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First window, then middle, then aisle? United Airlines launches new boarding system

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United Airlines is changing the way it boards passengers in economy class this week, reverting to a system where passengers in a window seat will be seated first, followed by middle seats and then aisle seats in a manner that the airline says will save precious minutes on every flight.

The airline has been testing the plan — called WILMA, for window, middle and aisle — at a half dozen locations for several weeks, and in an internal memo it says the system saves, on average, two minutes per flight.

Other airlines have tried variations on the system before, even as most eventually revert back to the current system whereby higher-paying first-class and business-class passengers board first, followed by passengers from the rear of the plane to the front.

The WILMA system is a better one because it minimizes bottlenecks as much as possible, said Jason Steffen, an associate professor of physics at the University of Nevada, Las Vegas, who is credited with having invented a similar system more than a decade ago.

A Steffen system goes one step further, staggering window, middle and aisle boarding by row number, which gives people time and space to get into their seats as fast as possible.

“It spreads people out along the aisle of the airplane so that more people can put their luggage away at the same time. That’s the main thing that speeds up the boarding process,” he said.

Looming travel rules already creating complications

Featured VideoThe federal government’s new travel rules haven’t fully come into effect, but their impact can already be seen in the cancellation of flights and the complication of plans. The new rules could come into effect as soon as Feb. 4.

Though a departure from its current system, United isn’t going to a full WILMA model. Instead, seating will change for passengers in the fourth boarding group. That means customers in first class and business class will see no change in their routine, and there’s also no change for those with priority-boarding privileges, including travellers with disabilities, unaccompanied minors, active-duty military and families with children who are two or under.

That will limit its effectiveness, said Henry Harteveldt, an analyst with Atmosphere Research Group, a travel-advisory firm in San Francisco.

Harteveldt boarded a United flight on Tuesday, and he told CBC News in an email that by his estimation, there were 67 people who boarded the plane before the fourth group was allowed on.

“When United first introduced the WILMA method on its U.S. west coast shuttle flights in the early 1990s, there were far fewer priority boarding groups,” he said. “If airlines want to improve boarding, they need to take a deep breath and make a big, bold change — they need to end charging for checked bags and start charging for full-size carry-on bags.”

Tinkering with the boarding process has become an obsession for airlines in recent years because of their relentless push to cut costs, McGill University lecturer in aviation management John Gradek says.

“The Nirvana of airlines is to create an operating model that has the least amount of ground time possible,” he said in an interview Tuesday. “They don’t make any money when the airplane is sitting on the ground, they make money with the airplane flying, so … the whole objective is to get those people boarded as fast as you possibly can.”

The airline says it thinks its new system will save as much as two minutes per flight, which may not sound like much to a passenger, but Gradek says that to an airline, it’s huge.

He says U.S. airline Southwest is famous for being able to process a flight — deplane all passengers, unload bags, clean it,  board new passengers and load their bags — in 20 minutes.

“If they can turn around a plane in 20 minutes that means every day they can get one additional flight,” he said. “If United can get two minutes for hundreds of flights a day, that’s a bunch of free flights — and that’s a lot of money.”

Steffen of the University of Nevada says that carry-on luggage is the main thing that slows down plane boarding.

“Any time you have to wrestle with luggage up over your head, it’s going to slow things down,” he said.

Other systems

Other systems have tried to solve the problem in other ways. On Southwest, for example, there is no assigned seating but passengers board in groups and grab whatever seat they can find. Effectively, by randomizing the process, bottlenecks are reduced and studies have suggested the process is faster.

Mathematician Eitan Bachmat crunched the numbers on two other systems — one where the fastest passengers with no bags are allowed to board first, and another where the slowest groups of people are allowed to go first. Both were better than the current back-to-front method.

The push to board faster is complicated by the airlines’ desire to sell early boarding or give it to elite members of their frequent-flier programs. Only after those people are seated — generally near the front of the plane — can everyone else board, passing the priority customers on the way to their seats in the back of the cabin.

“Priority boarding is a money-maker. Up to a certain point, that money is worth more than worrying about boarding three minutes earlier every time,” said Seth Miller, who writes about the travel experience at Paxex.aero.

Harteveldt says charging for carry-on bags would do the trick more than anything else, but added that airlines can’t do that with a straight face until they can improve their performance in the realm of lost baggage.

“They need to also make a commitment to passengers that checked bags will be delivered in a timely manner,” he said. “And they need to make sure passengers can track the status of their checked bags.”

Gradek says he is skeptical the new system will work, mostly because he doubts it can do anything to fix the problem of carry-on luggage.

