inaugurated on April 1, 1969, with an OE-LBA registered Boeing 707-320 that made a stopover in Brussels . Returned to the United States on March 26, 1989, this time with OE-LAA Sports Registration for Airbus A-310-300. The event not only featured intercontinental service and its lane system, but also aircrafts with the first three-cabin cabin configuration for the fleet. Unlike previous experience, it proved successful, but marked the beginning of two more decades of flexibility, paved with a number of aircraft types, alliances and strategies of airlines, terminals, handling companies and computer systems. That's her story.

2. JFK Evolution Station:

Initial training, held at Austrian Airlines & # 39; North America headquarters in Wheatstone, New York, and transferred by Peter "Luigi & Hobner" starting February 6, 1989, or six weeks before the inaugural flight, and his curriculum included "Passenger I" and "Adios Check" courses -In ". .

Austria Airlines & # 39; JFK's first location, the eastern wing of an internationally existing no-longer-entry building, was a joint facility with Iceland and encompassed five Austria-specific check-in counters equipped with computers, automated internal transit printers and laser-scan luggage tags. , And the Joint Upper Party Saga Lounge.

Australian workers who were fully employed and trained by Austrians and were equipped with their uniforms. Their crews performed all onshore duties: passenger services, ticket sales, lost and found, load control, management, supervision and management, while Icelandair Company members served on the ramp, aircraft and cargo service supervision, cargo and mail loading.

However, the success of the operation relied on the equipment that served it and it was only Airbus Industry's decision to offer a lower-capacity, lower-body version of its A-300 signature that transformed the transatlantic operation returned with the A-310.

Long-range, dual-motor, wide-body, technology-parallel design offered the same dual-range range and comfort as the fourth-comparator 747 or DC-10 and L-1011 tricycles, but simultaneously offered Reduced ability to facilitate profitable operations throughout the year. Because of the larger Austrian market size, the larger 747, DC-10 or L-1011 would have otherwise acted in a loss outside of the high summer travel season. Each of the other long-range planes, including the Boeing 707 and McDonnell-Douglas DC-8, introduced first-stage, first-generation, fuel-efficient four-phase technology with four engines in the early 1960s and would have been banned from American service unless replaced or jumped Completely in the engine. The A-310 greatly made Austrian Airlines & # 39; The Vienna-New York route area is long and sparse possible.

The initial 1989 schedule offered six weekly frequencies during the summer and five in the winter, at which time two A-310-300s served New York and Tokyo, the latter with a stopover in Moscow. Alternatively, they have also increased the longer-term routes, such as those for Tel Aviv, Istanbul and Tehran.

During the first six months of JFK operations, aircraft never experienced excessive delay due to timing, which resulted in exemplary performance on time.

The flight service naturally represented a large portion of the airline’s expenses. As a result, many suppliers have begun to reduce this to reduce costs. Austrian Airlines, however, remains unique throughout the world characterized by snacks and paper cups by providing printed menus, convenience kits, china service, alcoholic beverages, and headphones in the carriages of its transatlantic flights to and from Vienna.

However, because of the A-310's short fuselage, the cargo area with the lower deck was limited, with the forward grip usually containing cargo unit (ULD) load devices and the rear of the cargo itself, which was usually limited to two surfaces. And a single AKE unit.

Although load factors in the New York-Vienna area were initially low, they increased steadily until most flights were full. Large tour groups accounted for a growing portion of the passenger mix, along with the expected connecting passengers, who were able to take advantage of the expanding Vienna hub. This was the ultimate testimony to a carrier when a passenger chose to fly with him and establish a connection at her home airport versus nonstop travel with a national carrier.

As a "second attempt" across the Atlantic, the Austrian airline's intercontinental service eventually succeeded to 300 in New York.

With the purchase of the third listed A-310-300, OE-LAC, Austrian Airlines thought of servicing another American gateway in the spring of 1991, such as Los Angeles, but the A-310-300 & # 39; s 11 The duration of your flight prevented this reality. Although Chicago is considered an alternative, Boeing 767-200ER's non-stop US service to Vienna would have banned competition since O & # 39; Hare was the second-biggest focus, leaving Washington-Dulles as the only possible alternative.

For the European continental network, the gross weight delivery of McDonnell-Douglas MD-83 was ordered for delivery in 1991 and some existing MD-81 were converted to this standard, increasing their range and load capabilities. Two additional Fokker F.50s were booked for long and thin international domestic routes.

