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En Gemensam SAS-Aktie
En gemensam SAS-aktie Erbjudande från SAS AB (publ) till aktieägarna i SAS Sverige AB (publ) Börsprospekt för SAS AB (publ) Utbytesförhållanden: För varje aktie i SAS Danmark A/S, SAS Norge ASA och SAS Sverige AB erbjuds en ny aktie i SAS AB Anmälningsperiod: 28 maj – 25 juni 2001 Handel med BTA inleds: Omkring den 29 juni 2001 Beräknad första dag för notering av aktier i SAS AB: 6 juli 2001 Informationstillfällen Delårsrapport 2, jan-jun 2001 8 augusti 2001 Delårsrapport 3, jan-sep 2001 7 november 2001 Bokslutskommuniké 2001 februari 2002 Årsredovisning 2001 mars 2002 Miljöredovisning 2001 mars 2002 Handelskoder Reuter Bloomberg Telerate ISIN SAS Danmark A/S (DKK) SASD.CO SAS DC DK; SAS DK 001 022 3 775 SAS Norge ASA (NOK) SASB.OL SASB NO NO; SAS.B NO 000 392 0019 SAS Sverige AB (SEK) SAS.ST SAS SS SE; SAS SE 00 0032 9146 SAS AB SE 00 00 805574 Detta prospekt (”Prospektet”, ”detta Prospekt”) har upprättats av SAS AB med anledning av Erbjudandet (defi- nieras nedan) till aktieägarna i SAS Sverige AB som beskrivs häri samt med anledning av inregistreringen av SAS AB:s aktier på Stockholmsbörsen, Københavns Fondsbørs och Oslo Børs. Motsvarande erbjudanden läm- nas till aktieägarna i SAS Danmark A/S och SAS Norge ASA. Prospekt har upprättats på danska, norska, sven- ska samt engelska. Prospekten riktar sig till aktieägare i SAS Danmark A/S, SAS Norge ASA respektive SAS Sverige AB. Den engelska versionen är en översättning och riktar sig till aktieägare i samtliga ovan nämnda bolag. Den engelska versionen är, förutom i kapitel sex och där inte annat anges, en översättning av det svenska Prospektet. -
Års- Och Hållbarhetsredovisning 2020
Års- och hållbarhetsredovisning 2020 Verksamhet Finansiell information Året i korthet 4 Förvaltnings berättelse 82 Det här är Swedavia 5 Utdelning och vinstdisposition 87 Styrelseordförande har ordet 6 Bolagsstyrningsrapport 88 Vd har ordet 8 Styrelse 94 Pandemins påverkan 10 Koncernledning 96 Marknad och trender 14 Koncernens räkenskaper 98 Så skapar Swedavia värde 18 Koncernens resultaträkning 98 Swedavias strategier 20 Koncernens balansräkning 99 Samarbeten 22 Koncernens förändringar i eget kapital 101 Verksamhet 23 Koncernens kassaflödesanalys 102 Flygplatsverksamhet 24 Moderbolagets räkenskaper 103 Stockholm Arlanda Airport 24 Moderbolagets resultaträkning 103 Göteborg Landvetter Airport 26 Moderbolagets balansräkning 104 Bromma Stockholm Airport 28 Moderbolagets förändringar i eget kapital 105 Sju regionala flygplatser 29 Moderbolagets kassaflödesanalys 106 Linjer och destinationer 30 Noter 107 Aviation Business 32 Årsredovisningens undertecknande 141 Commercial Services 34 Revisions berättelse 142 Fastighetsverksamhet 36 Real Estate 36 Framtidens hållbara flygplatser och flygtransporter 38 Framtidens hållbara flygplatser 40 Swedavias övergripande mål 40 Sociala förhållanden och personal 42 Antikorruption och mänskliga rättigheter 46 Hälsa och säkerhet 48 Ekonomisk utveckling och investeringar 50 Masterplan 52 Leverantörer 53 Klimat och miljö 54 Detta är Swedavias års- och hållbarhetsredovisning för räkenskapsåret 2020. Rapporten vänder sig framför allt till ägare, kunder, kredit analytiker Framtidens hållbara flygtransporter 58 -
Q:/S/C/W270A2-03.Pdf
