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    Safe Bilder

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    Blue metal cash box with Euro banknotes and coins. White Aluminum Case isolated above white background. The sliding elements of the building work by electronic devices.

    The realization of this novel idea requires the use of complex technical solutions. The most significant are the sliding walls, both 2.

    These side walls are not the only moving parts of the building. We have also placed large blinds, 2.

    This door is made of black anodized aluminum, allowing also can be used as a movie screen. Once the house opens, its bright and spacious interior merges with the extensive garden.

    Large windows placed behind the movable panels allow the building to absorb the energy of sunlight in winter days or protects the hot sun during the summer.

    At night, if the house is closed, the thick outer layer helps keep the stored energy. This solution complements hybrid heating system, most of the energy is obtained from renewable resources combined with a gas heat pump.

    Safe House Architect:. Safe House. Pride edition Mug We understand the quality of this translation is not excellent and we are working to replace these with high quality human translations.

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    The back of the house, a large garden faces south side has a security door roll of 6 meters high, which when opened fully communicates the interior with the exterior.

    The glass windows offer a panoramic view of the surrounding landscape, which when present remain open concept living space opposite to the first print featuring the massive building.

    The glass, which allows the passage of sunlight and energy during the winter, is located behind the outer shell, to create an open terrace space.

    Other mobile elements are the big blind, which essentially are hinged to the outer walls, reaching 3. A drawbridge on the top floor offers access to a terrace overlooking the indoor pool.

    All moving components mechanically operated by electric motors. The house is located in a small village, on the outskirts of the capital and largest city of Poland , Warsaw.

    The main priority demanded by customers was to get the feeling of maximum security for your future home, motive which determined its appearance and function.

    When the house opens onto the garden side walls facing east and west move to the outer fence creating a sheltered patio.

    The sliding walls do not depend on the shape of the building, this construction can be applied to both modern and traditional homes, roofs covered with different geometries.

    In this new type of construction most important thing is not how but how to work within the home. The innovation of the idea developed in this design, is the interference from mobile walls with urban structures of the plot.

    Consequently, when the house is closed, overnight for example, the secure area is limited to the contour of the house. During the day, as a result of the opening of the walls, the area extends to the garden surrounding the house.

    Their appearance does not contrast monolithic cube both detached buildings nearby. Constructs of this style in Poland 70 have a similar construction, at least as a cube divided into plants.

    Safe House respects this distribution, with a covered annex devoted to the pool, which is reached by a drawbridge located on the top floor.

    Cuboid building is a concrete monolith, while their non fixed components comprise lightweight steel trusses filled mineral wool to ensure complete isolation.

    The whole house, as well as moving parts are coated plates concrete particles coated with cedar plywood, waterproof and fixed to the steel frame, painted in dark likeness of typical existing houses and barns in the neighborhood.

    The sliding elements of the building work by electronic devices. The realization of this novel idea requires the use of complex technical solutions.

    The most significant are the sliding walls, both 2. Braathens SAFE stated that they wanted a local airline to do the flying, and chose not to apply.

    Unlike other primary airports, it had been built and financed by the municipality, and did not become state-owned until The same year, the airline for the first time exceeded one million domestic passengers.

    It also started with five weekly cargo flights with flowers from Genova , Italy. The following year, the last DC-6 was sold, after the type had been phased out since The same year, the government appointed a commission, led by Bue Fjermeros , to look into the organization of the domestic air routes.

    When the matter was passed by parliament, they also granted SAS the right to fly from Oslo to Stavanger, even if their planes did not continue abroad.

    On 23 December at , the company's most fatal accident occurred. The cause of the accident was never discovered, although a possibility could have been faults with the instrument landing system.

    The IT-system Bracar was introduced on 4 February , connecting all locations with 53 terminals , rationalizing 20 man-years. The main contributing factor was the increase of labor costs, that had almost doubled in the four years, although also higher fuel prices and taxes contributed.

    In , the airline transported 1,, scheduled and , chartered passengers. The largest traffic increases were in Stavanger, Bergen and Trondheim.

    From 1 April , the airline lost its dispensation to operate with reduced cabin crew, and was forced to increase the number on the F from one to two, and on the from two to three.

    At the same time, the airline introduced in-flight meals. Ludvig G. Braathen died on 27 December while he was still CEO. Braathen, who had returned to the company a few years earlier.

    Starting with the delivery of the Fs and s, all planes were named after Norwegian kings. The last three Fs were also given such names.

    The three planes delivered in had extended range tanks making direct flights to the Canary Islands possible. In , the company started looking into possible replacements for their fleet, considering larger aircraft.

    The late s and early s was a time of economic problems for airlines worldwide. Discounted tickets were not sufficient to cover the increasing costs, particularly related to fuel, and the company introduced the internal campaign Bra This involved a more market-oriented management and a focus on service increase, including better regularity and free coffee.

    It also applied, though the sister company Braathens Helikopter , for concessions for helicopter services from Stavanger to offshore oil platforms.

    The same arrangement was used to connect Haugesund to Bergen and Stavanger. In Haugesund, this was in competition with Norving. Busy Bee-operated planes were also used on routes from Sandefjord in competition with Norsk Flytjeneste.

    The same year, the cabin crew had a day strike, halting all flights. In , a new booking system was introduced, that allowed overbooking.

    This gave increased revenue, but the company had to start compensating rejected passengers with a full refund and a free seat on the next flight.

