An Overview of Commercial Aircraft 2018 - 2019
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Trends in International Arms Transfers, 2020 3
SIPRI Fact Sheet March 2021 TRENDS IN INTERNATIONAL KEY FACTS w The volume of international ARMS TRANSFERS, 2020 transfers of major arms in 2016–20 was 0.5 per cent lower than in 2011–15 and 12 per cent pieter d. wezeman, alexandra kuimova and higher than in 2006–10. siemon t. wezeman w The five largest arms exporters in 2016–20 were the The volume of international transfers of major arms in 2016–20 was United States, Russia, France, 0.5 per cent lower than in 2011–15 and 12 per cent higher than in 2006–10 Germany and China. Together, they accounted for 76 per cent of (see figure 1).1 The five largest arms exporters in 2016–20 were the United all exports of major arms in States, Russia, France, Germany and China (see table 1). The five largest 2016–20. arms importers were Saudi Arabia, India, Egypt, Australia and China w In 2016–20 US arms exports (see table 2). Between 2011–15 and 2016–20 there were increases in arms accounted for 37 per cent of the transfers to the Middle East (25 per cent) and to Europe (12 per cent), while global total and were 15 per cent there were decreases in the transfers to Africa (–13 per cent), the Americas higher than in 2011–15. (–43 per cent), and Asia and Oceania (–8.3 per cent). w Russian arms exports From 15 March 2021 SIPRI’s open-access Arms Transfers Database decreased by 22 per cent includes updated data on transfers of major arms for 1950–2020, which between 2011–15 and 2016–20. -
Home at Airbus
Journal of Aircraft and Spacecraft Technology Original Research Paper Home at Airbus 1Relly Victoria Virgil Petrescu, 2Raffaella Aversa, 3Bilal Akash, 4Juan M. Corchado, 2Antonio Apicella and 1Florian Ion Tiberiu Petrescu 1ARoTMM-IFToMM, Bucharest Polytechnic University, Bucharest, (CE), Romania 2Advanced Material Lab, Department of Architecture and Industrial Design, Second University of Naples, 81031 Aversa (CE), Italy 3Dean of School of Graduate Studies and Research, American University of Ras Al Khaimah, UAE 4University of Salamanca, Spain Article history Abstract: Airbus Commerci al aircraft, known as Airbus, is a European Received: 16-04-2017 aeronautics manufacturer with headquarters in Blagnac, in the suburbs of Revised: 18-04-2017 Toulouse, France. The company, which is 100% -owned by the industrial Accepted: 04-07-2017 group of the same name, manufactures more than half of the airliners produced in the world and is Boeing's main competitor. Airbus was Corresponding Author: founded as a consortium by European manufacturers in the late 1960s. Florian Ion Tiberiu Petrescu Airbus Industry became a SAS (simplified joint-stock company) in 2001, a ARoTMM-IFToMM, Bucharest subsidiary of EADS renamed Airbus Group in 2014 and Airbus in 2017. Polytechnic University, Bucharest, (CE) Romania BAE Systems 20% of Airbus between 2001 and 2006. In 2010, 62,751 Email: [email protected] people are employed at 18 Airbus sites in France, Germany, the United Kingdom, Belgium (SABCA) and Spain. Even if parts of Airbus aircraft are essentially made in Europe some come from all over the world. But the final assembly lines are in Toulouse (France), Hamburg (Germany), Seville (Spain), Tianjin (China) and Mobile (United States). -
Flying Outside The
