Annual Report 2004/2005

Total Page:16

File Type:pdf, Size:1020Kb

Annual Report 2004/2005 DO & CO I THE GOURMET ENTERTAINMENT COMPANY ANNUAL REPORT 2004I 2005 Ladies and Gentlemen, I am pleased to present to you the DO & CO Annual International Event Catering also made a sterling Report for 2004/2005. Annual reports are not showing this past business year. The division put in normally what you would think of as entertaining an excellent performance in the Formula 1, one of reading. As “Gourmet Entertainers” we have tried to its culinary customers since 1992. It also managed change that by conveying as modern and “tasty” a the entire VIP hospitality operations at the European picture of our company group as possible. Soccer Championships in Portugal for the first time Business year 2004/2005 was one of the most in 2004. These highlights plus one or two other successful the DO & CO Group has ever had. Our prestigious sports events are featured on the total sales of over EUR 134 million set an all-time following pages, along with a host of private and sales record and boosted EBIT substantially over the corporate celebrations. year before, to EUR 3.45 million. The Division Restaurants & Bars is virtually on a We are clearly positioned on the market. The par with the other divisions. Of special note in this DO & CO Group brands stand for unsurpassed segment is the successful development of K.u.K. quality and innovative products. Our corporate Hofzuckerbäckerei Demel. With the restructuring of culture is flexible and is always open to new ideas. this legend long completed, the expansion phase These traits are probably what have enabled us to now begins. A Demel will be opening in Salzburg in post strong growth in all divisions at a time when October 2005. markets and demand are undergoing a radical In closing, I thank all our employees for their transformation. unrivaled commitment and tireless efforts to deliver Our Airline Catering Division had a boom year top quality and service. We are fully aware that you despite the difficult market climate. In an ever more are this company’s most valuable assets. polarized market, we offer an extremely flexible and I also express my appreciation to our customers innovative product portfolio on the world market. for the trust you have placed in us. As always, our DO & CO stands for the ultimate in premium greatest aspiration is to be your favorite host, at quality. At the start of the year, we acquired a 27 % occasions large and small. It makes us happy to see stake in a new partner SUPPLAIR B.V. This firm has you enjoying “Gourmet Entertainment by DO & CO”. the reputation of being the most creative and fastest growing supplier to Economy Class in the world. It is an ideal strategic combination, warmly welcomed Best regards, The “Oyster Slurper”, the illustration on the cover of this publication, is a work from the six- by customers and sure to open up grand market part “Epicure Series” that Erich Sokol † created exclusively for DO & CO. Note the details. opportunities to this unique alliance. Our Even after years of looking at his work, you can always find something new. That is a basic performance, quality and innovation are in great principle our company lives by. As one of the first to pave the way for DO & CO, Erich Sokol demand. The best proof of this is our high caliber showed us what it means to live a quality life. He was a visionary who helped to shape the clientele, including customers such as British company in its formative years. From his pen is the distinctive DO & CO logo – a symbol for Airways, Emirates Airlines, Cathay Pacific, Lauda Air, “an excellent grocers, prompting you to wonder why you don’t know it”. We shall be eternally and Lufthansa, which put us in charge of its First grateful to him. I Class Lounges in Frankfurt. Attila Dogudan 1786 DIVISION DIVISION DIVISION I International I DO & CO Group I Restaurants & Bars I Airline Catering Event Catering ”Best tastes of the world” ”First look at the menu – The Gourmet Restaurants, Lounges & Bars are the segment in then choose the airline” Entertainment Company – which the company first started. Today, they the “no headache partner” remain the flagship stores of DO & CO and a Airline Catering is the largest division in the group, accounting for 45.4 % of consolidated sales. This showcase for the entire breadth of our product DO & CO is synonymous with an all-encompassing portfolio. As the heart of the group, this division past business year DO & CO handled the catering for 20 international airlines. Product development total product for