100 Resilient Cities — Pioneered By The Rockefeller Foundation, Announces Opening Of The 2014 100 Resilient Cities Challenge: Cities Worldwide Invited To Apply

NEW YORK, July 23, 2014 /PRNewswire/ — Today 100 Resilient Cities — Pioneered by the Rockefeller Foundation announced that the 2014 application process of its 100 Resilient Cities Challenge has officially opened. The Challenge invites applications from cities worldwide that are ready to address to the social, economic, and physical challenges that they face in an increasingly urbanizing world. Selected cities will be eligible to receive significant resources to help them become more resilient.

“In the last year we’ve worked with 32 cities from around the world, learning what makes them tick and starting to surface the steps they need to take to become more resilient,” said Michael Berkowitz, President of 100 Resilient Cities. “We’re looking forward to using everything we’ve learned over the past year to ensure we have the best group of city partners, who can work with us, learn from each other, and help lead the global resilience movement. The world is becoming more urbanized and cities are facing an ever greater number of challenges, so the question is: how will cities move forward?”

The world’s cities face two clear trends. First, there is increasing urbanization: the percentage of people living in cities is projected to increase from approximately 50% today to an estimated 75% by 2050. Second, cities face more frequent and intense natural and manmade threats. Taken together, it is clear that cities need to think and act differently, and the 100 Resilient Cities Challenge is helping cities do just that.

“While cities across the globe can’t predict which disruptions will come next, they can plan for them, learn from them, and grow after them. This is the crux of resilience,” said Dr. Judith Rodin, President of the Rockefeller Foundation. “100 Resilient Cities is helping cities to adopt innovative approaches that build resilience to the unprecedented physical, economic, and social challenges that characterize the 21st century”.

Cities everywhere are invited to apply, and will be judged on a range of criteria – including how well they will address the needs of the poor or vulnerable, who are disproportionately impacted by shocks and stresses. Selected cities will be eligible to receive:

  • Grant funding to hire a Chief Resilience Officer, who will lead the resilience building process, bringing in stakeholders from across silos of government and sectors of society;
  • Technical support to develop a holistic resilience strategy that reflects each city’s distinct needs;
  • Access to an innovative platform of services to support strategy development and implementation. Platform partners come from the private, public, and nonprofit sectors, and will offer tools in areas such as innovative finance, technology, infrastructure, land use, and community and social resilience;
  • Membership in the 100 Resilient Cities Network to share knowledge and practices with other member cities.

To apply, municipal government leaders and major institutions can submit an application on behalf of their city. To learn more, or fill out an application (subject to official rules) in Arabic, Chinese, English, French, Portuguese, Russian, and Spanish, visit www.100resilientcities.org/challenge.

100 Resilient Cities — Pioneered by The Rockefeller Foundation is financially supported by The Rockefeller Foundation and managed as a sponsored project by Rockefeller Philanthropy Advisors (RPA), an independent 501(c)(3) nonprofit organization that provides governance and operational infrastructure to its sponsored projects.

Learn more about 100RC at www.100resilientcities.org, RPA at www.rockpa.org, and the Rockefeller Foundation at http://www.rockefellerfoundation.org/about-us

Maxwell Young

Chatsworth Products Steps into New Leadership Era with Positive Outlook, New Product Developments

WESTLAKE VILLAGE, Calif., July 23, 2014 /PRNewswire/ — Chatsworth Products (CPI), a 100 percent employee-owned global manufacturer of voice, data and security products and service solutions, has moved into a new leadership era, focusing on global growth, customer satisfaction and innovative product development.

Since its inception in 1991, CPI’s desire to provide infrastructure products of unparalleled design and quality has driven the company to embrace the constant advancements innate of the technology sector, particularly in the advancing field of data center management.

Continuing this forward momentum, in June, CPI welcomed Michael Custer as its new President, replacing Larry Renaud, who will remain CEO until his retirement in September. Custer, who first joined CPI in 1996, most recently held the position of Executive Vice President of Global Sales and Marketing with additional executive oversight responsibilities for International Operations, Supply Chain & Quality.

Moving forward, CPI’s employee-owners and customers can expect to benefit from the yearly growth and expansion that CPI has experienced since it started. With the continuity in senior leadership, the Chatsworth Products management team is energized with the opportunity to extend its core value of ‘delighting the customer’ and expects to further leverage the company’s core competency to sense and rapidly respond to the changing needs of technology end users.