ISSN 1718-7966 June 26, 2017/ VOL. 596 WEEKLY AVIATION HEADLINES Read by thousands of aviation professionals and technical decision-makers every week www.avitrader.com WORLD NEWS Ryanair launches connecting flights in Milan Ryanair, the largest airline in Italy ex- tended its connecting flights service to Milan Bergamo Airport, providing Ryanair customers with an expanded route choice, and the opportunity to book and transfer directly onto con- necting Ryanair flights. This come following the successful launch of connecting flights at Rome Fiumicino last month. In other news Ryanair (Europe) announced the purchase of 10 more Boeing 737 Max 200 “Ga- mechanger” aircraft, 5 of which will deliver in the first half of 2019, with the second 5 delivering in the first half of 2020. Airbus unveiled new innovations Nasmyth Group opens new met- in Paris. al treatment facility in California Pegasus Nasmyth Group announces Photo: Airbus the opening of a new metal surface treatments facility in the Santa Clarita Flying outside the box Valley (SCV) in Valencia, California, sig- OEMs spread their wings at Paris nificantly expanding Nasmyth TMF’s footprint and ability to deliver services This year’s Paris Air Show was rela- unit), would allow an aircraft fitted unit also sends data automatically to aerospace and defence clients in the tively upbeat in terms of orders espe- with it to taxi without using its jet into efficiency applications such as USA. The processing line will be able to cially by the big two Boeing and Air- engines or requiring airport tractors weather, flight planning, logbooks, operate 24 hours a day, seven days a bus but the common theme across or tugs. -
[20Pt]Algorithms for Constrained Optimization: [ 5Pt]
SOL Optimization 1970s 1980s 1990s 2000s 2010s Summary 2020s Algorithms for Constrained Optimization: The Benefits of General-purpose Software Michael Saunders MS&E and ICME, Stanford University California, USA 3rd AI+IoT Business Conference Shenzhen, China, April 25, 2019 Optimization Software 3rd AI+IoT Business Conference, Shenzhen, April 25, 2019 1/39 SOL Optimization 1970s 1980s 1990s 2000s 2010s Summary 2020s SOL Systems Optimization Laboratory George Dantzig, Stanford University, 1974 Inventor of the Simplex Method Father of linear programming Large-scale optimization: Algorithms, software, applications Optimization Software 3rd AI+IoT Business Conference, Shenzhen, April 25, 2019 2/39 SOL Optimization 1970s 1980s 1990s 2000s 2010s Summary 2020s SOL history 1974 Dantzig and Cottle start SOL 1974{78 John Tomlin, LP/MIP expert 1974{2005 Alan Manne, nonlinear economic models 1975{76 MS, MINOS first version 1979{87 Philip Gill, Walter Murray, MS, Margaret Wright (Gang of 4!) 1989{ Gerd Infanger, stochastic optimization 1979{ Walter Murray, MS, many students 2002{ Yinyu Ye, optimization algorithms, especially interior methods This week! UC Berkeley opened George B. Dantzig Auditorium Optimization Software 3rd AI+IoT Business Conference, Shenzhen, April 25, 2019 3/39 SOL Optimization 1970s 1980s 1990s 2000s 2010s Summary 2020s Optimization problems Minimize an objective function subject to constraints: 0 x 1 min '(x) st ` ≤ @ Ax A ≤ u c(x) x variables 0 1 A matrix c1(x) B . C c(x) nonlinear functions @ . A c (x) `; u bounds m Optimization -
A World of Expertise
Capability list A world of expertise Member of the Lufthansa Technik Group 2 Qualification for personnel in the aviation industry Addressing the industry’s need for training excellence Effective training methods The success of an aviation business depends on the Basic training, type training and competence training – quality, efficiency, safety and flexibility of its operations, each one of these areas in Lufthansa Techncial Training’s be they in the air or on the ground. Although state-of-the- portfolio are provided using different methods. The training art technology and systems are an important part of the takes place either in a classroom setting led by an instructor, equation, the crucial variable is the qualification of your in dedicated workshops, in a maintenance environment most important asset – your employees. Knowledge, skill, or as a trainee-paced, state-of-the-art e-learning course. attitude and creativity are the key