United Airlines plans on hiring 1,800 local employes — many of whom will be trained at a newly expanded training facility. Photo via United.com

A new study highlights United Airlines’ multibillion-dollar impact on the Houston economy as the company eyes the addition of 1,800 local employees this year.

The study, done by Chicago-based consulting firm Compass Lexecon, shows United’s hub at George Bush Intercontinental Airport along with spending by foreign visitors arriving on flights operated by United and its partners contribute an estimated $5.3 billion in annual gross domestic product (GDP) in Texas.

Furthermore, the study says United’s direct employment in Houston accounts for $1.2 billion in annual economic activity, and the local hub indirectly supports 56,000 local jobs. Houston is one of United’s seven U.S. hubs.

“United continues to be a great partner and business leader in the city of Houston, connecting Houstonians to the world and investing in vital infrastructure projects that help enhance the travel experience for millions of travelers,” Houston Mayor Sylvester Turner says in a news release.

The economic impact study was released in conjunction with the opening of the $32 million expansion of United’s flight attendant training center in Houston. Highlights of the 56,000-square-foot facility include a roughly 400-seat auditorium, and a 125,000-gallon pool and mock fuselage for practicing evacuation of a plane during a water landing.

This year, the Chicago-based airline is on track to add 15,000 workers, including 4,000 flight attendants. United employs more than 11,000 people in Houston and plans to hire 1,800 more in 2023.

The airline plans to train more than 600 flight attendants per month at the enlarged Houston facility.

“The best flight attendants in the industry deserve the best, most modern training facility in the country,” United CEO Scott Kirby says in a news release. “This expansion project is yet another example of an investment we made during the depths of the pandemic that will support our employees, further improve our ability to deliver great service, and set United up for success in 2023 and beyond.”

New United flight attendants will go through a six-and-a-half-week training course at the Houston facility and then return every 18 months to stay up to date on flight qualifications.

United posted profit of $737 million last year, down 75.5 percent from the pre-pandemic year of 2019, on operating revenue of nearly $44.5 billion, up 3.9 percent from 2019.

In 2022, the airline’s investment arm, United Ventures, announced an investment of up to $37.5 million in Houston-based NEXT Renewable Fuels. The company, which produces renewable fuel for the aviation sector, is developing a biofuel refinery in Oregon.

NEXT plans to go public this year through a SPAC merger with a publicly traded shell company.

Just after announcing an investment from United, NEXT Renewable Fuels Inc. scored a SPAC-based IPO. Photo via nextrenewables.com

Houston low-carbon fuel company scores United investment, plans to IPO via spac

big moves

It’s been a momentous month for Houston-based NEXT Renewable Fuels Inc.

On November 15, United Airlines Ventures announced an investment of up to $37.5 million in the next-generation, low-carbon fuel producing company.

Just a week later, the company revealed it’s going public through a SPAC merger with Industrial Tech Acquisitions II Inc. The deal, expected to close in the second quarter of 2023, assigns a $666 million equity value to NEXT. The publicly traded company will be named NXTCLEAN Fuels Inc.

NEXT, founded in 2016, produces low-carbon fuels from organic feedstock. The company plans to open a biofuel refinery in Port Westward, Oregon, that’s set to start production in 2026. The refinery could produce up to 50,000 barrels per day of sustainable aviation fuel, renewable diesel, and other renewable fuels.

“West Coast states are demanding a clean fuels conversion of the transportation and aviation industries with aggressive targets necessitating rapid increases in clean fuel supplies,” Christopher Efird, executive chairman and CEO of NEXT, says in a news release. “[The company] is advancing toward becoming one of the largest U.S.-based suppliers of clean fuels for these markets, and is investigating and pursuing potential vertical expansion into other clean fuels.”

The proposed public listing of NEXT’s stock on the Nasdaq market and United’s investment are poised to help NEXT reach its goal of becoming a leader in the clean fuel sector. United’s investment appears to be the first equity funding for NEXT.

