This extraordinary growth, first in the face of a general post-war lapse in public interest in aeronautics, and more recently despite the almost insurmountable cost of carrying on supplementary activities, necessary to successful operation, yet which constituted a Government obligation on behalf of all commercial aviation, is explained primarily by the manner in which the Aeromarine company approached the experiment. The initial route-Key West-Havana-was selected because it offered aircraft an excellent opportunity to capitalize their greatest asset-speed-in competition with slower means of transportation; because it united with the continent the most important island in the West Indies and there was thus available well-balanced business and pleasure traffic; and because, lying entirely over the water, it embraced obvious elements of safety. These factors also, rather than transient curiosity, which had been the reason hitherto for much socalled "commercial" flying, guided the Aeromarine company in the extension of its lines elsewhere. Presented in terms of time and fare, in contrast with rail and water transportation, Aeromarine operations in 1922 were as follows: Key Miami- Miami- Miami- N. Y.. ton Atlantic N. Y.- Cleveland Beach City Detroit Distance 69 mi. 18 hrs. 10 hrs. * Rail fares are given without parlor or Pullman car charges. If added these would increase fare rates about 50%. Air fare lowered according to volume of traffic. The first season, $75.00 was fixed as the one-way fare for the Key West-Havana flight. The next season it was lowered to $50.00 and it has been kept at that figure. Observation of the mental and physical reaction to flying led to the conclusion that it would be a mistake further to reduce the price during the constructive stages when heavy investments and expenses were necessary. This decision, as contrasted with the efforts of subsidized European air lines to lower air tariffs to the level of rail or water figures, was based upon the conviction that, granting a reasonable charge by aircraft, provided they were assured the services of a trained, trustworthy organization of proved reliability, those who really wanted to fly would fly; whereas, those who did not want to fly would not pay a nickel. The practical results achieved by Aeromarine invite the belief that this theory is correct, at least until the base and flying organizations are established and the formative period has been passed. The air fare between Cleveland and Detroit is $40.00. Of the 4,388 passengers carried on this route in 1922, 70% represented business men who wanted to save time because it meant money to them and who consequently were ready to pay for such saving. The types of people transported on the various divisions of Aeromarine are a cross section of ordinary traffic. Most of the purchasers of air tickets on all lines are business travelers. A large percentage, particularly during holiday periods, go for pleasure. A decreasing percentage fly merely out of curiosity. None fly via Aeromarine for thrill, for the requirements of safety eliminate all elements of danger. Of those who fly for commercial reasons, men, of course, are in the majority, though in the West Indies operations in 1922, out of a total of 2399 persons carried, 55% were women and children. Safety involved four factors: First, route over the water, which was already provided; second, equipment; third, personnel; fourth, base organization and communications. Aeromarine selected the F.-5-L and H.S.-2-L types of flying boat because they had been tested by the Navy in heavy sea duty. The company's first personnel was likewise recruited from the Navy. Base organization and communications were non-existent and had to be evolved through demonstration. It was one thing to use a plane for short, intensive periods of military work and quite another to operate it at regular intervals, day in and day out. It was one thing for a pilot to "take a chance" in service in order to reach his objective; it was quite another for him to fly with the thought never take a chance uppermost in his mind. Thus from the outset it was necessary for Aeromarine to adapt craft and train pilots and crew. It was the desire in 1920 to operate F.-5-Ls only until the satisfactory type of commercial boat could be evolved. But desire and achievement in an art constantly developing under perpetually changing conditions were very far apart. Operations could not be suspended for the "ultimate" craft; adaptation and progressive improvement alone were possible. Thus, out of this practical laboratory, Aeromarine mastered problems of operation through redesigning and strengthening the hull, improving methods of control and devising new means of construction and bracing for anchoring; overcame mildew by means of ventilators; developed a new thick wing section which greatly increased efficiency and improved the Liberty motor through redesigning and improvement of parts. Late in 1922 Aeromarine was constructing at its Keyport, N. J., plant a specially designed and fabricated type of commercial flying boat, with metal hull, the direct result of three years of practical operating experience. Discipline in military or naval service means devotion to duty at all costs; discipline in commercial aviation means, first of all, safety for passengers, conservation of equipment and economy of operation. Usually, during the war, F.