special events. Besides its core also serves as a firm foundation for the successful product, the supply of food and beverages, the brands in the group: DO & CO, DEMEL and AIOLI. in recent years has been driven by changes in the airline catering market. DO & CO responded to division also generates innovative ideas, themes these changes by entering into an alliance with and approaches within its own in-house creative SUPPLAIR based on a forward-looking model. In agency. Customers can rely on perfect planning, another encouraging development, DO & CO was execution and supervision as well as a partner with singled out to be in charge of guests services at the a solid financial record. The DO & CO team handles Lufthansa First Class Lounges. events involving anywhere from 2 to 100,000 guests. Sales in business year 2004/2005 were by far the highest in the company’s history. Key Figures for 2004/2005 Key Figures for 2004/2005 Key Figures for 2004/2005 Key Figures for 2004/2005 Sales: EUR 26.03 million Sales: EUR 60.97 million Sales: EUR 47.26 million Sales: EUR 134.26 million Change against previous year: +24.1 % Change against previous year: +22.2 % Change against previous year: +73.2 % Change against previous year: +36.8 % EBITDA: EUR 1.51 million EBITDA: EUR 3.98 million EBITDA: EUR 3.37 million EBITDA: EUR 8.86 million Change against previous year: +6.3 % Change against previous year: +7.6 % Change against previous year: +10.5 % Change against previous year: +8.4 % EBITDA margin: 5.8 % EBITDA margin: 6.5 % EBITDA margin: 7.1 % EBITDA margin: 6.6 % EBIT: EUR 0.46 million EBIT: EUR 0.82 million EBIT: EUR 2.17 million EBIT: EUR 3.45 million Change against previous year: +53.3 % Change against previous year: +70.8 % Change against previous year: +18.6 % Change against previous year: +32.2 % EBIT margin: 1.8 % EBIT margin: 1.3 % EBIT margin: 4.6 % EBIT margin: 2.6 % Sales in E m Sales in E m Sales in E m Sales in E m 70 70 70 140 60 60 60 130 134.3 50 50 61.0 50 120 40 40 49.9 40 110 44.4 43.9 47.3 30 30 30 100 20 20 20 32.0 30.0 90 26.0 27.3 98.2 21.0 91.8 94.6 10 20.7 10 10 80 15.5 0 0 0 70 01/02 02/03 03/04 04/05 01/02 02/03 03/04 04/05 01/02 02/03 03/04 04/05 01/02 02/03 03/04 04/05 DO & CO Restaurants & Catering Aktiengesellschaft Division Divisions Restaurants & Bars International Event Catering & Airline Catering Italy / Spain / Strategic GB / USA Germany Austria Germany Austria Portugal Investments DO & CO im Haas Haus DO & CO DO & CO DO & CO Lounge DO & CO Deutschland DO & CO Italy Restaurantbetriebs Party-Service & Catering International Catering SUPPLAIR B.V. GmbH Holding GmbH S.r.l. GmbH GmbH Ltd., GB 27 % DO & CO - Salzburg DO & CO DO & CO España DO & CO Albertina DO & CO Frankfurt DO & CO - LAUDA-AIR Restaurants & Betriebs International Investments Restauración & Catering, Restaurants, Catering & GmbH GmbH GmbH Ltd., GB S.L. Handling GmbH 50 % DO & CO Catering- DO & CO im PLATINUM DO & CO DO & CO München DO & CO - Portugal Consult & Beteiligungs Restaurantbetriebs Event & Airline Catering GmbH Restauracao e Catering, GmbH GmbH Ltd., GB Sociedade Unipessoal, Lda DO & CO - Baden AIOLI – Vienna Airport DO & CO DO & CO Berlin Restaurants & Restaurants & Catering Holdings USA GmbH Veranstaltungs GmbH GmbH Inc., Wilmington Casino Wien DO & CO New York Café - Restaurant & Catering Catering GmbH Inc. K.u.K. Hofzuckerbäcker DO & CO Miami Ch. Demel´s Söhne Catering Inc. GmbH AIOLI Restaurants & Party-Service GmbH B&B Betriebsrestaurants GmbH The World of DO & CO AUSTRIA K.u.K. Hofzuckerbäcker Café-Restaurant & Catering GERMANY SPAIN Ch. Demel´s Söhne GmbH im Casino Wien GmbH Kohlmarkt 14 Kärntner Straße 41 DO & CO A-1010 Vienna A-1010 Vienna DO & CO Berlin GmbH DO & CO Restauración & Restaurants & Catering AG Tel: +43 (1) 535 17 17-0 Tel: +43 (1) 512 48 36-195 An der Spreeschanze 2 Catering España, S.L Stephansplatz 12 Fax: +43 (1) 535 17 17-26 Fax: +43 (1) 512 77 94 D-13599 Berlin Joan d’Alos, 36 A-1010 Vienna [email protected] [email protected] Tel: +49 (30) 337 730-0 E-08034 Barcelona Tel: +43 (1) 74 000-144 Fax: +49 (30) 337 730-31 [email protected] Fax: +43 (1) 74 000-194 [email protected] [email protected] Café Griensteidl AIOLI - Vienna Airport Michaelerplatz 2 Restaurants & Catering GmbH A-1010 Vienna Postfach 107 DO & CO Frankfurt GmbH GREAT BRITAIN DO & CO Tel: +43 (1) 535 26 92-0 A-1300 Vienna-Schwechat DO & CO Lounge GmbH Party-Service & Catering GmbH Fax: +43 (1) 535 26 92-14 Tel: +43 (1) 74 000-261 Langer Kornweg 38 Dampfmühlgasse 5 [email protected] Fax: +43 (1) 74 000-160 D-65451 Kelsterbach DO & CO Event & Airline Catering Ltd.