“Right now, one of the biggest barriers to increasing supply and lowering costs of sustainable fuel is that we don’t have the infrastructure in place to transport it efficiently, but NEXT’s strategic location and assets solve that problem and provide a blueprint for future facilities that need to be built,” Michael Leskinen, president of United Airline Ventures, says in a news release.

United’s investment arm, launched in 2021, targets ventures that will complement the airline’s goal of achieving net-zero emissions by 2050.

This new service helps customers get simple, fast answers for travel questions at the airport. Photo courtesy of United Airlines

United Airlines launches new service to help travelers skip the lines at Bush Intercontinental

simpler skies

Houston travelers on United Airlines now have access to a new, virtual, on-demand customer service aimed at simple, contact-free, real-time information and support. The new feature is available at George Bush International Airport, as well as Chicago O'Hare, and will roll out to other hubs by the end of the year, according to a press release.

Dubbed Agent on Demand, the new United service is available on any mobile device to call, text, or video chat live with an agent. Customers can scan a QR code displayed on signage throughout United's hub airports, or access the platform through self-service kiosks. From there, customers will be connected to an agent by phone, chat or video, based on their preference, according to the airline.

Travelers can get answers on seat assignments, boarding times, upgrades, standby list, flight status, rebooking, and more. Agent on Demand is aimed at convenience; customers cab go virtual as opposed to standing in line for answers.

For international travelers, more than 100 languages will be available via chat. (Customers type in their preferred language and the messages will be automatically transcribed in English for the agents — and in the selected language for the customer.)

United is the first airline to debut this technology, which is aimed at safety during the pandemic and convenience, United notes in a press release.

"We know how important it is for our customers to have more options for a contactless travel experience and this tool makes it easy to quickly receive personalized support directly from a live agent at the airport while maintaining social distancing," said Linda Jojo, United's executive vice president for technology and chief digital officer, in a statement. "Agent on Demand allows customers to bypass waiting in line at the gate and seamlessly connect with customer service agents from their mobile device, ensuring they continue to receive the highest levels of service while also prioritizing their health and safety."

In late November, United announced the expansion of its customer COVID-19 testing efforts to include flights departing Houston to select destinations in Latin America and the Caribbean.

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This article originally ran on CultureMap.

Houston-based FlightAware, a software company that tracks flights, is growing. Cameron Casey/Pexels

Houston flight-tracking software company grows its local and international presence

taking flight

FlightAware LLC's business success has, for the most part, flown under the radar in Houston.

Many travelers know about the B2C flight-tracking functionality of FlightAware. "That's a very, very competitive space. We play in that space, but it's not our core business," founder and CEO Daniel Baker says.

These days, the privately held Houston company earns most its revenue from the B2B data it provides to airlines and other aviation clients, according to Baker. He declines to reveal revenue figures, but notes that the company — which bills itself as the world's largest flight-tracking and flight data platform — hasn't taken a penny of outside funding since it started in 2005.

Today, FlightAware employs about 110 people, with the majority of them located in Houston, Baker says. The company also maintains offices in Austin, New York City, London, and Singapore.

By the end of 2020, the companywide workforce should exceed 135, as FlightAware aims to add three new hires per month this year in areas such as Internet of Things, data science, sales, and administration, Baker says. Most of the new employees will work in Houston.

Baker says FlightAware takes an aggressive approach to hiring, with the goal of bringing aboard "really awesome people" who share levels of talent, collaboration, and "culture fit" similar to those of current employees.

By the end of 2021, FlightAware likely will run out of room in its 24,000-square-foot office at 11 Greenway Plaza in the Greenway/Upper Kirby area, Baker says. That means FlightAware will need to take about 15,000 additional square feet at 11 Greenway Plaza or relocate to a different building, he says. The company moved into its current home in 2017 from a 14,000-square-foot office at 8 Greenway Plaza.