During the five years between 1989 and 1994, Austrian Airlines operated independently at JFK, offering at least four weekly departures during the winter and some seven during the summer.

3. Delta air lines code:

Changing market conditions led to Austria a different strategy at JFK. For example, it sought to align a line with a domestic airline in the US to obtain feeds for its transatlantic flights. In 1994, it entered into a marketing agreement with Delta Air Lines, under which it placed its "operating system" code on Delta operators. Delta itself has mutually positioned its own "DL" designers for Austrian services, and two Delta flight attendants, dressed in their corporate uniform, initially served in its A-310 cabins to and from Vienna.

Although the financial benefit of the idea was slow to materialize, the aircraft eventually achieved high load factors, carrying Austria and Delta passengers from two dozen US cities through New York to Vienna, most often without passage.

In order to reduce land handling costs and gain synergistic benefits between freight companies, Austria Airlines moved its operations to Terminal 1A (later redesigned Terminal 2) on July 1, 1994, retaining only nine of its original 21 crew members . Delta Air Lines, the leader in newly established land, placed responsibility for arrivals, lost and found, passenger check-in, exit gate, ramp and luggage room, while the Austrian himself continued to carry his own tickets, load control, management duties , Supervision and management.

1994 also marked the purchase of two long-range A-340-200 long-distance ropes that were set for 36 tourist class travelers and 227 registered OE-LAG and OE-LAH. They occasionally served New York for the next decade.

Another change occurred three years later, between February 1997 and 1998, when she moved the check-in counters and its executive office to the terminal 3 door, but otherwise remained in the same marketing alliance.

This year also marked the first time the New York transatlantic ripened enough to support a second port on select days during the summer schedule, with this second flight arriving in 2045 and relocating toward 2205. Typically operated by OE-LAC aircraft, A-310 With a business segment, but of a higher capacity, facilitated contacts with the exit bank from Vienna.

4. Atlantic Excellence:

Once again, after succumbing to airline regulatory deletion and attempting to achieve additional cost reduction synergies, Austrian Airlines combined its JFK operations with its Grandfather Belgie World Airways and Swissair on March 1, 1998, to form the tri-Atlantic Alliance. Although the employees of the three airlines continued to wear their respective uniforms, they operated from single passenger service and load control offices, using a shared Austrian check-in facility, Sabana and Swissair, and handled each other's flights.

During the peak season, 7 daily departures were operated by four airlines, including two to Vienna with Austrian Airlines, two to Brussels with Delta and Sabana, one to Neva with Swissair, and two to Zurich, also with Swissair.

Eight functions have been performed at the Atlantic Excellence Station, including control, arrivals, departures, VIP / special services, ticket sales orders, load control, ramp monitoring and fault shooting. Because Switzerland & # 39; s contract to prepare load sheets for Malev-Hungarian Airlines & # 39; Flights to Budapest, the load control function itself included handling six types of aircraft – 747-300s, A-340-200 / -300s, MD-11s, A-330- 200s, 767-200ERs and A-310-300s often Requiring inter-carrier training.

As was the case once with Austria Airlines, Delta has similarly signed two-letter code sharing agreements with Sabana and Swaysair, but has now taken the former marketing arrangement into full alliance at the JFK Flight Center significant vesting. Delta nevertheless continued to provide laundry and baggage functions for all three Atlantic Excellence airlines.

In August of that year, Austrian Airlines received the first of four longer-range A-330-200 ranges, registered OE-LAM and set for 30 tourist class and 235 economic types, and the type eventually replaced the A-310 300 as its intercontinental workhorse. The four planes, which later operated with a small 24-seat business booth when the Grand Class concept was introduced, registered OE-LAM, OE-LAN, OE-LAO and OE-LAP sports listings.

During the 1998 summer schedule, Austrian fielded the first JFK dual-aircraft type, with the first port normally operated by the A-330 and the second by the A-310.

5. Star Alliance:

Although envisioning the ultimate "Swiss solution", under which all Atlantic Excellence ground operations team was delivered to the service provider, the incident never occurred.

Rumors, running around the station like gentle warnings of a pending storm, swept the atmosphere in mid-1999. A new strategy looming on the horizon and its seeds, planted long before its bloom, seemed multi-faceted and encompassed.

