SLWindowManager was designed to easily manage large quantities of windows openon the desktop. Window Manager is the perfect utility for managing the positions and sizes of your windows. The app allows you to quickly rearrange windows on your Mac using a range of preset options via its customizable shortcuts, a menubar dropdown and by dragging windows into various hotspots around the edges of your screen. Actual Window Manager is a desktop productivity suite of over 50 tools, letting users change their interaction with windows in many new exciting. SLWindowManager 2.1. I have this piece of code, it works on one computer Outlook 2010 64bit but does not work on another machine running 32bit. I do not think this has anything to do with 32bit/64 but just want to mention it in-case. I have tried everything, disable macro, turning Outlook inside out and cannot get this code to work. Maybe a second eye will find something I am missing: Sub saveAttachtoDisk(itm As Outlook.MailItem) Dim objAtt As Outlook.Attachment Dim saveFolder As String Dim dateFormat dateFormat = Strings.Format(Now(), 'mm_dd_yyyy_HH_MM_SS_AMPM') saveFolder = 'C: Users Jarvis Desktop Test' For Each objAtt In itm.Attachments objAtt.SaveAsFile saveFolder & ' ' & 'My_Data_' & dateFormat & '.csv' Set objAtt = Nothing Next End Sub Thanks everyone!
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Antivirus Information We did not scan Dupli Find for viruses, adware, spyware or other type of malware. For your own protection it's recommended to have an updated antivirus installed on your computer when downloading and installing programs from Windows10Compatible. Windows10Compatible lists downloads from various software publishers, so if you have a question regarding a particular software contact the publisher directly. The download links for Dupli Find are provided to you by Windows10Compatible without any warranties, representations or gurantees of any kind, so download at your own risk. Publisher Description Dupli Find is a utility that locates duplicate lines/rows in text files, Excel spreadsheets and Word documents. Dupli Find 6.16 - Searches documents for duplicate lines. Found duplicates are presented visually and can easily be removed from the source with a minumim of work required. Filtering can be used to pinpoint specific parts of the lines for better results. Dupli Find can also be used as a general text utility that provides many functions for manipulating text files. Features: * Opens text files, Word documents and Excel spreadsheets. * Displays a list duplicate lines / rows that were found. * Visually select duplicates to remove, manually or automatic. * Saves the file without selected duplicates. * Can display frequency of recurring lines. Use Dupli Find to. * Manage your data lists, such as newsletter email lists. * Gather statistics from your data files. * Verify lists where each item must be unique. * Help you perform data mining tasks. * Join several text files into one, only keeping unique lines. * Sort lines in textfiles, ascending or descending. * Convert from Unix / Mac OS X format to Dos / Windows textfiles. And much more! RELATED PROGRAMS. Overview of Mbs_flv_converter.exe What Is Mbs_flv_converter.exe? Mbs_flv_converter.exe is a type of EXE file associated with MBS Video to FLV Converter developed by MBSoft for the Windows Operating System. The latest known version of Mbs_flv_converter.exe is 1.0.2.0, which was produced for Windows Vista. This EXE file carries a popularity rating of 1 stars and a security rating of 'UNKNOWN'. What Are EXE Files? EXE ('executable') files, such as mbs_flv_converter.exe, are files that contain step-by-step instructions that a computer follows to carry out a function. When you 'double-click' an EXE file, your computer automatically executes these instructions designed by a software developer (eg. MBSoft) to run a program (eg. MBS Video to FLV Converter) on your PC. Every software application on your PC uses an executable file - your web browser, word processor, spreadsheet program, etc. Convert YouTube videos to MP3, MP4 in HD with our YouTube Converter and Downloader. No software download needed. Easy, fast and free! Convert your video files to the 3G2 format with this free online video converter. Change settings to enhance your 3G2 video. High quality. - making it one of the most useful kinds of files in the Windows operating system. Without executable files like mbs_flv_converter.exe, you wouldn't be able to use any programs on your PC. Why Do I Have EXE Errors? Because of their usefulness and ubiquity, EXE files are commonly used as a method of delivery for virus / malware infection. Often, viruses will be disguised as a benign EXE file (such as mbs_flv_converter.exe) and distributed through SPAM email or malicious websites, which can then infect your computer when executed (eg. When you double-click the EXE file). In addition, viruses can infect, replace, or corrupt existing EXE files, which can then lead to error messages when MBS Video to FLV Converter or related programs are executed. Thus, any executable files that you download to your PC should be scanned for viruses before opening - even if you think it is from a reputable source. When Do EXE Errors Occur? EXE errors, such as those associated with mbs_flv_converter.exe, most often occur during computer startup, program startup, or while trying to use a specific function in your program (eg. Common Mbs_flv_converter.exe Error Messages The most common mbs_flv_converter.exe errors that can appear on a Windows-based computer are: • 'Mbs_flv_converter.exe Application Error.' • 'Mbs_flv_converter.exe is not a valid Win32 application.' • 'Mbs_flv_converter.exe has encountered a problem and needs to close. We are sorry for the inconvenience.' • 'Cannot find mbs_flv_converter.exe.' • 'Mbs_flv_converter.exe not found.' • 'Error starting program: mbs_flv_converter.exe.' • 'Mbs_flv_converter.exe is not running.' • 'Mbs_flv_converter.exe failed.' • 'Faulting Application Path: mbs_flv_converter.exe.' These EXE error messages can appear during program installation, while a mbs_flv_converter.exe-related software program (eg. MBS Video to FLV Converter) is running, during Windows startup or shutdown, or even during the installation of the Windows operating system. Keeping track of when and where your mbs_flv_converter.exe error occurs is a critical piece of information in troubleshooting the problem. Recommendation: Causes of Mbs_flv_converter.exe Errors Mbs_flv_converter.exe problems can be attributed to corrupt or missing files, invalid registry entries associated with Mbs_flv_converter.exe, or a virus / malware infection. More specifically, these mbs_flv_converter.exe errors can be caused by: • Corrupt Windows registry keys associated with mbs_flv_converter.exe / MBS Video to FLV Converter. • Virus or malware infection that has corrupted the mbs_flv_converter.exe file or related MBS Video to FLV Converter program files. • Another program maliciously or mistakenly deleted mbs_flv_converter.exe-related files. • Another program is in conflict with MBS Video to FLV Converter and its shared referenced files. • Corrupt download or incomplete installation of MBS Video to FLV Converter software. Caution: We do not recommend downloading mbs_flv_converter.exe from 'EXE download' sites. These sites distribute EXE files that are unapproved by the official mbs_flv_converter.exe file developer, and can often be bundled with virus-infected or other malicious files. If you require a copy of mbs_flv_converter.exe, it is recommended that you obtain it directly from MBSoft. Below is a list of troubleshooting steps to resolve your mbs_flv_converter.exe problems. These troubleshooting steps get progressively more difficult and time consuming, so we strongly recommend attempting them in ascending order to avoid unnecessary time and effort. Please Note: Click the [ ] image to expand the troubleshooting instructions for each step below. You can also click the [ ] image to hide the instructions as you proceed through each step. Sometimes mbs_flv_converter.exe and other EXE system errors can be related to problems in the Windows registry. Several programs can share the same mbs_flv_converter.exe file, but when these programs are uninstalled or changed, sometimes 'orphaned' (invalid) EXE registry entries are left behind. Basically, what this means is that while the actual file path may have changed, its incorrect former location is still recorded in the Windows registry. When Windows tries looking up these incorrect file references (file locations on your PC), mbs_flv_converter.exe errors can occur. In addition, malware infection may have corrupted the registry entries associated with MBS Video to FLV Converter. Thus, these invalid EXE registry entries need to be repaired to fix the root of the problem. Manually editing the Windows registry to remove invalid mbs_flv_converter.exe keys is not recommended unless you are PC service professional. Incorrectly editing your registry can stop your PC from functioning and create irreversible damage to your operating system. In fact, one misplaced comma can prevent your PC from booting entirely! Because of this risk, we highly recommend using a trusted registry cleaner such as (Developed by Microsoft Gold Certified Partner) to scan and repair any mbs_flv_converter.exe-related registry problems. Using a automates the process of finding invalid registry entries, missing file references (like the one causing your mbs_flv_converter.exe error), and broken links within the registry. A backup is automatically created before each scan, with the ability to undo any changes in a single click, protecting you against the possibility of PC damage. The best part is that can also dramatically improve system speed and performance. Caution: Unless you an advanced PC user, we DO NOT recommend editing the Windows registry manually. Using Registry Editor incorrectly can cause serious problems that may require you to reinstall Windows. We do not guarantee that problems resulting from the incorrect use of Registry Editor can be solved. Use Registry Editor at your own risk. To manually repair your Windows registry, first you need to create a backup by exporting a portion of the registry related to mbs_flv_converter.exe (eg. MBS Video to FLV Converter): • Click the Start button. • Type ' command' in the search box. DO NOT hit ENTER yet! • While holding CTRL-Shift on your keyboard, hit ENTER. • You will be prompted with a permission dialog box. • A black box will open with a blinking cursor. • Type ' regedit' and hit ENTER. • In the Registry Editor, select the mbs_flv_converter.exe-related key (eg. MBS Video to FLV Converter) you want to back up. • From the File menu, choose Export. • In the Save In list, select the folder where you want to save the MBS Video to FLV Converter backup key. • In the File Name box, type a name for your backup file, such as 'MBS Video to FLV Converter Backup'. • In the Export Range box, be sure that ' Selected branch' is selected. • Click Save. • The file is then saved with a.reg file extension. • You now have a backup of your mbs_flv_converter.exe-related registry entry. The next steps in manually editing your registry will not be discussed in this article due to the high risk of damaging your system. If you would like to learn more about manual registry editing, please see the links below. We do not claim any responsibility for the results of the actions taken from the content linked below - complete these tasks at your own risk. Windows XP Windows 7 Windows Vista There is a chance that your mbs_flv_converter.exe error could be related to a malware infection on your PC. These malicious intruders can damage, corrupt, or even delete EXE-related files. Furthermore, there's a possibility that the mbs_flv_converter.exe error you are experiencing is related to a component of the malicious program itself. Tip: If you do not already have a malware protection program installed, we highly recommend using Emsisoft Anti-Malware (). They offer a malware removal guarantee that is not offered by other security software. Over time, your computer accumulates junk files from normal web surfing and computer use. If this junk isn't occasionally cleaned out, it can cause MBS Video to FLV Converter to respond slowly or provides an mbs_flv_converter.exe error, possibly due to file conflicts or an overloaded hard drive. Cleaning up these temporary files with Disk Cleanup might not only solve your mbs_flv_converter.exe error, but can also dramatically speed up the performance of your PC. Tip: Although Disk Cleanup is a wonderful built-in tool, it will not completely clean up all of the temporary files on your computer. Other programs that you frequently use such Microsoft Office, Firefox, Chrome, Live Messenger, and hundreds of other programs are not cleaned up with Disk Cleanup (including some MBSoft programs). Because of the shortcomings of the Windows Disk Cleanup (cleanmgr) tool, we highly recommend using a specialized hard drive cleanup / privacy protection software such as (Developed by Microsoft Gold Partner) to clean up your entire computer. Running once per day (using automatic scanning) will ensure that your computer is always clean, running fast, and free of mbs_flv_converter.exe errors related to temporary files. How to run Disk Cleanup (cleanmgr) (Windows XP, Vista, 7, 8, and 10): • Click