Recommended publications
  • Bombardier Business Aircraft and Are Not Added to This Report
    BACKGROUNDER June 30, 2015 Program Status Report - CRJ Series aircraft Deliveries Total Total Current Apr - Jun FYTD 1 Orders Delivered Backlog 2015 CRJ100 226 226 0 0 0 CRJ200 709 709 0 0 0 CRJ440 86 86 0 0 0 CRJ700 Series 701 2 334 326 8 1 2 CRJ700 Series 705 16 16 0 0 0 CRJ900 391 351 40 11 24 CRJ1000 68 40 28 0 1 Challenger 800 3 33 33 0 0 0 Total 1863 1787 76 12 27 June 30, 2015 Page 1 of 3 Program Status Report - CRJ Series aircraft CRJ700 CRJ700 CRJ700 CRJ700 Customer Total Total CRJ100 CRJ100 CRJ200 CRJ200 CRJ440 CRJ440 Series 701 Series 701 Series 705 Series 705 CRJ900 CRJ900 CRJ1000 CRJ1000 Orders Delivered Backlog Ordered Delivered Ordered Delivered Ordered Delivered Ordered Delivered Ordered Delivered Ordered Delivered Ordered Delivered Adria Airways 12 11 1 0 0 5 5 0 0 0 0 0 0 7 6 0 0 AeroLineas MesoAmericanas 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Air Canada 56 56 0 24 24 17 17 0 0 0 0 15 15 0 0 0 0 Air Dolimiti 5 5 0 0 0 5 5 0 0 0 0 0 0 0 0 0 0 Air Littoral 19 19 0 19 19 0 0 0 0 0 0 0 0 0 0 0 0 Air Nostrum 81 56 25 0 0 35 35 0 0 0 0 0 0 11 11 35 10 Air One 10 10 0 0 0 0 0 0 0 0 0 0 0 10 10 0 0 Air Wisconsin 64 64 0 0 0 64 64 0 0 0 0 0 0 0 0 0 0 American Airlines 54 30 24 0 0 0 0 0 0 0 0 0 0 54 30 0 0 American Eagle 47 47 0 0 0 0 0 0 0 47 47 0 0 0 0 0 0 Arik Air 7 5 2 0 0 0 0 0 0 0 0 0 0 4 4 3 1 Atlantic Southeast (ASA) 57 57 0 0 0 45 45 0 0 12 12 0 0 0 0 0 0 Atlasjet 3 3 0 0 0 0 0 0 0 0 0 0 0 3 3 0 0 Austrian arrows 4 13 13 0 0 0 13 13 0 0 0 0 0 0 0 0 0 0 BRIT AIR 49 49 0 20 20 0 0 0 0 15 15 0 0 0 0 14 14 British European 4 4 0 0 0 4 4 0 0 0 0 0 0 0 0 0 0 China Eastern Yunnan 6 6 0 0 0 6 6 0 0 0 0 0 0 0 0 0 0 China Express 28 18 10 0 0 0 0 0 0 0 0 0 0 28 18 0 0 Cimber Air 2 2 0 0 0 2 2 0 0 0 0 0 0 0 0 0 0 COMAIR 130 130 0 110 110 0 0 0 0 20 20 0 0 0 0 0 0 DAC AIR 2 2 0 0 0 2 2 0 0 0 0 0 0 0 0 0 0 Delta Connection 168 168 0 0 0 94 94 0 0 30 30 0 0 44 44 0 0 Delta Air Lines 40 40 0 0 0 0 0 0 0 0 0 0 0 40 40 0 0 Estonian Air 3 3 0 0 0 0 0 0 0 0 0 0 0 3 3 0 0 The Fair Inc.