S/C/W/270/Add.2 Page 403 PART H OWNERSHIP S/C/W/270/Add.2 Page 405 H. OWNERSHIP 1. Regulatory aspects 659. This section will discuss: (a) the different concepts associated with the term "ownership", and their interactions; (b) documentary limitations affecting the analysis of the issue; and (c) main regulatory developments. (a) The different concepts associated with the term "ownership" and their interaction 660. As explained in the compilation (paragraphs 7-9, pages 220-221), in the professional and academic aviation literature the term "ownership" is indifferently used to refer to three distinct concepts: (i) The designation policy through which a country attributes the rights to operate, either domestically or under a bilateral Air Services Agreement, to a given airline(s) (e.g. the US Department of Transportation granting traffic rights to American Airlines but not to Continental Airlines on a non-open- skies destination). Designation policies were used in the past both at the national level (e.g. before the 1979 deregulation, the US Civil Aeronautics Board would attribute the right to operate on a given city-pair to a given airline) and at the international level. They seem now to be confined mainly to the international arena with the marginal exception of public services contracts. (ii) The national investment/establishment regime for airlines, whether operating only domestic flights, only international flights, or both. The investment regime may cover also non-scheduled carriers and, in certain instances, general aviation/business aviation carriers. In cases where there is only one, publicly-owned airline, there may be no investment regime since none is needed. -
Marknaden I Avregleringens Spår
f lyg 01/2008 tendenser STATISTIK , ANALYS OCH INFORMATION FRÅN LUFTFARTSSTYRELSEN TEMANUMMER: INRIKESFLYG Svenska inrikesflygets historia sid 4 Inrikesflygets framtid? sid 22 Marknaden i avregleringens spår I nästan fyrtio år hade SAS och dåvarande Linjeflyg så gott som monopol på inrikesflyget. Vid sidan fanns ett antal regionala flygbolag som verkade på marknaden där SAS/Linjeflyg angav villkoren. I början av 1990-talet Att flyga är farligt – därför är det säkert sid 25 inleddes en avreglering av inrikesflyget. Med avregleringen kom den svenska inrikesmarknaden att förändras. Idag utgör flygreseorganisationer det nya inom inrikesflyget. Lågkostnadsbolagen kommer och går, kvar finns fort- farande ett starkt SAS, med en betydande ställning på marknaden − nu med Skyways som samarbetspartner. sid 8 Aktuell statistik sid 29 SID 2 – FLYGTENDENSER 01/2008 – STATISTIK , ANALYS OCH INFORMATION FRÅN LUFTFARTSSTYRELSEN STATISTIK , ANALYS OCH INFORMATION FRÅN LUFTFARTSSTYRELSEN – FLYGTENDENSER 01/2008 – SID 3 Innehåll Förord 3 Svenska inrikesflygets historia 4 Så reser vi inom landets gränser 10 Den nationella resvaneundersökningen 13 Med fokus på inrikes priser 16 Marknaden i avregleringens spår 18 Inrikesflygets framtid? 22 Att flyga är farligt – därför är det säkert 25 Aktuell statistik 29 Statistik, källa: Luftfartsstyrelsen om inget annat anges. SID 2 – FLYGTENDENSER 01/2008 – STATISTIK , ANALYS OCH INFORMATION FRÅN LUFTFARTSSTYRELSEN STATISTIK , ANALYS OCH INFORMATION FRÅN LUFTFARTSSTYRELSEN – FLYGTENDENSER 01/2008 – SID 3 Förord Sveriges geografiska läge och långa avstånd inom landet ställer Just nu förbereder regeringskansliet en ny infrastrukturpropo- krav på effektiva transporter och inrikesflyget spelar i det avse- sition som ska utgöra grunden för framtida investeringar på endet stor roll för att minska avstånden och förbättra tillgäng- transportområdet. -