    It was a cooperation with Inter Nor Hotels, and gave special privileges to travelers that made 25 full-price trips per year with Braathens. In , the management of Braathens SAFE decided that it needed larger aircraft if the company was to stay competitive on charter flights.

    Larger aircraft could be put into service on the main services from Oslo, Gothenburg and Stockholm, while the s could be used to smaller destination and from other cities.

    On 25 February , the company announced that it had ordered two Boeing planes, with an option for two addition craft.

    This would allow the aircraft to be used for both domestic scheduled flights and for charter, and was configured with seats. This was less than charter-only airlines, for instance Britannia had their planes configured with seats.

    The s were launched as "First Business Class" to charter travelers, but the business model was not successful. The new consumer groups entering the market had low willingness to pay, and the demand for premium charter services was low.

    The company was faced with not being able to charter out the plane because of the low seat numbers, but could not put in the extra seats because of the aircraft also being used on the scheduled market.

    Using so large aircraft on the short-haul flights in Southern Norway gave little economy-of-scale, and the airline seldom needed the increased capacity.

    In , the two s where sold. Two years later, Altas Resor was sold, and the following year Saga. Following the decision to sell the two s, management also decided to sell the four remaining Fs.

    This would allow Braathens to operate a fleet of pure , giving lower operating costs. One was taken out of service in , and the four Fs sold in The same year, seven more s were delivered, along with two more in and Braathens SAFE considered the new aircraft, but where concerned that it used a traditional mechanical cockpit.

    The airline also needed larger aircraft for the charter traffic, and smaller aircraft for the domestic routes. The airline also considered the McDonnell Douglas MD and the Airbus A , but settled on the following the announcement of the stretched , with seats, and the shortened , with seats.

    These had glass cockpits , and Braathens SAFE would be among the first airlines to receive both models. To finance the purchase, the airline sold all but two of the s and leased them back.

    For some of the aircraft, they received more money than they had paid. He had threatened a flight attendant with an air gun.

    His demands were not met, and he surrendered while the plane was parked in Oslo. This was the first hijacking in Norway.

    The Fs had the largest regularity problems, mostly due to the number of landings, which could count up to 16 per day.

    Although the F was taken out of service, some of the routes on the West Coast needed to be operated with smaller aircraft than the The company made an agreement to wet lease Busy Bee Fs one some of the routes, while the most trafficked ones would be taken over by s.

    The right-winged Willoch's Second Cabinet decided to use three principles in issuing new concessions: keeping the array of local routes, granting concessions on the terms that the airlines would continue to cross-subsidize routes, and to introduce competition on the largest routes.

    As demand increased through the s, the fleet was extended to six aircraft. Braathens SAFE was also given the right to fly its first international scheduled flights for the first time in several decades.

    On 19 August , the airline was granted concession to fly to Billund in Denmark. At the same time, Air-X was granted concession to fly the route via Sandefjord and Skien.

    The route started on 2 May Previously the rules stated that if SAS flew to a non-Scandinavian destination from any capital, no other Scandinavian airlines could fly to that city.

    The same day, the Ministry of Transport announced that any Scandinavian airline could apply for and receive concessions to fly to Gatwick.

    The concession was granted on 18 January , but the airline chose to not start the route. This was later reduced to one. Six days later, the first schedules were published in the newspaper, slots and British permission was granted three days after that.

    Another two days after that, the service started. At the time, Denmark was a member of the European Union EU , while Sweden and Norway had applied and were awaiting referenda to determine membership.

    EU was working to deregulate the airline market from , which could cause problems for the Scandinavian agreements. In particular, the three airlines wanted to capture the two million passengers that travelled between the three Scandinavian capitals: Oslo, Copenhagen and Stockholm.

    Instead, SAS was given permission to purchase Linjeflyg in exchange for the Swedish airline market being deregulated from 1 July On 1 September , Ludvig G.

    Braathens Rederi founded Braathens Helikopter. The shipping company had signed an agreement with the oil companies Norsk Hydro , Phillips Petroleum and Statoil to provide helicopter transport for their crews to their offshore oil installations Ekofisk , Oseberg , Gullfaks , Veslefrikk.

    Twenty-two pilots were hired along with a total staff of 70, [75] [78] and services started on 1 September The contract had an option for a two-year extension.

    Operations started in February , and involved the company purchasing another two Super Pumas. Operations started on 1 November , and involved about 2, hours of flying per year.

    Braathens purchased one more Super Puma as a consequence of the contract. After operations started, the company had grown to employees and was the second-largest helicopter operator in the country.

    Braathens Helikopter and Helikopter Service announced on 1 October that the two companies would merge from 1 January However, the ministry stated that the authority could not hinder the merger, because by the time new contracts were awarded in , helicopter operators from foreign countries would also be allowed to bid.

    From Wikipedia, the free encyclopedia. Main article: Hummelfjell Accident. Main article: Braathens Flight Main article: Braathens Helikopter.

    Retrieved 11 September Aftenposten in Norwegian. Archived from the original on 19 September Retrieved 19 September Norwegian News Agency.

    Bergens Tidende. Braathen Erik G. Braathen Arne A. Hidden categories: CS1 Norwegian-language sources no Use dmy dates from January Commons category link is locally defined Good articles.

    Namespaces Article Talk. Views Read Edit View history. Help Community portal Recent changes Upload file.

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