DOCSLIB.ORG

Natural Assets Travelling Lighter a GREENER FUTURE for NEW ZEALAND TOURISM

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Natural Assets Travelling Lighter a GREENER FUTURE for NEW ZEALAND TOURISM ANNUAL PROGRESS AIR NEW ZEALAND .08.07 SHAREHOLDER ANNUAL REVIEW 2007 NATURAL ASSETS TRAVELLING LIGHTER A GREENER FUTURE FOR NEW ZEALAND TOURISM The challenge facing New Zealand is to ensure As New Zealand’s national carrier, we are Carbon emissions are an that we maintain and grow these vital economic absolutely committed to playing our part in inevitable consequence links in a way that minimises their impact on the ensuring that our environmental impact is natural environment. minimised. We must continue to bring tourists to of air transportation and New Zealand, and remain committed to minimising We’re all incredibly proud of New Zealand’s unique the environmental impact we have in the process. will continue to remain natural beauty and enhancing New Zealand’s so, despite technological international “100% Pure” brand. Each year we Fleet choice is one way in which we are looking to spend millions internationally promoting and reduce the environmental impact of our operations. advancements, for the selling New Zealand as a destination alongside We currently have one of the youngest fleets in the foreseeable future. Tourism New Zealand. Asia Pacific region thanks to a $2 billion investment programme over the past four years. The extensive New Zealand is regarded as a clean, green However, as a small, use of turbo-prop aircraft domestically and the environmentally conscious wilderness playground future introduction of the Boeing 787-9 and geographically isolated populated by genuinely warm and caring people. Boeing 777-300ERs internationally means that What a great foundation on which to develop our Air New Zealand will continue to have one of the country, air transport is vital tourist offering in an increasingly environmentally youngest, most technologically advanced and fuel conscious world. in providing economic links efficient fleets in the world over coming years. to international markets. 2007 W ie V re Achieved Carbon footprint monitoring yes beingintroduced World class carbon dioxide reduction practices shareholder Young fleet age Better flight planning Fuel saving measures zealand Weight reduction measures new Better scheduling to reduce carbon emissions per passenger km air Quieter planes domestic Jet Fuel consumption 737-300 Sustainable buildings* boeing Senior level support for environmental performance 1 810 Recycling of waste 805 800 Water conservation programme R 795 Highly fuel efficient fleet 790 JUL 785 JUN Even more fuel efficient wide body twin engine aircraft MAY 2008 780 APR FAR Reducing electricity consumption 775 FEB JAN U USG/BLOCKHO * hQ only 770 DEC NOV 765 OCT 2007 SEP 760 AUG JUL Linear (US gaLLonS per bLock hoUr) US gallonS per block hoUr Over the past year our pilots and flight operations The introduction of new aircraft together with a STARTING AT HOME people have worked tirelessly to identify raft of other operational initiatives means this year Our domestic jet fleet is a good example of how opportunities for reducing fuel burn and emissions. we saved $12 million in jet fuel consumption. some of the policies and practices adopted by These opportunities range from reduced use of Additional initiatives will see us look to reduce Air New Zealand are helping to reduce our impact aircraft Auxiliary Power Units while aircraft are carbon emissions by 58,000 tonnes this year. on the environment. parked on the ground to enhancing aircraft descent From the work we’ve been doing, we know that Everyday, our fleet of 14 Boeing 737-300s carry profiles and approach procedures. our carbon footprint is diminishing. In 2006, we over ten thousand people between six cities in New Zealand. Our services provide business people But our changes aren’t just in the air. The new emitted around 3.6 million tonnes of CO2. Of this with vital quick links between Auckland, Wellington, Air New Zealand House is symbolic of our amount, 92 percent came from jet fuel; the rest Christchurch and Dunedin, and are also a key part predominately came from electricity supplied to commitment to responsible energy use with its of tourism infrastructure, connecting Rotorua and high energy efficiency and the move to a largely our offices and engineering bases. Queenstown to key international airports. TRAVELLING LIGHTER paperless office. Proactive waste management Over the past decade, our fleet has reduced means we are sending more and more materials As part of a fleet-wide initiative, the 737-300 fleet fuel burn per passenger kilometre by 9.1%. This management team undertook a major fuel saving A GREENER FUTURE FOR NEW ZEALAND TOURISM for recycling that would previously have been sent translates directly to a reduction in CO2 emissions drive during 2007. Through the efforts of our pilots, to landfill. per passenger kilometre. crew, engineering and operational planning