STAR ALLIANCE SWITZERLAND Overview 2019
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Frequently Asked Questions (Faqs)
Frequently asked questions (FAQs). 020 bookings on ANA Joint Venture routings. (Status: November 2014) General information. These FAQs are applicable for joint venture flights on LH and ANA and contain general information as well as specific eBooking information. What benefits do I have as a customer? Increased frequencies on routings from Japan to Europe and a wider range of choices. In addition, you can now book direct flights from Tokyo Haneda (HND)/Tokyo Narita (NRT) to London Heathrow (LHR), Paris Charles de Gaulle (CDG) and Düsseldorf (DUS). What routings are bookable on ANA flights? Bookings are possible on flights from Japan to Europe, including feeders and de-feeders within Japan and Europe. Which stations will be offered? Within Japan: Tokyo Haneda (HND), Tokyo Narita (NRT), Nagoya (NGO) and Osaka (KIX). Within Europe: all transit/import stations currently open for cargo. Which products and services can be booked on ANA flights? Standard cargo (td.Services) with td.Pro and td.Flash priority can be booked on ANA flights. Specials such as dangerous goods, animals or temperature-sensitive goods are excluded in a first step. Are my rates also valid for ANA flights? LH Cargo TACT, SRS and SRA rates can be booked on ANA flights. The shipment will receive access to an ANA flight if the booked revenue rate meets the access criteria defined by ANA. Additionally, ad hoc rates (spot quotations) can be requested for both LH Cargo and ANA flights. Is it possible to book 205(NH)-AWBs via Lufthansa Cargo? No, only 020(LH)-AWB bookings are possible in Lufthansa Cargo systems, e.g. -
Download Annual Report 2004/05
ETHIOPIAN AIRLINES Annual Report 2004-05 WWW.ETHIOPIANAIRLINES.COM ANNUAL REPORT 2004-05 building CONTENTS on the FUTURE Management Board of Ethiopian Airlines .................................. 2 CEO’s Message............................................................................................. 3 Ethiopian Airlines Management Team ......................................... 4 Embarking on a long-range reform I. Investing for the future Continent .................................... 5 II. Continuous Change .............................................................. 5 III. Operations Review ............................................................... 5 IV. Measures to Enhance Profitability .................................. 7 V. Human Resource Development ....................................... 10 VI. Fleet Planning and Financing .......................................... 11 VII. Information Systems .......................................................... 11 VIII. Tourism Promotion ............................................................ 11 IX. Corporate Social Responsibility (CSR) Measures ....... 12 Finance ............................................................................................................. 13 Auditors Report and Financial Statements ................................ 22 Domestic Route Map .............................................................................. 40 Ethiopian Airlines Offices ...................................................................... 41 International Route Map ...................................................................... -
IATA CLEARING HOUSE PAGE 1 of 21 2021-09-08 14:22 EST Member List Report
IATA CLEARING HOUSE PAGE 1 OF 21 2021-09-08 14:22 EST Member List Report AGREEMENT : Standard PERIOD: P01 September 2021 MEMBER CODE MEMBER NAME ZONE STATUS CATEGORY XB-B72 "INTERAVIA" LIMITED LIABILITY COMPANY B Live Associate Member FV-195 "ROSSIYA AIRLINES" JSC D Live IATA Airline 2I-681 21 AIR LLC C Live ACH XD-A39 617436 BC LTD DBA FREIGHTLINK EXPRESS C Live ACH 4O-837 ABC AEROLINEAS S.A. DE C.V. B Suspended Non-IATA Airline M3-549 ABSA - AEROLINHAS BRASILEIRAS S.A. C Live ACH XB-B11 ACCELYA AMERICA B Live Associate Member XB-B81 ACCELYA FRANCE S.A.S D Live Associate Member XB-B05 ACCELYA MIDDLE EAST FZE B Live Associate Member XB-B40 ACCELYA SOLUTIONS AMERICAS INC B Live Associate Member XB-B52 ACCELYA SOLUTIONS INDIA LTD. D Live Associate Member