SAS 2001 Q1 Analystmaterial
SAS IR/STU 1 2001-05-11 SAS Group Analyst meeting Stockholm, May 9, 2001 SAS IR/STU 2001-05-11 www.scandinavian.net2 SAS Group 1st Quarter – highlights The Marketplace Impact from weaker U.S. Economy SAS Strong January/ February – Good traffic growth – Stronger Business Class March weaker than expected Capacity adjustments announced April 9 Hotel business as planned Maintained outlook for Full Year 2001 SAS IR/STU 3 2001-05-11 Scandinavian Airlines System, Investor Relations Tel. +46 (0) 8 797 1451 Fax: +46 (0) 8 85 58 76 e-mail: [email protected] --- Homepage: www.scandinavian.net -- Results Jan -Mar 2001 SAS Group Events of note 1st Quarter Jörgen Lindegaard President & CEO as from May 8, 2001 SAS Cargo to be incorporated 2001 Proposal of single SAS share submitted to Parlaments SAS IR/STU 4 2001-05-11 SAS new organization SAS Group will react swifter in the marketplace Board of Directors Strategic Focus Areas - CEO Corporate Development/M&A CEOCEO Customer Satisfaction Strategic Focus Areas - Communications Government & External Strategic Focus Area - HR Relations HR Communications HR Communications People Capabilities Communications AirlineAirline Commercial Commercial AirlineAirline Operations Operations CFOCFO Strategic Focus Area - Strategic Focus Area - Strategic Focus Areas - CFO Airline Operations Airline Commercial Shareholder Value/ Customer Relations Operational Investor Relations Excellence Group Brand & Image Finance & Capital Alliances & Partnerships Corporate Business Control Information Technology Capabilities -
SAS “New” Business Model
SAS “new” business model David Sörhammar Uppsala University Department of Business Studies Sweden [email protected] Anna Bengtson Uppsala University Keywords: dynamics, market change, marketing practice, SAS. Abstract In September 2005 SAS introduced a new business model. Where did the model come from and what influenced it? This paper’s focus is on the making of the model where we study the making of a business model as a dynamic process through time. In concrete terms, traces of today’s model can be found and examined from the SAS group’s embryonic attempts starting in 1946, through the financially good years during the 1980s, to the market re-regulation in contemporary time. During these years several changes have taken part both on the larger air travel market and in SAS´s market practice. We have separated SAS´s history into three era’s, the technological era, the businessman’s airlines era, and the “to serve Europe with air travel” era. Elaborating on the theoretical notion of mutuality between markets and market practice (Cf. Helgesson et. al., 2004), the impact of these practices and of the market infra structure at different points in time are described and their importance for the emergence of the business model discussed. Our findings show that the political efforts to de-regulate the European air travel markets did not automatically change all market practices and thus not the market. The process that followed the de-regulation can better be characterised as a translation process in which a changed market was created, based on an already established network of embedded material and immaterial items, such as booking systems, airplanes and perceptive frames, that had to be taken into consideration. -