“CPI has remained fiercely independent through an extended period of industry consolidation and has preserved a uniquely strong best-in-class market position,” Custer states. “We’ve earned that position through an unmatched combination of high-availability solutions through our industry-leading distribution partners and high-touch customized solutions that always start with collaboration and the goal of delivering demonstrable benefits to our customers.”

CPI believes that technology decisions are business decisions. CPI looks to a bright future with its new leadership and is committed to seize every new opportunity to keep delighting customers with industry-relevant, high-value custom solutions.

For more information about Chatsworth Products, visit the website.

Nationalize Meralco

Nationalize Meralco

July 22, 2014 11:16 pm

Second of Two Parts

It’s been a week, and many parts of the National Capital Region and Southern Luzon are still without electricity. And these are supposed to be the country’s most developed areas, which account for 50 percent of our GDP and a third of our population.

The company in charge of this area is the country’s biggest power firm, Meralco. It has never been as profitable as it has been in the past several years, with its ultimate biggest controlling stockholder, Anthoni Salim, remitting about P20 billion in Meralco profit since 2010 to his Hong Kong corporate headquarters, and then to his four firms in the tax-free havens in British Virgin Islands and Liberia (See my column, “Indonesian Magnate Controls Meralco,” Feb. 23, 2014).

How an Indonesian can get to control such a monopoly in an industry that affects the lives of millions of Filipinos is, indeed, another indictment of our weak state, in which crucial regulatory agencies are captured by corporations and elites. In the cases of Meralco and its mother firm, Philippine Long Distance Telephone Co., the capture agency is mainly the Securities and Exchange Commission that is supposed to enforce nationality requirements.

Meralco a failure
But the failure of Meralco’s infrastructure in withstanding a typhoon also exposes the bankruptcy of a policy – really a gargantuan lie—adopted since President Cory Aquino’s watch.

Patriarch of the clan that owned Meralco: His proposal would be the best.

Patriarch of the clan that owned Meralco: His proposal would be the best.

This is the idea, propagated of course by the elites, foreign and local, that would profit from it, which our country stupidly mimicked from the West: privatization, that public services, to be more efficient, must be run by private enterprises.

The notion actually defies common sense and logic:

Public utilities are, by definition, essential services a state has the duty to provide its citizens. How does it do this? By getting contributions from its citizens, which we call taxes, which in principle should be provided mostly by the rich, the elite.

But what does privatization do?

It even makes public utilities a source of profits for the elite. In Meralco’s case, the private owners would first have to recover at least 6 percent of what it spent to buy the shares – or the cost of borrowing the funds from banks. Then it would need to make at least 10 percent—the minimum profit rate of capital in our country.

That means a total of 16 percent returns the owners need to make Meralco worth their investments, which they, of course, can recover only by raising the prices of the firm’s product, electricity. That’s how much more—at the very least ‚Meralco’s electricity rates are than if it were run by a non-profit state firm.

The usual argument against government ownership is that it is inherently inefficient, as it does not have the profit motive, and its managers don’t have to answer to shareholders.

Rather than arguing about this theoretically, I will just stick to facts. Many government corporations or state-run firms in the world are even more efficient than their private counterparts. Even here, the Bangko Sentral ng Pilipinas is considered to be as efficient as any private firm.

One of the biggest investment firms in the world is Temasek Holdings, which is owned by the government of Singapore. And even our elite capitalist group, the Ayalas obviously are in awe of Temasek’s capability: its subsidiary Singapore Telecoms is the biggest stockholder of Globe Telecoms, and reportedly has full control of the technical side of the business.

Except Singapore
Except for Singapore, which is after all, just a fourth of Quezon City in area and population, we are the only country in Southeast Asia that got fooled by the propaganda that the power industry must be run by private firms.

Indonesia: The electricity market of Indonesia is dominated by the state-owned Perusahaan Listrik Negara (PLN, National Electric Company). Except for several small, closed private networks operating in industrial areas, PLN is virtually the only supplier of electricity in the country. This is because under the 1985 Electricity Law, only public utilities are allowed to supply electric services.