teams, The challenge facing New Zealand is to ensure As New Zealand’s national carrier, we are the domestic jet fleet managed to reduce fuel Carbon emissions are an These changes amount to the best of both Buy-in from our people is key to the success of that we maintain and grow these vital economic absolutely committed to playing our part in worlds for us as a business: they streamline our consumption per operating hour by 3.7 per cent. our environmental strategy and, as we’d expect, That’s a total saving of almost 1.3 million gallons of inevitable consequence links in a way that minimises their impact on the ensuring that our environmental impact is environmental profile and, at the same time, enable our employees are enthusiastic about these new fuel over the course of a year – fuel which would natural environment. minimised. We must continue to bring tourists to us to save money on the bottom line. As you know, initiatives. We established an internal Green Team produce 12,200 tonnes of carbon emissions and at of air transportation and New Zealand, and remain committed to minimising We’re all incredibly proud of New Zealand’s unique escalating fuel costs have been a major expense to raise this awareness further and encourage current prices would cost the airline $3.5 million. will continue to remain the environmental impact we have in the process. for us over the last three years. natural beauty and enhancing New Zealand’s our people to develop their own ideas to reduce The approach is simple – we took a hard look at so, despite technological international “100% Pure” brand. Each year we Fleet choice is one way in which we are looking to impacts on the environment. The fact that over the excess weight we were carrying, and removed spend millions internationally promoting and reduce the environmental impact of our operations. 800 Air New Zealanders had joined the Green everything not needed on board to operate the advancements, for the selling New Zealand as a destination alongside We currently have one of the youngest fleets in the Team within a week of its launch demonstrates the aircraft safely and comfortably. Tourism New Zealand. Asia Pacific region thanks to a $2 billion investment commitment our people have to the environment. foreseeable future. Our pilots took the lead in refining their fuel uplift programme over the past four years. The extensive New Zealand is regarded as a clean, green DID YOU KNow…? procedures and we now only carry the right amount However, as a small, use of turbo-prop aircraft domestically and the environmentally conscious wilderness playground In a long-haul flight, today’s modern aircraft of fuel for each flight – including a safety margin – future introduction of the Boeing 787-9 and geographically isolated populated by genuinely warm and caring people. consume, on average, 3.5 litres of fuel per another way of reducing weight. Boeing 777-300ERs internationally means that What a great foundation on which to develop our 100 passenger kilometres – less than a small We also reduced the amount we operate the auxiliary Air New Zealand will continue to have one of the country, air transport is vital tourist offering in an increasingly environmentally car. The next generation of aircraft will target power generator while an aircraft is on the ground. youngest, most technologically advanced and fuel in providing economic links conscious world. fuel efficiency rates below 3.0 litres per Instead, we plug our planes into a ground based efficient fleets in the world over coming years. 100 passenger kilometres. to international markets. electricity supply when they’re waiting at the gate. JOHN PALMER - CHAIRMAN The airline industry continues to be one of the 2007 W most dynamic sectors of the economy. Record ie V re fuel prices, the impact of significant security costs and processes, volatile exchange rates, increasing environmental awareness and new game changing shareholder aircraft, technologies and interiors are continuously zealand impacting the market. new air As an airline operating from a remote It’s tempting to forget how far-reaching and how purchases and our own initiatives, we intend to geography and flying relatively long, thin routes, effective the measures that have been taken reduce our emissions relative to the number of Air New Zealand must anticipate changes and over the last five years have proven. But to put passengers we carry and place Air New Zealand adapt to these changes at a far quicker rate than the progress made in context, the business has in a market leading position in this regard – a 3 many of our competitors in order to stay ahead been able to maintain and improve its profitability status that will in turn fundamentally support the and earn the ongoing support of our customers – in an environment in which jet fuel prices have New Zealand value proposition as a destination. because earn it we must! added more than $600 million per annum to the We expect to be a world leading airline in cost base since 2004.
