United Airlines Supports Humanitarian Relief Efforts in Nepal

United customers can contribute money and miles to support the airline's disaster relief partners

United Airlines today announced that it will work with its disaster relief partners the American Red Cross, Americares, Airlink and Operation USA to provide aid to those affected by the earthquake in Nepal. Beginning today, United will provide up to a total of $50,000 to match donations to these partner organizations from United customers and employees. The airline will also provide a one-time mileage bonus to MileagePlus members who donate. United will contribute up to 5 million miles for this initiative.
MileagePlus members who give between $50-99 will receive 250 bonus miles, those who contribute $100-249 will receive 500 bonus miles, and members who donate more than $250 will receive 1,000 bonus miles. Up to 5 million bonus miles will be awarded on a first-come, first-served basis based on contributions made through the airline's fundraising page through 11:59 PM CDT on May 15, 2015.
For more information and to make a donation, customers and employees may visit United's fundraising page at https://www.crowdrise.com/unitednepalrelief.
"Our hearts are with those living and working in Nepal as they recover from this devastating event," said United's Senior Vice President of Corporate and Government Affairs Mark Anderson. "Our employees and customers always want to help in times like these, and we want to recognize their generosity by offering a mileage bonus incentive to our MileagePlus members who are supporting this critical humanitarian relief effort."
Customers May Also Donate Miles
MileagePlus members with accrued miles can donate their miles to a charity through United's Charity Miles program. Many international relief organizations send personnel and volunteers to assist in the affected region, and the donation of miles will help defray their expenses. Through these programs, MileagePlus members can donate a minimum of 500 miles to any of the designated groups involved in the relief effort.
To donate miles online, MileagePlus members can visit united.com. Customers may also donate miles by calling MileagePlus Customer Service at 1-800-421-4655.
About United
United Airlines and United Express operate an average of nearly 5,000 flights a day to 373 airports across six continents. In 2014, United and United Express operated nearly two million flights carrying 138 million customers. United is proud to have the world's most comprehensive route network, including U.S. mainland hubs in Chicago, Denver, Houston, Los Angeles, New York/Newark, San Francisco and Washington, D.C. United operates nearly 700 mainline aircraft, and this year, the airline anticipates taking delivery of 34 new Boeing aircraft, including the 787-9 and the 737-900ER. United is also welcoming 49 new Embraer E175 aircraft to United Express. The airline is a founding member of Star Alliance, which provides service to 193 countries via 27 member airlines. More than 84,000 United employees reside in every U.S. state and in countries around the world. 

AIRBUS A380 : DIEZ AÑOS POR LOS CIELOS DEL MUNDO

Se cumplen 10 años del primer vuelo del avión gigante de AIRBUS

 AIRBUS celebra hoy el décimo aniversario del primer vuelo de prueba del A380, que en sus ocho años de explotación ha transportado mas de 85 millones de pasajeros.

AIRBUS, que organiza algunos actos internos para conmemorar el primer vuelo el 27 de abril de 2005, con despegue y aterrizaje en el aeropuerto de TOULOUS, donde la compañía tiene su sede, espera alcanzar este año el equilibrio financiero de este modelo. 

 Desde la entrada en servicio del primer A380 en octubre de 2007, hay operativos 156 de estos aviones (59 de ellos de EMIRATES) que realizan cada día más de 220 vuelos entre 50 aeropuertos.

El A380 es el mayor avión comercial de la historia al superar al que lo era hasta su lanzamiento, el 747 de BOEING.

AIRBUS A380 supera a los BOEING no sólo en capacidad, sino también que gracias a su concepción -con un 25% de los materiales compuestos- ofrece unois costos de operación por asiento entre un 15 y un 43% inferiores a los de su rival estadounidense, y ofrecen una autonomía de 400 millas náuticas más que el 747, y hace la mitad de ruido.

