All Nippon Airways Pilot Requirements
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My Personal Callsign List This List Was Not Designed for Publication However Due to Several Requests I Have Decided to Make It Downloadable
- www.egxwinfogroup.co.uk - The EGXWinfo Group of Twitter Accounts - @EGXWinfoGroup on Twitter - My Personal Callsign List This list was not designed for publication however due to several requests I have decided to make it downloadable. It is a mixture of listed callsigns and logged callsigns so some have numbers after the callsign as they were heard. Use CTL+F in Adobe Reader to search for your callsign Callsign ICAO/PRI IATA Unit Type Based Country Type ABG AAB W9 Abelag Aviation Belgium Civil ARMYAIR AAC Army Air Corps United Kingdom Civil AgustaWestland Lynx AH.9A/AW159 Wildcat ARMYAIR 200# AAC 2Regt | AAC AH.1 AAC Middle Wallop United Kingdom Military ARMYAIR 300# AAC 3Regt | AAC AgustaWestland AH-64 Apache AH.1 RAF Wattisham United Kingdom Military ARMYAIR 400# AAC 4Regt | AAC AgustaWestland AH-64 Apache AH.1 RAF Wattisham United Kingdom Military ARMYAIR 500# AAC 5Regt AAC/RAF Britten-Norman Islander/Defender JHCFS Aldergrove United Kingdom Military ARMYAIR 600# AAC 657Sqn | JSFAW | AAC Various RAF Odiham United Kingdom Military Ambassador AAD Mann Air Ltd United Kingdom Civil AIGLE AZUR AAF ZI Aigle Azur France Civil ATLANTIC AAG KI Air Atlantique United Kingdom Civil ATLANTIC AAG Atlantic Flight Training United Kingdom Civil ALOHA AAH KH Aloha Air Cargo United States Civil BOREALIS AAI Air Aurora United States Civil ALFA SUDAN AAJ Alfa Airlines Sudan Civil ALASKA ISLAND AAK Alaska Island Air United States Civil AMERICAN AAL AA American Airlines United States Civil AM CORP AAM Aviation Management Corporation United States Civil -
2012 Investor Day Setting the Scene Transform 2015
2012 Investor Day Setting the scene Transform 2015 Setting targets Net debt January 2012 Cost reduction Implementing immediate measures Capacity 2012 and beyond Capex Cost reduction Securing structural cost reductions New labor agreements From 2013 Industrial projects Initiating a new revenue dynamic From 2013 2012 Investor Day 3 Transform 2015: end 2014 objectives Reduction in net debt: €2bn Reduction in unit costs*:10% Renegotiation of collective agreements Limited capacity growth Medium-haul restructuring Investment plan revised down Cargo turnaround Cost-saving measures Improvement in long-haul and maintenance profitability * Unit cost per EASK ex fuel 2012 Investor Day 4 Our overarching target: deleveraging the balance sheet 6.5 6.1 6.1 5.6 € billions 4.4 4.4 4.5 3.8 Net debt 2.7 March March March March March Dec Dec Dec Dec Dec Dec Dec Dec 2005 2006 2007 2008 2009 2009 2010 2011 2012 2013 2014 2015 2016 Net debt/ 2.6 0.9 4.8 <2 EBITDA 3.0 3.0 2.7 2.2 1.6 1.7 1.3 EBITDA 0.4 (last twelve months) March March March March March Dec Dec Dec Dec Dec Dec Dec Dec 2005 2006 2007 2008 2009 2009 2010 2011 2012 2013 2014 2015 2016 2012 Investor Day 5 Improvement in operating cash flows the primary source of net debt reduction Capex adjusted to cash generation Limit sale and lease-back operations Less than €100m per year planned for 2013, 2014 and beyond Focus on cost reduction rather than asset disposals Hedging operation on 1/3 of remaining Amadeus stake (7.5%) within framework of our risk management strategy 2012 Investor Day 6 -
New Expanded Joint Venture