Load more

Recommended publications
  • A History of Teal. the Origins of Air New Zealand As an International Airline
    University of Canterbury L. \ (' 1_.) THESIS PRESENTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF ARTS IN HISTORY. by IoA. THOMSON 1968 A HISTORY OF TEALe THE ORIGINS OF AIR NEW ZEALAND AS AN INTERNATIONAL AIRLINEo 1940-1967 Table of Contents Preface iii Maps and Illustrations xi Note on Abbreviations, etco xii Chapter 1: From Vision to Reality. 1 Early airline developments; Tasman pioneers; Kingsford Smith's trans-Tasman company; Empire Air Mail Scheme and its extension to New and; conferences and delays; formation of TEAL. Chapter 2: The Flying-boat Era. 50 The inaugural flight; wartime operations - military duties and commercial services; post-war changes; Sandringham flying-boats; suspension of services; Solent flying­ boats; route expansion; withdrawal of flying-boats. Chapter 3: From Keels to Wheels. 98 The use of landplanes over the Tasman; TEAL's chartered landplane seryice; British withdrawal from TEAL; acquisition of DC-6 landplanes; route terations; the "TEAL Deal" and the purchase of Electras; enlarged route network; the possibility of a change in role and ownership. Chapter 4: ACquisition and Expansion. 148 The reasons for, and of, New Zealand's purchase of TEAL; twenty-one years of operation; Electra troubles; TEAL's new role; DC-8 re-equipment; the negotiation of traff rights; change of name; the widening horizons of the jet age .. Chapter 5: Conclusion .. 191 International airline developments; the advantages of New Zealand ownership of an international airline; the suggested merger of Air New" Zealand and NoAoC.; contemporary developments - routes and aircraft. Appendix A 221 Appendix B 222 Bibliography 223 Preface Flying as a means of travel is no more than another s forward in man's impulsive drive to discover and explore, to colonize and trade.
    [Show full text]
  • 2021 Interim Financial Report
    WE ARE ALL CONNECTED INTERIM FINANCIAL REPORT 2021 AIR NEW ZEALAND INTERIM FINANCIAL REPORT 2021 LETTER FROM THE CHAIRMAN AND CHIEF EXECUTIVE OFFICER Kia ora koutou katoa Dame Therese Walsh Chairman IT IS EASY TO REFLECT ON customers these competitive prices to have been able to play such a critical THE LAST YEAR AND SEE and do so profitably. We are incredibly role in keeping New Zealanders connected ONLY THE DAMAGE THAT grateful to our loyal customers for their to each other during a time when COVID-19 HAS DONE TO continued support of the airline – the international travel is largely non-existent, OUR AIRLINE AND TO THE number of New Zealanders getting out and in supporting New Zealand’s economic and exploring their own backyard has INDUSTRY AS A WHOLE. recovery by moving key cargo in, out and been a delight to see. around the country. It is times like these that remind us that Air New Zealand is a key While it is true that this is a crisis like part of New Zealand’s infrastructure, and no other, the foundation of Air New WITH INTERNATIONAL our success is inextricably linked. Zealand, who we are, what we do, our PASSENGER FLIGHTS passion for customers and for innovating As we look ahead, 2021 looks set to SIGNIFICANTLY SCALED BACK, be a year of further recovery. With the to deliver a superior service, remains the OUR CARGO TEAM PIVOTED same. If anything, the importance of this vaccines steadily making their way THE BUSINESS VIRTUALLY foundation has only been amplified. across the globe, and our own supplies OVERNIGHT TO ENABLE here in New Zealand having arrived Compared to most of our global peers, US TO FLY MORE THAN 50 recently, we hope to see short-haul we are in a fortunate position.
