Aviation

Flight path How long does it take to build a runway? — 33 years (at least) in the case of Heathrow’s third runway, first consulted on by Gordon Brown’s government in 2007, but which is not expected to be open until 2040 at the earliest. — 17 years in the case of Gatwick’s second operational runway, which involves the current emergency runway being moved 40ft to the north. Proposed in 2013 by Gatwick airport and approved by the government this week, it could be in service by 2030. — 90 days in the case of Tegel airport, Berlin, work on which started 5 August 1948, during the Berlin Airlift. It was open for operations on 5 November. Put to the Test Harold ‘Dickie’ Bird, who has died aged 92, was a fixture of the English summer between 1970 and 1996.

Here’s a takeover tale that captures the zeitgeist. It involves two FTSE 250 companies and some deep-pocketed US investors – and I’ll explain it as simply as I can. In essence, how would you feel if your GP surgery fell into the hands of American investors associated with the book title Barbarians at the Gate? The first of the two London-listed companies is Assura, which owns 600 NHS surgeries and diagnostic facilities and has accepted a cash offer of £1.6 billion from a pair of New York investment giants.

Airport security was much on my mind last Friday afternoon. I had been due to fly from Heathrow to Zurich that morning, but the substation fire meant a switch to an afternoon departure from London City Airport. City is a business-oriented operation in every respect and one of its many efficient features is a baggage-checking regime that does not require you to separate your 100ml bottles of shampoo and shaving foam into a plastic ziplock bag. The X-ray machine and associated sensors are supposed to penetrate your luggage and identify anything dangerous with scientific precision. My heart sank when my carry-on bag was shunted off the conveyor belt and a security operative summoned me over to explain myself.

Oscar, 26, joins me on Google Meet from Buenos Aires, having arrived earlier that day from New York – by way of a few hours in Mexico City and Panama. Just five days ago, he was in London. ‘New York was just going to be a weekend trip for a conference, but then I thought while I’m in America, I might as well head south and here I am.’ It’s a far cry from Wales, where his family lives. Yet this itinerary is barely a ripple in Oscar’s relentless travel schedule. His nonstop approach to flying places him firmly within a new tribe of Gen-Z frequent fliers – mostly men – who treat globe-trotting like a real-life computer game. Their obsession? Maximum air miles for minimal money. The destination itself is secondary; the point is simply to keep moving.

Last week, if you’d known what to listen for, you might have heard a chorus of miniature whistles in gardens across the UK. Other sounds too: the whirr of pistons, the hissing of steam from valves. Up and down the nation, enthusiasts were fuelling up their model traction engines and steamrollers and raising steam not in celebration, but in mourning. It was a tiny mechanical wake for Mamod, the Birmingham firm which has made model steam engines since 1936, and which has announced that it is ceasing production. It’s estimated that more than 2.5 million engines have been sold by the company over the years. As commerce and government push our behaviours down digital channels, older hobbies don’t register When a beloved brand perishes, there’s rarely a single reason.

Airports are on my mind, since I’ve just stepped off an on-time early-morning flight from East Midlands to Bergerac – yes, Ryanair, efficient as ever. But what a relief not to be battling through Heathrow, where such anarchy has taken hold that the Civil Aviation Authority and Department for Transport have given chief executive John Holland-Kaye an ‘ultimatum’ to sort it out – after he capped passenger numbers at 100,000 a day, forcing innumerable flight cancellations. As the airport that used to be Britain’s gateway to the world becomes a global embarrassment, attention turns to the question of whether the man in charge should resign or be fired.

According to Richard Branson, the secret to running a successful airline is to keep the staff happy. They will, in turn, be nice to the passengers, who will themselves be happy and flock to fly. A charming if naive theory. Virgin Atlantic, run on this principle, has teetered on the edge of insolvency for years. Ryanair chief executive Michael O’Leary, on the other hand, doesn’t seem especially obsessed with the morale of either his cabin crews or his passengers. He cares about watching the pennies and making sure his planes run on time. He is a brutal negotiator. When Willie Mullins, who trained his 60 racehorses, tried to increase his fees, O’Leary withdrew every single horse from his yard. When Boeing demanded he pay more for new jets, O’Leary called them ‘delusional’.