Pierre J. Jeanniot
O.C.,C.Q.,B.Sc.,LL.D.,D.Sc.
Air Canada
Black Box
Contributed to the development of the first comprehensive flight data recorder by modifying, enhancing and re-orienting an existing, failed analogue maintenance recorder and proposing that it be housed within a suitable container capable of withstanding the impact and fire associated with an aircraft crash. This concept became widely known as the “black box” and is still today used by airlines around the world.
Implemented the first playback device to read and analyze the output of the analogue tape. For several years, Canada was the only country in the world which had a device to read tapes and analyze the data resulting from a crash.
With the advanced playback capability, Air Canada was the first major airline to develop FOQA (Flight Operations Quality Assurance) and further enhanced safety and standards.
Reservec II
Directed the development and implementation of Air Canada’s Reservec II – the world’s first “real time computer reservations system”.
Subsequently oversaw the implementation of many computer communication applications, making Air Canada a recognized world leader in the field of computer communications systems in aviation.
Business Class
In 1983 introduced into Air Canada a new product called “Business Class” over the Atlantic, and subsequently on most of its long-haul transcontinental routes.
Air Canada’s “Business Class” became a major success and was later largely emulated by other airlines.
ETOPS over the Atlantic
Pioneered the wide-body twin-engined operation by Air Canada over the Atlantic with the co-operation and support of the Canadian Ministry of Transport.
ACARS
Established in the first data link over the Atlantic, enabling flight information to be transmitted electronically and automatically, rather than via radio.
Air Canada was the first airline to receive and acknowledge an Atlantic Flight Plan via ACARS.
Non-Smoking Flights
Despite a significant boycott from the entire tobacco industry and against the advice of his commercial team, introduced the first non-smoking flights in response to increasing requests by non-smoking passengers.
This initiative was progressively copied by other airlines. Today, all international flights and most domestic flights throughout the world are non-smoking.
AIR CANADA PRIVATIZATION
The Conservative Government having decided to deregulate air transport in Canada and allow unrestricted competition in aviation, developed a transformation program and privatized Air Canada, which allowed it to have access to private equity.
The privatization of Air Canada in 1988 was a “first” and it set the pattern for other Crown Corporations such as CNR to be privatized.
INTERNATIONAL AIR TRANSPORT ASSOCIATION – IATA
Pierre Jeanniot was elected Director General and CEO of the International Air Transport Association in 1993, which has its headquarters in Montreal. Pierre is first and only Canadian to have been elected to this position.
Under his direction, IATA was transformed from a bloated international bureaucracy into the acknowledged leader and internationally recognized “voice” of the civil aviation industry, advancing the interests of the international airline community and its industry partners around the world. He became known as the Ambassador of Civil Aviation.
Major achievements include:
Restructuring, refocusing and streamlining the governance processes, including a reduction in the number and size of its committees by some 30%;
Transforming the organization from bureaucratic to efficient, customer-driven and bottom line conscious;
Increasing the membership from 200 to 280 airlines, with an emphasis in Asia, and convincing the Chinese airlines to join and adopt international processes and rules (he opened the first IATA office in China in 1993);
Establishing and strengthening IATA’s regional centres providing support and services in Singapore (for Asia/Pacific), Miami (for Latin America) and Amman (for Arab airlines).
A major supplier of products and services, primarily in the field of technical and operations, financial services, training and Human Resources development, as well as documentation and manuals (for example the Dangerous Goods Manual). Most of these new services and products were developed and implemented at the Montreal Headquarters which accommodated an increase from 250 to 450 full time professionals.
Revenue generated by the sale of services increased from USD 32.5 million (1992) to USD 300 million (2002). The surplus generated was constantly re-invested to increase the services available to the membership.
New priorities – safety and the environment. While strengthening IATA’s more traditional roles of evolving and managing the international processes required for the smooth operation of aviation and passenger processes, Pierre convinced the industry to recognize its environmental responsibilities (noise and emissions) and to agree to set safety as its first objective.
At the AGM of 1995, the industry agreed to set a target of reducing the accident rate by 50% in ten years. As planned, this target was indeed achieved in 2005.
The industry agreed that periodic review of each airline’s safety and operating processes and systems should be carried out by external agencies, and that eventually, satisfactory performance would be a requirement for maintaining membership in IATA. This was made an absolute condition a few years later. The centre of control for this process, IOSA – the IATA Operations Safety Audit – is in Montreal Headquarters, IATA’s Technical Division.
Several programs, seminars and courses were set up to increase “safety awareness”, address deficiencies, and improve crisis management.
Various strategies and programs were developed to improve aviation infrastructure in countries and regions where deficiencies were excessive, particularly in Africa. These programs arranged for the financing and the implementation of the rectification of major deficiencies.
A strong advocate for sustainable and efficient airspace and airport expansion, Pierre promoted the need for “SESAR” (E.U.) and NextGen (U.S.)
He encouraged audits and cost efficiency in ATM and airports, creating and awarding the IATA “Eagle Award” every year for the best supplier. NavCanada was one of the first recipients of this prestigious award.
Pierre Jeanniot was:
- Often called upon to provide advice and propose solutions to lessen the impact of several world/regional financial crises in aviation (such as in South-East Asia and in Latin America).
- Major aviation issues in Libya, Iran, North Korea and the Middle East, as well as Afghanistan, were successfully resolved.
- Deeply involved in leading the aviation industry through the 9/11 crisis, particularly coordinating the information flows and exchanges between the airlines and the various government authorities, as well as orchestrating and coordinating the response between aviation industry and the U.S. authorities, the E.U. and ICAO – the primary purpose being to bring the world system back into full operation as efficiently, safely, and as rapidly as possible.
Following three extensions of his original mandate and ten years at the helm of the Association, Pierre was granted the lifelong title of Director General Emeritus for his outstanding contribution to international aviation.
UNIVERSITY OF QUEBEC
Pierre Jeanniot was instrumental in the creation and implementation of the first computer network connecting the University of Québec’s four campuses in Rimouski, Chicoutimi, Three Rivers and Montreal, which for the first time brought access to higher education to large sectors of the Québec francophone community.
Set up and implemented a revolutionary system enabling the electronic exchange of data between the three campuses.
Using a grant obtained from the National Research Council, persuaded Laval University, the University of Montreal and McGill University to share their computer capabilities and established the first Québec University Computer Network.
This electronic information exchange facility was fundamental to the ability of the University to coordinate its operations and curriculum in three different campuses, and thus a major factor in the creation of the University of Québec in three different locations – Three Rivers, Montréal (l’UQAM), and Choutimi
1969 Vice-President, University of Quebec
1972 – 1979 President of the Board of UQAM
1983 Founded the Foundation of l’UQAM, its fund-raising arm
1983-1992 President, Foundation of l’UQAM
1995-2008 First Chancellor of l’UQAM