    [Show full text]
  • Air New Zealand Profit More Than Doubles
    Media release 29 August 2013 Air New Zealand profit more than doubles Air New Zealand today announced earnings before taxation of $256 million for the 2013 financial year, an increase of 172 percent on the previous year and the company’s best result in five years. The net profit after taxation was $182 million, which is $111 million or 156 percent up on the previous year. Operating cash flow was the highest ever at $750 million, and the company reported cash holdings of $1.15 billion. Gearing improved seven percentage points to 39.1 percent, a record low for the airline. A fully imputed final dividend of 5.0 cents per share has been declared, taking the total dividend for the year to 8.0 cents per share, a 45 percent increase on the previous year. Chairman John Palmer says the result places Air New Zealand amongst the best performing airlines globally. “We are focused on further improving on this result in the 2014 financial year. Based on the airline’s forecast of market demand and fuel prices at current levels, early results and forward bookings are encouraging.” he says. “This result is one that investors, Air New Zealanders, customers and our nation can be proud of. It marks the start of an exciting new phase as Chief Executive Officer Christopher Luxon and his management team drive their Go Beyond strategy to grow the airline,” Mr Palmer says. “Strong results allow Air New Zealand to reinvest in its products, services, training and development to further enhance the customer experience and to connect more people and businesses than ever to, from and within New Zealand.” Air New Zealand has committed to investing NZ$1.8 billion in aircraft over the next three years.
    [Show full text]
  • Airbus A320-232 93352 Le Bourget Cedex - France T : +33 1 49 92 72 00 - F : +33 1 49 92 72 03 Registered D-AXLA Operated by XL Airways Germany
    Report Bureau d’Enquêtes et d’Analyses pour la sécurité de l’aviation civile Accident on 27 November 2008 Zone Sud - Bâtiment 153 off the coast of Canet-Plage (66) 200 rue de Paris Aéroport du Bourget to the Airbus A320-232 93352 Le Bourget Cedex - France T : +33 1 49 92 72 00 - F : +33 1 49 92 72 03 registered D-AXLA www.bea.aero operated by XL Airways Germany Published September 2010 N° ISBN: 978-2-11-099128-7 Bureau d’Enquêtes et d’Analyses pour la sécurité de l’aviation civile Ministère de l’écologie, de l’énergie, du développement durable et de la mer, en charge des technologies vertes et des négociations sur le climat Foreword This report expresses the conclusions of the BEA on the circumstances and causes of this accident. In accordance with Annex 13 to the Convention on International Civil Aviation, with EC directive 94/56 and with the French Civil Aviation Code (Book VII), the investigation was not conducted so as to apportion blame, nor to assess individual or collective responsibility. The sole objective is to draw lessons from this occurrence which may help to prevent future accidents. Consequently, the use of this report for any purpose other than for the prevention of future accidents could lead to erroneous interpretations. SPECIAL FOREWORD TO ENGLISH EDITION This report has been translated and published by the BEA to make its reading easier for English-speaking people. As accurate as the translation may be, the original text in French is the work of reference.