In June 1999 Delta Lines Air and Air France established the foundational foundation of a new global alliance, later called SkyTeam, thereby dissipating the 25-month Austrian / Delta / Sabana / Swissair Atlantic Excellence agreement, which was expired in August 2000.

Despite a ten percent investment limit, Switzerland nevertheless attempted to acquire additional shares of Austrian Airlines, which prevented Austria's aim of maintaining its identity and independence, forcing it to withdraw from the leading European supplier union in Swisslayer.

Switzerland and Sabana set up an integrated commercial management structure, which again proved to be contrary to Australian Airlines. Independent direction.

Finally, in early 2000, both Sabana and Swissair signed code-sharing agreements with American Airlines, an American airline system that was opposed to Austrian Airlines & # 39; The American feeding strategy.

As a small but profitable international leader of considerable quality, Australasian Airlines nevertheless needed a global alliance to remain profitable and thus signed a corporate agreement with the Star Alliance Lufthansa and United Freight, which came into effect on March 26, 2000.

The largest and longest alliance then consisted of Air Canada, Air New Zealand, All Nippon, Austrian Australia, Austrian Airlines, British Midland, Lauda Air, Lufthansa, Mexico, SAS, Thailand Airways International, Tiroli, United, and Varig, carrying 23 percent. From the world's passenger movement. But more importantly, the decision facilitated continued identity and independent operation, and yet there was the potential for expansion. The decision, expressed as sentiment, was said to be "here we grow again!"

The transition from Atlantic Excellence to the Star Alliance, which began in January 2000, entailed four integral changes.

1). An entirely new IT system (information technology) and a frequent flight plan.

2). The operational transition to a new terminal, to the passenger service office, to the passenger check-in counter, to the load control center for load control and gate at JFK.

3) Code-sharing flights with new airlines and traffic feeds have resulted in the closure of Atlanta Station and the next Chicago opening and reopening of Washington in the US.

4). Immigration training throughout the company in Oberla, Austria, location of Austrian Airlines & # 39; main office.

Star Alliance companies, once again beyond Terminal 1 at JFK, led another change in care, this time from Delta to Lufthansa, which now performed the luggage services and check-in functions, while the Austrian himself continued to work in entrances, ticketing, load control, supervision On ramp and management. As part of a mutual agreement, it also provided these passenger services to Lufthansa for its own Frankfurt departures during non-operational hours. Aircraft loading and luggage functions were initially carried out by Hudson General, later renamed GlobeGround North America.

In another cost-reduction strategy, Austria Airlines moved to a smaller passenger service office on the ground floor of Terminal 1 on September 2002, when the Lufthansa load / ramp control function was granted. No longer serving Lufthansa flights, Austrian crew members were dwindling even further, now to six full-time and two part-time jobs, and daily shift hours reduced from nine to eight.

The largest-capacity Austrian aircraft, the A-340-300 – which accommodated 30 passengers and 261 passengers in the tourist department – also alternately provided service to JFK, especially during the summer 2002 schedule when a late Saturday departure was scheduled. Two such aircraft, registered OE-LAK and OE-LAL, now form part of the fleet.

6. Swissport USA:

The continuing need to reduce costs led to another change of JFK care companies on January 1, 2003, with most of the land services being transferred from Lufthansa to Swissport in the US.

Ahead of the change, Swissport's passenger service team attended the checkout course in Vienna the previous month, while Swissport, which established its luggage services department, attended the World Tracer Basic course later this year, in October.

The Swiss Sports Team, equipped with Austrian Airlines uniform, performed the arrivals, lost and found functions, check-in, passengers, exit gate, load control and ramp control, while Austrian itself continued to take responsibility for ticket sales , Management, supervision and management. .

Load control, initially carried out in Terminal 4 through the SwissS DCS system, was eventually transferred to Terminal 1 and the Lufthansa-Wab system after Swissport operationsmen completed a computerized load control course in Vienna that March.

7. North American Station Training Program

Because most Swiss & # 39; s sports agents had little previous pilot experience and as a result were unfamiliar with Austrian Airlines & # 39; Products and procedures, the writer created a local training program by formulating course descriptions, writing textbooks, developing quizzes and exams, studying the courses themselves and subsequently issuing training certificates to prepare them more for their work.

The program, which tracks its trajectories for an Austrian Airlines flight handling course created in 1989 and the introductory load control training manual written in 1998, evolved into the full-service North American Station Training Program, whose content was updated according to planes, system, procedure and alliance change, including the four-year curriculum. Initial passenger service "," ramp inspection certification "," load control licensing "and" aviation management ".