MADRID-BARAJAS : RECOMENDACIONES DEL COPAC

El COLEGIO OFICIAL DE PILOTOS DE AVIACIÓN CIVIL (COPAC), realizó las siguientes recomendaciones de seguridad con motivo del cierre de la pista 18R/36L en el Aeropuerto Adolfo Suárez Madrid-Barajas:

* Valorar cargas de combustible adicional, ya que es posible que se produzca un incremento de las esperas en el aire. Lod picos de máxima actividad en el aeropuerto corresponden a los tramos horarios comprendidos entre 10-11, 14-15, 18-19 y 20:30-21:30 horas. Será preciso analizar con máxima precaución los TAFOR para extremar las precauciones en caso de pronóstico de tormenta.

*Prever también un posible incremento del tiempo de rodaje.

*Seguir los procedimientos operacionales estándar SOPs en la selección de las salidas instrumentales SIDs de la base de datos de a bordo.

*Evitar cualquier conversación o intercambio de opiniones con los controladores por frecuencia que no se limite estrictamente a aspectos operacionales. Es posible que la frecuencia se encuentre sobrecargada.

*Ser estrictos con el control de velocidad. En aproximaciones a la pista 18L/36R en configuración Sur, los cálculos de capacidad se han realizado partiendo de velocidades estándar. En la medida de lo posible, será necesario controlar este parámetro para facilitar la coordinación entre piloto y controlador.

*Ser escrupuloso en el mantenimiento de las separaciones por estela en aproximación.

*Considerar que  ciertas aeronaves, por diversas variables, podrían no cumplir con los gradientes de ascenso de las salidas temporales. Habrá que extremar las medidas de vigilancia para no incurrir en un altitud-bust e informar a ATC de la imposibilidad de cumplir con las restricciones en cuanto sea posible.

*Reportar cualquier incidente operacional al COPAC a través de los Partes de Incidencia Profesional parea poder identificar áreas de peligro o riesgos para la operación.

*Revisar la información detallada con las consideraciones de carácter operacional de estos cambios que COPAC remitió a todos los colegiados recientemente.

*Ante el previsible aumento de las esperas en el aire y el tiempo de rodaje tomar las medidas oportunas y operar con la máxima paciencia sin forzar ninguna maniobra.

*Como es habitual, priorizar la seguridad en todas las decisiones de la tripulación.

COPAC no comparte que no se haya realizado un adecuado análisis de riesgos puesto que el proveedor de servicios considera estas modificaciones un "cambio menor", a pesar de la complejidad operativa que implican, y ya ha comunicado a la Autoridad su disconformidad. COPAC  solicita a los colegiados la máxima colaboración con los controladores ya que, debido a la deficiente gestión de estos cambios, somos los profesionales quienes deberemos aplicar nuestro criterio y rigor para que dichas deficiencias tengan el menor impacto posible en el servicio que ofrecemos a los usuarios del transporte aéreo.

IMPACTO EN LAS OPERACIONES EN MADRID-BARAJAS

El aeropuerto Adolfo Suárez Madrid-Barajas dispone de cuatro pistas, de las que dos se utilizas para aterrizajes y las otras dos para despegues.

El cierre de una pista, la 36L/18R, reduce sensiblemente la capacidad operativa del aeropuerto, ya que, según la configuración operativa, o bien se dispondrá de una única pista para despegues o de una única pista para aterrizajes, lo que podría implicar demoras, especialmente en las horas de máxima afluencia de tráficos.

En condiciones normales, Madrid-Barajas tiene capacidad para operar hasta 50 despegues y 48 llegadas cada hora. Esta cifra se verá reducida a un máximo de 39 salidas y otras tantas llegadas cada hora.

Además, el cierre de la pista 36L/18R supondrá un aumento de los tiempos de rodaje hasta la pista 14L para despegues y desde la 18L para aterrizajes.