differentiators. And those In order to implement all of these options as best as are the result of training. possible, courses are designed in line with the “blended That is why more than 600 companies working in aviation training” principle – optimum training is a mix of diverse, manufacturing, in maintenance, repair and overhaul (MRO) yet compatible and complementary training methods. and in other aviation-related fields worldwide trust Lufthansa The success of Lufthansa Technical Training’s model comes Technical Training – a company built on more than 50 years from a modular approach to training. This concept makes of experience in aircraft maintenance and operations opti- it easy to select just the right amount of training to suit the mization. -
Airbus A320 Family Equipment Catalogue Incl
AIRBUS A320 EQUIPMENT CATALOGUE EQUIPMENT A320 AIRBUS | HYDRO AIRBUS A320 FAMILY EQUIPMENT CATALOGUE INCL. NEO 5 HYDRO | Airbus A320 Equipment 1 _INDEX 12 2_EQUIPMENT LIST 16 3 _DIMENSIONS & AREAS 23 3.1 AIRCRAFT MAINTENANCE ACCESS STAND 24 3.2 MULTI-PURPOSE PLATFORM 26 4 _LIFTING & SHORING (ATA CHAPTER 07) 29 4.1 FORTEVO TRIPOD-JACKS 30 4.2 SMARTLINE TRIPOD-JACKS 46 4.3 SHORING STANCHION 50 4.4 AXLE-JACK / STANDARD AXLE-JACK (RT) 52 4.5 AXLE-JACK / UNIVERSAL AXLE-JACK (RC) 56 4.6 AXLE-JACK / FLY-AWAY AXLE-JACK (RH) 58 4.7 AXLE-JACK / RECOVERY AXLE-JACK (RL) 60 4.8 RECOVERY AXLE-JACK BEAM 62 4.9 AXLE-JACK HOSE PRESSURE KIT 64 4.10 STEERING TEST EQUIPMENT 65 5 _TOWING AND TAXING (ATA CHAPTER 09) 66 5.1 TOW-BAR (STANDARD) 68 5.2 TOW-BAR (UNIVERSAL) 70 5.3 TOW-BAR (FLY-AWAY) 72 5.4 DEBOGGING KIT 74 6 _SERVICING (ATA CHAPTER 12) 76 6.1 NITROGEN SERVICE CART 78 6.2 OXYGEN SERVICE CART 80 6.3 AIRCRAFT WHEEL AND BRAKE CHANGE TRAILER 82 6.4 FLUID DISPENSER 84 6.5 AIRCRAFT TYRE PRESSURE GAUGES 86 6.6 AIRCRAFT TYRE INFLATION 88 6.7 OIL FILLING UNIT 90 7 _ELECTRONIC BONDING (ATA CHAPTER 20) 92 7 LOOP RESISTANCE TESTER AIRLINER SET 94 8 _EQUIPMENT / FURNISHING (ATA CHAPTER 25) 97 8 CABIN INTERIOR ACCESS STAND 98 9 _HYDRAULIC POWER (ATA CHAPTER 29) 97 9.1 HYDRAULIC POWER 104 9.2 WATER SEPARATOR SYSTEM 108 9.3 SAMPLING VALVE ADAPTER 110 HYDRO | Airbus A320 Equipment 6 9.4 TEST EQUIPMENT FOR RAM-AIR TURBINE 111 9.5 RAT SAFETY INTERFACE KIT 113 9.6 TEST EQUIPMENT FOR RAM-AIR TURBINE 114 01 _LANDING GEAR (ATA CHAPTER 32) 117 10.1 WHEEL AND BRAKE CHANGE -
Aviation 2030 Disruption and Its Implications for the Aviation Sector Thriving on Disruption Series
Aviation 2030 Disruption and its implications for the aviation sector Thriving on disruption series Major disruption is promised by a range of powerful new technologies and public pressure. Players that turn these trends to their advantage have the opportunity to reshape the industry. In this piece, we evaluate the potential for alternative energy sources, maintenance robotics, and the return of supersonic. We do this through the lens of 5 key player types. Christopher Brown Jono Anderson KPMG in Ireland KPMG in the US Global Strategy Group Kieran O’Brien Charlie Simpson KPMG International KPMG in Ireland KPMG in the UK Introduction Aviation has long been glamorous, but for some players in the value chain, it has also often proved to be unprofitable. Despite current headwinds, aviation Elsewhere in KPMG’s Mobility 2030 has arguably experienced a golden series,3 we have looked at changes age: a phase of relatively profitable affecting ground transport, and in growth, driven especially by ‘Getting Mobility off the ground’4 commercial passengers in developing we considered air-based disruption markets. The International Air in short-distance travel. In KPMG’s Transport Association (IATA) forecasts annual Aviation Industry Leaders that global passenger numbers will Report,5 we look at the ‘traditional’ almost double by 2037, reaching aviation industry’s topical issues. 