In the end, 27 passenger service instructions, ramp inspection, load control, air cargo and airport management stations, two station histories and 28 curricula, resulted in 63 courses being taught to Austria Airlines and Austrian airlines handling an airline. , Lufthansa, Passenger Care Services / Maca, SAS, Servair and Swissport at eight North American stations in Atlanta, Cancun, Chicago, Montreal, New York, Punta Cana, Toronto and Washington.

The program, which soon evolved into the equivalent of "Aviation University" and was often cited as a reason why Swissport people were eager to transfer to Austrian Airlines, proved to be a tool in their career, facilitating or accepting it by other airlines. .

8. Boeing and Lauda Air to JFK:

JFK, which has so far been exclusively served by Austrian Airlines and its fleet of A-310, A-330 and A-340 Airbus, received the Lauda Air 767 regularly scheduled operation during its passenger period during the summer of 2004. The driver of the car is Nicky Lauda and is considered Australian Airlines & # 39; Competing in the early part of history. However, in the following year its frequency quadrupled and during 2007 it completely replaced the 17-year-old Airbus service.

Lauda 767 in the summer of 2004, operating as a supplement to the daily Austrian frequency during the 11-week period, from June 26 to September 5, was scheduled to arrive at 2055 on Saturday evenings and depart 25 hours later at 2200 on Sunday.

In order to prepare the station for the additional service, local Boeing 767 passenger services and Boeing 767 load control courses were created and transferred to Swissport personnel.

Because Lufthansa technical staff did not hold 767 licenses, its maintenance was adhered to Delta Air Lines, which operated all 767 series -200-, -300-400-400-, and made extensive night stops and security before pushing aircraft back to one terminal's hard status , Where security seals were applied to all access doors. Charged equipment was washed and prepared the next evening.

Because of the then 36-passenger capacity of Amadeus in the Class 36, it was difficult to sell the late exit at the business cabin without significant marketing promotion and reduced fare, while cargo space loading was limited to four doors in the forward compartment. The planes themselves operated with a combination of heavy Lauda Air and Star Alliance stars.

During the summer 2005 schedule, from June 14 to September 2, 767-300 provided up to four additional weekly frequencies, resulting in a total of 11, with the A-330 correcting the early and late 767-300 departures. .

By 2007, the type had completely replaced the A-330 and A-340 fleets, but appeared in several configurations. OE-LAE, -LAY and -LAZ planes, for example, accommodated 36 businesses and 189 in economics, while those listed OE-LAX and LAW respectively exhibited 30 and 200 seats. The OE-LAT jets, which offered the highest capacity of the six, included ten additional seats from the last two, for the completion of a 240-passenger train.

9. Central load control:

At the end of 2006, JFK introduced a concept known as a central load control system (CLC), and the station, like the atomic nucleus, became the core of everything.

Michael Steinbugg's brain, then JFK station manager, procedure, following trends set by Swiss International in New York, Lufthansa in Cape Town, and SAS in Bangkok, originated from a previous research project investigating cost reduction measures by a large department and single load control in Vienna or regional departments. The latter, however, involved language and time barriers.

Having gained extensive experience in creating procedures and operational practices as a former Aircraft Care Manager, he is well versed in weight and balance issues.

He sought to apply this knowledge and at the same time try to fix the system's adjustment and communication difficulties encountered in the SAS-Bangkok settlement in Washington, he faced this station, which, like JFK, already used the Lufthansa-WAB system. In doing so, he paved the way for the many crossings to come by making a number of mast trips to determine local procedures that match stations and then drafting a detailed pamphlet pertaining to them. The first major flight issue for Washington Flight, OS 094, was created on November 1, 2006.

Charlie Schreiner, then head of Austria Airlines' load control, signaled the event afterwards by sending the following telex.

"With Austrian Airlines 094 operating system flight on November 1," he wrote, "our first line station was connected to a standard centralized load control process with ULDs. All activities for operational flight preparation, load planning, ULD coordination and WAB system documentation , Including the load sheet transferred to the cockpit via ACAR, was successfully controlled by our JFK station yesterday. "

However, the balance of the CLC program included a phase implementation. In May of the following year, the service was inaugurated from Chicago. Since it could now be considered a "new" station, it made sense that its load sheet would be integrated into the CLC system in the first place, and despite computer system differences, was successfully adjusted with the first flight on May 29 after procedural changes.