the Start button. • Type ' command' in the search box. DO NOT hit ENTER yet! • While holding CTRL-Shift on your keyboard, hit ENTER. • You will be prompted with a permission dialog box. • A black box will open with a blinking cursor. • Type ' cleanmgr' and hit ENTER. • Disk Cleanup will begin calculating how much occupied disk space you can reclaim. • The Disk Cleanup dialog box will appear with series of checkboxes you can select. In most cases, the 'Temporary Files' category will occupy the most disk space. • Check the boxes of the categories you want to clean and click OK. Mbs_flv_converter.exe errors can be related to corrupt or outdated device drivers. Drivers can work one day, and suddenly stop working the next day, for a variety of reasons. The good news is that you can often update the device driver to fix the EXE problem. Finding the exact driver for your mbs_flv_converter.exe-related hardware device can be extremely difficult, even directly on the MBSoft or related manufacturer's website. Even if you are experienced at finding, downloading, and manually updating drivers, the process can still be very time consuming and extremely irritating. Installing the wrong driver, or simply an incompatible version of the right driver, can make your problems even worse. Because of the time and complexity involved in updating drivers, we highly recommend using a such as (Developed by Microsoft Gold Partner) to automate the process. Updates all of your PC device drivers, not just those associated with your EXE error. Proprietary One-Click Update™ technology not only ensures that you have correct driver versions for your hardware, but it also creates a backup of your current drivers before making any changes. Maintaining a driver backup provides you with the security of knowing that you can rollback any driver to a previous version if necessary. With updated device drivers, you can finally unlock new hardware features and improve the speed and performance of your PC. Please Note: Using System Restore will not affect your documents, pictures, or other data. To use System Restore (Windows XP, Vista, 7, 8, and 10): • Click the Start button. • In the search box, type 'System Restore' and hit ENTER. • In the results, click System Restore. • Enter any administrator passwords (if prompted). • Follow the steps in the Wizard to choose a restore point. • Restore your computer. If your mbs_flv_converter.exe error is related to a specific program, reinstalling MBS Video to FLV Converter-related software could be the answer. Instructions for Windows 7 and Windows Vista: • Open Programs and Features by clicking the Start button. • Click Control Panel on the right side menu. • Click Programs. • Click Programs and Features. • Locate mbs_flv_converter.exe-associated program (eg. MBS Video to FLV Converter) under the Name column. • Click on the MBS Video to FLV Converter-associated entry. • Click the Uninstall button on the top menu ribbon. • Follow the on-screen directions to complete the uninstallation of your mbs_flv_converter.exe-associated program. Instructions for Windows XP: • Open Programs and Features by clicking the Start button. • Click Control Panel. • Click Add or Remove Programs. • Locate mbs_flv_converter.exe-associated program (eg. MBS Video to FLV Converter) under the list of Currently Installed Programs. • Click on the MBS Video to FLV Converter-associated entry. • Click the Remove button on the right side. • Follow the on-screen directions to complete the uninstallation of your mbs_flv_converter.exe-associated program. Instructions for Windows 8: • Hover the cursor in the bottom left of the screen to produce the Start Menu image. • Right-Click to bring up the Start Context Menu. • Click Programs and Features. • Locate mbs_flv_converter.exe-associated program (eg. MBS Video to FLV Converter) under the Name column. • Click on the MBS Video to FLV Converter-associated entry. • Click the Uninstall/Change on the top menu ribbon. • Follow the on-screen directions to complete the uninstallation of your mbs_flv_converter.exe-associated program. After you have successfully uninstalled your mbs_flv_converter.exe-associated program (eg. MBS Video to FLV Converter), reinstall the program according to the MBSoft instructions. Tip: If you are positive that your EXE error is related to a specific MBSoft program, uninstalling and reinstalling your mbs_flv_converter.exe-related program will likely be the solution to your problem. System File Checker is a handy tool included with Windows that allows you scan for and restore corruptions in Windows system files (including those related to mbs_flv_converter.exe). If System File Checker finds a problem with your EXE or other critical system file, it will attempt to replace the problematic files automatically. To run System File Checker ( Windows XP, Vista, 7, 8, and 10): • Click the Start button. • Type ' command' in the search box. DO NOT hit ENTER yet! • While holding CTRL-Shift on your keyboard, hit ENTER. • You will be prompted with a permission dialog box. • A black box will open with a blinking cursor. • Type ' sfc /scannow' and hit ENTER. • System File Checker will begin scanning for mbs_flv_converter.exe and other system file problems (be patient - the system scan may take a while). • Follow the on-screen commands. Microsoft is constantly updating and improving Windows system files that could be associated with mbs_flv_converter.exe. Sometimes resolving your EXE problems may be as simple as updating Windows with the latest Service Pack or other patch that Microsoft releases on an ongoing basis. To check for Windows Updates (Windows XP, Vista, 7, 8, and 10): • Click the Start button. • Type ' update' into the search box and hit ENTER. • The Windows Update dialog box will appear. • If updates are available, click the Install Updates button. Caution: We must emphasize that reinstalling Windows will be a very time-consuming and advanced task to resolve mbs_flv_converter.exe problems. To avoid data loss, you must be sure that you have backed-up all of your important documents, pictures, software installers, and other personal data before beginning the process. If you are not currently backing up your data, you need to do so immediately () to protect yourself from permanent data loss. This step is your final option in trying to resolve your mbs_flv_converter.exe issue. Reinstalling Windows will erase everything from your hard drive, allowing you to start again with a fresh system. 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DOWNLOAD LINK: ««««««««««««««««««««««««««««««««««««««««««««««««««««««« One of this application is 'brightspot'. Getting your subject matter to stand out is easier than ever with BrightSpot Image Enhancer. BrightSpot will take any photograph and allow you to convert it to a monocrhome or sepia style picture and then let you paint the original color back into the picture! See the screenshot below for a quick example of how it works. Image Elements bring out the best in your pics. Bundled with many different effects you can quickly put the focus on your subject. Use one or all, you decide. No fancy terminology or expensive tools needed. Currently there are 7 effects, use them in this integrated suite or buy them individually. Combine effects for some truly fascinating results. Create a montage effect and add a frame to highlight your subject. ImageElements Picture Framer is a demo software by Lincoln Beach Software and works on Windows 10, Windows 8.1, Windows 8, Windows 7, Windows XP, Windows 2000, Windows 2003, Windows 2008, Windows 98, Windows ME, Windows NT, Windows Vista, Windows 2012. You can download ImageElements Picture Framer which is 4.64 MB in size and belongs to the software category Digital Album. ImageElements Picture Framer was released on 2012-05-03 and last updated on our database on 2017-04-23 and is currently at version 1.3. ImageElements Picture Framer can put your photos in a virtual picture frame for print or web use. Take any picture and instantly wrap a frame around it. Picture framer free download - ImageElements Picture Framer, AS-Picture Framer, Custom Framer - Home, and many more programs. An apparatus as recited in claim 4, wherein scenic image elements of the depth image comprise one of an actual scene or a graphical scene. 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Process multiple files at once (AutoSplit Pro); Incorporate splitting and merging into batch processing (Action Wizard). Advanced Bulk PDF Merger. Merge, append, concatenate, combine multiple PDF documents into one PDF file. • 338 (Mainline) • 278 () Destinations 193 Company slogan The new American is arriving. (final slogan – see article) Headquarters, Key people Doug Parker, Website (defunct; redirects to ) US Airways (formerly known as USAir) was a major American that ceased to operate independently when the Federal Aviation Administration granted a single operating certificate (SOC) for US Airways and on April 8, 2015. Publicly, the two carriers appeared to merge when their reservations systems and booking processes were merged on October 17, 2015; however, other systems were still separate at that time. The airline had an extensive international and domestic network, with 193 destinations in 24 countries in North America, South America, Europe and the Middle East. The airline was a member of the, before becoming an affiliate member of in March 2014. US Airways utilized a fleet of 343 jet aircraft, as well as 278 and aircraft operated by contract and subsidiary airlines under the name via agreements. The carrier operated the, a US Airways brand which provided hourly service between Boston, New York City and Washington, D.C. As of October 2013, US Airways employed 32,312 people worldwide and operated 3,028 daily flights (1,241 US Airways Mainline, 1,790 US Airways Express) Roughly 60% of US Airways flights were operated by US Airways Express. In 1979, after passage of the, changed its name to USAir and began seeking to expand its operations. A decade later, it had acquired and, and was one of the U.S.' S seven remaining transcontinental. In 2005, carried out a, acquiring the assets and branding of the larger US Airways while putting the America West leadership team largely in charge of the merged airline. In February 2013, and US Airways announced plans to merge, creating the. The holding companies of American and US Airways merged effective December 9, 2013. In preparation for their eventual integration, the airlines began offering reciprocal frequent flyer benefits on January 7, 2014, and US Airways left to join Oneworld on March 31, 2014. The combined airline carries the American Airlines name and branding and will maintain the existing US Airways hubs in,,, for a period of at least five years under the terms of a settlement with the Department of Justice and several state attorneys general. US Airways management runs the combined airline from the American headquarters in. On April 8, 2015, the FAA officially granted a single operating certificate for both carriers, marking the end of US Airways as an independent carrier. The brand continued to exist until October. On July 13, 2015, American announced that it planned to discontinue the US Airways brand name on October 17, 2015. On that date, US Airways made the final flight for the airline from San Francisco to Philadelphia with stops at Phoenix and Charlotte, operating as Flight 1939—with 1939 commemorating the birth of, which evolved over the decades to become US Airways. However, repainting of US Airways' planes into the American Airlines scheme was expected to take until 'late 2016', with new flight attendant uniforms also being introduced in 2016, at which point the US Airways brand was to no longer be displayed on any of its former planes, employees or assets. See also: US Airways traces its history to Inc, a company founded by brothers, and CEO Steven Gardner. Headquartered in, the airline served the valley in 1939. In 1949 the company was renamed All American Airways as it switched from to passenger service; it became in 1953. Allegheny's first jet was the in 1966; it absorbed in 1968 and in 1972 to become one of the largest carriers in the northeastern United States. In 1973 it was the ninth largest airline in the free world by passengers carried (and 24th largest by passenger-miles). With expansion came growing pains: in the 1970s Allegheny had the nickname 'Agony Air' due to customer dissatisfaction. Allegheny's agreement with, the forerunner to today's carrier, to operate 'Allegheny Commuter' flights was the industry's first agreement, a type of service now offered throughout the industry. 1970s: Deregulation and rebranding [ ]. In USAir livery (used from 1989–1997) Allegheny changed its name to USAir in 1979 following the passage of the the previous year, which enabled the airline to expand its route network into the southeastern United States. USAir was a launch customer for the, as the airline needed an aircraft with greater capacity to serve its rapidly growing Florida markets. USAir was the world's largest operator of aircraft at the time and approached to negotiate a new airplane design. However, in the late 1970s, the McDonnell Douglas' proposed successor to the DC-9-50 did not suit USAir's requirements. After the negotiations with McDonnell Douglas broke down, came forward with a proposed variant of the 737. USAir selected the new 737 aircraft and the company worked closely with Boeing during its development, taking delivery of the first plane on November 28, 1984. 