    [Show full text]
  • Presentation of the Traffic Results for 2020 and Outlook
    FLUGHAFEN WIEN AG Traffic Results 2020 and Business Outlook for 2021 Press Conference, 21 January 2021 2020: Most difficult year in the history of Vienna Airport – Upswing expected in 2021 Coronavirus pandemic comes close to bringing global flight operations to a standstill – passenger volumes down 60% across the globe (IATA estimate) 7.8 million passengers at Vienna Airport in 2020 (-75.3%) – like in the year 1994 The crisis has shown how indispensable air transport is: delivery of relief supplies, repatriation flights, Vienna Airport available 24/7 as part of the critical infrastructure Outlook for 2021: due to upturn in H2/2021 about 40% of pre-crisis level (12.5 million passengers) and expected consolidated net profit close to zero – short time work extended until March 2021 About 70% of pre-crisis level in 2022, approx. 80% in 2023 Vaccination will provide impetus to growth, but only with unified international and European travel regulations – digitalisation as a major opportunity (“digital vaccine certificate“) 2 Development in 2020 Traffic figures and influencing factors 3,500,000 PAX 2019 PAX 2020 14.4% 3,000,000 8.3% 2019 Deviation 2019/2020 2,500,000 2,000,000 1,500,000 1,000,000 -65.8% -74.7% -81.8% -81.1% -86.7% 500,000 -95.4% -93.4% -92.9% -99.5% -99.3% 2020 0 January February March April May June July August September October November December Begin of Travel warnings and 1st Insolvency First Passenger growth at restrictions on flight lockdown of Level Restart of “COVID- beginning of the year traffic Lauda Air Strongest Further tested “Lockdown End of Austrian Austrian and month travel flights“ light“, December: End of February: begin Repatriation flights, Airlines, Airlines Austrian thanks to warnings begin of beginning of first flight transport of relief Wizz Air resumes Airlines summer Antibody 2nd of 3rd cancellations (e.g.
    [Show full text]
  • L'italia Vista Dagli Altri
    Le ricerche del Centro Studi del Touring Club Italiano 2005 L’ITALIA VISTA DAGLI ALTRI Siamo tuttora il Paese più desiderato all’estero? Per rispondere a questa domanda il Dipartimento per lo Sviluppo e la Competitività del Turismo ha affidato a Doxa, Mercury e Touring l’incarico di realizzare uno studio sull’attrattività delle regioni italiane Obiettivo 1 presso alcuni mercati stranieri Per informazioni: [email protected] Unione Europea L’ITALIA VISTA DAGLI ALTRI INDAGINE SULL’ATTRATTIVITÀ TURISTICA DELLE REGIONI OBIETTIVO 1 IN ITALIA E ALL’ESTERO SINTESI 2004-2005 SOMMARIO Nel quadro della programmazione dei fondi strutturali comunitari 2000/2006 per l’Obiettivo 1, la Direzione generale per il Turismo del Ministero delle Attività produttive 1. LA DOMANDA è titolare di un Progetto operativo finalizzato ad offrire alle Amministrazioni STRANIERA ATTUALE regionali e locali un supporto per la realizzazione e la programmazione delle politiche E POTENZIALE di sviluppo turistico. P.1 Nell’ambito di tale progetto la Direzione ha ritenuto di svolgere un’indagine sulla domanda e l’offerta turistica delle regioni Obiettivo 1, mediante il monitoraggio 2. LA DOMANDA dell’indice di gradimento e di penetrazione del prodotto turistico delle aree oggetto ITALIANAATTUALE dell’analisi presso i mercati esteri e le altre regioni italiane e mediante l’individuazione E POTENZIALE dei maggiori fattori di attrattività dei territori interessati. P.11 L’indagine è stata affidata all’Associazione temporanea d’impresa composta da Doxa SpA, mandataria, da Mercury Srl e da Touring Servizi Srl. 3. L’OPINIONE Nel corso del 2004 sono stati analizzati molti aspetti della domanda turistica attuale DEI TOUR OPERATOR e potenziale verso l’Italia e il Sud Italia per mezzo di interviste a campioni di residenti ITALIANI E STRANIERI in Italia e in nove Paesi esteri e per mezzo di colloqui diretti con i principali tour operator.