Baker, who's a private pilot and a board member of the Smithsonian Institution's National Air and Space Museum, launched the company 15 years ago as a way to combine two passions: software development and aviation.

"It was originally a hobby, and it became a business," Baker says. "It's an unlikely story. We're really, really fortunate that the timing was right."

Although FlightAware started off tracking flights in the general aviation space, it has since expanded to supply aviation data to both travelers and businesses. Each month, about 15 million passengers use the FlightAware app, which earns praise from a slew of travel critics.

Among flight-tracking apps, FlightAware "is a bit of a Swiss army knife," Condé Nast Traveler magazine observes. The FlightAware app lets you follow flights in real time, including where an incoming plane is coming from, how close it is to arriving, and what kind of weather it's encountering en route, the magazine notes. In addition, the app can send push notifications about arrivals, departures, gate changes, flight delays, and flight cancellations.

Now, FlightAware relies on the consumer-facing technology "as a stepping stone to have a bigger impact," Baker says. "Every project that we undertake is larger than the last one."

That "bigger impact" involves cranking out data that enables commercial airlines, cargo carriers, business aviation companies, and air traffic controllers to be proactive instead of reactive regarding flight activity, he says.

FlightAware's corporate customers include United Airlines, Hawaiian Airlines, business-jet operator NetJets and GPS technology provider Garmin. Baker says a North American airline that he declines to name will soon roll out FlightAware technology to its airport gate agents.

For airlines, FlightAware's software delivers data to cut down, among other issues, on problems with flight delays, gate assignments, and flight connections, Baker says. FlightAware pulls data from its network of more than 25,000 receivers on all seven continents.

While the consumer-oriented features of FlightAware's technology face competition from the likes of FlightStats, FlightView, and The Flight Tracker, the B2B landscape is less populated. Over the years, corporate giants like Airbus, Boeing, and IBM have tackled aviation data on their own but have wound up forging data partnerships with FlightAware, according to Baker.

"We see every potential competitor as a future customer," Baker says.

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Annual student startup competition in Houston names teams for 2023

getting pitch perfect

Rice Alliance for Technology and Entrepreneurship has named the 42 student startup teams that were extended invitations to compete in the 23rd annual Rice Business Plan Competition

The 2023 startup competition will take place on Rice University campus May 11 to 13, and the teams representing 37 universities from six countries will pitch to investors, mentors, and other industry leaders for the chance to win funding and prizes. Last year's RBPC doled out nearly $2 million in investment prizes.

This year, Rice saw its largest number of student startups applying for the RBPC internal qualifier from within campus. The university selected three to move on to compete at RBPC in May — Sygne Solutions, Neurnano Therapeutics, and Tierra Climate, which also received a total of $5,000 in cash prizes to these top three teams.

The 2023 RBPC will focus on five categories: energy, cleantech and sustainability; life science and health care solutions; consumer products and services; hard tech; and digital enterprise.

This invited companies, if they attend, will join the ranks of the 784 teams that previously competed in RBPC and have raised more than $4.6 billion in capital, as well as seen more than 50 successful exits including five IPOs.

The 2023 Rice Business Plan Competition invitees, according to Rice University's news release:

  • Active Surfaces, Massachusetts Institute of Technology
  • Adrigo Insights, Saint Mary’s University (Canada)
  • AirSeal, Washington University in St. Louis
  • Algbio, Yeditepe University (Turkey)
  • Arch Pet Food, University of Chicago
  • Astria Biosciences, University of Pittsburgh
  • Atma Leather, Yale University
  • Atop, UCLA
  • Biome Future, University of Florida
  • BioSens8, Boston University
  • BlueVerse, Texas Tech University
  • Boardible, Northwestern University
  • Boston Quantum, Massachusetts Institute of Technology
  • ceres plant protein cereal, Tulane University
  • Citrimer, University of Michigan
  • Dart Bioscience, University of Oxford (United Kingdom)
  • DetoXyFi, Harvard University
  • E-Sentience, Duke University
  • Edulis Therapeutics, Carnegie Mellon University
  • FluxWorks, Texas A&M University
  • Integrated Molecular Innovations, Michigan Technological University
  • Inzipio, RWTH Aachen University (Germany)
  • LoopX AI, University of Waterloo (Canada)
  • Magnify Biosciences, Carnegie Mellon University
  • MiraHeart, Johns Hopkins University
  • MyLÚA, Cornell University
  • Outmore Living, University of Texas
  • Pathways, Harvard University
  • Pediatrica Therapeutics, University of Arkansas
  • Perseus Materials, Stanford University
  • Pike Robotics, University of Texas
  • Quantanx, Arizona State University
  • Sheza, San Diego State University
  • Skali, Northwestern University
  • Sundial Solar Components, University of Utah
  • Thryft Ship, University of Georgia
  • Tierra Climate, Rice University
  • TrashTrap Sustainability Solutions, Visvesvaraya Technological University (India)
  • Unchained, North Carolina A&T State University
  • Unsmudgeable, Babson College
  • Vivicaly, University of Pennsylvania
  • Zaymo, Brigham Young University

Houston space health institute to launch more experiments into space on upcoming mission

ready for takeoff

Houston's Translational Research Institute for Space Health, or TRISH, will launch six more experiments into space this spring aboard Axiom Space's Ax-2 mission, the organization announced this week.

The biomedical research conducted through TRISH, in consortium with CalTeach and MIT, will look into how space travel impacts everything from motion sickness to memory over the course of the mission's 10-day stint on the International Space Station.

The crew will consist of four astronauts: Commander Peggy Whitson (previously with NASA), Pilot John Shoffner and Mission Specialists Ali AlQarni and Rayyanah Barnawi. It's a historic team, bringing the first female private space crew commander and the first Saudi astronauts to the ISS.

“Insights gathered from this work improve our understanding of how the human body and mind respond to spaceflight, helping us to prepare future astronauts to remain safe and healthy during longer-duration missions," Dr. Dorit Donoviel, TRISH executive director and professor in the Center for Space Medicine at Baylor College of Medicine, says in a statement.

The six projects onboard the mission have been developed by researchers within TRISH as well as the University of Pennsylvania Perelman School of Medicine, Johns Hopkins University and Baylor College of Medicine. They aim to assess the following:

  • Spaceflight participants’ performance in memory, abstraction, spatial orientation, emotion recognition, risk decision making and sustained attention before and after the mission -Astronauts’ inner ears and eyes' response to motion before and after space travel and how this relates to motion sickness and nausea during launch and landing
  • The effects of spaceflight on the human body at the genomic level
  • Changes to the eyes and brain during spaceflight
  • Astronaut's sleep, personality, health history, team dynamics and immune-related symptoms
  • Sensorimotor abilities and changes in space and how this can impact astronauts' ability to stand, balance and have full body control on the moon

Some of this information will become part of TRISH’s Enhancing eXploration Platforms and ANalog Definition, or EXPAND, program, which aims to boost human health on commercial space flights through its database. The program launched in 2021.

Ax-2 is Axiom's second all-private astronaut mission to the ISS and will launch out of NASA’s Kennedy Space Center in Florida aboard a SpaceX's Dragon spacecraft. Axiom was first established in 2016 with the goal of building the world's first commercial space station.

TRISH is also slated to launch nine experiments on board SpaceX's Polaris Dawn mission, which is now expected to launch this summer. The research aboard Polaris Dawn is intended to complement research supported by TRISH on the Inspiration4 all-civilian mission to orbit, which was also operated by SpaceX in 2021.

Houston research: It matters how we talk about social, economic disparities

houston voices

Look closely at any news article about inequality and you will quickly notice that there is more than one way to describe what is happening.