1980s: Mergers and expansion [ ]. Source: Air Transport World USAir expanded in the late 1980s, purchasing –based (PSA) in 1986 and –based in 1987. The PSA and Piedmont acquisitions were completed in 1988 and 1989, respectively. The PSA acquisition gave USAir hub presence on the West Coast, while the Piedmont acquisition gave USAir a strong East Coast presence and hubs in and, which remained key hubs for USAir in later years. The Piedmont acquisition in 1989 was the largest airline merger until then and USAir became one of the world's largest airlines, operating more than 5,000 flights daily. Following the acquisitions, USAir closed down PSA's hubs in and Piedmont's hubs in and. Crystal Park Four, former headquarters in,. By 1990 the airline had consolidated its headquarters, moving from Washington National Airport to a new building at Crystal City in Arlington County, Virginia, near the airport. Maintenance and operations headquarters remained at Pittsburgh International Airport. 1990s: Rebranding, fleet modernization, and failed sell-off [ ] In the early 1990s, USAir expanded its service to Europe with flights to London, Paris and from its four primary hubs. The company formed partnerships, marketing the as the 'USAir Shuttle' and accepting a large investment from that started one of the first transatlantic, resulting in several aircraft being painted in the British Airways livery, but operated by USAir. In 1992, it also invested in a new terminal at its hub in. In 1996, the alliance between USAir and British Airways ended in a court battle when British Airways announced its intentions to partner with American Airlines. In early 1997, USAir changed its name to US Airways and introduced a new corporate identity. A stylized version of the was adopted as a new logo. The new branding was applied to terminals and ticket jackets. The airline painted aircraft in deep blue and medium gray with red and white accent lines. In MetroJet livery (1998-2001) That same year, the airline also introduced a single-class subsidiary service known as, which competed with expanding into the East, in particular. MetroJet operated aircraft, the oldest aircraft in the fleet and this allowed the aircraft to achieve the maximum utilization possible before being retired. On November 6, 1996, immediately prior to the re-branding to US Airways, the airline placed an order for up to 400 Airbus A320-series narrow body aircraft, with 120 firm orders at the time of the order signing. At the time, the order was regarded as the largest bulk aircraft request in history. In 1998, the airline followed with an order for up to 30 Airbus A330-series, with an initial firm order for seven of the Airbus A330-300 airliners. These orders enabled US Airways to replace its older aircraft with newer, more efficient aircraft, and it helped with the re-branding and repositioning efforts of US Airways. In 1997, US Airways bought the remains of. US Airways also steadily expanded its flights to Europe through the end of the decade. Although the airline returned to profitability in the mid-1990s, its route network's concentration in the and high operating costs prompted calls for the company to merge with another airline. 2000s [ ] 2000–2004: September 11 and financial woes [ ] Beginning in 2000, US Airways started retiring aircraft in an attempt to simplify its fleet and reduce costs, replacing many of its older planes with the new Airbus A320-family aircraft. March 30, 2000 US Airways received its first A330-300. On May 24, 2000; US Airways announced plans to be acquired for $4.3 billion by UAL Corp., the parent company of, the world's largest commercial carrier at the time. The complex deal drew immediate objections from, consumer advocates and regulators. Negotiations stalled; with both airlines losing money and the deal all but certain to be blocked by the federal government, UAL withdrew its purchase offer on July 27, 2001, paying US Airways a $50 million penalty for withdrawing from the deal. As the largest carrier at, US Airways was disproportionately affected by that airport's extended closure following the terrorist attacks. The resulting financial disaster precipitated the closure of the airline's network, which led to the de-hubbing of the subsidiary's primary operating base at and the furloughing of thousands of employees. The airline entered on August 11, 2002, but received a government-guaranteed loan through the and was able to exit bankruptcy in 2003 after a relatively short period. The airline made major cost reductions during its bankruptcy, but it still encountered higher-than-average per-seat-mile costs. In 2003, US Airways began exploring the availability of financing and merger partners, and after no financing was available, it filed for Chapter 11 bankruptcy again in 2004 for the second time in two years. The airline merged in 2005 with. Under terms of the merger agreement, the America West board of directors created two new entities. First, a new 'US Airways Group' was created to receive the bankrupt US Airways' assets and form the new corporation. Second, 'America West Holdings' was merged into 'Barbell Acquisition Corporation', a subsidiary of the new 'US Airways Group', on September 27, 2005; through this transaction, 'America West Holdings' became a wholly owned subsidiary of the new 'US Airways Group'. The 'America West Holdings' stockholders were required to authorize these changes. Upon completion, 37% of the new 'US Airways Group' would be owned by 'America West Holdings' stockholders, 11% by the old 'US Airways Group' debtholders and 52% by new equity investors. The result was the 5th largest US based airline in terms of revenue. After the merger, the new airline retained the US Airways name, since studies indicated that 'US Airways' had better brand recognition worldwide than did 'America West'. In early 2003, US Airways management liquidated the pensions of its 6,000 pilots by releasing their pensions into the federal pension program. The company was one of the first major airlines to eliminate pilots' pensions in order to cut costs. Following a trial run of selling in-flight food in 2003, US Airways discontinued free meal service on domestic flights later that year. 2003–2004: Pittsburgh hub conflict [ ]. US Airways operations in following hub elimination. In late 2003-early 2004, US Airways lobbied for lower operating fees at, citing its as the primary carrier and largest tenant at the airport. US Airways attempted to leverage its adverse cash position and 'red ink' in the years following 9/11 to negotiate better financial terms with the airport. The rejected US Airways' demands for reduced landing fees and lower lease payments, in part due to antitrust and regulations that required the airport operator to extend the same financial terms to all carriers if it accepted US Airways' demands. US Airways threatened to move traffic to rival hubs in Philadelphia and Charlotte, and the airline made good on its threat in November 2004, reducing its flights at Pittsburgh International Airport from primary-hub to secondary-hub status. This action also resulted in the closing of the commuter terminal, also known as concourse E. The airline, led by former CEO, continued to demote Pittsburgh International Airport in subsequent years until it became only a airport for the company. By 2010, Pittsburgh was no longer listed as a US Airways focus city. US Airways now operated an average of only 39 departures a day exclusively to domestic destinations, compared to 2001 when it was a hub with 500+ flights a day with service across the United States and to Europe. Leaders and most notably the designer of the 1992 modernization of Pittsburgh International,, pointed out that the reason fees and payments were higher than average is expressly because US Airways requested the most modern and advanced airport in the world in return for basing its hub there. Katselas has also been vocal that the issue of negotiable fees and payments are irrelevant when compared to the three biggest costs of any airline: fuel, time and labor, all of which his redesign of PIT from 1987–1992 helped to reduce. In fact, those changes created the most efficient, least costly and least financially wasteful airfield in the world. Although conceding that those updates cost more, he argued they were more than offset by Pittsburgh's vast built-in nonnegotiable fuel and time, and to a lesser degree, labor savings. 2004–2005 [ ] In August 2004, US Airways attempted to build a Latin American gateway at, announcing service to 10 cities in Latin America and the Caribbean. The attempt was largely unsuccessful and short-lived, in part due to Fort Lauderdale's proximity to American Airlines’ hub at and its extensive Latin American network. US Airways also began a process of de-emphasizing its system to capitalize on direct flights between major airports such as and. The airline became the 15th member of the on May 4, 2004. Fuel costs and deadlocked negotiations with organized labor, chiefly the, traditionally the first group to come to a concessionary agreement, forced US Airways into a second round of Chapter 11 bankruptcy protection proceedings on September 12, 2004. Widespread employee discontent and a high volume of employee sick calls were blamed by the airline for a staff shortage around the 2004 Christmas holiday, a disaster which led to speculation that the airline could be liquidated; the found that the problems were caused primarily by poor airline management. US Airways/America West merger [ ]. See also: Even before the second bankruptcy filing of 2004, one of the alternatives US Airways Group explored was a possible merger with America West, as the two airlines had complementary networks and similar labor costs. The parties held preliminary discussions and conducted from February through July 2004. Ultimately, these talks ended due to issues related to labor, pension and benefit costs. By December 2004, US Airways had cut labor costs significantly. Its investment adviser, the, suggested putting the airline up for sale. The following month, US Airways Group and America West Holdings resumed their discussions. On May 19, 2005, both airlines officially announced the merger deal, structured as a. Financing for the deal was supplied by outside investors including, an aircraft manufacturing subsidiary of, the European aerospace consortium., operator of numerous US Airways Express flights, and, the parent company of, also bought shares in the combined airline. The merged airline retained the US Airways name to emphasize its national scope, as well as to capitalize on US Airways' worldwide recognition, Dividend Miles, and membership. On September 13, 2005, America West shareholders voted to approve the merger agreement and three days later the U.S. Bankruptcy Court for the Eastern District of Virginia approved US Airways' emergence from bankruptcy, allowing the merger to close on September 27. Since the merger, US Airways had been headquartered at the former America West corporate offices in, and America West executives and board members were largely in control of the merged company. The company's aircraft merged FAA operating certificate included America West's airline call sign and identifiers 'CACTUS' and 'AWE'. Post-2005 merger [ ] During 2006, the airline began consolidating its operations under the US Airways brand. Operations were not fully integrated until October 2008, when government approval was obtained to allow the airlines to operate under a single. In May 2006, the US Airways and America West web sites were merged. The new US Airways web site unites the two brands using graphics and styles reflective of the airline's new livery and services. In July 2006, US Airways and America West ordered 20 new aircraft. In December 2006, US Airways became the first American 'legacy' carrier to add the to its fleet. It remains one of only two American carriers to operate the E190 in scheduled service, being the other. At end of 2006, US Airways made a bid for competitor, which opposed, treating it as a hostile takeover by US Airways. The final bid was valued at $10 billion but was withdrawn on January 31, 2007, since US Airways failed to secure backing from Delta's creditors. The airline has stated that it will no longer pursue a possible takeover of Delta. Aircraft were equipped with in every row of seats. Since Verizon ended this service, the airline has deactivated the service and as of 2007, has removed the phones or has covered them in all aircraft. Overnight on March 4, 2007, the US Airways and America West computer reservation systems merged. US Airways, which previously used the airline computer system, switched to the new system, an overlay for the SHARES system, that had been used by America West. A few of the features from the system were incorporated into the new joint system, with the most prominent being the continued utilization of the Sabre ramp partition 'DECS' for all computer functions related to weight and balance, aircraft loading and technical flight tracking within the company. America West Airlines and the US Airways merged FAA certificates on September 25, 2007. Former America West employees (including pilots, fleet service personnel, flight attendants) remained