    [Show full text]
  • IV. TRADE POLICIES by SECTOR (1) 1. Switzerland and Liechtenstein
    WT/TPR/S/141 Trade Policy Review Page 90 IV. TRADE POLICIES BY SECTOR (1) INTRODUCTION 1. Switzerland and Liechtenstein have followed a piecemeal approach to their trade reforms. The nature and pace of implementation have tended to vary according to sector. Important reforms have liberalized market access considerably in several manufacturing and services subsectors. The bilateral mutual recognition agreement with the EU, and amendments to competition legislation and to sectoral regulations (e.g. on pharmaceutical products and motor vehicles) have further liberalized the Swiss manufacturing sector since 2000, at least as far as Swiss-EU trade is concerned. In Liechtenstein, the liberalization reforms in manufacturing and services have largely been spurred by its 1995 EEA membership. 2. Several Swiss and Liechtenstein multinational companies are among the world's largest, and many competitive and innovative small and medium-sized export-based companies have developed with little or no government assistance. The main exceptions are the electricity and gas subsectors, and certain industries with low productivity, notably in food manufacturing, certain construction products and services, or salt production. Despite relatively high tariff protection, the textiles and clothing and (particularly) the footwear industry, have recorded the strongest contraction in value added in Swiss manufacturers over the past decade. 3. In agriculture, implementation of reforms has slowed since 2000. Switzerland (and through it Liechtenstein) continues to rank top among the OECD countries in terms of government support to agriculture, despite the ongoing gradual move away from price support towards direct payments. High border protection has contributed to maintaining domestic food prices high by international comparison.
    [Show full text]
  • Case No COMP/M.3770 - LUFTHANSA / SWISS
    EN Case No COMP/M.3770 - LUFTHANSA / SWISS Only the English text is available and authentic. REGULATION (EC) No 139/2004 MERGER PROCEDURE Article 6(2) NON-OPPOSITION Date: 04/07/2005 In electronic form on the EUR-Lex website under document number 32005M3770 Office for Official Publications of the European Communities L-2985 Luxembourg COMMISSION OF THE EUROPEAN COMMUNITIES Brussels, 04.07.2005 SG-Greffe(2005) D/202898 In the published version of this decision, some information has been omitted pursuant to Article PUBLIC VERSION 17(2) of Council Regulation (EC) No 139/2004 concerning non-disclosure of business secrets and other confidential information. The omissions are MERGER PROCEDURE shown thus […]. Where possible the information ARTICLE 6(1)(b) DECISION omitted has been replaced by ranges of figures or a general description. To the notifying party Dear Sir/Madam, Subject: Case No COMP/M.3770- Lufthansa/Swiss Notification of 20.05.2005 pursuant to Article 4 of Council Regulation No 139/20041 1. On 20 May 2005, the Commission received a notification of a proposed concentration pursuant to Article 4 of Council Regulation (EC) No 139/2004 by which the undertaking Deutsche Lufthansa AG (“Lufthansa”, Germany), the holding company of the Lufthansa Group, acquires control of the whole of Swiss International Air Lines Ltd (“Swiss”, Switzerland), by way of purchase of shares. 2. Given the bilateral Agreement between the European Community and the Swiss Confederation on Air Transport (the “ATA”)2, the Commission has exceptionally full jurisdiction to assess potential competition concerns in Switzerland and, in particular, any concerns on routes between Switzerland and third countries under Article 11(1) of the ATA.