Norwegian Air Shuttle ASA.Pdf
FACULTY F SOCIAL SCIENCES, UIS BUSINESS SCHOOL MASTER’S THESIS STUDY PROGRAM: THESIS IS WRITTEN IN THE FOLLOWING SPECIALIZATION/SUBJECT: Business and administration Applied Finance THE ASSIGNMENT IS NOT CONFIDENTIAL TITLE:Valuation of Norwegian Air Shuttle ASA AUTHOR(S) SUPERVISOR: Student number: Name: 230498 Christer B. Nordbø Marius Sikveland ………………… ……………………………………. 229868 Jabbar Raza ………………… ……………………………………. ACKNOWLEDGE RECEIPT OF 2 BOUND COPIES OF THESIS Stavanger, ……/…… 2016 Signature administration:………………………… Executive Summary The purpose of this thesis is to do a valuation on Norwegian Air Shuttle ASA, and based upon this objective we have formulated the following problem statement: “What is the fair value of Norwegian Air Shuttle ASA as per 31.03.2016?” The purpose of this valuation is to evaluate if the stock price is either over or under priced. Based on the findings in this thesis, we estimated the stock price of Norwegian Air Shuttle ASA to be NOK 283,1. On 31.03.2016 the stock price of Norwegian Air Shuttle ASA was NOK 311,5 and therefore our claim is that the stock is overvalued. Our recommendation is then to sell the stock. To answer the problem statement, we will do a fundamental valuation of Norwegian Air Shuttle ASA. First we did a strategic analysis, consisting one external analysis and one internal analysis. The external analysis consisted of a Pestle analysis and Porter Five Forces framework. This gave us the foundation for predicting future development and environment of the company. From the external analysis we found that the European market is driven by low margins and fierce competition. For the internal analysis we did a VRIO-analysis evaluating the internal resources. -
Annual Report 2008 Norwegian Air Shuttle ASA
Annual Report 2008 Norwegian Air Shuttle ASA 93 Norwegian Air Shuttle ASA Foreword from the Cheif Executive Officer Norwegian Air Shuttle ASA The Year in Brief Annual repport 2008 Bjørn Kjos Annual Report 2008 The Year in Brief S E V E R N A Y A Z E M L Q1 Q2 Y A New routes 9 New routes 32 S E V E R N A Y Passengers 1 997 035 (+ 53%) Passengers A Z2 344 219 (+ 47%) E M Boeing 737-800 deliveries 2 S EBoeingV E R 737-800N A Y deliveries 3 L A Z Y A Avg. spot fuel price USD 890 (+ 51 %) Boeing 737-300 deliveriesE M 2 y a L Y NOVOSIBIRSKIVE l Fuel hedge none Avg. spot fuel price A USD 1 176 (+ 83 %) e m OSTROVO Z Fuel hedge none a y a v a NOVOSIBIRSKIVE o • Opening of Rygge airportl y • Rebranded FlyNordic to Norwegian.se m N • Early eastery holidayae in March • Secured pre-delivery financing with Natixis for NOVOSIBIRSKIVE OSTROVO m l Z e a 10 first acquired Boeing 737-800 HGW OSTROVO Z y a a y v a o S E V E R N A v Y A N Z E o M L ALTA KIRKENES Y TROMSØ N Q3 A Q4 BARDUFOSS Table of contents HARSTAD/NARVIK New routes 3 New routes 18 KIRUNA Passengers 2 574 382 (+ 27%) Passengers 2 220 917 (+ 11%) BODØ ALTA KIRKENES y a NOVOSIBIRSKIVE TROMSØ ALTA m l Boeing 737-800 deliveries 1 Boeing 737-800 deliveries 1 TROMSØ KIRKENES e OSTROVO Z The year in Brief 03 BARDUFOSS a Boeing 737-300 deliveries 1 MD-80 re-delivery 3 HARSTAD/NARVIKLULEÅ BARDUFOSS y HARSTAD/NARVIK a Avg. -