Boeing Supports Hainan Airlines in Quest for Greater Operational Efficiency

- Optimization services increase efficiency, fuel savings

Boeing (NYSE:BA) today announced that Hainan Airlines has introduced the Boeing Wind Updates solution into their operations to increase efficiency and reduce fuel consumption across the airline's global operations.
The airline has integrated the Wind Updates offering from Boeing Commercial Aviation Services to leverage real-time information that improves inflight airplane performance based on atmospheric conditions. Boeing Wind Updates will work to optimize flight operations across the Hainan Airlines fleet of Boeing 787 and Airbus 330 aircraft. 
"We seek methods to increase efficiency across all of our operations, and the Boeing Wind Updates solution will help us achieve our objectives to improve decision making by our flight crews and reduce fuel consumption," said Haoming Xie, president, Hainan Airlines. "Having real-time wind data in hand helps to increase situational awareness for our pilots and allows for changes to take place to best take advantage of current conditions."
Boeing Wind Updates will reduce fuel consumption and improve in-flight performance for the Hainan Airlines aircraft fleets by providing customized, real-time wind and temperature information during every flight anywhere in the world. More current and accurate weather data allows for more effective use of modern aircraft capabilities and is expected to save Hainan Airlines an average of 200-400 lb. (90-180 kg.) of fuel per flight.
"We are delighted to support Hainan Airlines with continuously improved operational efficiency," said Per Noren, vice president, Customer Solutions, Boeing Digital Aviation.  "Wind Updates is a key component of our integrated portfolio of flight optimization solutions. Hainan Airlines will see immediate fuel savings results."
The agreement to integrate Wind Updates services adds to the portfolio of Boeing Digital Aviation solutions used by the airline to reduce pilot workload, increase situational awareness and achieve fuel savings. Hainan Airlines also is currently a customer of Boeing flight planning, charting and navigation information services.

AEROPUERTO ADOLFO SUÁREZ MADRID-BARAJAS

Aena renovará la pista 18R-36L del Aeropuerto Adolfo Suárez Madrid-Barajas, la más larga de las 4 en servicio.

La pista 18R-36L permanecerá inoperativa entre el 17 de abril y el 17 de mayo próximos, debido a las obras de regeneración del pavimento y renovación del balizamiento de la pista y sus calles de rodaje.

La 18R-36L es la más larga (4.179 metros de longitud) de las cuatro pistas del aeropuerto y está en servicio desde el año 1998. Es la pista que se utiliza preferentemente para el despegue de las aeronaves de gran envergadura, las que operan los vuelos transatlánticos.

Se han programado otras actuaciones entre las que se encuentran: el traslado de la base de deshielo de aeronaves en la cabecera 36R y el traslado del ILS, sistema de ayuda al aterrizaje, en la cabecera 18R.

Mission Control, Houston, April 13, 1970

Mission Control, Houston, April 13, 1970 Apollo 13, NASA's third crewed mission to the moon, launched on April 11, 1970. Two days  later, on April 13, while the mission was en route to the moon, a fault in the electrical syste  of one of the Service Module's oxygen tanks produced an explosion that caused both oxygen  tanks to fail and also led to a loss of electrical power. The Command Module remained  functional on its own batteries and oxygen tank, but these were usable only during the last  hours of the mission. The crew shut down the Command Module and used the Lunar Module  as a "lifeboat" during the return trip to Earth. Despite great hardship caused by limited power,  loss of cabin heat, and a shortage of potable water, the crew returned to Earth, and the  mission was termed a "successful failure." This photograph of the Mission Operations Control  Room in the Mission Control Center at the Manned Spacecraft Center (now Johnson Space  Center), Houston, was taken on April 13, 1970, during the fourth television transmission from  the Apollo 13 mission. Eugene F. Kranz (foreground, back to camera), one of four Apollo 13  flight directors, views the large screen at front as astronaut Fred W. Haise Jr., Lunar Module  pilot, is seen on the screen.  The Flight of Apollo 13 Image Credit: NASA

70 CONFERENCIA DE LA IFALPA EN MADRID

La Federación Internacional de Asociaciones de Pilotos de Líneas Aéreas (IFALPA), celebra su 70 Conferencia con el objetivo de analizar los retos a los que se enfrenta la industria de la aviación y las posibles respuestas que los pilotos pueden darles.