    [Show full text]
  • Airline Alliances
    AIRLINE ALLIANCES by Paul Stephen Dempsey Director, Institute of Air & Space Law McGill University Copyright © 2011 by Paul Stephen Dempsey Open Skies • 1992 - the United States concluded the first second generation “open skies” agreement with the Netherlands. It allowed KLM and any other Dutch carrier to fly to any point in the United States, and allowed U.S. carriers to fly to any point in the Netherlands, a country about the size of West Virginia. The U.S. was ideologically wedded to open markets, so the imbalance in traffic rights was of no concern. Moreover, opening up the Netherlands would allow KLM to drain traffic from surrounding airline networks, which would eventually encourage the surrounding airlines to ask their governments to sign “open skies” bilateral with the United States. • 1993 - the U.S. conferred antitrust immunity on the Wings Alliance between Northwest Airlines and KLM. The encirclement policy began to corrode resistance to liberalization as the sixth freedom traffic drain began to grow; soon Lufthansa, then Air France, were asking their governments to sign liberal bilaterals. • 1996 - Germany fell, followed by the Czech Republic, Italy, Portugal, the Slovak Republic, Malta, Poland. • 2001- the United States had concluded bilateral open skies agreements with 52 nations and concluded its first multilateral open skies agreement with Brunei, Chile, New Zealand and Singapore. • 2002 – France fell. • 2007 - The U.S. and E.U. concluded a multilateral “open skies” traffic agreement that liberalized everything but foreign ownership and cabotage. • 2011 – cumulatively, the U.S. had signed “open skies” bilaterals with more than100 States. Multilateral and Bilateral Air Transport Agreements • Section 5 of the Transit Agreement, and Section 6 of the Transport Agreement, provide: “Each contracting State reserves the right to withhold or revoke a certificate or permit to an air transport enterprise of another State in any case where it is not satisfied that substantial ownership and effective control are vested in nationals of a contracting State .
    [Show full text]
  • The General Court Dismisses the Actions Brought by the Airline Niki
    General Court of the European Union PRESS RELEASE No 54/15 Luxembourg, 13 May 2015 Judgments in Cases T-511/09 and T-162/10 Press and Information Niki Luftfahrt GmbH v Commission The General Court dismisses the actions brought by the airline Niki Luftfahrt against Lufthansa’s acquisition of Austrian Airlines and the restructuring aid granted by Austria to Austrian in that regard None of the arguments put forward by Niki is capable of casting doubt on the Commission’s authorisation of that concentration and that aid, which it granted subject to conditions Austrian Airlines is the largest Austrian airline.1 Its main hub is Vienna International Airport (Austria). Due to financial difficulties faced by Austrian Airlines, the Austrian State decided to privatise it in 2008 by selling its majority shareholding of 41.56%. The bid of Germany’s largest airline, Lufthansa, whose hubs are Frankfurt International Airport (Germany) and Munich airport (Germany), was retained.2 In exchange for the transfer of the shares held by the Austrian State, Lufthansa’s bid proposed (i) to pay a purchase price of €366 268.75, (ii) to grant a debtor warrant capable of giving rise to an additional payment of up to €162 million should Austrian Airlines’s financial situation improve and (iii) that the Austrian State3 pay Austrian Airlines a subsidy of €500 million by means of a securitisation structure to be used to increase the capital of Austrian Airlines. In addition, Lufthansa initiated a take-over bid for Austrian Airlines’s remaining floating shares, which more shareholders accepted than was required.
    [Show full text]
  • Lauda Contrails Copy
    Three-time Formula One world champion Niki Lauda has tested himself as few have. On the racetrack. In the boardroom. In the sky. His is a will literally forged by fire. He knows what he wants and usually gets it. Whatever the obstacle. His high-profile journey has taken him to his present position as founder and CEO of Lauda Air. From its headquarters in Vienna, its leading-edge fleet provides scheduled flights to five continents and charter services to some of the world’s premier business and vacation destinations. As of April 2000, Lauda Air joins the 11-member Star Alliance Network, comprised of such well-known airlines as Air Canada, Lufthansa and United. So what’s left? “The next two years we really have to make the alliance work well, for us and for them,” Niki Lauda says. “Personally, as long as I’m enjoying myself and have new challenges, I’ll continue what I’m doing. If that changes, I will think of something else.” As he has before. Bombardier Contrails Magazine – March 2000 FORMULA ONE WORLD CHAMPIONSHIPS ’75 and ’77-Ferrari, ’84-McLaren GRAND PRIX WINS 3 South African GP (’76 and ’77-Ferrari, ’84-McLaren) 3 Dutch GP (’74 and ’77-Ferrari, ’85-McLaren) 3 British GP (’76-Ferrari, ’82 and ’84-McLaren) 2 Swedish GP (’75-Ferrari, ’78-Brabham) 2 Monaco GP (’75 and ’76-Ferrari) 2 French GP (’75-Ferrari, ’84-McLaren) Niki Lauda in his early 2 Belgian GP (’75 and ’76-Ferrari) 2 Italian GP (’78-Brabham, ’84-McLaren) 20s, prior to his 1975 s a young man, Niki Lauda to Formula One.