    [Show full text]
  • 2013 Annual Shareholder Review
    ANNUAL SHAREHOLDER REVIEW 2013 the airline has benefited from outstanding leadership, When Tony Carter assumes the Chairmanship after this Significant embracing a culture of innovation and calculated risk taking. year’s Annual Shareholder Meeting on 27 September, shareholders and customers alike can be confident that There are numerous examples of Air New Zealand’s leading the progress will continue. Tony is an experienced and innovations, including creative safety videos, the acclaimed Skycouch and a revolutionary new airport experience using successful business leader with a great understanding of self check kiosks and bag drops for customers. competitive markets and the importance of customer focus. The airline today bears little resemblance to that of a It has been a privilege for me to lead this iconic company. progressJohn Palmer – CHAIRMAN decade ago. Fuel prices are at levels that would have been We’ve made great progress on many fronts and our people unimaginable in 2001, and yet Air New Zealand has remained can be proud of what they have achieved. Despite all the consistently profitable through a range of adverse economic industry pressures, we are again generating acceptable conditions and global events. It is one of very few airlines shareholder returns. The challenge for the new Board and globally to maintain an investment grade credit rating. management is to further improve on that momentum – I’m confident that they can. Having the Crown as a majority shareholder has given the airline the stable ownership dynamic required to successfully I wish Tony, the Board and the Air New Zealand family all the execute this turnaround story.
    [Show full text]
  • For Personal Use Only
    Stock exchange listings: New Zealand (NZX: AIR) / Australia (ASX: AIZ) / ADR (OTC: ANZLY) MARKET ANNOUNCEMENT 27 May 2019 Air New Zealand announces multi-billion-dollar investment in new fuel-efficient Boeing 787-10 Dreamliners Air New Zealand has today announced significant investment in its international network and customer experience with commitments to purchase eight Boeing 787-10 Dreamliner aircraft powered by GE Aviation’s GEnx-1B engines. At today’s list prices, the agreement represents a value of US $2.7 billion. As is usual with such orders, Air New Zealand has negotiated a significant discount on current list prices and the parties have agreed not to disclose the actual purchase price. The first of these highly fuel-efficient aircraft will join the Air New Zealand fleet in 2022 and together they will have the potential to save 190,000 tonnes of carbon per year. Air New Zealand currently operates a fleet of 13 787-9 Dreamliners which Chief Executive Christopher Luxon says have proved to be the perfect aircraft for the airline’s Pacific Rim focus. “The 787-10 is longer and even more fuel efficient. However, the game changer for us has been that by working closely with Boeing, we’ve ensured the 787-10 will meet our network needs, including the ability to fly missions similar to our current 777-200 fleet. “This is a hugely important decision for our airline. With the 787-10 offering almost 15 percent more space for customers and cargo than the 787-9, this investment creates the platform for our future strategic direction and opens up new opportunities to grow,” says Mr Luxon.
    [Show full text]
  • Tēnā Koutou Katoa the Result for the 2021 Financial Year
    AIR NEW ZEALAND 2021 ANNUAL RESULT Forward-looking statements and disclaimer This presentation is given on behalf of Air New Zealand Limited (NZX: AIR and AIR020; ASX: AIZ). The information in this presentation: • Is provided for general purposes only and is not an offer or invitation for subscription, purchase, or a recommendation of securities in Air New Zealand • Should be read in conjunction with, and is subject to, Air New Zealand’s audited annual financial statements for the year ended 30 June 2021, prior annual and interim reports and Air New Zealand’s market releases on the NZX and ASX • Is current at the date of this presentation, unless otherwise stated. Air New Zealand is not under any obligation to update this presentation after its release, whether as a result of new information, future events or otherwise • May contain information from third parties. No representations or warranties are made as to the accuracy or completeness of such information • Refers to the financial year ended 30 June unless otherwise stated • Contains forward-looking statements of future operating or financial performance. The forward-looking statements are based on management's and directors’ current expectations and assumptions regarding Air New Zealand’s businesses and performance, the economy and other future conditions, circumstances and results. These statements are susceptible to uncertainty and changes in circumstances. This is particularly the case as a result of the ongoing impacts of the Covid-19 pandemic and the New Zealand Government's