Ilyushin IL-18 Der Sowjetische Turboprop-Bestseller
Issue 5 / October 2020 WINGSWORLDHERPA WINGS MAGAZINE HERPA WINGS MAGAZINE WINGSWORLD 24. Jahrgang/24th Year · Printed in Germany · 209366 · A 7,50 € · CH 8,00 CHF · B / NL / L 7,70 € · I / E / P (Cont.) 8,80 € · GR 8,50 € · US 9,50$ 6,50 € Ilyushin IL-18 Der sowjetische Turboprop-Bestseller The Soviet turboprop bestseller Balkan Bulgarian Airlines Fokker F-27 “Friendship” Airline catering Mehr als ein Ferienflieger Nachkriegs-Comeback vor 65 Jahren Bordmenüs im eigenen Kochtopf More than a holidaymaker airline Post-war comeback 65 years ago In-flight menus on your own stove EEXCLUSIVEXCLUSIVE SSPECIALPECIAL MMODELSODELS Boeing 747-400 KLM 100th Herpa 1:500 Boeing 747-400 KLM 100th Herpa 1:500 Boeing 777-300 KLM 100th Orange Pride Herpa 1:500 Boeing 777-300 KLM 100th Orange Pride Herpa 1:500 Boeing 777-300 KLM 100th 1:500 Herpa 1:500 11:500:500 RRARITÄTENARITÄTEN AAirbusirbus AA320320 FFLYLY SSHANNONHANNON HHerpaerpa 11:500:500 DieCast all scales largest range + lowest price + fastest service Aviation Center Berlin Aviation Center JAPAN Shop Crosswing: Zentrale / Headoffice: Herpa Wings 1/500 current: Herpa Wings Limited Edition Models: Kantstraße 96 – Charlottenburg – Herpa Wings out of production: 10627 Berlin – Germany Tel. (81) 086-425-4511 · Fax: (81) 086-435-9150 E-Mail: [email protected] · Internet: www.crosswing.co.jp Phone: +49 (0)30/31018247 4-23, 1-chome Hamanochaya Kurashiki-city Okayama-p JAPAN Zip-710-0061 wwww.aviation-center-berlin.deww.aviation-center-berlin.de www.crosswing.co.jp Aviation Center UK Aviation Center -
Markedet Resultater Historien Produktet Seneste Utvikling
Markedet Inntekter fra salg og merkevareassosiasjoner har fulgte nye ruter innenlands og utenlands. Før Norwegian kom på banen, hadde ingen hatt parallelle positive løp. Norwegian har skilt Høsten 2003 fikk selskapet konsesjon for å aktør på det norske flymarkedet klart å overleve seg klart fra konkurrentene gjennom produkt fly tre ruter på kortbanenettet i nord. De tre konkurransen fra den hyperprofesjonelle og kommunikasjon. De utfordrer fortsatt de rutene var Tromsø-Lakselv, Tromsø-Andenes og konkurrenten SAS. De har falt eller blitt etablerte konvensjonene i bransjen, selv om Andenes–Bodø. Denne Fokker F-50-operasjonen kjøpt opp en etter en, Widerøe, Color Air bransjen har begynt å kopiere utfordreren. ble avsluttet 31.12.2003 og de tre resterende og Braathen S.A.F.E. Konkurransen var og er Norwegians fikk i 2006 EU-patent for sin flyene ble solgt 2. kvartal 2004. enda mer kynisk enn i dagligvarebransjen, bestillingsløsning ”Lavpriskalenderen”! M.a.o. er 18. desember 2003 ble Norwegian Air Shuttle nettopp fordi det er mye vanskeligere for folk den så unik, at opphavsretten kan beskyttes. registrert på Oslo Børs. Børsintroduksjonen å sammenligne tilbudene fra de forskjellige Norwegian ble kåret til årets markedsfører i var vellykket og ble overtegnet. Emisjonen ga aktørene. Prisstrukturer og tilbudsannonsering er 2005. selskapet ny kapital på NOK 250 millioner. et salig virvar for forbruker. I begynnelsen av 2004 ble ytterligere tre fly Norwegian har etablert seg som Historien knyttet til flåten, som sommeren 2004 var på ”lavprisselskapet” i markedet og har i 2006 ca. Norwegian Air Shuttle ASA ble etablert 22. totalt 11 fly. Det 12. -