En el acto de apertura de la conferencia que finalizará el lunes 13 de abril, el presidente del Sindicato Español de Pilotos de Líneas Aéreas (SEPLA), Javier Martinez de Velasco, ha recordado la importancia que tienenlas asociaciones de pilotos, ya que aportan visión y conocimiento a los que redactan leyes sobre aviación.

Además, ha aprovechado su discurso para reivindicar que "la pieza de seguridad más importante e irreemplazable en aviación es un piloto bien entrenado y con mucha experiencia".

Por su parte el presidente de Iberia,  Luis Gallego, ha centrado su intervención en la actual "atmósfera de entendimiento entre aerolíneas y empleados", un clima de "confianza y cooperación" que ha permitido la expansión de Iberia.

En este sentido, ha destacado el "vital" papel de los pilotos para el funcionamiento de la aerolínea y la seguridad de los vuelos. "Los pilotos son un colectivo bien entrenado, profesional y talentosos", ha subrayado.

INFORME PRELIMINAR DE LA BEA

EL ERROR HUMANO COMO CAUSA ÚNICA DE UN ACCIDENTE AÉREO

Las Conclusiones expresadas en algunos de Medios de comunicación Sobre el accidente de SWIFTAIR del año pasado son parciales y sesgadas. Es imprescindible analizar las condiciones del vuelo y el estado de la tripulación antes de señalar sus errores como causa única.

El Sindicato Español de Pilotos de Líneas Aéreas (SEPLA) Quiere Pedir Prudencia a la hora de Sacar Conclusiones del Informe preliminar del accidente del avión de Air Algerie (Operado por la Aerolínea española Swiftair) Que se Estrello en Malí el 24 de julio de 2014 .

El informe, publicado por el BURÓ de INVESTIGACIONES y ANÁLISIS para la SEGURIDAD de la AVIACIÓN CIVIL de FRANCIA, es un informe provisional, donde se explica el estado de la investigación que, por el momento, está centrada en intentar determinar las causas que produjeron que los valores de EPR (los que determinan la potencia que suministran los motores de la aeronave) no fueran idóneos para las condiciones de vuelo en que se encontraban, produciendo como consecuencia una entrada en pérdida del avión. A dia de hoy, no se ha podido determinar si las protecciones antiengelamiento de las sondas de los motores habían sido activadas por la tripulación o no.

Señalar las Posibles Causas del accidente del una fase tan preliminar de la investigación es contraproducente para los fines de la misma, ya que crea entre la opinión pública una expectativa que posteriormente puede resultar falsa.

El accidente de SWIFTAIR en Malí cuenta con un precedente muy similar, ocurrido en Venezuela en 2005. En circunstancias meteorológicas prácticamente idénticas, un MD 83 de la compañía WEST CARIBBEAN AIRLINES entró en pérdida en plena tormenta. El informe no contempló la hipótesis de engelamiento de cristales de hielo como causa probable de aquella entrada en pérdida, ya que dicha hipótesis apareció por primera vez en el accidente de AIR FRANCE en 2009.

La Investigación del accidente de ninguna Venezuela de supo establecer del Mismo e imponer Medidas párr Evitar Accidentes SIMILARES En El Futuro. Un Escenario Que No es novedoso en España donde las autoridades de investigación de accidentes fallaron a la hora de indentificar las deficiencias del sistema cuando, en 2007, un McDonell Douglas de la compañía MAPJET estuvo a punto de estrellarse en Lanzarote por un fallo en la alarma de configuración errónea de despegue, que no sonó. Un año más tarde, 154 personas murieron en las pistas de Barajas por el mismo fallo en un avión de SPANAIR.

United Reports March 2015 Operational Performance

United Airlines (UAL) today reported March 2015 operational results.
UAL's March 2015 consolidated traffic (revenue passenger miles) decreased 0.7 percent and consolidated capacity (available seat miles) decreased 0.6 percent versus March 2014. UAL's March 2015 consolidated load factor decreased 0.1 points compared to March 2014.