on their original America West union contracts and did not fully combine work forces with their pre-merger US Airways counterparts. Until October 2008, former America West aircraft flew with their respective crews and used the call sign 'CACTUS', while the pre-merger US Airways crews primarily flew with their respective aircraft and used the call sign 'US AIR'. In October 2008, the company began operating under a single operating certificate (that of the former US Airways). This required operation under a single call sign and identifier, and that of America West ('CACTUS' and 'AWE') were chosen as a sign of the company lineage. In addition, flights operated using former America West aircraft and crews were numbered 1–699, whereas flights operated by pre-merger US Airways aircraft and crews were numbered 700–1999. (Flights numbered 2000–2199 were shuttle services and those 2200 and higher were operated by express subsidiaries.) Aircraft operated by pre-merger US Airways crews or former America West crews flew under two different operating certificates until September 25, 2007. However, until pilot and flight attendant union groups from both sides successfully negotiated a single contract, each group of crewmembers would fly only on its pre-merger airlines' aircraft and the flights would be marked accordingly. Since the computer systems were merged, former America West-operated flights were marketed as though America West was a wholly owned carrier. This marketing is common practice for airlines that have code-share agreements with other airlines operating aircraft for feeder or regional routes and although the practice is uncommon for major airlines, it greatly simplified the process for passengers connecting between historically US Airways-operated flights and former America West-operated flights. In summer 2007, US Airways began upgrading its in-flight services, from food and entertainment to the training of flight attendants. The airline was planning to test-market a new seat back entertainment system in early 2008, however the ended those plans. As a further result of the skyrocketing fuel costs, the airline rolled back the planned summer 2007 service upgrades as well as ending its existing in-flight entertainment on all domestic routes. 2007 [ ] A survey of 23,000 readers in June 2007 ranked US Airways as the worst airline for customer satisfaction. The survey was conducted before the airline's March 2007 service disruptions. A follow-up survey polling a smaller sample size, conducted in April, found that US Airways remained in last place, with its score dropping an additional 10 points. Also in 2007, the Today/Zagat Airline Survey rated US Airways as the worst airline overall in the United States, ranking it 10/30 for comfort, 5/30 for food, 10/30 for service and 15/30 for its online reservations system. On August 1, 2008, US Airways ceased providing its passengers with complimentary beverages. Passengers were required to purchase bottled water or soda for $2 US or $1 US for coffee and tea. However, the Shuttle flights between, and continued to offer free beverages. US Airways resumed serving complimentary drinks in March 2009. US Airways ranked last out of 20 domestic airline carriers for systemwide on-time performance in March, April and May 2007, according to figures. According to the Bureau of Transportation Statistics June 2008 report (using data from May 2008), US Airways ranked 7th for percentage of on-time arrivals. US Airways was the leader in service complaints with 4.4 complaints per 100,000 customers. The US Airways rate of customer complaints was 7.5 times the rate of JetBlue (0.59 complaints per 100,000 customers) and 11 times the rate of (0.4 complaints per 100,000 customers). US Airways had a very poor record of addressing customer complaints, answering only 50% of the telephone calls to its customer service department. By September 2007, US Airways continued to downgrade 's status from 500 flights a day (with 12,000 employees) in 2001 to just 68 flights a day (with only 1,800 employees). CEO Parker stated his frustration at the economics of and referred to the possibility of service further decreasing. This represented a further deterioration of a strained relationship with, with which the airline shared significant historical ties. US Airways Group Inc. Said October 3, 2007 it would cut flights at Pittsburgh International Airport to 22 a day from 31 and reduce regional flights to 46 a day from 77, beginning January 6, 2008, essentially reducing the airport to a destination spoke in its network. Pittsburgh was no longer a focus city for the airline as of its most recent annual report and January 2008 flight schedule reductions. 2008 [ ] US Airways East pilots took steps to relinquish their membership and form their own in-house union. 'East' pilots were dissatisfied with the results of binding arbitration when the arbitrator's ruling placed all active former America West pilots, including their most junior pilot, who had been hired only three months previous to the merger, ahead of furloughed US Airways pilots with up to seventeen years of service. The former US Airways pilots petitioned the National Mediation Board to conduct a vote to determine whether to replace their union. East pilots (3,200) outnumbered west pilots (1,800) and the proposed union's president stated that the union had a sufficient number of requests to call a vote according to National Mediation Board regulations. The new union would be called the (USAPA). On April 17, 2008, USAPA was voted in as the sole bargaining agent for the pilots of US Airways, East and West. It took more than a year to correct problems stemming from the merger and by 2008, US Airways was one of the best performers among the legacy carriers. The carrier had the best departure and arrival performances among the other major US carriers. Because of strong On-Time departure and On-Time arrival performances it was the number one major carrier. Northwest was the only other carrier that had better performances but became a part of Delta during that year. On April 25, 2008, it was reported that US Airways was in talks to merge its operations with either or, partially as a response to the recent and merger. Then, on April 28, 2008, reports stated that US Airways would announce its intent to merge with United within two weeks. At the end of May 2008, the airline announced that merger talks were formally ended. On May 20, 2008, according to the annual American Customer Satisfaction Index by the University of Michigan, US Airways ranked last in customer satisfaction among the major airlines. However, it was making steady ground to bridge its gap with other airlines. In late 2008, US Airways closed its, which was part of the America West network. Coast Guard video (8:07 long) of the crash and rescue; splashdown is at 3:31:02 pm On January 15, 2009,, under the command of Captain, flying from New York City's to, into the shortly after takeoff. From a flock of caused both engines to lose power. All 150 passengers and 5 crew members survived(2 pilots and 3 flight attendants) New York's called it 'the miracle on the Hudson'. US Airways received its first Airbus A330-200 in June 2009. In mid-2009 it was reported that US Airways, along with American Airlines and United Airlines was placed under credit watch. Experts say several factors, including capital and revenue, played a role in the airline's addition to the list. On October 2, US Airways reported that it had a buyer for 10 of its 25 Embraer 190 Aircraft. The remaining 15 aircraft were scheduled to be redeployed to Boston where they would operate Boston to Philadelphia and the Boston to New York LaGuardia leg of the US Airways Shuttle service. On December 8, 2009, US Airways began service to Rio de Janeiro-Galeão airport operated by a Boeing 767-200, its first route to South America. 2010s [ ] 2010 [ ] US Airways cut many routes to close its focus cities at, and. The airline was given tentative government approval to trade many of its LaGuardia takeoff and landing slots to in exchange for Delta's slots at Washington National. This exchange would strengthen each airline's presence at both airports. The DOT gave approval pending the carriers selling a small percentage of their routes to other carriers. US Airways and Delta disagreed with the decision and said they planned to sue the US DOT. On April 7, 2010, reported that US Airways was 'deep in merger discussions' with United Airlines. The report stated that a deal would not be reached for several weeks, but indicated that a deal was close. Several weeks later, however, on April 22, 2010, the airline ended discussions with United regarding the merger. Shortly thereafter, United announced that it would merge with instead. 2011 [ ] In April 2011, US Airways earned the top spot in the 2011 Airline Quality Rating (AQR) report among 'Big-Five' hub-and-spoke carriers. US Airways President Scott Kirby said that US Airways was the last viable airline in the U.S. To merge and that any potential merger would be with one of three U.S. Kirby also commented that US Airways' membership in the would make a merger with easier, but added that 'it's not meaningful enough to really be a factor'. Among the 10 largest domestic airlines, consumers scored US Airways last for overall customer satisfaction in a May 2011 survey. In May 2011, reported that (ACSI) ranked US Airways sixth in a list of 'The 19 Most Hated Companies in America'. In July 2011, the pilots' union, USAPA, purchased a full page advertisement in USA Today, questioning US Airways management's commitment to safety. US Airways transmitted a communication to all of its employees, on the same day as the ad, denying the accusations. In September 2011, US Airways requested and was granted an injunction against the pilots, claiming the pilots union, USAPA, was using their commitment to safety as a negotiating tactic. 2012 [ ] In January 2012, US Airways expressed interest in taking over bankrupt carrier., CEO of American parent, said in March that American was open to a merger. A report dated March 23, 2012, stated that US Airways had been in talks with AMR's creditors about a takeover bid. On December 7, 2012, US Airways announced a merger proposal with. The merger required approval from a bankruptcy judge, which was successful. The combined airline would keep the American Airlines name and would be based in American's hometown of. Main article: On February 14, 2013, US Airways Group and AMR Corporation announced that the two companies would merge to form the largest airline in the world. In the deal, shareholders of AMR would own 72% of the new company and US Airways Group shareholders would own the remaining 28%. The combined airline would carry the American Airlines name and branding, while US Airways' management team, including CEO Doug Parker, would retain most operational management positions. The headquarters for the new airline would also be consolidated at American's current headquarters in. On August 13, 2013, the along with attorneys general from six states and the filed a lawsuit seeking to block the merger, arguing that it would mean less competition and higher prices.,,, and, states where either American or US Airways maintained a large presence, were among the plaintiffs in the lawsuit, as was. On November 12, 2013, the two companies reached a deal with the Department of Justice. That allowed the companies to complete the merger on December 9, 2013. 