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The article offers information on how to make flying safer for Canada's airline passengers, while supporting Canada's airlines and the tourism industry. Topics include the non-stop service to many international destinations, the seasonal service to international vacation destinations, and the cargo services providing fast and efficient delivery for Canada's exporters.

The article focuses on the Canadian government's commitment to allocate 301 million U.S. Dollars from the Strategic Innovation Fund towards promoting sustainability in the aviation industry. It reports that the funds will support projects related to hybrid and alternative propulsion, aircraft architecture, transition to alternative fuels, and aircraft infrastructure and operations. This initiative aims to secure Canada's global leadership position in sustainable aviation and aligns.

The United Arab Emirates (UAE) and Canada have strengthened their business and trade relations through an expanded air transport agreement. Emirates will increase its flights between Dubai and Toronto, offering over 6,800 seats per week. This agreement is expected to boost tourism and trade between the two countries and reflects the growing importance of the UAE to Canada's global connectivity. The chief commercial officer of Emirates expressed gratitude for the agreement and emphasized the role it will play in facilitating more tourism and trade opportunities. [Extracted from the article]

The article presents information on profiles of major airlines around the world. Some of them are, Russian International Airline Aeroflot, Air Canada, Air France, and others. In Aeroflot, there is 51 % the government of the Russian Federation and 49% company's employees and other legal entities.

This article reports that Canada's WestJet Airlines Inc., like its U.S.-based alter ego Southwest Airlines, tends to do most things right. The airline has implemented new technologies much to its advantage, and its founders have devised a formula for keeping costs down, its employees on their toes and travelers happy. It would have been a more palatable $14.9-million loss had it not been for a $47.6-million write-down for the early retirement of 18 Boeing 737-200 jets, a tactical move to further reduce fuel and maintenance costs.

The article discusses the developments in the aviation sector, particularly in Canada. It claims that the northern airspace in Canada has become a major route that links North America with destinations in Europe, the Middle East and Asia. It cites the firm Canadian North Airlines as pioneer of modern jet service in northern Canada. The opinion of Canadian North Airlines' Laval St. Germain on their operation is also cited.

The article offers information on the sustainability of hydrogen-powered tractors and their usefulness to ground handling service at Montréal-Pierre Elliott Trudeau International Airport in Canada. It reports that these vehicles are being tested at the mentioned airport to assess their efficiency as well as their sustainability. The hydrogen used on these vehicles are far more lighter and more environment friendly than conventional fuels.

The article offers information about Airport Terminal Services Inc. in Canada. It states that the company has expanded to eight locations throughout the country through its existing relationships with domestic and international carriers. It infers that it has recorded another major development in Toronto, Ontario at Air France-KLM SA to offer service for multiply daily flights for a range of a wide-body aircraft including passenger services, cabin cleaning and ramp handling.

The article offers world news briefs related to travel agents in Canada. Canadian Gateway has been chosen to represent the Russian Federal Agency in the country. Air Nambia decided to align in the market demand by rescheduling its long-haul flights in Frankfurt. The European Travel Commission (ETC) has launched a web portal to portray Europe.

The article reports on competition between Air Canada and WestJet Airlines. The central focus of the article is the fact that Air Canada, the Canadian national airline, has had significant financial and management difficulties, while its rival has exploited effective marketing strategies to secure a large portion of Canadian air travel.

The article features WestJet, an airline company based in Canada. Its flight operations launched in 1996 with 220 employees. The executives developed a comprehensive business plan and financial model committed to strong management and employee relations. The company has 3 Boeing 737-200 aircraft and five destinations across Canada. Clive Beddoe is the founder, chairman and chief executive officer of WestJet.

This article profiles entrepreneur David Ho, who plans on making his airline Harmony a major success. His profile in Canada isn't low -- it's non-existent. But he is currently investing in at least one highly visible enterprise, Harmony, his new private airline that he intends to build into a major carrier, so his days as a secretive backstage puppeteer may be numbered. David Ho is almost certainly the wealthiest of Canada's many Chinese zillionaires, but his companies are privately held and his balance sheets are jealously guarded. It all started four years ago, when Ho and his younger daughter Kristen were stuck in Maui and had to wait 18 hours to fly home. On Feb. 16, 2002, the company Harmony was formed, and it started flying in early November. Harmony at the moment has only four planes (171-passenger Boeing 757s) that fly between Toronto and Vancouver and use that western hub for services to Honolulu, Maui, Las Vegas and Palm Springs. Ho is enjoying life to the full in his Vancouver house, 13,000 sq. feet of marble and good taste off Granville Street. Despite his wealth, or maybe because of it, David Ho is driven to achieve his personal best, a target that shifts ever higher as his empire expands. Unlike most businessmen, Ho doesn't golf, although he owns Vancouver's prestigious University Golf Club. He'd started in business at age 16, sorting tobacco leaves by hand in his grandfather's warehouse, but no school in the British colony would take him in. Ho's biggest public investment before the airline was his purchase in 1987, for at least $100 million, of Gray Beverage, one of Canada's largest independent soft drink bottlers, whose products include 7-Up and Pepsi.