    [Show full text]
  • Punctuality Statistics Economic Regulation Group Aviation Data Unit
    Punctuality Statistics Economic Regulation Group Aviation Data Unit Birmingham, Edinburgh, Gatwick, Glasgow, Heathrow, London City, Luton, Manchester, Newcastle, Stansted Full and Summary Analysis December 2001 Disclaimer The information contained in this report will be compiled from various sources and it will not be possible for the CAA to check and verify whether it is accurate and correct nor does the CAA undertake to do so. Consequently the CAA cannot accept any liability for any financial loss caused by the persons reliance on it. Contents Foreword Introductory Notes Full Analysis – By Reporting Airport Birmingham Edinburgh Gatwick Glasgow Heathrow London City Luton Manchester Newcastle Stansted Full Analysis With Arrival / Departure Split – By A Origin / Destination Airport B C – E F – H I – L M – N O – P Q – S T – U V – Z Summary Analysis FOREWORD 1 CONTENT 1.1 Punctuality Statistics: Heathrow, Gatwick, Manchester, Glasgow, Birmingham, Luton, Stansted, Edinburgh, Newcastle and London City - Full and Summary Analysis is prepared by the Civil Aviation Authority with the co-operation of the airport operators and Airport Coordination Ltd. Their assistance is gratefully acknowledged. 2 ENQUIRIES 2.1 Statistics Enquiries concerning the information in this publication and distribution enquiries concerning orders and subscriptions should be addressed to: Civil Aviation Authority Room K4 G3 Aviation Data Unit CAA House 45/59 Kingsway London WC2B 6TE Tel. 020-7453-6258 or 020-7453-6252 or email [email protected] 2.2 Enquiries concerning further analysis of punctuality or other UK civil aviation statistics should be addressed to: Tel: 020-7453-6258 or 020-7453-6252 or email [email protected] Please note that we are unable to publish statistics or provide ad hoc data extracts at lower than monthly aggregate level.
    [Show full text]
  • World Timetable
    World timetable KLM & partners Book online at www.klm.com or call KLM Amsterdam + 31 20 4 747 747 24 hours a day, 7 days a week. Important This timetable presents schedule data available on May 25, 2004 Schedule changes are likely to occur after this date. We recommend that you obtain confirmation of all flight details when making reservations for your personal itinerary. Book online at www.klm.com or call KLM Amsterdam +31 20 4 747 747 24 hours a day, 7 days a week. Printing To print the page you are viewing, do NOT press the print button but go to the PRINT dialogue and select the page(s) you wish to print. If you do not do this, then the whole timetable will print out. Decoding Airline codes USA Two letter state codes AF Air France SB Air Caledonie International AK Alaska AM Aeromexico SU Aeroflot AL Alabama AS Alaska Airlines TA Taca International Airlines, S.A. AR Arkansas AT Royal Air Maroc TE Lithuanian Airline AZ Arizona AY Finnair Oyj TN Air Tahiti Nui CA California AZ Alitalia TU Tunis Air CO Colorado A5 Air Linair UU Air Austral CT Connecticut A6 Air Alps Aviation UX Air Europa DC District of Columbia BA British Airways VN Vietnam Airlines Corporation DE Delaware BD British Midland Airways Ltd VO Tyrolean Airways FL Florida BE British European WA KLM Cityhopper GA Georgia Bus Bus service WB Rwandair Express HI Hawaii CO Continental Airlines WX Cityjet dba Air France IA Iowa COe Continental Express XJ Mesaba Airlines (Northwest Airlink) ID Idaho CY Cyprus Airways XK Compagnie Aerienne Corse Mediterranee IL Illinois CZ China Southern Airlines XM Alitalia Express IN Indiana DB Brit Air dba Air France XT Air Exel dba KLM Exel KS Kansas DL Delta Air Lines YS Regional Airlines dba Air France KY Kentucky DM Maersk Air YW Air Nostrum L.A.M.S.A.