2015 and ceasing operations [ ] On April 8, 2015, American Airlines flights operated by US Airways retired the Cactus callsign used by US Airways since the America West merger. The final flight to use it was Flight 774 from London to Philadelphia. On July 13, 2015, American announced that it planned to discontinue the US Airways brand name on October 17, 2015. On that date, US Airways made its final flight: Flight 1939 (for the year the airline was founded), using an registered N152UW, and would take off as US Airways Flight 1939 and land as American Airlines Flight 1939. The flight originated from, at 10:05 AM, October 16, 2015 continuing to, then to, and then to. The aircraft made its final leg on the evening of October 16, as a from San Francisco International Airport back to Philadelphia International Airport. It landed ahead of schedule at 5:52AM EDT, and at that point, the US Airways brand and all operations under its name were officially terminated. Company affairs and identity [ ] Headquarters [ ]. US Airways headquarters in, formerly the headquarters Prior to the merger with American Airlines, US Airways had its headquarters in in. The nine-story, 225,000-square-foot (20,900 m 2) building was originally occupied. Jahna Berry of the Arizona Business Gazette said in 2005 that the building 'is one of the dominant buildings in downtown Tempe'. It is located in proximity to the southwest intersection of Rio Salado Parkway and Mill Avenue. The City of Tempe gave America West $11 million in incentives and tax breaks so it would occupy what is now the US Airways headquarters, which cost $37 million to construct. Construction of the building began in January 1998, although the official groundbreaking ceremony was held on February 19 of that year. By of 2006 over 700 employees worked in the building. On May 31, 2013, gave 75% interest in the US Airways headquarters to for $41.8 million or $185 per square foot. As of December 2013, 780 employees worked in the building. After the merger between and US Airways concluded, Hayley Ringle of the stated in December 2013 that the facility became 'just a large office of '. That month, John McDonald, the vice president of corporate communications and public affairs stated that the US Airways headquarters would continue to be used for at least five years and for the time being most of the employees at the US Airways headquarters would remain. Previously US Airways had its headquarters in Crystal Park Four, a mixed-use development in, in in. Park Four is between,, and the District of Columbia. After the merger with America West Airlines, the company decided to close its Virginia headquarters and moved the employees into the former America West building in three to six months after the merger closed. Russell Grantham at the said that the decision to move the headquarters to Tempe was not that difficult because the Crystal City facility 'consisted of like two or three floors of people.' Flight Operations Center [ ] won a three-way competition between and in 2007 for the right to continue as US Airways' Global Flight Operations center. Opening in November 2008, US Airways invested more than $25 million ($27.8 million today) into a 72,000-square-foot (6,700 m 2) facility. It replaced a smaller 11-year-old (pre-merger) operations center closer to downtown. The state-of-the-art Ops Center opened ahead of schedule and was home to approximately 600 employees. It served as the nerve center for all of US Airways' nearly 1,400 daily mainline flights. As part of its merger with, the airline intended to close the flight operations center and would consolidate with the American Airlines Integrated Flight Operations Center near, the headquarters of American Airlines. The move was expected to take within 18 months. It was announced that the operations center would close on August 23, 2015. Community support [ ] Do Crew [ ] The US Airways Do Crew program was the airline's employee community-service program. Employee volunteers in the program participated in community-based projects on a monthly basis through local chapters in,,,,,,, and. US Airways arrives (2014) US Airways had operated various liveries under the US Airways name. In general, the Express and Shuttle divisions had liveries that closely paralleled the company-wide livery at the time, but later shared the same aircraft with mainline US Airways. The pre-1995 US Airways featured a dark blue livery; after it merged with America West, US Airways, switched to a mostly white livery. Following US Airways merger with, all US Airways aircraft were progressively painted into the American Airlines livery. The first jet to re-enter revenue service in the American livery in January 2014 was an Airbus A319, tail number N700UW, which previously sported a branding. However, one aircraft, an Airbus A321 under registration N578UW, has been left unpainted in the US Airways livery, as one of American's heritage aircraft. The only difference is that the actual US Airways logo near the front of the fuselage has been replaced with the American Airlines logo; however, the rest of the aircraft remains identical to US Airways livery. Slogans [ ] • USAir– 'Fly the USA on USAir' • USAir (late 1980s)– 'USAir is Your Choice' • PSA and USAir (late 1980s)– 'Now our smile is even wider.' • USAir (early 1990s)– 'USAir Begins With You' • USAir (mid 1990s)– 'Fly the Flag With USAir' • US Airways (early 2000s)– 'Where I Fly the Flag' • US Airways (post 9/11)– 'The Carrier of Choice' • US Airways (first bankruptcy) 'Together We Fly' • US Airways (post first bankruptcy)– 'Clear Skies Ahead' • US Airways (post America West merger)– 'Fly with US' • US Airways (post American Airlines merger)- 'The new American is arriving' Destinations [ ]. A US Airways aircraft on final approach to in Washington, D.C. US Airways hubs listed by departures (Average as of 4Q13) Rank Airport Flights 1 613 2 429 3 255 4 222 US Airways operated 3,031 flights a day to 193 destinations in 24 countries from its hubs in Phoenix, Charlotte, and Philadelphia. US Airways' routes were concentrated along the, and the Caribbean, with a number of routes serving Europe and primary destinations along the. The airline's western U.S. Presence had increased following the merger with America West. Codesharing with (before leaving the Star Alliance) had helped US Airways by enabling the airline to offer its customers service throughout the, and states. Services to South America, Asia and Australia also were offered via the American Airlines codeshare. Likewise, American passengers benefitted from increased access via US Airways to the U.S. East Coast, Europe and the Caribbean. US Airways Express carriers operated a large number of domestic routes, primarily into US Airways' hubs and focus cities, but with some exceptions, particularly small markets where the regional express carriers operated service under the program, as well as some point-to-point commuter routes in the northeast and mid-Atlantic regions and south through the Carolinas. Before US Airways completely merged into, US Airways was the last and only major US airline that has never flown to although they had codeshares with American Airlines and most Asian air carriers partnered in the OneWorld Alliance. In 2007, the airline applied for flights to,, however the U.S. Department of Transportation denied the application after the agency awarded, and the routes from Delta's New York-JFK hub, JetBlue from Orlando and Spirit from Fort Lauderdale. In 2008, US Airways and other airlines struggled with the price of fuel. Despite that, US Airways CEO Doug Parker said 'It is our international gateway. We'd like to expand that'. Service to began in March 2008. The airline also added three international flights during the summer of 2009, including, from Philadelphia. US Airways also started year-round service between Charlotte and Rio de Janeiro which was discontinued in early 2015. In 2009, US Airways and Delta reached an agreement to exchange landing/takeoff slots at both and. US Airways also planned to receive additional route authority to from Delta as a result of this transaction. Service to São Paulo from its Charlotte hub was discontinued on October 1, 2014. On November 21, 2012, the airline was awarded a landing slot at in order to operate nonstop flights between Charlotte and. The new service was to complement the airline's existing route from Philadelphia to London Heathrow. The airline began service from Charlotte to Heathrow on March 30, 2013, replacing its existing service from Charlotte to Gatwick, which ended the airline's service to Gatwick. Codeshare agreements [ ] US Airways had with the following airlines as of June 2014. Main article: By mid-2014, US Airways maintained a predominantly Airbus fleet, with some Boeing jets and small fleet of Embraer jets; one of which, the, was in the mainline fleet. The post-merger US Airways continued to operate the largest fleet of Airbus aircraft in the world. Subsidiaries and exclusively flew and line of aircraft (100 and 300). Cabin [ ] Envoy [ ] Envoy was US Airways' long-haul business class product, found on flights to Europe, the Middle East, and South America. There were three types of Envoy seating in the US Airways fleet: • Fully flat suites in a reverse 1-2-1 configuration were found on all Airbus A330-200 and A330-300s. These were the Cirrus model designed by and featured a fully flat semi-private 'pod'. • Internationally configured featured deep recline cradle seats with around 165 degrees of recline. Previously, the first row of all were fully flat seats, formerly US Airways' international first class product. With the transition from three- to two-class international service, these seats were, for a time, offered at a fee to Envoy customers. Every seat had a personal on-demand video screen either attached to the arm rest or as a portable unit passed out by the crew that offered movies, games and syndicated television shows in multiple languages. There was also an EmPower or AC outlet at each seat. The airline offered complimentary food and beverage service for all Envoy passengers. In 2015, to align with American Airlines branding, the short-haul international premium cabin (flights to Canada, Mexico, Caribbean and Central American) were renamed business class. First Class [ ] First Class was the premium cabin on domestic flights and was offered on all mainline aircraft as well as US Airways Express aircraft over 50 seats. Seat pitch ranged from 35 to 38 inches (89 to 97 cm) and a seat width ranging from 20 to 21 inches (51 to 53 cm). Free wine, beer and spirits and a snack basket were offered on all flights, as were blankets. Meals were provided on flights of 2.5 hours or longer. Main Cabin [ ] Main Cabin was available on all aircraft, with a seat pitch ranging from 30 to 33 inches (76 to 84 cm) and a seat width ranging from 17 to 18 inches (43 to 46 cm). Domestic service was a buy-on-board program with full meals available for purchase on flights of 3.5 hours or longer, while shorter flights offered snack boxes. Coffee, tea and soft drinks were complimentary with alcohol available for purchase. Transatlantic and South American flights included standard meals and beverages (including wine) free of charge, with premium meals available for purchase, which included one alcoholic beverage. Inflight entertainment [ ] US Airways offered GoGo Inflight Internet on Airbus A321 aircraft, Embraer 190/175/170 fleets and Airbus A319/A320 fleet. US Airways had also signed up for GoGo Vision streaming video service which would be available on all GoGo equipped aircraft. Flights to Europe, South America, Hawaii and domestic flights over 700 miles operated with Boeing aircraft featured movies and TV episodes on overhead screens in Coach. The Airbus A330s featured AVOD at every seat in both Economy and Business Class with a selection of movies, TV episodes, music and games. Complimentary headsets were available in both Business and Economy on flights to Europe, South America and the Middle East. GoGo was usually priced US$5–15 on domestic flights. It was never available on international flights. Dividend Miles [ ]. Dividend Miles was 's. Members earned one mile for every mile flown on US Airways on any published fare – paid flights taken in First Class or Envoy received a 50% mileage bonus. Members also earned miles on flights on partner airlines and for partner hotel stays, car rentals, shopping at the Dividend Miles mall and for purchases made with a US Airways credit card. Miles could be redeemed for free flights, upgrades and more. Dividend Miles was to be absorbed into 's AAdvantage program in the second quarter of 2015. However, American Airlines announced on March 13, 2015, that Dividend Miles would be merged into American's AAdvantage program 'within the next 30 days'. On March 24, 2015, it was confirmed that Dividend Miles would be absorbed into American's AAdvantage program on March 28, 2015. On March 28, 2015, Dividend Miles was officially absorbed into American Airlines's AAdvantage program. In addition to its and partnerships, the Dividend Miles program with other partner airlines or programs included: • • • • • • • • FlightFund [ ] America West Airlines had a called FlightFund. Following the US Airways-America West merger, FlightFund was merged into the Dividend Miles program. Airport lounges [ ] US Airways Club [ ] US Airways' was called the US Airways Club. There were 19 lounges in 13 airports across the United States. As part of the merger, all US Airways clubs were gradually rebranded as American's Admirals Clubs in 2014, except for a few that closed. In addition to those with paid memberships, the following customers also had complimentary access to Admirals Club locations: • Passengers traveling in Business Class (renamed from Envoy Class) on an international flight • Emerald and Sapphire members, except American's AAdvantage members and US Airways Dividend Miles members who were travelling domestically. Envoy Lounge [ ] Philadelphia International Airport's Terminal A formerly had an Envoy Lounge reserved exclusively for Envoy Class, Star Alliance international premium passengers, and Star Alliance Gold members traveling on long-haul international flights. Due to the lounge's proximity to departing long-haul international flights, this lounge offered a much wider array of food than was typically found at US Airways Clubs. In 2011, the airline converted the Envoy Lounge into a standard US Airways Club, now an Admirals Club. Incidents and accidents [ ] The incidents and crashes listed below include only those of US Airways and US Air (and not predecessor or merger airlines such as Allegheny, Piedmont, PSA or America West; or partnering regional commuter airlines operating US Airways flights under the brand US Airways Express). Federal Aviation Administration. May 12, 2015. Certificate Number AALA025A • Reed, Ted (March 20, 2013)... Retrieved 2015-10-22. December 9, 2013. 30 November 2014. Retrieved 30 November 2014. Retrieved April 3, 2015. Retrieved April 3, 2015. • Bartz, Diane; Jacobs, Karen (July 1, 2013)... Retrieved July 1, 2013. • Maxon, Terry (November 27, 2013)... Archived from on November 28, 2013. Retrieved November 29, 2013. • Spira, Jonathan (1 December 2013).. Frequent Business Traveler. Retrieved 3 December 2013. Retrieved 10 December 2013. • ^ (Press release). Fort Worth, TX & Tempe, AZ: AMR & US Airways Group. 