“By the time you get to seating the aisle seats, those overheads are going to be full,” he said. “I wish them luck.”

 

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Roots sees room for expansion in activewear, reports $5.2M Q2 loss and sales drop

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TORONTO – Roots Corp. may have built its brand on all things comfy and cosy, but its CEO says activewear is now “really becoming a core part” of the brand.

The category, which at Roots spans leggings, tracksuits, sports bras and bike shorts, has seen such sustained double-digit growth that Meghan Roach plans to make it a key part of the business’ future.

“It’s an area … you will see us continue to expand upon,” she told analysts on a Friday call.

The Toronto-based retailer’s push into activewear has taken shape over many years and included several turns as the official designer and supplier of Team Canada’s Olympic uniform.

But consumers have had plenty of choice when it comes to workout gear and other apparel suited to their sporting needs. On top of the slew of athletic brands like Nike and Adidas, shoppers have also gravitated toward Lululemon Athletica Inc., Alo and Vuori, ramping up competition in the activewear category.

Roach feels Roots’ toehold in the category stems from the fit, feel and following its merchandise has cultivated.

“Our product really resonates with (shoppers) because you can wear it through multiple different use cases and occasions,” she said.

“We’ve been seeing customers come back again and again for some of these core products in our activewear collection.”

Her remarks came the same day as Roots revealed it lost $5.2 million in its latest quarter compared with a loss of $5.3 million in the same quarter last year.

The company said the second-quarter loss amounted to 13 cents per diluted share for the quarter ended Aug. 3, the same as a year earlier.

In presenting the results, Roach reminded analysts that the first half of the year is usually “seasonally small,” representing just 30 per cent of the company’s annual sales.

Sales for the second quarter totalled $47.7 million, down from $49.4 million in the same quarter last year.

The move lower came as direct-to-consumer sales amounted to $36.4 million, down from $37.1 million a year earlier, as comparable sales edged down 0.2 per cent.

The numbers reflect the fact that Roots continued to grapple with inventory challenges in the company’s Cooper fleece line that first cropped up in its previous quarter.

Roots recently began to use artificial intelligence to assist with daily inventory replenishments and said more tools helping with allocation will go live in the next quarter.

Beyond that time period, the company intends to keep exploring AI and renovate more of its stores.

It will also re-evaluate its design ranks.

Roots announced Friday that chief product officer Karuna Scheinfeld has stepped down.

Rather than fill the role, the company plans to hire senior level design talent with international experience in the outdoor and activewear sectors who will take on tasks previously done by the chief product officer.

This report by The Canadian Press was first published Sept. 13, 2024.

Companies in this story: (TSX:ROOT)

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Talks on today over HandyDART strike affecting vulnerable people in Metro Vancouver

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VANCOUVER – Mediated talks between the union representing HandyDART workers in Metro Vancouver and its employer, Transdev, are set to resume today as a strike that has stopped most services drags into a second week.

No timeline has been set for the length of the negotiations, but Joe McCann, president of the Amalgamated Transit Union Local 1724, says they are willing to stay there as long as it takes, even if talks drag on all night.

About 600 employees of the door-to-door transit service for people unable to navigate the conventional transit system have been on strike since last Tuesday, pausing service for all but essential medical trips.

Hundreds of drivers rallied outside TransLink’s head office earlier this week, calling for the transportation provider to intervene in the dispute with Transdev, which was contracted to oversee HandyDART service.

Transdev said earlier this week that it will provide a reply to the union’s latest proposal on Thursday.

A statement from the company said it “strongly believes” that their employees deserve fair wages, and that a fair contract “must balance the needs of their employees, clients and taxpayers.”

This report by The Canadian Press was first published Sept. 12, 2024.

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Transat AT reports $39.9M Q3 loss compared with $57.3M profit a year earlier

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MONTREAL – Travel company Transat AT Inc. reported a loss in its latest quarter compared with a profit a year earlier as its revenue edged lower.

The parent company of Air Transat says it lost $39.9 million or $1.03 per diluted share in its quarter ended July 31.

The result compared with a profit of $57.3 million or $1.49 per diluted share a year earlier.

Revenue in what was the company’s third quarter totalled $736.2 million, down from $746.3 million in the same quarter last year.

On an adjusted basis, Transat says it lost $1.10 per share in its latest quarter compared with an adjusted profit of $1.10 per share a year earlier.

Transat chief executive Annick Guérard says demand for leisure travel remains healthy, as evidenced by higher traffic, but consumers are increasingly price conscious given the current economic uncertainty.

This report by The Canadian Press was first published Sept. 12, 2024.

Companies in this story: (TSX:TRZ)

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