    [Show full text]
  • Airlines Codes
    Airlines codes Sorted by Airlines Sorted by Code Airline Code Airline Code Aces VX Deutsche Bahn AG 2A Action Airlines XQ Aerocondor Trans Aereos 2B Acvilla Air WZ Denim Air 2D ADA Air ZY Ireland Airways 2E Adria Airways JP Frontier Flying Service 2F Aea International Pte 7X Debonair Airways 2G AER Lingus Limited EI European Airlines 2H Aero Asia International E4 Air Burkina 2J Aero California JR Kitty Hawk Airlines Inc 2K Aero Continente N6 Karlog Air 2L Aero Costa Rica Acori ML Moldavian Airlines 2M Aero Lineas Sosa P4 Haiti Aviation 2N Aero Lloyd Flugreisen YP Air Philippines Corp 2P Aero Service 5R Millenium Air Corp 2Q Aero Services Executive W4 Island Express 2S Aero Zambia Z9 Canada Three Thousand 2T Aerocaribe QA Western Pacific Air 2U Aerocondor Trans Aereos 2B Amtrak 2V Aeroejecutivo SA de CV SX Pacific Midland Airlines 2W Aeroflot Russian SU Helenair Corporation Ltd 2Y Aeroleasing SA FP Changan Airlines 2Z Aeroline Gmbh 7E Mafira Air 3A Aerolineas Argentinas AR Avior 3B Aerolineas Dominicanas YU Corporate Express Airline 3C Aerolineas Internacional N2 Palair Macedonian Air 3D Aerolineas Paraguayas A8 Northwestern Air Lease 3E Aerolineas Santo Domingo EX Air Inuit Ltd 3H Aeromar Airlines VW Air Alliance 3J Aeromexico AM Tatonduk Flying Service 3K Aeromexpress QO Gulfstream International 3M Aeronautica de Cancun RE Air Urga 3N Aeroperlas WL Georgian Airlines 3P Aeroperu PL China Yunnan Airlines 3Q Aeropostal Alas VH Avia Air Nv 3R Aerorepublica P5 Shuswap Air 3S Aerosanta Airlines UJ Turan Air Airline Company 3T Aeroservicios
    [Show full text]
  • May 2003 the SARS Effect CONTENTS Analysis Irst, the Good News
    Aviation Strategy Issue No: 67 May 2003 The SARS effect CONTENTS Analysis irst, the good news. Traffic rebounded after the end of the, rel- Fatively short, Iraq war. AEA monitoring shows growth rates of 11% on the North The SARS effect 1-2 Atlantic in late April - tentative evidence for our contention (Aviation Widebody deliveries 2 Strategy, April 2003) that the fundamental links between economic activity and air travel have not been demolished by September 11. Asia’s emerging Now, the bad news, SARS is proving to be a biological (or psy- chological) weapon of mass destruction for the airline industry. low cost carriers 3-5 Asian airlines are regularly reporting annual falls in traffic of 30- 50%, while European and US carriers' traffic is down 20-30% on BA and the LCCs 6 Far East and transpacific routes. Narrowbody deliveries 6 Probably the most dramatic illustration of the SARS effect is the traffic reported by the Japanese airlines for Golden Week, the tra- ditional holiday at the end of April/beginning of May when it seems US Majors: “third major every single Japanese travels somewhere. JAL and ANA each shakeout since deregulation” faced a halving in international passengers, with their load factors 7-10 plummeting to 41%. Rumours have circulated that Cathay Pacific, losing HK$23m Briefing (US$3m) a day, was going to ground its entire fleet. These have subsequently been refuted by Cathay, but the projected losses for Austrian Airlines: Europe’s ideal AEA MEMBERS’ YEAR ON YEAR niche airline? 11-15 % RPK % CHANGE 2003/2002 20 Databases
    [Show full text]