14 February 2013. Retrieved 2013-02-14. • Kurtzleben, Danielle (12 November 2013)... February 14, 2013. Retrieved February 14, 2013. • Karp, Gregory (April 8, 2015)... Retrieved October 22, 2015. 18 October 2015. Retrieved 2015-10-22. • ^ Mutzabaugh, Ben (16 October 2015)... Retrieved 2015-10-22. 19 October 2015. Retrieved 2015-10-22. • Air Transport World May 1974 •.. September 7, 2007. Retrieved September 7, 2007. • Arnoult, Sandra (31 October 2005)... Associated Press. 30 March 1979. Retrieved 2015-10-22. Retrieved 2012-05-17. • Hamilton, Martha M. (25 May 1989)... Retrieved April 3, 2015. • ^ Salpukas, Agis (January 19, 1992)... Retrieved May 27, 2010. • Hamilton, Marcha M. (May 12, 1988).. The Washington Post. Retrieved 2015-10-22. • at airliners.net •. Retrieved 2011-08-08. • Morrow, David J. (July 31, 1996).. The New York Times. Retrieved May 27, 2010. • (Press release). November 12, 1996. Archived from on January 28, 1997. Retrieved April 29, 2010. • Piorko, Janet (June 17, 1998).. The New York Times. Retrieved May 27, 2010. The New York Times. July 3, 1998. Retrieved May 27, 2010. • Oppel Jr., Richard A. (August 3, 1999).. The New York Times. Retrieved May 27, 2010. • Norris, Floyd (May 24, 2000).. The New York Times. Retrieved May 27, 2010. • Gilpin, Kenneth N. (July 28, 2001).. The New York Times. Retrieved May 27, 2010. • ', May 28, 2006, at the. Associated Press. 13 September 2004. Retrieved 2015-10-22. 20 September 2005. Pp. A–2–4, B–2–18. Retrieved 2015-10-22. • Gilbertson, Dawn (4 January 2006).. Retrieved 2015-10-22. • Alexander, Keith L. (May 20, 2005).. The Washington Post. • Walsh, Mary Williams (30 January 2003).. The New York Times. Retrieved 2015-10-22. October 12, 2007. Retrieved September 5, 2010. Archived from on November 2, 2009. Retrieved September 5, 2010. Retrieved September 5, 2010. March 16, 2012. Retrieved 2012-05-17. • (Press release). 23 August 2004. Retrieved 2015-10-22. The New York Times. Retrieved 2015-10-22. • White, Jerry (December 28, 2004)... Retrieved 2015-10-22. Securities and Exchange Commission. 20 September 2005. Retrieved 2015-10-22. Aviation Explorer. Retrieved September 5, 2010. Flight Widsom. December 31, 2006. Retrieved 2015-10-22. • Gilbertson, Dawn (February 1, 2007)... Retrieved February 6, 2007. • Gilbertson, Dawn (April 15, 2007).. The Arizona Republic. Archived from on September 27, 2007. Retrieved September 30, 2007. Archived from (PDF) on June 2, 2010. Retrieved September 5, 2010. • Waller, Nikki (August 1, 2008).. The Wall Street Journal. • Mutzabaugh, Ben (October 4, 2007).. Retrieved February 19, 2013. US Airways scored the lowest with 4.4 complaints per 100,000 customers. That was double its rate from a year ago • Alexander, Keith (August 1, 2006).. The Washington Post. Retrieved January 20, 2008. The correspondence, mostly complaints, is piling up at the airline's Tempe, Ariz., headquarters. Only about 50 percent of customer service phone calls are now getting answered • Vellucci, Justin (September 15, 2007)... Retrieved September 5, 2010. October 3, 2007. Archived from on October 18, 2007. Retrieved November 8, 2007. • Gibbons, Christia (21 August 2007).. The Arizona Republic. Retrieved 2015-10-22. (Subscription required ( help)). • Reed, Ted... Retrieved October 21, 2007. • Das, Jui Chakravorty (April 25, 2008).. April 9, 2010. Retrieved 2011-10-22. • Carpenter, Dave (May 30, 2008).. Retrieved 2012-10-14. Global Travel Industry News. Retrieved 2015-10-22. Associated Press. February 4, 2009. Retrieved 2015-10-22. • Pilkington, Ed (January 15, 2009)... Retrieved 2015-10-22. • Maxon, Terry (July 27, 2009)... Retrieved 2015-10-22. • Gilbertson, Dawn (August 2, 2009).. The Arizona Republic. Retrieved 2011-08-08. • (Press release). Delta Airlines. August 12, 2009. Retrieved 2015-10-22. The New York Times. April 7, 2010. Retrieved April 7, 2010. • Reed, Dan (April 22, 2010).. Retrieved May 27, 2010. • Smith, Aaron (May 3, 2010)... Retrieved 2015-10-22. April 4, 2011. Retrieved 2011-08-08. • Reed, Ted (June 1, 2010).. Retrieved July 9, 2011. • Reed, Ted (May 22, 2011).. Retrieved July 9, 2011. • Neighbor, Megan (May 11, 2011).. The Arizona Republic. Retrieved 2011-08-08. Chatham Journal.. June 21, 2007. Retrieved 2015-10-22. • Loyd, Linda (May 10, 2011).. The Philadelphia Inquirer. Retrieved 2015-10-22. • Lubin, Gus; Giang, Vivian (June 29, 2011).. Business Insider. Retrieved 2015-10-22. • Joyce, Matt (January 26, 2012)... Retrieved March 24, 2012. Charlotte Business Journal. March 19, 2012. Retrieved March 24, 2012. • Schlangenstein, Mary; McCracken, Jeffrey (March 23, 2012).. Bloomberg L.P. Retrieved March 25, 2012. December 7, 2012. Retrieved December 12, 2012. • Perez, Evan (August 13, 2013).. • Mouawad, Jad; Drew, Christopher (November 12, 2013).. The New York Times. • (Press release). American Airlines. December 9, 2013. • Gilbertson, Dawn (April 10, 2015).. The Arizona Republic. • Bookbinder, Adam (October 16, 2015).. October 16, 2015. Retrieved 2015-10-22. • Patterson, Thom (October 17, 2015).. Retrieved 2015-10-22. November 19, 2006. Retrieved 2015-10-22. More than 700 people work at US Airways' nine-story headquarters. • (Press release). July 27, 1999. Retrieved 2015-10-22. • Berry, Jahna (June 2, 2005)... Retrieved 2015-10-22. • ^ Hansen, Kristena (June 17, 2013)... Retrieved 2015-10-22. Associated Press. January 22, 1999. P. Business 13. Retrieved 2015-10-22. February 23, 1998. Retrieved 2015-10-22. • Ringle, Hayley (December 9, 2013).. Phoenix Business Journal. Retrieved 2015-10-22. Archived from the original on January 28, 1997. Retrieved 2017-05-30. CS1 maint: BOT: original-url status unknown () USAir. January 28, 1997. Retrieved on April 29, 2010. Washington Business Journal. May 20, 2005. Retrieved 2015-10-22. • Berry, Jahna (June 2, 2005).. Arizona Business Gazette. Retrieved 2015-10-22. • Grantham, Russell (January 7, 2007).. Atlanta Journal-Constitution. Archived from on October 22, 2012. In the case of US Airways-America West, it was a good bit easier because their headquarters in Crystal City, Virginia, consisted of like two or three floors of people. That's not the case in Atlanta. It's a much harder decision to make. • Gallagher, Jim (August 4, 1989).. Pittsburgh Post-Gazette. • Fitzpatrick, Dan; Belko, Mark (June 10, 2004).. Pittsburgh Post-Gazette. Elwood City Ledger. January 25, 2014. Retrieved January 27, 2014. Pittsburgh Post-Gazette. July 29, 2015. • Mouawad, Jad (December 23, 2011).. The New York Times. Retrieved December 25, 2011. • (Press release). American Airlines. Retrieved 2015-10-22. Philadelphia Inquirer. July 20, 2008. Retrieved 2011-08-08. Charlotte Business Journal. February 4, 2014. Retrieved February 28, 2014. July 31, 2014. Retrieved July 31, 2014. • Mutzabaugh, Ben (November 21, 2012).. Retrieved November 26, 2012. December 17, 2012. Retrieved 2015-10-22. Archived from on September 29, 2011. Retrieved 2011-08-08. April 23, 2014. Retrieved 2015-10-22. • Thomaselli, Rich (January 13, 2014).. Travel Pulse. Retrieved 7 May 2014. Air Transport World. August 1, 2014. Archived from on August 1, 2014. • (Press release). American Airlines. 11 June 2014. Retrieved 12 June 2014. The New York Times. March 28, 2002. • (Press release). December 12, 2011. Retrieved 16 April 2014. Retrieved January 18, 2010. Retrieved January 18, 2010. Archived from on October 11, 2008. Retrieved October 11, 2008. Charlotte Observer. October 28, 2014. Retrieved October 28, 2014. March 13, 2015. Retrieved March 15, 2015. • Gilbertson, Dawn (March 24, 2015).. Retrieved March 24, 2015. Retrieved April 3, 2015. Retrieved April 21, 2014. Archived from on December 8, 2013. Retrieved April 3, 2015. • Miller, Seth (January 7, 2014)... Retrieved 2015-10-22. March 28, 2017. Retrieved March 28, 2017. September 20, 1989. Archived from on June 21, 2009. Retrieved September 5, 2010. February 1, 1991. Archived from on June 21, 2009. Retrieved September 5, 2010. March 22, 1992. Archived from on July 3, 2009. Retrieved September 5, 2010. July 2, 1994. Archived from on July 1, 2009. Retrieved September 5, 2010. September 8, 1994. Retrieved October 5, 2011. External links [ ] Wikimedia Commons has media related to. • ( ) • at YouTube • has several Allegheny timetables from 1949–63, showing where they flew, how often, how long it took and how much it cost. Number of employees 131,000 (2016) Website Honeywell International Inc. Is an American multinational company that produces a variety of commercial and, engineering services and systems for a wide variety of customers, from private consumers to major corporations and governments. The company operates four business units, known as Strategic Business Units –, Home and Building Technologies (HBT), Safety and Productivity Solutions (SPS), and Honeywell Performance Materials and Technologies. Honeywell is a company. In 2016, Honeywell ranked 73rd in the Fortune 500. Honeywell has a global workforce of approximately 130,000, of whom approximately 58,000 are employed in the United States. The company is headquartered in. Its current chief executive officer is. The company and its corporate predecessors were part of the Index from December 7, 1925 until February 9, 2008. The company's current name, Honeywell International Inc., is the product of a merger in which Honeywell Inc. Was acquired by the much larger in 1999. The company headquarters were consolidated with AlliedSignal's headquarters in Morristown, New Jersey; however the combined company chose the name 'Honeywell' because of its superior brand recognition. In 2015, the headquarters were moved to Morris Plains. Honeywell has many brands that commercial and retail consumers may recognize, including its line of home (particularly the iconic round type) and. In addition to consumer home products Honeywell itself produces, such as thermostats, sensors, security alarm systems, and air cleaners and dehumidifiers, the company also licenses its brand name for use in various retail products made by partner manufacturers such as air conditioners, heaters, fans, security safes, home generators, and paper shredders. Contents • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • History [ ] Early years: 1885–1927 [ ] Although Mark Honeywell’s Heating Specialty Company was not established until 1906, today’s Honeywell traces its roots back to 1885 when the Swiss-born invented the damper-flapper, a for coal furnaces, to automatically regulate heating systems. The following year he founded the Butz Thermo-Electric Regulator Company. In 1888, after a falling out with his investors, Butz left the company and transferred the patents to the legal firm Paul, Sanford, and Merwin, who renamed the company the Consolidated Temperature Controlling Company. As the years passed, CTCC struggled with growing debts, and they underwent several name changes in an attempt to keep the business afloat. After the company was renamed to the Electric Heat Regulator Company in 1893,, a stockholder in the company, was sold 'an extensive list of patents' and named secretary-treasurer.: 22 On February 23, 1898 he bought out the remaining shares of the company from the other stockholders. In 1906, Mark Honeywell founded the Honeywell Heating Specialty Company in, to manufacture and market his invention, the mercury seal generator. As Honeywell’s company grew (thanks in part to the acquisition of Jewell Manufacturing Company in 1922 to better automate his heating system) it began to clash with the renamed Minneapolis Heat Regulator Company. This led to the merging of both companies into the publicly held Minneapolis-Honeywell Regulator Company in 1927. Honeywell was named the companies first president, alongside as its first chairman. Expansion: 1927–1985 [ ] W.R. Sweatt and his son Harold provided 75 years of uninterrupted leadership for the company. Sweatt survived rough spots and turned an innovative idea – thermostatic heating control – into a thriving business. Harold, who took over in 1934, led Honeywell through a period of growth and global expansion that set the stage for Honeywell to become a global technology leader. The merger into the Minneapolis-Honeywell Regulator Company proved to be a saving grace for the corporation. The combined assets were valued at over $3.5 million, with less than $1 million in liabilities just months before Black Monday.: 49 In 1931, Minneapolis-Honeywell began a period of expansion and acquisition when they purchased Time-O-Stat Controls Company, giving the company access to a greater number of patents to be used in their controls systems. 