About United

United Airlines and United Express operate an average of 5,055 flights a day to 373 airports across six continents. In 2014, United and United Express operated nearly two million flights carrying 138 million customers. United is proud to have the world's most comprehensive route network, including U.S. mainland hubs in Chicago, Denver, Houston, Los Angeles, New York/Newark, San Francisco and Washington, D.C. United operates nearly 700 mainline aircraft, and this year, the airline anticipates taking delivery of 34 new Boeing aircraft, including the 787-9 and the 737-900ER. United is also welcoming 49 new Embraer E175 aircraft to United Express. The airline is a founding member of Star Alliance, which provides service to 193 countries via 27 member airlines. More than 84,000 United employees reside in every U.S. state and in countries around the world. For more information, visit united.com, follow @United on Twitter or connect on Facebook. The common stock of United's parent, United Continental Holdings, Inc., is traded on the NYSE under the symbol UAL.

Preliminary Operational Results
		March				Year-to-Date
		2015	2014	Change		2015	2014	Change
REVENUE PASSENGER MILES (000)
	Domestic	7,726,098	7,815,691	(1.1%)		20,332,747	20,723,110	(1.9%)
	International	7,492,150	7,300,234	2.6%		20,327,683	19,613,482	3.6%
	Atlantic	2,708,461	2,795,521	(3.1%)		7,164,463	7,370,674	(2.8%)
	Pacific	2,886,462	2,687,254	7.4%		8,075,741	7,632,378	5.8%
	Latin	1,897,227	1,817,459	4.4%		5,087,479	4,610,430	10.3%
	Mainline	15,218,248	15,115,925	0.7%		40,660,430	40,336,592	0.8%
	Regional	2,131,560	2,349,957	(9.3%)		5,783,442	6,046,262	(4.3%)
	Consolidated	17,349,808	17,465,882	(0.7%)		46,443,872	46,382,854	0.1%
AVAILABLE SEAT MILES (000)
	Domestic	8,989,283	9,001,587	(0.1%)		24,090,669	24,371,068	(1.2%)
	International	9,405,993	9,301,726	1.1%		26,034,112	25,426,013	2.4%
	Atlantic	3,573,345	3,753,118	(4.8%)		9,871,551	10,390,683	(5.0%)
	Pacific	3,480,220	3,326,269	4.6%		9,910,608	9,413,824	5.3%
	Latin	2,352,428	2,222,339	5.9%		6,251,953	5,621,506	11.2%
	Mainline	18,395,276	18,303,313	0.5%		50,124,781	49,797,081	0.7%
	Regional	2,572,625	2,797,363	(8.0%)		7,144,227	7,419,130	(3.7%)
	Consolidated	20,967,901	21,100,676	(0.6%)		57,269,008	57,216,211	0.1%
PASSENGER LOAD FACTOR
	Domestic	85.9%	86.8%	(0.9) pts		84.4%	85.0%	(0.6) pts
	International	79.7%	78.5%	1.2 pts		78.1%	77.1%	1.0 pt
	Atlantic	75.8%	74.5%	1.3 pts		72.6%	70.9%	1.7 pts
	Pacific	82.9%	80.8%	2.1 pts		81.5%	81.1%	0.4 pts
	Latin	80.6%	81.8%	(1.2) pts		81.4%	82.0%	(0.6) pts
	Mainline	82.7%	82.6%	0.1 pts		81.1%	81.0%	0.1 pts
	Regional	82.9%	84.0%	(1.1) pts		81.0%	81.5%	(0.5) pts
	Consolidated	82.7%	82.8%	(0.1) pts		81.1%	81.1%	0.0 pts
ONBOARD PASSENGERS (000)
	Mainline	8,124	8,012	1.4%		21,378	21,229	0.7%
	Regional	3,736	4,147	(9.9%)		10,144	10,671	(4.9%)
	Consolidated	11,860	12,159	(2.5%)		31,522	31,900	(1.2%)
CARGO REVENUE TON MILES (000)
	Total	239,959	221,927	8.1%		662,155	585,175	13.2%