Malaysia: Three state-owned utilities—Tenaga Nasional Berhad (TNB), Sabah Electricity SDN Berhad, and Syarikat Sesco Berhad—operate and manage each of the country’s three separate grid systems for Peninsular Malaysia, Sabah, and Sarawak. While Malaysia also has privately-owned independent power producers like us, all power is sold and distributed only to the state-owned TNB.

Thailand: Most of the generation and all transmission activities are operated by a state-owned utility, Electricity Generating Authority of Thailand (EGAT), with a few very small power producers. The distribution and supply activities are the responsibility of the Metropolitan Electricity Authority and Provincial Electricity Authority, which gets its power from EGAT.

People’s Republic of China: While private power firms have been allowed in the past several years, China’s electricity industry is controlled and dominated by 11 state firms. The State Grid Corporation of China (SGCC), the largest state-owned electric utilities company in the world, distributes electricity throughout China.

This SGCC is the state corporation which is the partner—the controlling partner, some allege —of mall-magnate Henry Sy’s son in our National Grid Corp. of the Philippines (NGCP), the firm privatized out of the National Power Corp.’s transmission part. How ironic is that? We privatize a state firm, which is taken over by a state firm of another country? It is NGCP which Meralco had blamed for not being able to power parts of Southern Luzon.

The electric power industry in Cambodia, Laos, Brunei and Burma, are all run by state firms, of course.

An academic in Australia who specializes in this issue, Prof. Sharon Beder, summarizes what happened in the rest of the world that got fooled by the myth of privatization:

The global experience
“Dozens of governments have embarked on the pathway to electricity deregulation and privatization since the mid­1990s. It has become the accepted wisdom amongst governments and opinion leaders despite the consequent price rises and disasters that have followed in its wake: the series of blackouts that have been experienced from California to Buenos Aires to Auckland; the government bailouts of electricity companies that have been necessary in California and Britain; the need for electricity rationing in Brazil; and the fact that it has become too expensive for millions of people from India to South Africa.

Electricity deregulation and privatization is referred to as ‘liberalization’ by its advocates who use the term to disguise what is in essence a massive shift of ownership and control of electricity from public to private hands, in the name of economic efficiency and in the cause of private profits.

‘Liberalization’ has meant that maintenance teams that were once fully staffed have been dramatically cut leading to frequent equipment failures. It has meant that privately owned electricity conglomerates are able to blackmail governments into bailouts and high prices with threats of blackouts.

And it has meant that the planning function of electricity authorities that once ensured adequate generating reserves for times of peak demand, and kept infrastructure up to date in developed countries, have been abandoned to market forces. Because of market forces, electricity prices are based not on the cost of production, but on how desperately consumers want electricity and this has led to sky­rocketing prices whenever private companies have been able to limit supply in times of high demand.

The privatization of electricity is not something that citizens have demanded nor wanted. In general, there has been very little public participation in electricity reform decisions and as the consequences are observed, there have been many bitter protests against electricity privatization.

Popular uprisings have occurred in Argentina, India, Indonesia and Ghana. Protests have halted privatization proposals in Peru, Ecuador and Paraguay. In the Dominican Republic several people were killed during protests against blackouts imposed by privatized companies.

In South Africa, thousands marched during a two-day general strike to protest privatization, which they labeled “born­again apartheid.” In Papua New Guinea, students were killed when thousands rallied against the planned privatization of government services including Elcom, the electricity authority. Even in China, workers protested the sale of a power plant in Henan province to a private company and threatened to “block the state highway and lie on the railroad while the trains run over us”.

Meralco, a microcosm
Meralco is a microcosm of our history, and the sad situation we are in:

It was set up during our period of US colonialism, by —who else—US corporations. In 1962, the landlord-political clan headed by Eugenio Lopez, Sr. took control of it, funded by massive loans from a government bank. During martial law, the strongman Marcos took it over from the Lopezes, had his wife’s brother Kokoy Romualdez supervise it, and pretended to turn over ownership to its consumers. Cory Aquino handed it over back to the Lopezes. The Lopezes in turn, as their other firms were sinking to bankruptcy, sold it to firms controlled by the Indonesian tycoon Anthoni Salim.