XB-B28 ACCELYA SOLUTIONS UK LIMITED A Live Associate Member XB-B70 ACCELYA UK LIMITED A Live Associate Member XB-B86 ACCELYA WORLD, S.L.U D Live Associate Member 9B-450 ACCESRAIL AND PARTNER RAILWAYS D Live Associate Member XB-280 ACCOUNTING CENTRE OF CHINA AVIATION B Live Associate Member XB-M30 ACNA D Live Associate Member XB-B31 ADB SAFEGATE AIRPORT SYSTEMS UK LTD. A Live Associate Member JP-165 ADRIA AIRWAYS D.O.O. D Suspended Non-IATA Airline A3-390 AEGEAN AIRLINES S.A. D Live IATA Airline KH-687 AEKO KULA LLC C Live ACH EI-053 AER LINGUS LIMITED B Live IATA Airline XB-B74 AERCAP HOLDINGS NV B Live Associate Member 7T-144 AERO EXPRESS DEL ECUADOR - TRANS AM B Live Non-IATA Airline XB-B13 AERO INDUSTRIAL SALES COMPANY B Live Associate Member P5-845 AERO REPUBLICA S.A. -
Xii. Flight Schedule
XII. FLIGHT SCHEDULE: In addition, for your convenience, please find the flight schedule of all the flight to and from Tbilisi: TO TBILISI MONDAY Destination Departure Arrival Company Moscow 09.35 12.15 Aeroflot Paris 11.10 17.50 Georgian Airlines Prague 12.00 17.30 Georgian Airlines Moscow 12.40 15.05 Georgian Airlines Tel Aviv 22.15 01.50 Georgian Airlines Vienna 22.25 03.50 Austrian Airlines Istanbul 23.00 02.30 Turkish Airlines TUESDAY Destination Departure Arrival Company Moscow 09.35 12.15 Aeroflot Athens 12.00 15.45 Georgian Airlines Prague 12.00 17.30 Georgian Airlines Moscow 12.40 15.05 Georgian Airlines Frankfurt 19.30 01.40 Georgian Airlines Amsterdam 19.40 02.00 KLM Munich 21.10 02.55 Lufthansa Vienna 22.25 03.50 Austrian Airlines Dubai 23.45 03.15 Georgian Airlines WEDNESDAY Destination Departure Arrival Company Moscow 09.35 12.15 Aeroflot Amsterdam 10.40 17.10 Georgian Airlines Moscow 12.40 15.05 Georgian Airlines Kiev 19.25 22.40 Georgian Airlines London 21.15 05.20 British Airways Istanbul 23.00 02.30 Turkish Airlines THURSDAY Destination Departure Arrival Company Moscow 09.35 12.15 Aeroflot Vienna 11.10 16.25 Georgian Airlines Athens 12.00 15.45 Georgian Airlines Moscow 12.40 15.05 Georgian Airlines Amsterdam 19.40 02.00 KLM Munich 21.10 02.55 Lufthansa Cologne/Bonn 22.15 05.05 Germania FRIDAY Destination Departure Arrival Company Moscow 09.35 12.15 Aeroflot Paris 11.10 17.50 Georgian Airlines Prague 12.00 17.30 Georgian Airlines Moscow 12.40 15.05 Georgian Airlines Kiev 19.25 22.40 Georgian Airlines London 21.15 05.20 -
Lufthansa German Airlines Announcement
Lufthansa German Airlines Announcement Message to all interested in a flight on Friday, July 10, 2020 from Dammam to Frankfurt Main (Germany) with possible connections to Europe, Canada, the USA, Mexico and Brazil. GENERAL INFO Lufthansa German Airlines is planning a commercial special flight on Friday, July 10, 2020 at 01:55 AM in order to provide further travel possibilities within the given restrictions due to the ongoing Corona-crisis. Announcements about this flight will be shared via the respective embassies and business councils. Lufthansa German Airlines is bookable for regular, scheduled flights to/from Dammam as of August 2020. This however continues to depend on the lifting of the air travel restrictions to/from Saudi Arabia. DISCLAIMER As much as Lufthansa wants to support in connecting people around the world with their beloved friends and relatives, we can only operate this flight once sufficient demand is given and all the regulatory approvals are granted. We kindly ask you to check all the travel rules and regulations with regards to your travel plans with the respective embassies/consulates. It is each passenger's responsibility to comply with all visa, quarantine and transit regulations, other forced travel regulations and current enforced travel restrictions. DESTINATIONS Departing King Fahd International Airport in Dammam (DMM) to Frankfurt Main (FRA) with connection possibilities to Europe, Canada, the USA, Mexico and Brazil. Destinations in Europe From Frankfurt Main (FRA) there are connecting flights to following -
Facts & Figures & Figures