First Quarter Preliminary Fuel Costs Per Gallon
Estimated average price per gallon of fuel, excluding hedges							$1.90
Operating cash-settled hedge loss price per gallon							$0.18
Estimated average price per gallon of fuel, including operating cash-settled hedges1							$2.08
Non-operating cash-settled hedge loss price per gallon2							$0.04
Estimated average price per gallon of fuel, including all cash-settled hedges3							$2.12
1This price per gallon corresponds to the fuel expense line of the income statement
2This price per gallon corresponds to the impact of non-operating hedges that appear in the non-operating line of the income statement
3This price per gallon corresponds to the total economic cost of the company's fuel consumption including all cash-settled hedges but does not directly correspond to the fuel expense line of the income statement
Preliminary Operational Results
					2015	2014	Change
March On-Time Performance1					78.1%	79.4%	(1.3)	pts
March Completion Factor2					98.4%	98.9%	(0.5)	pts
1Based on domestic mainline scheduled flights arriving within 14 minutes of scheduled arrival time, according to data published in the DOT Air Travel Consumer Report
2Mainline completion percentage

Safe Harbor Statement

Safe Harbor Statement under the Private Securities Litigation Reform Act of 1995: Certain statements included in this release are forward-looking and thus reflect our current expectations and beliefs with respect to certain current and future events and financial performance. Such forward-looking statements are and will be subject to many risks and uncertainties relating to our operations and business environment that may cause actual results to differ materially from any future results expressed or implied in such forward-looking statements. Words such as "expects," "will," "plans," "anticipates," "indicates," "believes," "forecast," "guidance," "outlook" and similar expressions are intended to identify forward-looking statements. Additionally, forward-looking statements include statements that do not relate solely to historical facts, such as statements which identify uncertainties or trends, discuss the possible future effects of current known trends or uncertainties or which indicate that the future effects of known trends or uncertainties cannot be predicted, guaranteed or assured. All forward-looking statements in this report are based upon information available to us on the date of this report. We undertake no obligation to publicly update or revise any forward-looking statement, whether as a result of new information, future events, changed circumstances or otherwise, except as required by applicable law. Our actual results could differ materially from these forward-looking statements due to numerous factors including, without limitation, the following: our ability to comply with the terms of our various financing arrangements; the costs and availability of financing; our ability to maintain adequate liquidity; our ability to execute our operational plans, including optimizing our revenue; our ability to control our costs, including realizing benefits from our resource optimization efforts, cost reduction initiatives and fleet replacement programs; our ability to utilize our net operating losses; our ability to attract and retain customers; demand for transportation in the markets in which we operate; an outbreak of a disease that affects travel demand or travel behavior; demand for travel and the impact that global economic conditions have on customer travel patterns; excessive taxation and the inability to offset future taxable income; general economic conditions (including interest rates, foreign currency exchange rates, investment or credit market conditions, crude oil prices, costs of aircraft fuel and energy refining capacity in relevant markets); our ability to cost-effectively hedge against increases in the price of aircraft fuel; any potential realized or unrealized gains or losses related to fuel or currency hedging programs; the effects of any hostilities, act of war or terrorist attack; the ability of other air carriers with whom we have alliances or partnerships to provide the services contemplated by the respective arrangements with such carriers; the costs and availability of aviation and other insurance; industry consolidation or changes in airline alliances; competitive pressures on pricing and on demand; our capacity decisions and the capacity decisions of our competitors; U.S. or foreign governmental legislation, regulation and other actions (including open skies agreements and environmental regulations); labor costs; our ability to maintain satisfactory labor relations and the results of the collective bargaining agreement process with our union groups; any disruptions to operations due to any potential actions by our labor groups; weather conditions; the possibility that expected merger synergies will not be realized or will not be realized within the expected time period; and other risks and uncertainties set forth under Item 1A., Risk Factors, of UAL's Annual Report on Form 10-K, as well as other risks and uncertainties set forth from time to time in the reports we file with the SEC.