-5-Ls went aloft with a load of bombs and a crew of five or more. Aeromarine cruisers travel with eleven passengers and but three crew-pilot (who is also navigator), mechanic (who is also relief pilot), and bow man. The ground organization of Aeromarine was extensive and costly as many experiments had to precede one success, and in instance after instance, for service and facilities which are regarded in Europe as an obligation on the part of the Government to provide for reasons of public policy, Aeromarine alone bore the burden. Terminals at New York, Miami, Palm Beach, Key West, Havana, Bimini, Nassau, Atlantic City, Southampton, Cleveland and Detroit represented an investment which raised the overhead to a disproportionate figure. In the matter of radio communications, which abroad are being developed by the various Governments, Aeromarine carried on protracted and expensive experiments, so that it enters 1923 with a radio telephone of its own development and believed to be the most successful for air navigation yet demonstrated. Weighing but 150 pounds, energized by batteries, protected from shock by springs resting upon springs, it enables a flying boat to carry on clear conversation for 200 miles. Aircraft radio has hitherto been undependable in times most needed-forced landings in heavy seas; the Aeromarine radio functions whether the craft is in flight or at rest. It is the assertion of Aeromarine officials that in the four essentials of practical aviation their line leads the world; First, safety; second, knowledge of costs; third, regularity of service; fourth, comfort and convenience of passengers. The safety record of Aeromarine up to December 31, 1922, is believed to be without parallel in aviation anywhere. To have flown over one million miles, transporting 17,121 passengers, without a single serious mishap, is an achievement, which, considering the newness of the art and the comparative inexperience in air transport, is truly remarkable. Bankers, on approaching commercial aviation as an investment field, first ask, "Is it safe?" and then "Do you know what your costs are?" The cost sheets of Aeromarine cannot be made public as they represent an important asset, but it can be stated definitely that, for every $100 spent, well over half, or about 69 per cent went for insurance, depreciation and sales; 15 per cent for fuel, operating labor and overhead; and 16 per cent for maintenance and inspection. Of the 69 per cent credited to insurance, sales and depreciation, about 25 per cent went for insurance. Insurance is almost prohibitive because of the lack of Federal law. The underwriters, suffering heavy losses from crashes by irresponsible fliers, pass the burden on by increasing the premiums from the responsible operators. The task of interesting the public in aviation, which should be a national duty, imposes a severe burden, for Aeromarine, in order to sell one flight ticket, generally has to convert the purchaser to patriotism, national security and local pride. Due to unceasing vigilance, represented by daily inspection, overhaul at frequent stated periods, and seasonal rebuilding or restoration, the ultimate cost of depreciation has been relatively low. Of the three F.-5-Ls launched in 1920, two are still in service, one, the "Santa Maria," having a record of 600 hours, or approximately 48,000 miles. Of the five boats operated in 1921 and the sixteen in 1922, all enter the service again in 1923. Before and after each trip, the boats are flight-tested, inspected, adjusted and repaired, if necessary. At frequent established periods, they are hauled out of the water-just as a surface ship is placed in dry dock-for thorough examination of the hull. The engines are daily gone over and the instruments scrutinized. Samples of oil after each trip betray the presence of dirt or metal. If metal is detected-a sign of abrasion-it is regarded as a danger signal and the boat either taken out of service, or a fit engine installed. At the end of every 100 hours, or approximately 7,500 miles, engines are completely torn down and reassembled and all worn parts replaced. Fuel costs are not great. Operating labor, held strictly to depend ability, is well recompensed. Aeromarine has in effect a composite merit and bonus system, which enables the high grade pilot to draw as high as $90 weekly pay, mechanic around $55 and bow man, $40. As an illustration of the reliability to which air transportation can attain, the performance of the Great Lakes Division may be cited. Of 222 flights scheduled, 222 were actually completed. On the Southern Division, flights are subject to cancellation whenever, in the judgment of the base commander, weather conditions on the Gulf of Mexico raise the question of safety. For the comfort and convenience of passengers, Aeromarine provides personal porter and agent service from train or steamer to hotel, this service being a part of the air voyage for which the ticket is sold. The flying boats are steady, flight is maintained on an even keel, landings are gentle, the seats are soft and commodious, and there is ample leg room and ample ventilation. Good vision is obtainable through glazed ports. There are lavatory accommodations, correspondence and postal facilities and, of course, the wireless telephone. Inglis M. Uppercu is chairman of the board of Aeromarine Airways, Inc. The development of the organization and its general management is under the personal direction of Charles F. Redden, President. The position of Aeromarine at the close of 1922 and its attitude as to the future of commercial aviation is summarized by Mr. Redden thus: "After three years of successful operation, we have demonstrated, we believe, that properly regulated flying has been made safe. We now feel confident that the time is not far distant when air travel will be accepted by the general public as a desirable and necessary means of transportation.' MAIL-FREIGHT SERVICE IN NORTHWEST Comparing the return made by Aeromarine with the total, it is seen that Aeromarine during 1922 carried over 12 per cent of all passengers reported to the Chamber as having been transported by fixed-base operators. A position with regard to freight comparable to that held by Aeromarine in passengers is achieved by Edward Hubbard, whose flying boat line between Seattle and Victoria, B. C., is operated primarily for the carrying of mail between transcontinental train service terminating at Seattle and trans-Pacific steamship service, terminating at Vancouver. During the period covered by his report, Mr. Hubbard transported thirty tons, or 60,000 pounds of mail, saving as much as a fortnight or two weeks, according to the time of sailing. As 110,663 pounds of freight were reported as having been carried by all the other operators reporting on this |