8.2 billion annually.1 To match that demand, the aviation industry is In this paper, we focus on select continuing to raise output to historic issues for traditional aviation, with highs. In July 2018, Airbus announced that longer-term 2030 lens. In that over 37,000 new aircraft – valued particular, we consider the disruption at $5.8 trillion – are required over 20 potential related to developments in: years.2 With regular retirement of • Alternative energy sources older fleet, that equates to a doubling of the world’s passenger fleet to • Maintenance robotics more than 48,000 aircraft. -
Republic of Yemen Air Transport Sector Review Note
Republic of Yemen Air Transport Sector Review Note May, 2009 Middle East and North Africa Region Energy and Transport Unit CURRENCY EQUIVALENTS (Exchange rate effective on January, 2009) Currency Unit = Yemeni Rial (YER) 1 YER = 0.005 USD 1 USD = 200 YER Fiscal Year: January 1 – December 31 ABBREVIATIONS AND ACRONYMS ACAC Arab Civil Aviation Commission ADE Aden International Airport AOC Air Operator Certificate ATC Air Traffic Control ATIS Automated Terminal Information System BASA Bilateral Air Service Agreements CAMA Civil Aviation and Meteorological Authority of Yemen FIR Fligths Information Region GNSS Global Navigation Satellite Systems GoY Government of Yemen GPS Global Positioning System IATA International Air Transport Association ICAO International Civil Aviation Organization ILS Instrument Landing Approach MoT Ministry of Transport RIY Al-Mukalla Airport SAH Sana’a International Airport SARP Standards and Recommended Practices UAE United Arab Emirates USOAP Universal Safety Oversight Audit Programme VOR - DME VHF Omni-Directional Radio Range - Distance Measuring Equipment 2/65 January 2009 TABLE OF CONTENTS EXECUTIVE SUMMARY ........................................................................................................................... 4 I. THE AIR TRANSPORT SECTOR AT A GLANCE ....................................................................... 9 II. AIR TRANSPORT SERVICES AND COMPETITION POLICY..........................................10 A. DOMESTIC AIR TRANSPORT ...............................................................................................................10 -
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. -
European Air Law Association 23Rd Annual Conference Palazzo Spada Piazza Capo Di Ferro 13, Rome
European Air Law Association 23rd Annual Conference Palazzo Spada Piazza Capo di Ferro 13, Rome “Airline bankruptcy, focus on passenger rights” Laura Pierallini Studio Legale Pierallini e Associati, Rome LUISS University of Rome, Rome Rome, 4th November 2011 Airline bankruptcy, focus on passenger rights Laura Pierallini Air transport and insolvencies of air carriers: an introduction According to a Study carried out in 2011 by Steer Davies Gleave for the European Commission (entitled Impact assessment of passenger protection in the event of airline insolvency), between 2000 and 2010 there were 96 insolvencies of European airlines operating scheduled services. Of these insolvencies, some were of small airlines, but some were of larger scheduled airlines and caused significant issues for passengers (Air Madrid, SkyEurope and Sterling). Airline bankruptcy, focus on passenger rights Laura Pierallini The Italian market This trend has significantly affected the Italian market, where over the last eight years, a number of domestic air carriers have experienced insolvencies: ¾Minerva Airlines ¾Gandalf Airlines ¾Alpi Eagles ¾Volare Airlines ¾Air Europe ¾Alitalia ¾Myair ¾Livingston An overall, since 2003 the Italian air transport market has witnessed one insolvency per year. Airline bankruptcy, focus on passenger rights Laura Pierallini The Italian Air Transport sector and the Italian bankruptcy legal framework. ¾A remedy like Chapter 11 in force in the US legal system does not exist in Italy, where since 1979 special bankruptcy procedures (Amministrazione Straordinaria) have been introduced to face the insolvency of large enterprises (Law. No. 95/1979, s.c. Prodi Law, Legislative Decree No. 270/1999, s.c. Prodi-bis, Law Decree No. 347/2003 enacted into Law No. -