    [Show full text]
  • Annual Financial Results Air New Zealand Annual Financial Results 2021 Air New Zealand Annual Financial Results 2021 Air New Zealand Group
    2021 ANNUAL FINANCIAL RESULTS AIR NEW ZEALAND ANNUAL FINANCIAL RESULTS 2021 AIR NEW ZEALAND ANNUAL FINANCIAL RESULTS 2021 AIR NEW ZEALAND GROUP DIRECTORS’ STATEMENT The directors of Air New Zealand Limited are pleased to present to shareholders the Annual Report* and financial statements for Air New Zealand and its controlled entities (together the “Group”) for the year to 30 June 2021. The directors are responsible for presenting financial statements in accordance with New Zealand law and generally accepted accounting practice, which give a true and fair view of the financial position of the Group as at 30 June 2021 and the results of the Group’s operations and cash flows for the year ended on that date. The directors consider the financial statements of the Group have been prepared using accounting policies which have been consistently applied and supported by reasonable judgements and estimates and that all relevant financial reporting and accounting standards have been followed. The directors believe that proper accounting records have been kept in accordance with the requirements of the Financial Markets Conduct Act 2013. The directors consider that they have taken adequate steps to safeguard the assets of the Group, and to prevent and detect fraud and other irregularities. Internal control procedures are also considered to be sufficient to provide a reasonable assurance as to the integrity and reliability of the financial statements. This Annual Report is signed on behalf of the Board by: Dame Therese Walsh Jan Dawson Chairman Deputy Chairman 26 August 2021 Contents Statement of Financial Performance 2 Independent Auditor’s Report 44 Statement of Comprehensive Income 3 Five Year Statistical Review 50 Statement of Changes In Equity 4 Corporate Governance Statement 55 Statement of Financial Position 5 Climate-Related Disclosures 64 Statement of Cash Flows 6 Directors’ Profiles 69 Statement of Accounting Policies 7 Interests Register 71 Notes to the Financial Statements Directors’ Interests in Air New Zealand Securities 72 1.
    [Show full text]
  • Wor Ld Meteorologicalorganiz
    W O R LD M E T E O R O L O G I C A L O R G A N I Z A T I O N WMO AMDAR Panel (15th Session) Boulder, USA, 6 - 9 November 2012 FINAL REPORT Meeting/Final Report, p. 2 EXECUTIVE SUMMARY The WMO Aircraft Meteorological DAta Relay (AMDAR) Panel (the Panel) is a WMO affiliated body made up of Members of WMO operating under the Terms of Reference (ToR) that have been put in place and maintained by the Panel Membership. AMDAR Panel Members contribute on an annual basis to the AMDAR Panel Trust Fund, which is managed and overseen by WMO and supports the coordination, activities and work programme of the Panel and the AMDAR Programme. The Panel in cooperation with the Commission for Basic Systems (CBS) Expert Team on Aircraft Observations (ET-AIR) and the Commission for Instruments and Methods of Observation (CIMO) Theme Leaders on Aircraft Measurements forms the WMO AMDAR Programme and together have continued to work towards further development of AMDAR observing system and its full integration into the WMO Integrated Global Observing System (WIGOS) under the WMO World Weather Watch Programme. This document provides the Final Report of the 15th Session of the WMO AMDAR Panel, which, was also the final Meeting of the Panel, having agreed to hand over full programmatic management and governance of the Aircraft-based and AMDAR observing systems to WMO and its Technical Commissions, CBS and CIMO. Most importantly, Members should be aware that this does not mean the end of AMDAR related developmental activities and there remains a strong need to continue supporting the work programme of the WMO Aircraft-based Observations programme.
