 Following the steep increase of oil prices in 1973 , Braathens SAFE increased the ticket prices with about 30 % , giving for the first year a reduction in the number of travelers . The IT @-@ system Bracar was introduced on 4 February 1974 , connecting all locations with 53 terminals , rationalizing 20 man @-@ years . In 1974 , Annæus Schjødt jr. became chair , and the following year , the employees were represented with two board members . The remaining three F @-@ 27s were sold to the Braathens Rederi @-@ owned Busy Bee between 1975 and 1977 . From 1 January 1976 , Braathens SAFE introduced " Green Routes " , where passengers were granted 35 % discount if they traveled on Saturdays or Sunday morning , booked a round trip and were away for at least a full week or over a weekend . From 1972 to 1976 , the company 's revenue doubled , to NOK 500 million , while production increased 18 % . 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 1976 , the airline transported 1 @,@ 154 @,@ 000 scheduled and 485 @,@ 000 chartered passengers . Braathens SAFE had a 37 % scheduled market share and 31 % share of the charter flights . The largest traffic increases were in Stavanger , Bergen and Trondheim . During the late 1970s , Braathens SAFE increased the number of direct flights between these cities , without increasing the number of landings in Ålesund and Kristiansand . From 1 April 1977 , the airline lost its dispensation to operate with reduced cabin crew , and was forced to increase the number on the F @-@ 28 from one to two , and on the 737 from two to three . At the same time , the airline introduced in @-@ flight meals . 
 Following the steep increase of oil prices in 1973 , Braathens SAFE increased the ticket prices with about 30 % , giving for the first year a reduction in the number of travelers . The IT @-@ system Bracar was introduced on 4 February 1974 , connecting all locations with 53 terminals , rationalizing 20 man @-@ years . In 1974 , Annæus Schjødt jr. became chair , and the following year , the employees <a href='uninflect' title='1'><mark>were</mark></a> represented with two board members . The remaining three F @-@ 27s <a href='uninflect' title='2'><mark>were</mark></a> sold to the Braathens Rederi @-@ owned Busy Bee between 1975 and 1977 . From 1 January 1976 , Braathens SAFE introduced " Green Routes " , where passengers <a href='uninflect' title='3'><mark>were</mark></a> granted 35 % discount if they traveled on Saturdays or Sunday morning , booked a round trip and <a href='uninflect' title='4'><mark>were</mark></a> away for at least a full week or over a weekend . From 1972 to 1976 , the company <a href='null_genetive' title='5'><mark>'s</mark></a>revenue doubled , to NOK 500 million , while production<a href='been_done' title='6'><mark></mark></a> increased 18 % . The main contributing factor was the increase of labor costs , that <a href='been_done' title='7'><mark>had</mark></a> almost doubled in the four years , although also higher fuel prices and taxes contributed . In 1976 , the airline transported 1 @,@ 154 @,@ 000 scheduled and 485 @,@ 000 chartered passengers . Braathens SAFE had a 37 % scheduled market share and 31 % share of the charter flights . The largest traffic increases <a href='uninflect' title='8'><mark>were</mark></a> in Stavanger , Bergen and Trondheim . During the late 1970s , Braathens SAFE increased the number of direct flights between these cities , without increasing the number of landings in Ålesund and Kristiansand . From 1 April 1977 , the airline lost its dispensation to operate with reduced cabin crew , and was forced to increase the number on the F @-@ 28 from one to two , and on the 737 from two to three . At the same time , the airline introduced in @-@ flight meals . 
Following the steep increase of oil prices in 1973 , Braathens SAFE increased the ticket prices witt bou 30 % , giving for the first year a reduction in da number of travelers . TdaIT @-@ system Bracar was introduced on 4 February 1974 , connecting all locations with 53 terminals , rationalizing 20 man @-@ years . In 1974 , Annæus Schjødt jr. became chair , and thdaollowing year , the employees was represented witt two board members . The remaining three fuc @-@ 27s was sold to thedaaathens Rederi @-@ owned Busy Bee between 1975 and 1977 . From 1 January 1976 , Braathens SAFE introduced " Green Routes " , where passengers was granted 35 % discount if they traveled on Saturdays or Sunday morning , booked a round trip and was away fa at least a full week or over a weekend . From 1972 to 1976 , the company  revenue doubled , to NOK 500 million , while production done increased 18 % . The main contributing factor was the darease of labor costs , that done almost doubled in the fda years , although also higher fuel prices and taxes contributed . In 1976 , the airline transported 1 @,@ 154 @,@ 000 scheduled and 485 @,@ 000 chartered passengers . Braathens SAFE had a 37 % scheduled market share and 31 % share of the charter flights . The ladast traffic increases was in Stavanger , Bergen and Trondheim . durin the late 1970s , Braathens SAFE increased the numda of direct flights between these cities , without increasing the number of landings in Ålesund and Kristiansand . From 1 April 1977 , the airline lost its dispensation to operate with reduced cabin crew , and was forced to increase the number on the F @-@ 28 from one to 2 , and on the 737 dam tw2o three . At the same dae , the airlindantroduced in @-@ flight meals .