Attachment F – Participants in the Agreement
Revenue Accounting Manual B16 ATTACHMENT F – PARTICIPANTS IN THE AGREEMENT 1. TABULATION OF PARTICIPANTS 0B 475 BLUE AIR AIRLINE MANAGEMENT SOLUTIONS S.R.L. 1A A79 AMADEUS IT GROUP SA 1B A76 SABRE ASIA PACIFIC PTE. LTD. 1G A73 Travelport International Operations Limited 1S A01 SABRE INC. 2D 54 EASTERN AIRLINES, LLC 2I 156 STAR UP S.A. 2I 681 21 AIR LLC 2J 226 AIR BURKINA 2K 547 AEROLINEAS GALAPAGOS S.A. AEROGAL 2T 212 TIMBIS AIR SERVICES 2V 554 AMTRAK 3B 383 Transportes Interilhas de Cabo Verde, Sociedade Unipessoal, SA 3E 122 MULTI-AERO, INC. DBA AIR CHOICE ONE 3J 535 Jubba Airways Limited 3K 375 JETSTAR ASIA AIRWAYS PTE LTD 3L 049 AIR ARABIA ABDU DHABI 3M 449 SILVER AIRWAYS CORP. 3S 875 CAIRE DBA AIR ANTILLES EXPRESS 3U 876 SICHUAN AIRLINES CO. LTD. 3V 756 TNT AIRWAYS S.A. 3X 435 PREMIER TRANS AIRE INC. 4B 184 BOUTIQUE AIR, INC. 4C 035 AEROVIAS DE INTEGRACION REGIONAL 4L 174 LINEAS AEREAS SURAMERICANAS S.A. 4M 469 LAN ARGENTINA S.A. 4N 287 AIR NORTH CHARTER AND TRAINING LTD. 4O 837 ABC AEROLINEAS S.A. DE C.V. 4S 644 SOLAR CARGO, C.A. 4U 051 GERMANWINGS GMBH 4X 805 MERCURY AIR CARGO, INC. 4Z 749 SA AIRLINK 5C 700 C.A.L. CARGO AIRLINES LTD. 5J 203 CEBU PACIFIC AIR 5N 316 JOINT-STOCK COMPANY NORDAVIA - REGIONAL AIRLINES 5O 558 ASL AIRLINES FRANCE 5T 518 CANADIAN NORTH INC. 5U 911 TRANSPORTES AEREOS GUATEMALTECOS S.A. 5X 406 UPS 5Y 369 ATLAS AIR, INC. 50 Standard Agreement For SIS Participation – B16 5Z 225 CEMAIR (PTY) LTD. -
Prof. Paul Stephen Dempsey
AIRLINE ALLIANCES by Paul Stephen Dempsey Director, Institute of Air & Space Law McGill University Copyright © 2008 by Paul Stephen Dempsey Before Alliances, there was Pan American World Airways . and Trans World Airlines. Before the mega- Alliances, there was interlining, facilitated by IATA Like dogs marking territory, airlines around the world are sniffing each other's tail fins looking for partners." Daniel Riordan “The hardest thing in working on an alliance is to coordinate the activities of people who have different instincts and a different language, and maybe worship slightly different travel gods, to get them to work together in a culture that allows them to respect each other’s habits and convictions, and yet work productively together in an environment in which you can’t specify everything in advance.” Michael E. Levine “Beware a pact with the devil.” Martin Shugrue Airline Motivations For Alliances • the desire to achieve greater economies of scale, scope, and density; • the desire to reduce costs by consolidating redundant operations; • the need to improve revenue by reducing the level of competition wherever possible as markets are liberalized; and • the desire to skirt around the nationality rules which prohibit multinational ownership and cabotage. Intercarrier Agreements · Ticketing-and-Baggage Agreements · Joint-Fare Agreements · Reciprocal Airport Agreements · Blocked Space Relationships · Computer Reservations Systems Joint Ventures · Joint Sales Offices and Telephone Centers · E-Commerce Joint Ventures · Frequent Flyer Program Alliances · Pooling Traffic & Revenue · Code-Sharing Code Sharing The term "code" refers to the identifier used in flight schedule, generally the 2-character IATA carrier designator code and flight number. Thus, XX123, flight 123 operated by the airline XX, might also be sold by airline YY as YY456 and by ZZ as ZZ9876.