OCTOBER 2019 FACTS & FIGURES & FIGURES THE STAR ALLIANCE NETWORK RADAR The Star Alliance network was created in 1997 to better meet the needs of the frequent international traveller. MANAGEMENT INFORMATION Combined Total of the current Star Alliance member airlines: FOR ALLIANCE EXECUTIVES Total revenue: 179.04 BUSD Revenue Passenger 1,739,41 bn Km: Daily departures: More than Annual Passengers: 762,27 m 19,000 Countries served: 195 Number of employees: 431,500 Airports served: Over 1,300 Fleet: 5,013 Lounges: More than 1,000 MEMBER AIRLINES Aegean Airlines is Greece’s largest airline providing at its inception in 1999 until today, full service, premium quality short and medium haul services. In 2013, AEGEAN acquired Olympic Air and through the synergies obtained, network, fleet and passenger numbers expanded fast. The Group welcomed 14m passengers onboard its flights in 2018. The Company has been honored with the Skytrax World Airline award, as the best European regional airline in 2018. This was the 9th time AEGEAN received the relevant award. Among other distinctions, AEGEAN captured the 5th place, in the world's 20 best airlines list (outside the U.S.) in 2018 Readers' Choice Awards survey of Condé Nast Traveler. In June 2018 AEGEAN signed a Purchase Agreement with Airbus, for the order of up to 42 new generation aircraft of the 1 MAY 2019 FACTS & FIGURES A320neo family and plans to place additional orders with lessors for up to 20 new A/C of the A320neo family. For more information please visit www.aegeanair.com. Total revenue: USD 1.10 bn Revenue Passenger Km: 11.92 m Daily departures: 139 Annual Passengers: 7.19 m Countries served: 44 Number of employees: 2,498 Airports served: 134 Joined Star Alliance: June 2010 Fleet size: 49 Aircraft Types: A321 – 200, A320 – 200, A319 – 200 Hub Airport: Athens Airport bases: Thessaloniki, Heraklion, Rhodes, Kalamata, Chania, Larnaka Current as of: 14 MAY 19 Air Canada is Canada's largest domestic and international airline serving nearly 220 airports on six continents. -
Download Ethiopian Fact Sheet April 2017
VICTORIA FALLS Ethiopian Airlines Factsheet - April 2017 OSLO ANTANANARIVO Overview Ethiopian Airlines (Ethiopian) is the leading and most profitable airline in Africa. In 2014 IATA ranked Ethiopian as the largest airline in Africa in revenue and profit. Over the past seven decades, Ethiopian has been a pioneer of African aviation as an aircraft technology leader. It all started with a military surplus C-47, leading the way with the first Jet service in the continent in the early 60’s to the first B-767 in the mid 80’s, to the first African B-787 Dreamliner in 2012 and the first African Airbus A-350 in 2016. Ethiopian joined Star Alliance, the world’s largest Airline network, in December 2011. Ethiopian is currently implementing a 15-year strategic plan called Vision 2025 that will see it become the leading airline group in Africa with seven strategic business units. Ethiopian is a multi-award winning airline, including SKYTRAX and Passenger Choice Awards in 2015, and has been registering an average growth of 25% per annum for the past ten years. Ethiopian Background Information Founded E December 21, 1945 Starting date of operation E April 08, 1946 Ownership E Government of Ethiopia (100%) Head Office E Bole International Airport, P.O. Box 1755 Addis Ababa, Ethiopia Fax: (+ 251)11661 1474 Reservations E Tel: (+251) 11 665 6666 Website E http://www.ethiopianairlines.com Group Chief Executive Officer E Mr. Tewolde GebreMariam Fleet Summary Aircraft Inventory: 87 Fleet on order: 47 Average age of aircraft: 5 years Passenger aircraft Airbus -
2015 Fourth Quarter Management Discussion and Analysis
POINTS INTERNATIONAL LTD. MANAGEMENT'S DISCUSSION AND ANALYSIS INTRODUCTION The following management’s discussion and analysis (‘‘MD&A’’) of the performance and financial condition of Points International Ltd. and its subsidiaries (which are also referred to herein as “Points” or the “Corporation”) should be read in conjunction with the Corporation’s audited consolidated financial statements (including the notes thereto) for the years ended December 31, 2015 and 2014. Further information, including the Annual Information Form (“AIF”) and Form 40-F for the year ended December 31, 2015, may be accessed at www.sedar.com or www.sec.gov. All financial data herein has been prepared in accordance with International Financial Reporting Standards (“IFRS”) as issued by the International Accounting Standards Board (“IASB”) and all dollar amounts herein are in thousands of United States dollars unless otherwise specified. This MD&A is dated as of March 2, 2016 and was reviewed by the Audit Committee and approved by the Corporation’s Board of Directors. FORWARD-LOOKING STATEMENTS This MD&A contains or incorporates forward-looking statements within the meaning of United States securities legislation and forward-looking information within the meaning of Canadian securities legislation (collectively, “forward-looking statements”). These forward-looking statements relate to, among other things, revenue, earnings, changes in costs and expenses, capital expenditures and other objectives, strategic plans and business development goals, and may also include other statements that are predictive in nature, or that depend upon or refer to future events or conditions, and can generally be identified by words such as “may”, “will”, “expects”, “anticipates”, “intends”, “plans”, “believes”, “estimates” or similar expressions. -
Terms and Conditions of Members of the Austrian Airlines AG for The
Terms and Conditions of members of the Austrian Airlines AG for the purchase of goods and services hereinafter referred to as PURCHASE TERMS (valid as of of May 1, 2014) PURCHASE TERMS (valid as of of May 1, 2014) Page 1 1. Scope of application and subject-matter ............................................................................. 3 2. Quote and contract formation ............................................................................................ 3 3. Order confirmation ........................................................................................................... 4 4. Government permits ........................................................................................................ 4 5. Compensation and included services .................................................................................. 4 6. Delivery and service - execution ........................................................................................ 5 7. Service provision principles ............................................................................................... 6 8. Compliance; Environmental and Social Standards ................................................................ 7 9. Shipment of goods ........................................................................................................... 7 10. Acceptance of deliveries and services ................................................................................. 7 11. Subcontractor services .................................................................................................... -
2.3 Negative Emotions
The Flying Frustration A study of customer frustration within the SAS EuroBonus program BACHELOR THESIS WITHIN: Business Administration NUMBER OF CREDITS: 15 ECTS PROGRAMME OF STUDY: Marketing Management AUTHOR: Amanda Simmeborn & Paulina Åberg TUTOR: Songming Feng JÖNKÖPING May 2016 Acknowledgements The authors would like to express our gratitude to our tutor, Songming Feng, for his guidance and constructive criticism during the thesis process. He always encouraged us to strive further and work harder. We also want to thank fellow students, who have been a source of inspiration and given us feedback throughout the process. An extra thank you to Viktoria Hansson and Maria Carlsson, for taking time to provide us with feedback and points of improvement. The authors would also like to thank the interviewees for participating in this study and taking their time to share their personal thoughts of the SAS EuroBonus program. Without their kindness and collaboration, the gathering of empirical data for the study would not have been possible. Amanda Simmeborn Paulina Åberg Jönköping, May 23rd 2016 i Bachelor’s Thesis in Business Administration Title: The Flying Frustration: A study of customer frustration within the SAS EuroBonus program Authors: Amanda Simmeborn Paulina Åberg Tutor: Songming Feng Date: 2016-05-23 Subject terms: Customer frustration, Satisfaction construct, Frequent flyer program Abstract In today's competitive marketplace, relationship marketing has become an important factor. Companies want to achieve customer loyalty through sustainable long-term relationships with customers, especially in the service industry. Thus, companies implement loyalty programs, and conduct consumer research to evaluate the success of these programs. The customer satisfaction construct, is often used by companies to measure the level of satisfaction of their customers. -