1934 marked Minneapolis-Honeywell’s first foray into the international market, when they acquired the Brown Instrument Company, and inherited their relationship with the Yamatake Company of Tokyo, a Japan-based distributor.: 51 Later that same year, Minneapolis-Honeywell would also start distributorships across Canada, as well as one in the Netherlands, their first European office. This expansion into international markets continued in 1936, with their first distributorship in London, as well as their first foreign assembly facility being established in Canada. By 1937, ten years after the merger, Minneapolis-Honeywell had over 3,000 employees, with $16 million in annual revenue. Having survived the Depression, Minneapolis-Honeywell was approached by the US military for engineering and manufacturing projects. In 1941, Minneapolis-Honeywell developed a superior tank periscope and camera stabilizers, as well as the C-1 autopilot. The C-1 revolutionized precision bombing in the war effort, and was used on the two B-29 bombers that dropped atomic bombs on Japan in 1945. Honeywell thermostat On April 12, 1955, Minneapolis-Honeywell started a joint venture with called Datamatic to enter the computer market and compete with IBM.: 118 Two years later in 1957, their first computer, the D-1000, was sold and installed. In 1960, just five years after embarking on this venture with Raytheon, Minneapolis-Honeywell bought out Raytheon’s interest in Datamatic and turned it into the Electronic Data Processing division (now Honeywell Information Systems) of Minneapolis-Honeywell.: 118 Honeywell also purchased minicomputer pioneer (3C's), renaming it as Honeywell's Computer Control Division. Through most of the 1960s, Honeywell was one of the 'Snow White and the Seven Dwarfs' of computing. Was 'Snow White', while the dwarfs were the seven significantly smaller computer companies:,,, Honeywell,,, and. Later, when their number had been reduced to five, they were known as 'The ', after their initials: Burroughs, UNIVAC, NCR, Control Data Corporation, and Honeywell. A 1990 Honeywell- Entry Level Mainframe DPS 7 In 1961, James H. Binger became Honeywell’s president and in 1965 its chairman. On becoming Chairman of Honeywell, Binger revamped the company sales approach, placing emphasis on profits rather than on volume. He also stepped up the company's international expansion – it had six plants producing 12% of the company's revenue. He also officially changed the company's corporate name from 'Minneapolis-Honeywell Regulator Co.' To 'Honeywell', to better represent their colloquial name. Throughout the 1960s, Honeywell continued to acquire other businesses, including Security Burglar Alarm Company in 1969.: 130 The beginning of the 1970s saw Honeywell focus on process controls, with the company merging their computer operations with GE’s information systems in 1970, and later acquiring GE’s process control business.: 122 With the acquisition, Honeywell took over responsibility for GE's ongoing operating system project. The design and features of Multics greatly influenced the operating system. Multics also influenced many of the features of Honeywell/GE's GECOS and GCOS8 operating systems. Honeywell,, and formed a joint venture in Magnetic Peripherals Inc. Which became a major player in the hard disk drive market. It was the worldwide leader in 14-inch disk drive technology in the OEM marketplace in the 1970s and early 1980s especially with its SMD (Storage Module Drive) and CMD (Cartridge Module Drive). In the second half of the 1970s, Honeywell started to look to international markets again, acquiring the French Compagnie Internationale pour l’Informatique in 1976.: 124 Eight years later, Honeywell formed Honeywell High Tech Trading to lease their foreign marketing and distribution to other companies abroad, in order to establish a better position in those markets.: 147 Under Binger's stewardship from 1961 to 1978 he expanded the company into such fields as defense, aerospace, and computing. During and after the, Honeywell's defense division produced a number of products, including, systems,, and. Minnesota-Honeywell Corporation completed flight tests on an inertia guidance sub-system for the X-20 project at, Florida, utilizing an by August 1963. The X-20 project was canceled in December 1963. The, founded in 1968, organized protests against the company to persuade it to abandon weapons production In 1980, Honeywell bought Incoterm Corporation to compete in both the networks and bank teller markets. In year 1975, Honeywell introduced the world's first Total Distributed Control System (TDC 2000) that revolutionized the entire process control industry with a centralized view of de-centralized control and a fully redundant communication link for continuous processes. Honeywell further introduced a state-of-the-art Total Distributed Control System 3000 or TDC 3000 in 1985. The new TDC 3000 system adopted a brand new architecture that allowed the existing TDC 2000 system to be integrated with the new system as well as future expansion through a new in-house developed network operating system for performing various plant-wide control, monitoring, alarming, reporting, and historical date storage & retrieval functions. A new modular controller, Process Manager, was introduced in a later date that included advanced control strategies and modeling as part of the new TDC-3000 system. TDC 3000 system was the backbone of Honeywell Industrial Solutions for Petroleum, PetroChem, Fine Chemical, Pulp & Paper, Power Gen, and many other industries. Along with TDC systems, Honeywell also developed a digital communication protocol to allow Honeywell's Smart Transmitters family of products to interface with TDC system in a non-ambiguous digital mode that delivered Honeywell'c commitment of total system integration from sensors to boardroom. Integration: 1986–1999 [ ] Aerospace [ ] 1986 marked a new direction for Honeywell, beginning with the acquisition of Sperry Aerospace. The same year, they conceded control of the computer market to IBM and discontinued their computer business. In 1990, Honeywell spun off their Defense and Marine Systems business into, as well as their Test Instruments division and Signal Analysis Center to streamline the company’s focus.: 177 Honeywell continues to supply aerospace products including electronic guidance systems, cockpit instrumentation, lighting, and primary propulsion and secondary power turbine engines. In 1996, Honeywell acquired and began marketing its products in the home comfort sector. Today, licenses and sells both Duracraft and Honeywell's home comfort lines. Honeywell is in the consortium that runs the that assembles all of the in the United States arsenal. Honeywell Federal Manufacturing & Technologies, successor to the defense products of AlliedSignal, operates the which produces and assembles 85 percent of the non-nuclear components of the bombs. Home & building controls [ ] Honeywell also began the SmartHouse project to combine heating, cooling, security, lighting, and appliances into one easily controlled system. They continued the trend in 1987 by releasing new security systems, and fire and radon detectors. Five years later, in another streamlining effort, Honeywell combined their Residential Controls, Commercial Systems, and Protections Services divisions into Home and Building Control, which then acquired the Enviracare air cleaner business.: 183 By 1995, Honeywell had condensed into three divisions: Space and Aviation Control, Home and Building Control, and Industrial Control. Industrial control [ ] Honeywell dissolved its partnership with Yamatake Company and consolidated its Process Control Products Division, Process Management System Division, and Micro Switch Division into one Industrial Control Group. It has further acquired Measurex System and Leeds & Northrup Company to strengthen its portfolio. Takeovers: 1999–2002 [ ] AlliedSignal and Pittway [ ]. Main articles: and On June 7, 1999, Honeywell was acquired by AlliedSignal, who elected to retain the Honeywell name for its brand recognition. The former Honeywell moved their headquarters of 114 years to AlliedSignal's in Morristown, NJ. While 'technically, the deal looks more like an acquisition than a merger.from a strategic standpoint, it is a merger of equals.' AlliedSignal's 1998 revenue was reported at $15.1 billion to Honeywell's $8.4 billion, but together the companies share huge business interests in aerospace, chemical products, automotive parts, and building controls. In 2000, the new Honeywell acquired Pittway for $2.2 billion to gain a greater share of the fire-protection and security systems market, and merged it into their Home and Building Control division, taking on Pittway's $167 million in debt. Analyst David Jarrett commented that 'while Honeywell offered a hefty premium, it's still getting Pittway for a bargain' at $45.50 per share, despite closing at $29 the week before. Pittway’s Ademco products complemented Honeywell’s existing unified controls systems. General Electric Company [ ] In October 2000, Honeywell (then valued at over $21 billion) accepted a takeover bid from then-CEO of. The American Department of Justice cleared the merger, while 'GE teams swooped down on Honeywell' and 'GE executives took over budget planning and employee reviews.' However, on July 3, 2001, the 's competition commissioner, blocked the move. This decision was taken on the grounds that with GE's dominance of the large jet engine market (led by the engine), its leasing services (), and Honeywell's portfolio of regional and, the new company would be able to 'bundle' products and stifle competition through the creation of a. US regulators disagreed, finding that the would improve competition and reduce prices; United States Assistant Attorney General called the EU's decision 'antithetical to the goals of antitrust law enforcement.' This led to a drop in morale and general tumult throughout Honeywell, and in turn, the then-CEO Michael Bonsignore was fired as Honeywell looked to turn their business around. Recent history [ ] The current 'Honeywell International Inc.' Is the product of a merger between and Honeywell Inc. Although AlliedSignal was twice the size of Honeywell, the combined company chose the name 'Honeywell' because of its superior brand recognition. However, the corporate headquarters were consolidated to AlliedSignal's headquarters in rather than Honeywell's former headquarters in,. When Honeywell closed its corporate headquarters in Minneapolis, over one thousand employees lost their jobs. A few moved to Morristown or other company locations, but the majority were forced to find new jobs or retire. Soon after the merger, the company's stock fell significantly, and did not return to its pre-merger level until 2007. In January 2002 – who had been operating in a joint venture with Honeywell International Inc. – assumed full ownership of its ventures in Europe, Brazil, and the USA. Became a subsidiary of. Although declining in influence, Honeywell maintains a presence in emerging industries, such as Northern 's. Honeywell's Plant integrator is currently deployed in some of the most important plant-sites in the Oil Sands (,, and others). In February 2002, Honeywell’s board appointed David M. Cote as CEO and Chairman. Cote has been instrumental in uniting the company cultures of Honeywell, AlliedSignal, and Pittway. Since 2002, Honeywell has made more than 80 acquisitions and 60 divestures, while adding $12 billion in new sales and increasing its labor force to 131,000 as a result of these acquisitions. Since his appointment, Honeywell's stock has nearly tripled from $35.23 in April 2002 to $99.39 as of January 2015. In December 2004, Honeywell made a £1.2bn ($2.3bn) bid for. The acquisition was finalized on March 31, 2005. In October 2005, Honeywell bought out 50% stake in for $825 million, giving them complete control over the joint venture in petrochemical and refining technology. In May 2010, Honeywell outbid UK-based and acquired the French company Sperian Protection for $1.4 billion, which was then incorporated into its automation and controls safety unit. In October 2015, Honeywell moved its international headquarters from Morristown to Morris Plains. The 475,000-square-foot building on 40 acres in Morris Plains features state-of-the-art technology and greater energy efficiency than Honeywell’s Morristown campus, which was underutilized, outdated and costly, according to Chairman and Chief Executive Officer Dave Cote. On December 29, 2015 Honeywell completed the acquisition of Elster for US$5.1B (announced on July 28, 2015) entering the space of gas electricity and water meters with a specific focus on smart meters and hoped to be a growth driver for Honeywell in 2016 and beyond. The deal also complements the HON Combustion business with the addition of Elster with strong brands such as Kromschroeder and Eclipse. In January 2016, Honeywell International Inc. Acquired the 30% stake in UOP Russell LLC it didn't own already for roughly $240 million. In February 2016 Honeywell entered into a definitive agreement to acquire Xtralis, a leading global provider of aspirating smoke detection along with advanced perimeter security technologies and video analytics software, for $480 million from funds advised by Pacific Equity Partners and Blum Capital Partners. On April 1, 2016, Honeywell announced that it had completed its acquisition of Xtralis. In May 2016, Honeywell International Inc. Settled its patent dispute regarding Google subsidiary Nest Labs, whose thermostats Honeywell claimed infringed on several of its patents. Google parent Alphabet Inc. And Honeywell said they reached a 'patent cross-license' agreement that 'fully resolves' the long-standing dispute. Honeywell sued Nest Labs in 2012. On September 12, 2016, Morris Plains, N.J.