I would like to think reforming the microcosm that is Meralco could be a template for reforming the country. Ironically, such reform could be along that which was proposed by Eugenio Lopez, Sr. in his letter to Marcos dated Feb. 19, 1973, after Marcos imposed martial law, and which had the Lopezes fleeing abroad, and his son thrown in jail:

“Nanding [Eugenio’s brother and former vice president Fernando] and I are also in accord with your concept of democratizing property in the Philippines and believe that ownership of industries vital to the economy should be dispersed as widely as possible. For this reason, Nanding and I would like to offer the sale of our holdings to a cooperative composed of Meralco employees, customers and the general public that could be organized with the assistance of the government.”

I would like to believe such a window of opportunity for such a nationalization of Meralco —in the word’s two senses of reverting it back from foreign hands and putting it under government control—would occur when the Indonesian magnate Salim is required to comply with the Supreme Court ruling on the nationality requirement of public utilities.

That could be soon, with the Supreme Court’ s newfound strength in imposing the rule of law in this land.

FB: Rigoberto D. Tiglao

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Partners of Food Ingredients Portfolio Reaping Rewards

AMSTERDAM, July 22, 2014 /PRNewswire/ — A brand new loyalty scheme is being rolled out throughout 2014 to recognize and reward those companies who supported the Food ingredients brand in 2013.

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The Fi Global Partnership Programme is raising the partners’ profile through a range of benefits, providing them with extra exposure and brand awareness across the portfolio of Food ingredients events in 2014. This includes promotion on all Fi show websites, on-site branding at all shows, feature in all show catalogues, coverage in e-marketing and on social media, and the opportunity to invite VIPs to the calendar’s key event, Health ingredients Europe 2014. A key element of the programme is the global exposure it offers partners across international food and beverage markets, and the platform it provides them to extend their reach into new and existing markets.  

This is the first year of the programme, and members are to be renewed annually. The 15 companies who met the entry criteria and were chosen for the inaugural edition were: BASF, Brenntag, Cargill, DKSH, DSM, Dohler, Gelita, Glanbia GNT, JK Sucralose Naturex, Nexira, Roquette, Rousselot, and Tate & Lyle.

Head of Marketing at GNT, Guido de Jager is delighted to be part of the scheme, commenting: “GNT highly appreciates becoming a UBM 2014 Fi Global Partner the 2014 events will be an integral part of our marketing activities, and being involved in the Global Partnership Programme 2014 solidifies our position at the tradeshows we are participating in while offering an additional benefit in those regions where we are further developing. GNT would like to thank UBM for these extra opportunities.”

Matthias Beur, Portfolio Director, Food ingredients Global, commented on the benefits and hopes of the scheme: “With the Global Partnership programme, are aiming to underline the importance of our key partners of the Food Ingredients portfolio. We are very proud to have such a strong link to the most important players of the global food ingredients industry, and we worked hard to provide substantial benefits for them through that scheme. Our global partners will be visible at all Fi and Hi shows worldwide via our online, email and print channels. We are using our strength as the most global portfolio of events in the industry, to put our partners in the spotlight and provide them with a 365 audience only we can deliver. The programme demonstrates that we are proud to call each company participating in the scheme our partner and we look forward to working with the companies on delivering world class shows and conferences in the coming years.”  

The scheme coincides with the launch of the Fi Global brand, the umbrella brand for a portfolio of marketing solutions products, including event, print and digital. These include Food ingredients Europe, Health ingredients Europe, Health ingredients Japan, Food ingredients AsiaChina, Food ingredients Philippines, Food ingredients Vietnam, Food ingredients Asia, Food ingredients India, Food ingredients Istanbul and Food ingredients South America, Food ingredients Conferences, Ingredients Network and International Food ingredients (IFi) magazine.

Thomson Reuters Cortellis Clinical Trials Intelligence Reaches Industry Milestone with 180,000 Clinical Trials

PHILADELPHIA, July 22, 2014 /PRNewswire/ — The Intellectual Property and Science business of Thomson Reuters, the world’s leading provider of intelligent information for businesses and professionals, today announced Cortellis Clinical Trials Intelligence, its global clinical-drug-trial intelligence database, marked an industry-first milestone with the documentation of more than 180,000 clinical trials, thus providing pharmaceutical professionals with greater and quicker access to critical data and strategic insights to build stronger, more effective clinical trials . The solution—launched in August 2013—is part of the Cortellis suite, the premier source of life sciences intelligence information and analytics across multiple disciplines including regulatory, business development, discovery and pre-clinical.