Atlas of Airports
COMPOSMENT TYPOLOGY CONFIGURATION AIRFIELDS NORWAY Norwegian airports with more than 100 000 passengers This airport research combines selected airports that with a certain annual passengers in Norway. The methodology of juxtaposition, the analysis of Terminals, Runway, Airport cities patterns as well as configuration, spatial, morphology, forms, which serve as a base-data for airport design. TYPOLOGY OF AIRPORTS - NORWAY SELECTED AIRPORT ANALYSIS & STUDY con- tent Oslo 3 Bergen 5 Stavanger 7 Trondheim 9 Tromsø 11 Sandefjord 13 Bodø 15 Kristiansand 17 Ålesund 19 Haugesund 21 Narvik and Harstad (Evenes Airport) 23 Alta 25 VMolde 27 Kristiansund 29 Kirkenes 31 Bardufoss 33 Hammerfest 35 Longyearbyen, Svalbard 37 Florø 39 Stokmarknes 41 Mo i Rana 43 Runway 45 Configuration 47 Airport cities 49 Terminals 51 OSL 60°12’10’’N 011°05’02’’E Airport type Public Operator Oslo Lufthavn AS Serves Oslo, Norway Location Gardermoen, Ullensaker, Akershus Runways 3,600/2,950 Passengers 25,788,610 International 14,567,406 Domestic 11,221,204 Aircraft movements 237,618 Cargo (tonnes) 130,301 3 OSL RUNWAY TERMINAL AIRPORT CITY STRUCTURE 1 AIRPORT CITY PATTERN TRANSFER AIRPORT CITY PATTERN The first airports to serve Oslo was Kjeller Airport that opened in 1912 and Gressholmen Airport that served seaplanes after its opening in 1926. The airport location was first used by the Norwegian Army from 1940, with the first military airport facilities being built during the 1940s. An expansion with a new terminal building and a third pier is scheduled to open in 2017.Oslo Airport is the largest and busiest of three major international airports located around Oslo. -
List of Government-Owned and Privatized Airlines (Unofficial Preliminary Compilation)
List of Government-owned and Privatized Airlines (unofficial preliminary compilation) Governmental Governmental Governmental Total Governmental Ceased shares shares shares Area Country/Region Airline governmental Governmental shareholders Formed shares operations decreased decreased increased shares decreased (=0) (below 50%) (=/above 50%) or added AF Angola Angola Air Charter 100.00% 100% TAAG Angola Airlines 1987 AF Angola Sonair 100.00% 100% Sonangol State Corporation 1998 AF Angola TAAG Angola Airlines 100.00% 100% Government 1938 AF Botswana Air Botswana 100.00% 100% Government 1969 AF Burkina Faso Air Burkina 10.00% 10% Government 1967 2001 AF Burundi Air Burundi 100.00% 100% Government 1971 AF Cameroon Cameroon Airlines 96.43% 96.4% Government 1971 AF Cape Verde TACV Cabo Verde 100.00% 100% Government 1958 AF Chad Air Tchad 98.00% 98% Government 1966 2002 AF Chad Toumai Air Tchad 25.00% 25% Government 2004 AF Comoros Air Comores 100.00% 100% Government 1975 1998 AF Comoros Air Comores International 60.00% 60% Government 2004 AF Congo Lina Congo 66.00% 66% Government 1965 1999 AF Congo, Democratic Republic Air Zaire 80.00% 80% Government 1961 1995 AF Cofôte d'Ivoire Air Afrique 70.40% 70.4% 11 States (Cote d'Ivoire, Togo, Benin, Mali, Niger, 1961 2002 1994 Mauritania, Senegal, Central African Republic, Burkino Faso, Chad and Congo) AF Côte d'Ivoire Air Ivoire 23.60% 23.6% Government 1960 2001 2000 AF Djibouti Air Djibouti 62.50% 62.5% Government 1971 1991 AF Eritrea Eritrean Airlines 100.00% 100% Government 1991 AF Ethiopia Ethiopian