 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 <unk> was introduced on 4 February 1974 , connecting all locations with 53 terminals , <unk> 20 man @-@ years . In 1974 , <unk> <unk> <unk> 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 <unk> @,@ 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 . 