For example:

“In 2022, men earned $1.18 for every dollar women earned.”

“In 2022, women earned 82 cents for every dollar men earned.”

“In 2022, the gender wage gap was 18 cents per dollar.”

When pointing out differences in access to resources and opportunities among groups of people, we tend to use three types of language:

  1. Advantaged — Describes an issue in terms of advantages the more dominant group enjoys.
  2. Disadvantaged — Describes an issue in terms of disadvantages the less dominant group experiences.
  3. Neutrality — Stays general enough to avoid direct comparisons between groups of people.

The difference between these three lenses, referred to as “frames” in academic literature, may be subtle. We may miss it completely when skimming a news article or listening to a friend share an opinion. But frames are more significant than we may realize.

“Frames of inequality matter because they shape our view of what is wrong and what should be fixed,” says Rice Business Professor Sora Jun.

Jun led a research team that conducted multiple studies to understand which of the three frames people typically use to describe social and economic inequality. In total, they analyzed more than 19,000 mainstream media articles and surveyed more than 600 U.S.-based participants.

In Chronic frames of social inequality: How mainstream media frame race, gender, and wealth inequality, the team published two major findings.

First, people tend to describe gender and racial inequality using the language of disadvantage. For example, “The data showed that officers pulled over Black drivers at a rate far out of proportion to their share of the driving-age population.”

Jun’s team encountered the same rhetorical tendency with gender inequality. In most cases, people describe instances of gender inequality (e.g., the gender pay gap) in terms of a disadvantage for women. We are far more likely to use the statement “Women earned 82 cents for every dollar men earned” than “Men earned $1.18 cents for every dollar women earned.”

"We expected that people would use the disadvantage framework to describe racial and gender inequalities, and it turned out to be true,” says Jun. “We think that the reason for this stems from how legitimate we perceive different hierarchies to be.” Because demographic categories like gender and race are unrelated to talent or effort, most people find it unfair that resources are distributed unevenly along these lines.

On the other hand, Jun expected people to describe wealth inequality in terms of advantage rather than disadvantage. The public typically considers this form of inequality to be more fair than racial or gender inequality. “In the U.S., there is still a widespread belief in economic mobility — that if you work hard enough, you can change the socioeconomic group you are in,” she says.

But in their second major finding, she and fellow researchers discovered that the most common frame used to describe wealth inequality was no frame at all. We find this neutrality in statements like “Disparities in education, health care and social services remain stark.”

Jun is not sure why people take a neutral approach more frequently when describing wealth inequality (speaking specifically of economic classes outside of gender and race). She suspects it has something to do with the fact that we view wealth as a fluid and continuous spectrum.

The merits of the three frames are up for debate. Using the frame of disadvantage might seem to portray issues more sympathetically, but some scholars point to potential downsides. The language of disadvantage installs the dominant group as the measuring stick for everyone else. It may also put the onus of change on the disadvantaged group while making the problem seem less relevant to the dominant group.

“When we speak about the gender gap in terms of disadvantage, and helping women earn more compared to men, we automatically assume that men are making the correct amount,” says Jun. “But maybe we should be looking at both sides of the equation.”

On the other hand, Jun cautions against using a one-size-fits-all approach to describing inequality. “We have to be careful not to jump to an easy conclusion, because the causes of inequality are so vast,” she says.

For example, men tend to interrupt conversations in team meetings at higher rates than women. “Should we frame this behavior in terms of advantage or disadvantage, which naturally leads us to prompt men to interrupt less and women to interrupt more?” asks Jun. “We really don’t know until we understand the ideal number of interruptions and why this deviation is happening. Ultimately, how we talk about inequality depends on what we want to accomplish. I hope that through this research, people will think more carefully about how they describe inequality so that they capture the full story before they act.”

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This article originally ran on Rice Business Wisdom and was based on research fromSora Jun, Rosalind M. Chow, A. Maurits van der Veen and Erik Bleich.