This article focuses on the horrifying events in New York City, on the morning of September 11, 2001, that led to something unique happening in Canada. As the World Trade Center was being destroyed, 500 planes from airports throughout Europe were in the air en route to American destinations. But every American airport had been closed. The planes and their passengers had come from England and Egypt, Ireland and Italy, Greece and Germany, to name just a few origin points. When the planes abruptly changed course, some passengers were napping, eating breakfast, or watching a movie. Plane after plane landed at Canadian airports. Many of the "plane people" have said they will never forget the hospitality they were shown during their days in eastern Canada.

Despite Air Canada's woes, chief executive officer (CEO) Robert Milton's job looks secure-maybe because nobody else would want it. A few weeks back, not long after Canada's national air carrier ducked under bankruptcy protection, rumors, predictably, began swirling about a management shuffle. At the same time, strictly by coincidence, the subject of one of those rumors, straight-shootin' Continental Airlines chief executive Gordon Bethune, who's widely credited with turning that US carrier's fortunes around, hosted an online chat on Forbes.com. One member of the virtual audience e-mailed the industry's resident miracle worker asking whether there was any truth to the rumors that Bethune was considering taking the helm at troubled Air Canada. No wonder some think Air Canada president and CEO Milton is nuts for sticking it out as the chief of an airline that looks every bit as dreadful to U.S. industry insiders as it does to the millions of jaded Canadians who have, over the years and in no particular order, flown it, bailed it out, been ill-treated by its staff, suffered through its very public dramas or--most tragically--invested in it. GE Capital, which provided the bridge financing for the airline while it restructures, reportedly did so on the condition that Milton stick around. If some outside-the-box management is on order at Air Canada, the board will have a lot of competition trying to find it--and directors had better hope at least one of those gifted would-be executives feels slightly more upbeat than Bethune does about the opportunity to run Canada's only major airline.

Explores the air transport industry in Canada and its quest for new policies. Background of Canada's international policy framework; Role of the U.S. and Europe in the liberalization of the industry; Operational restrictions imposed on Air Canada Ltd.

Focuses on Canadian Airlines International Ltd. as of May 10, 1999. Attempts to gain customers, including use of chefs such as John Bishop to refine the food and service in the airline's business class; History of the airline's financial difficulties; Anticipated losses in 1999; Effects of rising fuel and airplane component costs on the company's debt; Request by Buzz Hargrove, president of the Canadian Auto Workers, the union representing Canadian employees, for government assistance; Comments from airline executives and analysts. INSET: Air Canada feels the competitive squeeze, by Ross Laver.

Focuses on the Husky Squadron which began operations during the onset of World War II. Motto and emblem of the group; Failure and successful missions they experienced during the war; Evolution of the squadron's transport equipment; Main job of the group. INSET: Husky Squadron..

Presents a narrative of the author's experiences when a plane carrying 42 passengers crashed in the freezing ocean of Canada in 1952. People who have helped in searching and rescuing survivors; Details of the accident; Survivors of the accident.

The article offers information on the controversy involving Yves Pratte, the former chairman of the government-owned airline Air Canada. It focuses on Pratte's reputation, which is tainted by scandals and charges of ineptitude in managing the airline company including the appointment of people with political connections but little airline experience. It states that Pratte insists that he know nothing about his employees' actions. It comments that the airline had been regularly paying off Canadian travel agents' fraudulent commission claims during Pratte's leadership.

The article focuses on the business success of Los Angeles, California-based Sky Roamers Air Travel Inc. Sky Roamers is one of the largest cooperative flying companies that help light plane flying a fastest growing sport in the country. It consists of 245 members flying the company's 27 aircraft which travel in the U.S., Canada, Mexico, and the Bahamas. The air travel averages 70 hours annually. Most of the clients include owners of small companies, dentists, engineers, doctors, and real estate brokers.

The article looks at the troubles facing the Canadian commercial aviation industry. In a series of negotiations, the profits and survival of Canada's two largest air carriers, Trans-Canada Air Lines and Canadian Pacific Air Lines, are at stake. Moreover, Canadair Ltd. is mixed up in the negotiations in a related dispute. The profit losses experienced by both airlines as of 1961 are noted. The role of overcompetition in the problem is discussed.

The article reports on the completion of the air transport agreement between Canada and Australia, and the difficulties between the U.S. and Australia over terms of an air traffic agreement.

The article reports on the decision of Canadian civil aviation minister C. D. Howie to announce the pattern of expansion proposed for Trans-Canada Air Lines in November 1945, which is considered the government air services of Canada.

The article provides information on an order of dollars 1,000,000 for supply of airplanes for projected Canadian airlines, which will possibly go to any airplane manufacturing company of the U.S. as Canadian companies are not ready.

The article reveals the plans of Great Britain, the Irish Free State, Canada and the U.S. to set up a cooperative arrangement that will establish an international system of regular air transport around the world. The plan is to link up Britain's Imperial Airways, Ltd. and the Pan American Airways of the U.S. and to ask the U.S. Congress for an appropriation that will finance transatlantic air mail service. A list of possible routes is presented. It also explains how England and Germany are preparing themselves for the transatlantic service.