When these cities were addressed by JFK, it was decided to incorporate the latest North American station, Toronto, whose first major load sheet was issued on July 1.

שלושה בקרי עומס ייעודיים לאוסטריאן איירליינס מסוויספורט, שניים מהם עבדו ביום נתון בעונת שיא הקיץ, הקימו את צוות מערכת בקרת העומס המרכזית.

מאז שילוב התחנה הרביעית, ייצרה JFK כ -120 גיליונות עומס בחודש, והמערכת המצליחה ביותר הניבה יתרונות רבים.

בראש ובראשונה היא הניבה חיסכון ניכר. כל הטיסות יצאו בזמן ביחס לתוכנית העומס שלהן והכנות גיליון העומס וכל ארבע הטיסות בצפון אמריקה טופלו באופן מבצעי על ידי בקר עומס יומי אחד בלבד יותר ממה ש JFK השתמשה לצורך יציאה יחידה. כל דוחות הוראות הטעינה וגיליונות העומס נוצרו בנוסף על ידי מערכת Lufthansa-WAB, מה שהעניק לווינה גישה מיידית לכל הנתונים והתיעוד הקשור בבקרת עומס.

10. בואינג 777:

כשאוסטריאן איירליינס הפכה את הדף של לוח הזמנים של חורף 2008-2009 ב -29 במרץ, JFK שדה את פעולת בואינג 777-200ER הראשונה שלה, מטוס הקיבולת הגדול ביותר של הספק והסוג הבסיסי החמישי ששירת את ניו יורק אחרי ה- A- 310, A -330, A-340 ו- 767.

המטוס, שנרכש במקור על ידי לאודה אייר, הוגדר עבור 49 מחלקות עסקים ו -258 נוסעי רכבות, אם כי שתי דוגמאות מאוחרות יותר, בהן היו משקולות ברוטו גבוהות יותר וסידורי נוסעים מותאמים, התאכסנו ב 260 נוסעים במחלקת תיירים בעשרה עד שלוש, ארבע-ארבע -שלושה, תצורות.

במהלך ששת החודשים האחרונים שבין אפריל לספטמבר 2009, הטיסה היחידה הובילה 34 אחוז יותר נוסעים מגיעים ויוצאים, יחד עם השלמות מוגברות משמעותית של מטען ודואר, בהשוואה לתקופה המקבילה אשתקד, בה נעשה שימוש ב- 767. ארבעת ה- 777 בצי היו רשומים OE-LPA, OE-LPB, OE-LPC ו- OE-LPD.

11. רכישה של לופטהנזה:

שנת 2009 הייתה שנה מרכזית עבור חברת אוסטריה איירליינס, הן מקומית והן כלל מערכתית. בגלל ההאטה הכלכלית העולמית, עליית מחירי הדלק, שחיקת התשואות והתחרות החזקה במערב אירופה מצד ספקים בעלות נמוכה, איים על הכדאיות הפיננסית שלה והמשך קיומה כחברה, למרות אסטרטגיות קודמות שכללו מכירת A-330 ו- A- צי 340, מצמצם את מערך התוואי שלו לטווח הארוך, ויישם מספר תוכניות ארגון מחדש. המושיע שלה, בצורה של הסכם עם לופטהנזה-גרמני איירליינס, איפשר לה להמשיך לפעול, שכן היא לקחה על עצמה את חובה ורכשה את מרבית מניותיה.

ב -28 באוגוסט אישרה הנציבות האירופית רשמית את לופטהנזה-גרמני איירליינס & # 39; רכישת קבוצת אוסטרינס איירליינס. האסטרטגיה, שהורכבה מכ -500 מיליון יורו מחברת האחזקות המוצהרת הנחוצה לארגון מחדש והמיזוג בין שני הספקים, סללה את הדרך לשילוב האוסטרי באגף לופטהנזה עד ספטמבר. אולם כדי להשיג את החסינות הנדרשת נגד מונופולים, לופטהנזה עצמה נאלצה להסכים לוותר על משבצות טיסות מפתח ולהקטין את מספר השירותים בין וינה לבריסל, קלן, פרנקפורט, מינכן ושטוטגרט.