Thomson Reuters Cortellis Clinical Trials Intelligence provides life science professionals access to information and analytics from more than 180,000 global clinical trials, including coverage of drugs, biologics, diagnostics, biomarkers and medical devices, supporting unparalleled outcome searching. Cortellis users can gain deeper scientific and competitive insights by connecting clinical trial data with drug pipelines, patents, pre-clinical insights and biomarkers on a single, unified platform, reducing time spent compiling and analyzing clinical information, and to ultimately construct better trials.  The information can also be accessed through APIs embedded in a customer’s existing workflow or third party software applications.

“We are proud to have reached this significant industry milestone within the first year of releasing Cortellis Clinical Trials Intelligence,” said Jon Brett-Harris, managing director, Thomson Reuters IP & Science. “This rapid development is a reflection of our continued commitment to provide the best available information to support the pharmaceutical industry in driving successful clinical trials.”

Cortellis Clinical Trial Intelligence makes program planning and competitive research simpler and more efficient as the number of clinical trials in the database continues to grow. The solution also allows users to discover competitor strategies for specific patient segments, biomarker utilization, end points and novel insights into disease processes and to uncover vital connections by integrating their internal, proprietary data with the wide variety of reference information available through Cortellis.

Learn more about Cortellis Clinical Trials Intelligence and Cortellis. Follow Cortellis (@Cortellis) on Twitter for the latest news in drug discovery, development, regulatory, commercialization, forecast and generics intelligence.

delivery.com Connects Merchants with Corporate Customers on Hong Kong’s First Major Local Delivery Network


HONG KONG, July 22, 2014 /PRNewswire/ — One of the U.S.’s leading online ordering platforms, delivery.com has expanded internationally for the first time with a Hong Kong debut. Soft launched this past spring, delivery.com Hong Kong (hk.delivery.com) is now publicly available to corporate customers to satisfy a hungry demand amongst corporate employees who wish to order meals from their favorite restaurants to their offices. The platform offers a user-friendly, online ordering experience that aggregates a curated selection of high-quality restaurants for corporate customers looking for high quality and healthier options for daily meals or large corporate meetings. In addition to restaurants, hk.delivery.com features a wide range of products, from desserts to cold-pressed juices, organic groceries and more.

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With the strongest online selection of premium and popular local merchants in Hong Kong, hk.delivery.com is rapidly expanding its merchant portfolio. The site makes menus from quality restaurants, such as Harlan Goldstein’s Comfort, Doppio Zero and Locofama, a few simple clicks away. During the workday’s peak hours, healthy and freshly prepared food is delivered to offices, serving as an excellent solution for team meals or boardroom meetings.

Selecting Hong Kong as its first international market was part of a strategic decision by delivery.com to establish a strong presence across Asia. According to a January Euromonitor study, there is much room for growth in Hong Kong’s delivery services sector; currently only 3 percent of the HK$65 billion revenue generated by full service restaurants comes from food delivery. Independent businesses face enormous overhead costs due to the premium real estate market and sky-high rents.

While food delivery is a logical way to maximize revenues, the technological investment is often beyond smaller independent operators’ means, making hk.delivery.com’s platform an attractive, investment-free and economical way for merchants to increase revenue. “delivery.com has been a great way for us to grow our customer base and explore a new market opportunity. Since joining delivery.com, our lunch orders have increased significantly and we expect to grow further by 20 to 30 percent. I also really love their user friendly website which makes our food look super yummy and enticing,” says King’s Taste operator Lily Hung. Many of delivery.com’s current restaurants in the U.S. can make up to 40 percent of their overall business from takeout and delivery, allowing them to generate significant income without having to increase their brick-and-mortar footprint in high-rent areas.