Frequent Flyer Programs Operating Independently
Airline sales part: Member carrier’s Fequent Flyer Programs Star Alliance Ambassador Club Session Geneva - 11 April 2019 Star Alliance Frequent Flyer Program • Star Alliance does not have its own Frequent Flyer Program. • Instead, all Star Alliance member airlines have individual Frequent Flyer Programs operating independently. There are 22 different programs running today. • Although it is possible to join several programs in parallel, there is no need to do so, because Miles or Points can be earned and redeemed with one program across all Star Alliance member airlines. • For this reason, Star Alliance recommends that you join the program of the airline you are most likely to travel with often. Star Alliance Ambassador Club Session Geneva - 11 April 2019 Introduction to Member Carrier’s Frequent Flyer Programs Making travel even more rewarding Star Alliance Ambassador Club Session Geneva - 11 April 2019 Airline sales part: Member carrier’s Fequent Flyer Programs Star Alliance Ambassador Club Session Geneva - 11 April 2019 Star Alliance Ambassador Club Session Geneva - 11 April 2019 Air Canada Aeroplan 2020 We are building a new frequent flyer program We’ve acquired the Aeroplan Loyalty Program. Your Aeroplan Miles will be honoured on a one-to-one basis in our new loyalty program. Our new loyalty program will launch in 2020. Your miles are safe. Keep earning. Your status is secure. Air Canada Altitude in 2020 Priority Reservation Services and Priority Airport Services Lounge Access eUpgrades Exclusive Rewards and Exclusive Offers Star Alliance Recognition Altitude Prestige 25K and Elite 35K are equivalent Star Alliance Silver Altitude Elite 50K and above are equivalent Star Alliance Gold Star Alliance Gold members are equivalent Altitude Elite 50K (Priority Airport Services, Lounge Access…). -
Analyzing the Case of Kenya Airways by Anette Mogaka
GLOBALIZATION AND THE DEVELOPMENT OF THE AIRLINE INDUSTRY: ANALYZING THE CASE OF KENYA AIRWAYS BY ANETTE MOGAKA UNITED STATES INTERNATIONAL UNIVERSITY - AFRICA SPRING 2018 GLOBALIZATION AND THE DEVELOPMENT OF THE AIRLINE INDUSTRY: ANALYZING THE CASE OF KENYA AIRWAYS BY ANETTE MOGAKA A THESIS SUBMITTED TO THE SCHOOL OF HUMANITIES AND SOCIAL STUDIES (SHSS) IN PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE AWARD OF MASTER OF ARTS DEGREE IN INTERNATIONAL RELATIONS UNITED STATES INTERNATIONAL UNIVERSITY - AFRICA SUMMER 2018 STUDENT DECLARATION I declare that this is my original work and has not been presented to any other college, university or other institution of higher learning other than United States International University Africa Signature: ……………………… Date: ………………………… Anette Mogaka (651006) This thesis has been submitted for examination with my approval as the appointed supervisor Signature: …………………. Date: ……………………… Maurice Mashiwa Signature: …………………. Date: ……………………… Prof. Angelina Kioko Dean, School of Humanities and Social Sciences Signature: …………………. Date: ……………………… Amb. Prof. Ruthie C. Rono, HSC Deputy Vice Chancellor Academic and Student Affairs. ii COPYRIGHT This thesis is protected by copyright. Reproduction, reprinting or photocopying in physical or electronic form are prohibited without permission from the author © Anette Mogaka, 2018 iii ABSTRACT The main objective of this study was to examine how globalization had affected the development of the airline industry by using Kenya Airways as a case study. The specific objectives included the following: To examine the positive impact of globalization on the development of Kenya Airways; To examine the negative impact of globalization on the development of Kenya Airways; To examine the effect of globalization on Kenya Airways market expansion strategies.