Press Release The Power of Choice for Cargo Customers as Air France-KLM, Delta and Virgin Atlantic launch trans-Atlantic Joint Venture AMSTERDAM/PARIS, ATLANTA and LONDON: February 3rd, 2020 – Air France-KLM Cargo, Delta Air Lines Cargo and Virgin Atlantic Cargo are promising cargo customers more connections, greater shipment routing flexibility, improved trucking options, aligned services and innovative digital solutions with the launch of their expanded trans-Atlantic Joint Venture (JV). The new partnership, which represents 23% of total trans-Atlantic cargo capacity or more than 600,000 tonnes annually, will enable the airlines to offer the best-ever customer experience, and a combined network of up to 341 peak daily trans-Atlantic services – a choice of 110 nonstop routes with onward connections to 238 cities in North America, 98 in Continental Europe and 16 in the U.K. More choice and convenience for customers Customers will be able to leverage an enhanced network built around the airlines’ hubs in Amsterdam, Atlanta, Boston, Detroit, London Heathrow, Los Angeles, Minneapolis, New York-JFK, Paris, Seattle and Salt Lake City. It creates convenient nonstop or one-stop connections to every corner of North America, Europe and the U.K., giving customers the added confidence of delivery schedules being met by a wide choice of options. The expanded JV enables greater co-operation between the airlines, focused on delivering world class customer service and reliability on both sides of the Atlantic achieved through co-located facilities, joint trucking options as well as seamless bookings and connected service recovery. The airlines already co-locate at warehouses in key U.S., U.K. -
Years Years Service Or 20,000 Hours of Flying
VOL. 9 NO. 1 OCTOBER 2001 MAGAZINE OF THE ASSOCIATION OF ASIA PACIFIC AIRLINES 50 50YEARSYEARS Japan Airlines celebrating a golden anniversary AnsettAnsett R.I.PR.I.P.?.? Asia-PacificAsia-Pacific FleetFleet CensusCensus UPDAUPDATETE U.S.U.S. terrterroror attacks:attacks: heavyheavy economiceconomic fall-outfall-out forfor Asia’Asia’ss airlinesairlines VOL. 9 NO. 1 OCTOBER 2001 COVER STORY N E W S Politics still rules at Thai Airways International 8 50 China Airlines clinches historic cross strait deal 8 Court rules 1998 PAL pilots’ strike illegal 8 YEARS Page 24 Singapore Airlines pulls out of Air India bid 10 Air NZ suffers largest corporate loss in New Zealand history 12 Japan Airlines’ Ansett R.I.P.? Is there any way back? 22 golden anniversary Real-time IFE race hots up 32 M A I N S T O R Y VOL. 9 NO. 1 OCTOBER 2001 Heavy economic fall-out for Asian carriers after U.S. terror attacks 16 MAGAZINE OF THE ASSOCIATION OF ASIA PACIFIC AIRLINES HELICOPTERS 50 Flying in the face of bureaucracy 34 50YEARS Japan Airlines celebrating a FEATURE golden anniversary Training Cathay Pacific Airways’ captains of tomorrow 36 Ansett R.I.P.?.? Asia-Pacific Fleet Census UPDATE S P E C I A L R E P O R T Asia-Pacific Fleet Census UPDATE 40 U.S. terror attacks: heavy economic fall-out for Asia’s airlines Photo: Mark Wagner/aviation-images.com C O M M E N T Turbulence by Tom Ballantyne 58 R E G U L A R F E A T U R E S Publisher’s Letter 5 Perspective 6 Business Digest 51 PUBLISHER Wilson Press Ltd Photographers South East Asia Association of Asia Pacific Airlines GPO Box 11435 Hong Kong Andrew Hunt (chief photographer), Tankayhui Media Secretariat Tel: Editorial (852) 2893 3676 Rob Finlayson, Hiro Murai Tan Kay Hui Suite 9.01, 9/F, Tel: (65) 9790 6090 Kompleks Antarabangsa, Fax: Editorial (852) 2892 2846 Design & Production Fax: (65) 299 2262 Jalan Sultan Ismail, E-mail: [email protected] Ü Design + Production Web Site: www.orientaviation.com E-mail: [email protected] 50250 Kuala Lumpur, Malaysia. -
Your Tool User Guide
