Destruction of flora on the berm by the use of herbicides, excessive pedestrian or vehicle traffic, or disruption to fresh water flows may lead to erosion of the berm and dunes. While the destruction of flora may be a gradual process that is imperceptible to regular beach users, it often becomes immediately apparent after storms associated with high winds and freak wave events that can rapidly move large volumes of exposed and unstable sand, depositing them further inland, or carrying them out into the permanent water forming offshore bars, lagoons or increasing the area of the beach exposed at low tide. Large and rapid movements of exposed sand can bury and smother flora in adjacent areas, aggravating the loss of habitat for fauna, and enlarging the area of instability. If there is an adequate supply of sand, and weather conditions do not allow vegetation to recover and stabilize the sediment, wind-blown sand can continue to advance, engulfing and permanently altering downwind landscapes.
On August 30, 2012, Hawaiian filed an application with the U.S. Department of Transportation for a nonstop route between Kona and Tokyo-Haneda. This would fill a void that Japan Airlines left when it ceased service to Kona nearly two years earlier. However, the US Department of Transportation rejected the airline's application to begin service.
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Marketing activities of EVA AIR and its affiliates or service providers target specific information for users who make reservations through EVA AIR, including the total amount of the transaction and the system generated booking reference and travel itinerary, IP address, etc. We will use this information to observe the effectiveness of our marketing activities and may disclose this information to our partners for similar purposes. The third-party service provider organizes and reports on the collected information to provide better and more personalized transactions and various services.
Airlines follow a corporate structure where each broad area of operations (such as maintenance, flight operations (including flight safety), and passenger service) is supervised by a vice president. Larger airlines often appoint vice presidents to oversee each of the airline's hubs as well. Airlines employ lawyers to deal with regulatory procedures and other administrative tasks.
On October 27, 2008, Hawaiian announced that prior to the arrival of its new A330s, it would lease two additional Airbus A330-200 aircraft, beginning in 2011, at the same time extending the leases of two Boeing 767-300ER aircraft to 2011 (to be withdrawn from service coincident with the delivery of the A330s). Two weeks later, the airline announced the lease of an additional A330-200 for delivery in the second quarter of 2010, along with negotiating for delivery of one aircraft from the earlier lease agreement to be moved up to the same quarter. In December 2010, Hawaiian ordered an additional six A330-200 aircraft, bringing the fleet total to 15. Further lease agreements were signed with Air Lease Corporation (one aircraft), and three aircraft each from Hong Kong Aviation Capital, and Jackson Square Aviation, bringing the A330-200 fleet to 22. In July 2015, Hawaiian announced the lease of an A330-200 from Air Lease Corporation. The purchase of another A330-200 was announced in December 2016.
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Each transaction may only purchase a total of 9 tickets (not including infant tickets) and must contain at least 1 adult (over 16 years old), each adult may only bring 1 infant (Infant does not occupy a seat, and must be under the age of 2 while traveling.) and 1 child, or at most 3 children. Please contact our reservation & ticketing staff if you wish to book a child ticket only.
Previously listed on the American Stock Exchange, the company moved to NASDAQ on June 2, 2008. Hawaiian Holdings, Inc. is a holding company whose primary asset is the sole ownership of all issued and outstanding shares of common stock of Hawaiian Airlines, Inc. On June 30, 2008, the company announced that it had been added to the Russell 3000 Index.
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During the era of decolonization, newly born Asian countries started to embrace air transport. Among the first Asian carriers during the era were Cathay Pacific of Hong Kong (founded in September 1946), Orient Airways (later Pakistan International Airlines; founded in October 1946), Air Ceylon (later SriLankan Airlines; founded in 1947), Malayan Airways Limited in 1947 (later Singapore and Malaysia Airlines), El Al in Israel in 1948, Garuda Indonesia in 1949, Japan Airlines in 1951, Thai Airways International in 1960, and Korean National Airlines in 1947.
Conversely, the beach profile is lower in the storm season (winter in temperate areas) due to the increased wave energy, and the shorter periods between breaking wave crests. Higher energy waves breaking in quick succession tend to mobilise sediment from the shallows, keeping it in suspension where it is prone to be carried along the beach by longshore currents, or carried out to sea to form longshore bars, especially if the longshore current meets an outflow from a river or flooding stream. The removal of sediment from the beach berm and dune thus decreases the beach profile.
Airline financing is quite complex, since airlines are highly leveraged operations. Not only must they purchase (or lease) new airliner bodies and engines regularly, they must make major long-term fleet decisions with the goal of meeting the demands of their markets while producing a fleet that is relatively economical to operate and maintain; comparably Southwest Airlines and their reliance on a single airplane type (the Boeing 737 and derivatives), with the now defunct Eastern Air Lines which operated 17 different aircraft types, each with varying pilot, engine, maintenance, and support needs.
Meanwhile, Hawaiian Airlines also entered the new international markets of Australia and New Zealand in 1986 with one-stop services through Pago Pago International Airport. Hawaiian also aggressively grew its international charter business and pursued military transport contracts. This led to a large growth in the company's revenues and caused its inter-island service's share of revenues to shrink to just about a third of the company's total.
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