Furthermore, the Hong Kong corporate work culture mirrors New York and is well suited for major growth in online ordering. Hong Kong employees worked an annual average of nearly 2,300 hours at the office, the fifth-longest number of hours among all global cities according to a Price and Earnings Report by UBS in 2012. Time-pressed employees prefer home delivery/takeaway as a convenient, efficient and time saving way to enjoy meals.

delivery.com Hong Kong’s President (from hk.delivery.com), Didier Bensadoun said, “As a financial hub with a highly concentrated corporate center and residential footprint, Hong Kong is ripe for hyperlocal e-commerce. Long working hours, the growing popularity of team lunches, and an increasingly tech-savvy consumer support the need for a local online marketplace where customers can order high-quality, healthier delivery options, particularly during lunchtime’s peak hours.”

Bringing delivery.com’s decade of e-commerce expertise to Hong Kong, hk.delivery.com is serving a customer base of some of the leading corporate entities in key business districts. The two-sided marketplace allows merchants to list as many or as few dishes on their page, and create new offerings or meal sets according to their service capabilities. The merchant partner just needs to prepare and deliver orders received. “Since joining the delivery.com platform here in Hong Kong delivery.com has brought us plenty of new clients. They get the F&B business and understand how to make online sales work for us,” says James Fisher of Little Burro, Burrito restaurant in Causeway Bay and Sheung Wan.

To become a delivery.com merchant, the only requirement is a fax machine or phone with no upfront fees or investment needed. delivery.com is an attractive, economical and trouble free solution for restaurants looking to capture a larger share of the HK$65 billion food service market in Hong Kong without increasing their spend or square footage.

Initially available for corporate customers, but with future plans to expand into residential areas, the company currently focuses on serving the needs of Hong Kong’s financial and legal industries workers, which are its most active customer base. Hong Kong will have more than 260,000 such positions by 2016, eclipsing New York and London, according to London’s Center for Economics and Business Research.

delivery.com is currently adding more and more of the city’s corporate leaders as ordering clients every day. They can create an account online, enter their location and receive a list of merchants and services in their immediate area. They can then browse selections and order their meals.

About delivery.com

delivery.com empowers the neighborhood economy by enabling customers to order online from their favorite local restaurants, grocery stores, wine and spirits shops, and laundry and dry cleaning providers. Every day more than one million delivery.com customers explore their communities and order from more than 10,000 local businesses while at home, at work, or on the go. With headquarters in New York and a growing presence throughout the U.S. and internationally, delivery.com makes e-commerce an integral part of local daily life, helping customers shop, businesses grow, and neighborhoods thrive.

Notable delivery.com Hong Kong Merchants

Doppio Zero
Happy Cow Ice Cream
Harlan Goldstein’s Comfort
Koh Thai
Little Burro
Maya Cafe
Sugo Sushi To Go

Honeywell Survey Explores What Passengers Demand From In-Flight Wi-Fi: Constant Connectivity And Speed

PHOENIX, July 22, 2014 /PRNewswire/ — In its second annual survey, Honeywell Aerospace (NYSE: HON) finds that in-flight Wi-Fi is becoming increasingly influential on a passenger’s buying and wireless usage behavior, including flight selections and, in some cases, paying more for a specific flight.

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Following up on the 2013 Wireless Connectivity survey, and as the popularity of staying wirelessly connected grows, the 2014 Honeywell survey affirms that fliers expect constant and speedy Wi-Fi when traveling. The research was conducted by Kelton among more than 1,000 adults in the United States who have used Wi-Fi on planes within the past 12 months.[1]

“You can pack your own meals, but you can’t pack your own Wi-Fi,” said Jack Jacobs, vice president, Marketing and Product Management, Honeywell Aerospace. “The commercial aviation industry has to pay attention to meet the demands of passengers, giving them the freedom to stay connected whenever and wherever they want. Honeywell’s survey affirms that consumers are accustomed to easy access to Wi-Fi, and they expect it to be fast and consistent like at home or work. Those expectations are expanding up into the sky.”

Connectivity is Crucial
The results also indicate that fliers believe wireless connectivity should always be a part of the in-flight experience, and it may even be viewed as a necessity:

  • In-flight Wi-Fi availability influences flight selection for 66 percent of passengers.
  • Nearly one in four (22 percent) admitted they’ve paid more for a flight with Wi-Fi, and close to one in five (17 percent) have switched from their preferred airline because another carrier had better Wi-Fi offerings.
  • Demand is so strong that 37 percent would be upset if they didn’t have Wi-Fi access on their next flight, which is about the same amount (35 percent) as those who would be disappointed about not having food or drinks available for purchase.
  • Eighty-five percent would use Wi-Fi on most or all flights if it was free.