1 Air Canada for Business Air Canada for Business User Guide User Guide YOUR TOOL USER GUIDE AIR CANADA FOR BUSINESS MANAGEMENT TOOL USER MANUAL 2020-2021 © 2020-2021 AIR CANADA 2 Air Canada for Business User Guide USER GUIDE TABLE OF CONTENTS WELCOME 3 Program benefi ts 3 Program user roles 4 Main menu overview 5 Flow overview 6 1. ACCOUNT 7 Set up your account and settings 2. DIVISION 11 Organize your account into multiple Divisions 3. TRAVELLERS 15 Create and setup your Travellers’ profi les 4. REPORTS 22 Run your reports 5. BOOKING 24 Book fl ight and car © 2020-2021 AIR CANADA 3 Air Canada for Business Air Canada for Business User Guide User Guide WELCOME TO THE AIR CANADA FOR BUSINESS PROGRAM PROGRAM BENEFITS Members can enjoy exclusive offers from day one, which can be shared throughout the company and are in addition to the Aeroplan® Miles. Discounts on Air Canada and partner airlines fl ights* Complimentary and discounted services on Preferred seat selection and Air Canada Maple Leaf™ Lounge access; Complimentary eUpgrade Credits Exclusive promotional offers from day one Car rental Corporate rates in partnership with Avis and Budget; Exclusive online tool to book and manage business travel expenses Dedicated support via email and phone line. Visit the Rewards section online to view the full details on how to earn and track your benefi ts as your company gets started on the program. * Partner airlines include: Lufthansa, Austrian Airlines, Brussels Airlines and SWISS, United Airlines, United Express, All Nippon Airways, Air New Zealand and Avianca and Avianca Brazil. -
Essential Metrics on the World's Major Airlines
essential metrics on the world’s major airlines Top 20 carriers based on 12 months’ seat capacity to September 2017 essential metrics decoded About OAG take-off • Data from Schedules Analyser is • OTP data is sourced from OAG’s Rank Airline Seats (Oct16-Sep17) for the 12 months to September Flight Status database and is for 2017. the 12 months to September 2017. 1 American Airlines 251,483,734 Where average coverage falls 2 Delta Air Lines 225,796,738 below OAG’s 80% threshold, a • Data from Traffic Analyser is for the 3 Southwest Airlines 201,582,829 12 months to June 2017. carrier’s entry has been recorded as N/A. 4 United Airlines 182,179,745 5 Ryanair 133,675,731 • Estimated Bookings Load Factor is calculated by dividing bookings by • Fleet data is sourced from CAPA 6 China Southern Airlines 119,141,114 (www.centreforaviation.com ) as seats and represents an estimated 7 China Eastern Airlines 113,779,195 bookings load factor which doesn’t of October 2017. Narrow-body 8 easyJet 87,066,832 take into account non-revenue fleet and aircraft on order figures passengers. Both data sets are for include regional jets. Freighters 9 Turkish Airlines 85,079,215 are excluded. the 12 months to June 2017. 10 Air China 83,249,431 11 Lufthansa German Airlines 83,175,267 • Number of Routes served is for the • Network section: Fastest growing 12 months to September 2017. country is of the Top 10 country 12 LATAM Group 81,715,360 markets served by that carrier. -
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. -
Analysis of the Effects of Air Transport Liberalisation on the Domestic Market in Japan
Chikage Miyoshi Analysis Of The Effects Of Air Transport Liberalisation On The Domestic Market In Japan COLLEGE OF AERONAUTICS PhD Thesis COLLEGE OF AERONAUTICS PhD Thesis Academic year 2006-2007 Chikage Miyoshi Analysis of the effects of air transport liberalisation on the domestic market in Japan Supervisor: Dr. G. Williams May 2007 This thesis is submitted in partial fulfilment of the requirements for the degree of Doctor of Philosophy © Cranfield University 2007. All rights reserved. No part of this publication may be reproduced without the written permission of the copyright owner Abstract This study aims to demonstrate the different experiences in the Japanese domestic air transport market compared to those of the intra-EU market as a result of liberalisation along with the Slot allocations from 1997 to 2005 at Haneda (Tokyo international) airport and to identify the constraints