-based Honeywell announced that it will invest $20 million in the first-of-its-kind software development center and relocate the headquarters of its nearly $10 billion home and building technologies division from suburban Minneapolis to Atlanta. The expansion will create more than 800 jobs. On October 10, 2017, Honeywell announced plans to spinoff its Homes, ADI Global Distribution, and Transportation Systems businesses into two separate, publicly-traded companies by the end of 2018. Business units [ ] Honeywell International is divided into four Strategic Business Groups (SBG): Honeywell Aerospace, Home and Building Technologies, Safety and Productivity Solutions, and Honeywell Performance Materials and Technologies. Within SBGs are Strategic Business Units (SBU). Aerospace [ ] is a global provider of integrated avionics, engines, systems and service solutions for aircraft manufacturers, airlines, business and general aviation, military, space and airport operations. Its Commercial Aviation, Defense & Space and Business & General Aviation business units serve aircraft manufacturers, airlines, business and general aviation, military, space and airport operations. In January 2014, launched its SmartPath Precision Landing System at Malaga-Costa del Sol Airport in Spain, which augments GPS signals to make them suitable for precision approach and landing, before broadcasting the data to approaching aircraft. In July 2014, Honeywell’s Transportation Systems merged with the Aerospace division due to similarities between the businesses. Commercial Aviation [ ] The Honeywell Commercial Aviation business unit creates products for large commercial and regional aircraft such as auxiliary power units (APUs), aircraft environmental control systems, electric power systems, engine system accessories, flight data and cockpit voice recorders, air traffic management solutions, radar, navigation and communications systems, aircraft lighting, wheels and brakes. Defense & Space [ ] Honeywell Defense & Space business unit creates products such as the for the military and space markets including propulsion engines, APUs, environmental control systems, electric power systems, Avionics and flight management systems, radar, navigation and communications systems, inertial sensors, guidance systems, gyroscopes. It also provides logistics services, including depot maintenance and prepositioning, and space systems operations for engineering, designing, fabricating, installing, operating, and maintaining satellite command and control systems. Business & General Aviation [ ] Honeywell Business & General Aviation business unit’s products include aircraft lighting, auxiliary power units, cabin entertainment, cockpit displays,, flight management systems, and propulsion engines. The business group offers services such as flight planning, planning & scheduling, and maintenance and monitoring. Transportation Systems [ ] Honeywell Transportation Systems produces engine boosting turbochargers for passenger cars and commercial vehicles. Home and Building Technologies [ ] Honeywell HBT was created when the SBG Automation and Control Solutions was split into two new SBGs, HBT and Safety and Productivity Solutions, in July 2016. On December 07, 2017, Honeywell announced that it has acquired SCAME, an Italy-based company, to add new fire and gas safety capabilities to its portfolio. Honeywell Building Solutions [ ] Honeywell Building Solutions (HBS) products and services provide energy efficiency and security in buildings and communities. Smart grid, microgrid and on-site power generation, integrated security, building controls, automation, and management, system service, maintenance and optimization, and smart building are examples of the technologies produced by the HBS business unit. HBS optimizes automation technology, designs and delivers microgrids that provide energy security, and delivers demand response and energy-efficiency programs to help utilities and the electrical grid operate optimally. In June 2016, Honeywell announced a new release of its building management system, Enterprise Buildings Integrator (EBI) to support the Middle East region's smart building and cities ambitions. In a statement, Honeywell said that EBI R500 leverages the connectivity of today's buildings to help make them more strategic assets that are green, safe and productive. Environmental and Energy Solutions [ ] Honeywell Environmental and Energy Solutions serves industrial and consumer customers. Products include air quality, commercial combustion, commercial components, industrial components, home thermostats (including smart and wi-fi thermostats), residential combustion, whole house air quality, whole house water treatment and control, HVAC zoning, and hydronic heating. Honeywell Security and Fire [ ] Honeywell Security and Fire manufactures electronic security systems, burglar alarm systems, and fire alarms for residential homes and commercial businesses. They also manufacture products that cover commercial fire alarm and emergency communication systems as well as fire detection and notification devices. The First Alert Professional brand was acquired by Honeywell. The brand was originally owned by Corp which franchised a network of independently owned security and fire alarm dealers in the western hemisphere from the early 1990s known as First Alert Professional Security Systems. For two decades, First Alert Professional branded (private labelled) security and fire alarm panels and Keypads were manufactured by Ademco, Inc., now owned by Honeywell. Safety and Productivity Solutions [ ] Honeywell SPS was created when the SBG Automation and Control Solutions was split into two new SBGs, Home and Building Technologies and Safety and Productivity Solutions, in July 2016. Scanning & Mobility [ ] Products in Honeywell Scanning & Mobility (HSM) include mobile computers and bar code scanners, radio frequency identification solutions, voice-enabled workflow and printing solutions. In 2013, Honeywell completed the acquisition of Intermec, which included the Vocollect and Enterprise Mobile brands, and integrated them into Honeywell Scanning & Mobility. Sensing and Control [ ] Honeywell Sensing and Control (Honeywell S&C) produces over 50,000 products ranging from snap action, limit, toggle and pressure switches to position, speed and airflow sensors. Industrial Safety [ ] Honeywell Industrial Safety produces fixed and portable gas detection systems and personal protective equipment, including: protective clothing; fall and hearing protection products; solutions that protect hands, head, feet, eyes and face; first responder gear (turnout gear, EMS, helmets, gloves, boots and hoods), along with respiratory, welding, first-aid, lockout/tagout and traffic safety equipment. Performance Materials and Technologies [ ] The Honeywell Performance Materials and Technologies strategic business group is divided into six business units. Products include process technology for oil and gas processing, fuels, films and additives, special chemicals, electronic materials, and renewable transport fuels. Honeywell UOP [ ] Honeywell UOP is a wholly owned subsidiary of Honeywell International Inc. And is part of Honeywell’s Performance Materials and Technologies strategic business group. Honeywell UOP is an international supplier and licensor of process technology, catalysts, adsorbents, process plants, and consulting services to the petroleum refining, petrochemical, and gas processing industries. Honeywell Process Solutions [ ] Honeywell Process Solutions offers automation control solutions to customers internationally. It serves the process and hybrid industries, including refining, oil and gas, pulp and paper, mining, minerals and metals, bulk and batch chemicals, petrochemicals, pharmaceuticals, power transmission and distribution, and power generation. Fluorine Products [ ] Honeywell Fluorine Products produces refrigerants, foam insulation blowing agents, aerosols, and solvents. Electronic Materials [ ] Honeywell Electronic Materials manufactures and supplies the semiconductor industry with electronic chemicals, electronic polymers, targets coil sets and metals, advanced packaging, and thermocouples. Resins & Chemicals [ ] Honeywell Resins and Chemicals sells chemical intermediates, including phenol, cyclohexanone and acetone. It is also a major producer of ammonium sulfate fertilizer, a co-product of caprolactam production, which is sold under the Sulf-N® brand. This division was spun off as in 2016. Specialty Materials [ ] Honeywell Specialty Materials products include specialty films and additives; advanced fibers and composites; intermediates; specialty chemicals; and technologies and materials for petroleum refining. Corporate governance [ ] David M. Cote Executive Chairman of the Board of Honeywell International, Inc. Darius Adamczyk President and Chief Executive Officer of Honeywell William S. Ayer Retired Chairman of the Board and Chief Executive Officer of Alaska Air Group Kevin Burke Non-Executive Chairman of Consolidated Edison, Inc. (Con Edison) Jaime Chico Pardo President and Chief Executive Officer, ENESA, S.A. Scott Davis Chairman and Chief Executive Officer of United Parcel Service, Inc. (UPS) Linnet F. Deily Former Deputy U.S. Trade Representative and Ambassador Judd Gregg Former U.S. Senator from New Hampshire Clive R. Hollick Former Chief Executive Officer of United Business Media Grace D. Lieblein Vice President, Global Purchasing and Supply Chain of General Motors Corporation (GM) George Paz Chairman and Chief Executive Officer of Express Scripts Holding Company Bradley T. Sheares Former Chief Executive Officer of Reliant Pharmaceuticals, Inc. Washington Executive Vice President and Chief Financial Officer of Gilead Sciences, Inc. Current as of May 3, 2017 Products and services [ ]. A Honeywell digital compass sensor mounted on a Aircraft [ ] • Missiles and rockets [ ] • • Honeywell Scanning and Mobility [ ] • Honeywell AIDC products • Acquisitions [ ] Honeywell's acquisitions have consisted largely of businesses aligned with the company's existing technologies. The acquired companies are integrated into one of Honeywell's our business groups (Aerospace, Home and Building Technologies (HBT), Safety and Productivity Solutions (SPS), or Performance Materials and Technologies (PMT)) but retain their original brand name. Holding a Honeywell bomb (1973) On March 10, 2013, the reported that Honeywell was one of sixty companies that shielded annual profits from U.S. In December 2011, the non-partisan liberal organization criticized Honeywell International for spending $18.3 million on and during 2008–2010, instead getting $34 million in tax rebates, despite making a profit of $4.9 billion, laying off 968 workers since 2008, and increasing executive pay by 15% to $54.2 million in 2010 for its top 5 executives. Honeywell has also been criticized in the past for its manufacture of deadly and maiming weapons, such as. See also [ ]. Retrieved March 17, 2017. • Krauskopf, Lewis (14 July 2014).. Retrieved 14 October 2014. Honeywell Annual Reports. Honeywell International. 31 March 2014. Retrieved 14 October 2014. Retrieved 10 August 2016. Retrieved August 5, 2017. Retrieved September 13, 2011. • Ed Crooks and James Politi, Financial Times. Jul 12, 2012. Retrieved Jul 19, 2012. 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To Settle Suits', Chicago Sun-Times, September 6, 2003 qtd. In • • (PDF). Onondaga Lake Cleanup. Retrieved 14 January 2015. • Tina Kelley (May 4, 2005).. The New York Times. Retrieved September 13, 2011. • Richardson, Ginger D. (August 8, 2008).. Retrieved September 13, 2011. • at the (archive index) • August 10, 2011, at the. • Thurm, Scott; Linebaugh, Kate (March 11, 2013).. The Wall Street Journal. • Portero, Ashley... Archived from on December 26, 2011. Retrieved December 26, 2011. Retrieved 2015-11-14. External links [ ] Wikimedia Commons has media related to. SITEC has a vast history of delivering superior service, dedicated support and customized solutions to our nation’s most critical missions. Our employees, customers and teammates are paramount to the success of our company as well as to the completion of every task we undertake. Our operating philosophy is founded on the principal, that all of our customers are important, unique and valuable no matter how small or large the organization. We understand that each customer faces unique challenges when it comes to implementing business through technology. We listen to our employees, customers and teammates and work in a collaborative environment to provide effective solutions. We pride ourselves on embracing both technical and management best practices; and endeavor to set the highest standard in customer service. In fact, we have a name for it. It’s called SI Touch. • We are Committed and we work in partnership and team environments to satisfy the customer needs. • We Care by listening and when we listen, we learn – and that’s what makes us different. SITEC has a vast history of delivering superior service, dedicated support and customized solutions to our nation’s most critical missions. 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Stellar Phoenix Novell Data Recovery NWFS has been designed for Novell NetWare 3.1 and later versions. Novell partition recovery can be done from segmented partitions irrespective of whether Vrepair utility could repair the damaged partitions or not. The recovery procedure of Novell volume recovery application locates and recovers lost disk volumes and presents recoverable files in a tree view format. |
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February 2018
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