    [Show full text]
  • NZ1-9831050-Whangarei District Airport Strategic Review.Docm
    Whangarei District Airport Strategic Review Table of Contents 1 Background .......................................................................................................... 1 1.1 Introduction .................................................................................................................. 1 1.2 Phase 1 Study Objectives ............................................................................................ 2 1.3 Northland Regional Context ......................................................................................... 2 1.4 ICAO Aircraft Reference Code ..................................................................................... 3 1.5 Drawings ...................................................................................................................... 3 2 Aeronautical Regulatory Framework .................................................................. 4 2.1 Aerodrome Certification ............................................................................................... 4 2.2 Standards and Recommended Practices for Aerodrome Design ................................ 4 2.3 CAR 139 Rewrite ......................................................................................................... 4 3 District and Regional Planning Context .............................................................. 6 3.1 Whangarei District Council Operative District Plan 2007 ............................................. 6 3.2 Regional Planning Documents ....................................................................................
    [Show full text]
  • A Comparative and Competitive Analysis of the Virgin Blue Business Model
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Lincoln University Research Archive Lincoln University Digital Dissertation Copyright Statement The digital copy of this dissertation is protected by the Copyright Act 1994 (New Zealand). This dissertation may be consulted by you, provided you comply with the provisions of the Act and the following conditions of use: you will use the copy only for the purposes of research or private study you will recognise the author's right to be identified as the author of the dissertation and due acknowledgement will be made to the author where appropriate you will obtain the author's permission before publishing any material from the dissertation. A Comparative and Competitive Analysis of the Virgin Blue Business Model A dissertation submitted in partial fulfilment of the requirements for the Degree of Master of Professional Studies in Transport Management At Lincoln University by R. West Lincoln University 2009 Richard West. Dissertation Master of Professional Studies in Transport Management ABSTRACT Abstract of a Dissertation submitted in partial fulfilment of the requirements for the Degree of M. Prof. Studs in Transport Management A Comparative and Competitive Analysis of the Virgin Blue Business Model by R. West Many papers have been written which investigate and compare individual specific airline performance measurement criteria. Few, if any, combine a number of these criteria simultaneously across a number of airlines. Such an approach is required of the management teams and Board members when making important strategic decisions which directly effect the airline’s success in the future.
    [Show full text]
  • Crazyaboutrugby Air New Zealand Group
    #CrazyAboutRugby Air New Zealand Group Kia ora Vancouver Chicago Beijing New York Seoul San Francisco Tokyo Osaka Los Angeles Shanghai London Houston Taipei Hong Kong Honolulu Singapore Denpasar Cairns Samoa Rarotonga Fiji Niue Tahiti New Caledonia Tonga Sunshine Coast Brisbane Norfolk Island Gold Coast Perth Adelaide Sydney Buenos Aires Auckland Melbourne Wellington Christchurch Notes Queenstown Air New Zealand flew to Ho Chi Minh City up until October 2018. Air New Zealand will operate the Christchurch to Singapore route from 1 December 2019 to 22 February Key 2020. Singapore Airlines has been operating this seasonal service three times a week, in addition to Routes operated by Air New Zealand its daily service. Routes operated solely by alliance partners Air New Zealand will commence services direct to New Routes commencing in the 2020 financial year York from October 2020. At the same time, the airline will withdraw from its Los Angeles to London route. Routes commencing in the 2021 financial year 2 Air New Zealand Databook 2019 Kia ora Vancouver Chicago Beijing New York Seoul San Francisco Tokyo Osaka Los Angeles Shanghai London Houston Taipei Hong Kong Honolulu Contents Singapore 1. Introduction to Air New Zealand 4 2. Competitive advantages 5 Denpasar 3. 2019 highlights 6 4. Sustainability 8 Cairns Samoa Rarotonga Fiji 5. Shareholding structure and Niue Tahiti performance 12 New Caledonia Tonga 6. Financial framework and Sunshine Coast our 2019 performance 13 Brisbane Norfolk Island Gold Coast 7. Network 14 Perth 8. Operating fleet 18 Adelaide Sydney Buenos Aires Auckland 9. Balance sheet structure Melbourne and funding 20 Wellington Christchurch 10.
    [Show full text]