Sacrifice for Speed
Constant accessibility is key, but passengers also desire fast connections that enable them to stream videos, live chat with friends and family, and download files quickly. Almost half the respondents would be willing to experience a travel-related inconvenience for Wi-Fi that’s as fast as it is at home. From this group:

  • Over two in five (45 percent) of these people would endure airport security twice.
  • More than one in three (34 percent) would show up three hours before boarding time for superior speed.
  • Twenty-nine percent would even swap their ticket to fly standby on a plane with Wi-Fi that’s as fast as it is at home.

Fun with Wi-Fi
The Honeywell survey results asserted that air passengers demand constant and speedy Wi-Fi and also explored why passengers desire it so much. Consistent connectivity can enable productivity, entertainment and a little bit of fun:

  • Thirty-nine percent received personal or general breaking news in-flight.
  • Close to one in five (19 percent) have used in-flight Wi-Fi to plan their next vacation.
  • Nine percent of respondents pretended they were in the office while on vacation.

Fliers are keeping themselves entertained onboard with Wi-Fi and, interestingly, the survey found that over half (54 percent) say they would be embarrassed if an in-flight neighbor saw what they were doing for fun, including:

  • Fifty percent would be embarrassed if someone saw them perusing a dating site.
  • Thirty-two percent would be embarrassed if they were caught watching cat videos.
  • Thirty percent would not want to be seen watching children’s movies.

Staying Connected with Honeywell
Honeywell’s industry-leading connectivity product portfolio caters to customers’ needs from the cockpit to the cabin. As demand for fast in-flight connectivity continues to grow, Honeywell has built a focus on providing a comprehensive portfolio of products and services, whether it is air-to-ground, L-band or GX Ka-band solutions, to meet the needs of regional and global customers. Honeywell’s connectivity products have the largest air transport installed base and are onboard almost every aircraft with current broadband solutions. Honeywell is well-positioned to bring together its connectivity experience with proven systems integration to deliver the most expansive, consistent, high-speed connectivity network in the world.

About The Survey
The Honeywell Aerospace Wi-Fi Survey was conducted between June 6 and June 19, 2014, among 1,045 Americans age 18 and over who have used in-flight Wi-Fi in the last 12 months, using an email invitation and an online survey by Kelton, a leading global insights firm. Results of any sample are subject to sampling variation. The magnitude of the variation is measurable and is affected by the number of interviews and the level of the percentages expressing the results. In this particular study, the chances are 95 in 100 that a survey result does not vary, plus or minus, by more than 3.0 percentage points from the result that would be obtained if interviews had been conducted with all persons in the universe represented by the sample. The margin of error for any subgroups will be slightly higher.

Supporting Resources

Thousands of Honeywell Aerospace products and services are found on virtually every commercial, defense and space aircraft worldwide. The Aerospace business unit develops and integrates technologies that span air traffic modernization, flight and runway safety, engines, cockpit and cabin electronics, connectivity, logistics and more that deliver safe, efficient, productive and comfortable transportation-related experiences. For more information, visit http://aerospace.honeywell.com or follow us at @honeywell_aero on Twitter.

Honeywell (www.honeywell.com) is a Fortune 100 diversified technology and manufacturing leader, serving customers worldwide with aerospace products and services; control technologies for buildings, homes and industry; turbochargers; and performance materials. Based in Morris Township, N.J., Honeywell’s shares are traded on the New York, London and Chicago Stock Exchanges. For more news and information on Honeywell, please visit www.honeywellnow.com.

Honeywell and the Honeywell logo are the exclusive properties of Honeywell, are registered with the U.S. Patent and Trademark Office, and may be registered or pending registration in other countries. All other Honeywell product names, technology names, trademarks, service marks, and logos may be registered or pending registration in the U.S. or in other countries. All other trademarks or registered trademarks are the property of their respective owners. Copyright 2014 Honeywell.

[1] Survey conducted between June 6–19, 2014




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To view the multimedia assets associated with this release, please click: http://www.multivu.com/players/English/7243951-honeywell-survey-what-passengers-demand-from-in-flight-wi-fi/