עבור חברת אוסטריאן איירליינס, אשר תהפוך לאחת מכמה חברות תעופה אירופאיות עצמאיות של לופטהנזה, היא סימנה על הישרדות כלכלית, בסיס כלכלי משופר, עלויות סינרגיה, כמו רכישת דלק משותף וכלי טיס, וגישה ל לופטהנזה. רשת מכירות ונתיבים בינלאומית רחבה. הקמת וינה כמוקד ביצועים גבוהים להזנת תנועה לבעליה החדשה וצפופה מערכת התוואי המרכזית והמזרח אירופית נחשבה לחוזקה האוסטרי בתוך המערכת.

כתוצאה מבעלות זו התרחשו גם שינויים מהותיים בצפון אמריקה.

בטורונטו ובוושינגטון, למשל, לקחה לופטהנזה את כל היבטי הטיפול בקרקע.

בניו יורק פוטרו יותר ממחצית הצוות המועסק במטה צפון אמריקה בוויטסטון, ואילו המתקן שלו, שנמצא בקומה החמישית של אוקטגון פלאזה ונחשב ל"מבצר "שלו כמעט רבע מאה, היה סגור עם עובדיה הנותרים לעבור למשרד של לופטהנזה במזרח אחו, לונג איילנד, משרד.

ב- JFK עצמה, אוסטריאן איירליינס קרגו עברה באותה מידה למתקן לופטהנזה ב -1 בנובמבר, ו -16 יום לאחר מכן העבירה שוויצ'פורט את הלפיד לטיפול בקרקע לידי לופטהנזה-גרמני איירליינס.

מייקל סטיינבוגל, מנהל תחנה זו במשך ארבע שנים, הועלה למנהל חשבון מפתח בצפון אמריקה, אך ארבע עמדות לשמירת מכירת כרטיסים הוחלפו כשעוד לופטהנזה קיבלה על עצמה את אותן פונקציות, וצמצמה את חברת התעופה האוסטרית & # 39; צוות לשני חברים בלבד (המחבר כלול), שקיבלו חוזים מוגבלים לחצי שנה שפקעו ב- 15 במאי 2010. השתלבו לסירוגין במבצע ולוח הזמנים של לופטהנזה, הם טיפלו בטיסותיהם תוך היכרות עם עובדי לופטהנזה עם הנהלים שלהם אך לאחר תקופת מעבר זו, שוחררו באותה מידה מהעבודה.

"נוכחות אחידה אדומה" של אוסטריה איירליינס האחרונה, "מיוצגה על ידי אנשי אוסטריה איירליינס בלבד או אנשי סוויספורט, התרחשה ב -15 בנובמבר, והמשרד בקומה הראשונה בטרמינל א ', עד כה" בית "עבור הנהלת המוביל והנוסע, נוסע שירות, בקרת עומסים מרכזית, הזמנות מכירת כרטיסים ושירותי מזוודות / מחלקות אבודות ונמצאו, הוותר על שלוש שולחנות במתקן לופטהנזה, שתיים מהן היו תחנות ניהול חובות הממוקמות במפלס הראשי ואחת מהן הייתה שמורה ל תפקיד מנהל חשבון מפתח ברמה התחתונה במשרד פעולות התחנה.

נראה כי כל הדברים באים למחזור. האירוע, שהסתיים למעשה 21 שנה של נוכחות אוסטרית איירליינס האוטונומית, סימן את שובו של המוביל לשילובו ב -1938 עם לופטהנזה ובסדר הטיפול בשטח הקרקע בשנת 2000 ב- JFK.

12. חוזקות תחנת JFK:

בשנת 2009 הפעילה אוסטריאן איירליינס 666 טיסות הגעה ויציאה ב- JFK ונשאה 158,267 נוסעים פנימה ויוצאת, גידול של 18.42 אחוזים בהשוואה לשיעור הקודם, בעוד שהיא הפעילה 5,005 טיסות הגעה ויציאה וסחבה 1,074,642 נוסעים במהלך שבע השנים בתקופת השנה, בין 2003 ל -2009, שוויצ'ספורט ארה"ב קיבלה את הטיפול בקרקע בה.

JFK, לאחר שביאה את מזג האוויר בכמה בריתות של חברות תעופה, מיקומי טרמינל, מערכות מחשבים, חברות טיפול, סוגי מטוסים, ומספר הולך וגדל של אנשי אוסטריאן איירליינס במשך נוכחותה בת 21 השנים האחרונות, סגר למעשה את שעריה, אחרון תחנות צפון אמריקה שלה עשיתי זאת.

לאורך הנוכחות של למעלה משני עשורים, היא טיפלה בחמישה סוגי מטוסים – איירבוס A-310, איירבוס A-330, איירבוס A-340, בואינג 767, ובואינג 777; נקט ארבע אסטרטגיות – הפעולה הראשונית והעצמאית שלה; הסכם המניות של קוד האוויר של דלתא; תחנת המשאית אטלנטיק אקסלנס; והאינטגרציה של Star Alliance; פעלו מארבעה מסופי JFK – טרמינל אחד, טרמינל שני, טרמינל שלוש ובניין ההגעה הבינלאומי; טופלו על ידי שלוש חברות – דלתא אייר ליינס, לופטהנזה-גרמני איירליינס וסוויצ'פורט ארה"ב; והשתמש בשתי מערכות מחשב.

מכיוון שכישוריהם ויכולותיהם של רבים מאנשי הצוות שלה הופנו לתוצאות יצירתיות וחדשניות במהלך הפרק האחרון לקיומה, JFK קבעה כמה הישגים, שחלקם אפשרו לו למלא תפקיד גרעיני יותר ויותר בצפון אמריקה. They can be subdivided as follows.

The North American Station Training Program, comprised of the Passenger Service, Ramp Supervision Certification, Load Control Licensing, and Management disciplines, was instrumental in the educational preparation of all entry-level employees, enabling them to perform their designated functions with sufficient procedural knowledge or climb the ladder all the way to management, if so needed. The textbooks and courses were subsequently used to duplicate this success at Austrian Airlines' other North American stations.

The Centralized Load Control (CLC) Department, entailing the preparation of loading instruction/reports and load sheets for the four North American stations of Chicago, New York, Toronto, and Washington, was highly successful and once involved four aircraft types: the Boeing 767, the Airbus A-330, the Airbus A-340, and the Boeing 777.

The Baggage Services/Lost and Found Department, under the direction of Omar Alli, served as a model for other stations and earned a lost baggage rating that became the envy of them. Omar himself often traveled to other stations in order to provide restructuring guidance for their own Baggage Services Departments.

The Ticket Sales-Reservations counter, under the direction of Sidonie Shields, consistently collected significant amounts of annual revenue in ticket sales, excess baggage, and other fees.

The visible presence of Austrian Airlines, in red uniforms, to the passenger, whether worn by Austrian Airlines or Swissport staff, cemented its identity.

The several annual special flights, which sometimes posed significant challenges, but were always successfully executed, included those carrying the Rabbi Twersky group, the American Music Abroad group, the IMTX group, the Vienna Boys' Choir, the Vienna Philharmonic Orchestra, and Life Ball, the latter with its high-profile celebrities, colorful characters, and pre-departure parties.

The special events, often fostering a "family" atmosphere among its own and Swissport staff, included the annual "Year in Review" series, the Pocono Mountain ski trips, the summer pool parties, the birthdays, the Thanksgiving dinners, and the Secret Santas at Christmas.

And, finally, the daily briefings, jokes, laughs, raps, camaraderie, friendships, and human connections continually emphasized and acknowledged the true souls behind everyone as they cohesively worked toward the airline's and the station's common goals.

Michael Steinbuegl, who assumed command as JFK Station Manager in September of 2005, had cultivated the environment and orchestrated the steps that had allowed every one of these accomplishments to be made.

13. Two Decades of Elasticity:

Austrian Airlines, hitherto among the smallest European airlines, had to assume a considerable degree of necessary "elasticity" during its 21 years at JFK, ebbing and flowing with the ever-changing turbulence created by prevailing market conditions, seeking financial benefit, synergistic strength, market niche, alliance realignment, and ultimate change of ownership. Defying Darwinian philosophy, whose "survival of the fittest" prediction is often translated as "survival of the largest," Austrian Airlines had, despite numerous, necessary redirections, proven the contrary, perhaps prompting a rewording of the philosophy to read, "survival of the smallest," if four short words were added-namely, "as a global player."

Toward this end, the latest strategy enabled the carrier to survive. For station JFK and its staff, however, it did not.


Because I had been hired by Austrian Airlines two months before its inaugural transatlantic flight from JFK occurred on March 26, 1989 and subsequently held several positions there throughout its 21-year history, I felt singularly qualified, as a lifetime aviation researcher, historian, and writer, to preserve its story in words. It is, in essence, my story. It is what I lived. And what I leave…