for air transport liberalisation in Japan. The main contribution of this study is the identification of the structure of deregulated air transport market during the process of liberalisation using qualitative and quantitative techniques and the provision of an analytical approach to explain the constraints for liberalisation. Moreover, this research is considered original because the results of air transport liberalisation in Japan are verified and confirmed by Structural Equation Modelling, demonstrating the importance of each factor which affects the market. The Tokyo domestic routes were investigated as a major market in Japan in order to analyse the effects of liberalisation of air transport. The Tokyo routes market has seven prominent characteristics as follows: (1) high volume of demand, (2) influence of slots, (3) different features of each market category, (4) relatively low load factors, (5) significant market seasonality, (6) competition with high speed rail, and (7) high fares in the market. -
The Value of Monroe Energy, Llc for Delta Air Lines, Inc. Amid a Bearish
A Work Project presented as part of the requirements for the Award of a Master Degree in Finance from the NOVA – School of Business and Economics. DELTA AIR LINES, INC. FLYING HIGH IN A COMPETITIVE INDUSTRY an Equity Research Report on Delta Air Lines, Inc. (DAL: NYSE) FRANCISCO SEQUEIRA DE PAIVA MARTINS DA SILVA STUDENT NUMBER 33897 PEDRO MANUEL CORREIA PEREIRA STUDENT NUMBER 33968 A Project carried out on the Master’s in Finance Program, under the supervision of: Professor Rosário André January 3rd, 2020 Abstract This equity research report will first be focusing on the North American Arline industry, analyzing its current form, as well as looking at industry’s opportunities and threats ahead. On top of this, an outlook over the airline industry will also be presented in order to give the investors an accurate view of the present and the future. A further analysis will then be conducted with regards do Delta Air Lines Inc. (DAL:NYSE), applying the previous research to provide a fair valuation for the group, resulting in an sustained recommendation of whether an investor should consider invest in DAL, or not. Keywords Delta Air Lines, Inc.; Airline; Equity Research; Valuation This work used infrastructure and resources funded by Fundação para a Ciência e a Tecnologia (UID/ECO/00124/2013, UID/ECO/00124/2019 and Social Sciences DataLab, Project 22209), POR Lisboa (LISBOA-01-0145-FEDER-007722 and Social Sciences DataLab, Project 22209) and POR Norte (Social Sciences DataLab, Project 22209). MASTERS IN FINANCE EQUITY RESEARCH DELTA AIR LINES, INC. COMPANY REPORT AIR TRANSPORTATION - AIRLINES JANUARY 3RD, 2020 STUDENTS: FRANCISO SILVA / PEDRO PEREIRA [email protected] / [email protected] Flying High In A Competitive Industry During the first 9-months of 2019, solid demand for air travel supported a 6.4% Recommendation: STRONG BUY growth of passenger revenue for Delta Air Lines, Inc. -
Wyoming Aeronautics Commission Air Service Enhancement Program and Capacity Purchase Agreement Annual Report - Revised
Wyoming Aeronautics Commission Air Service Enhancement Program and Capacity Purchase Agreement Annual Report - Revised Wyoming Department of Transportation Aeronautics Division September 27, 2019 Shawn Burke Analyst, Air Service Development [email protected] Executive Summary 2018 marked a record year for passenger traffic in the state as the state’s busiest airport, Jackson Hole, grew more than 10% year over year. Not all Wyoming airports, however, are sharing in the same success. Against the continuing backdrop of a regional pilot shortage, increasing competition for air service, and changing airline industry economics, challenges remain to maintain and grow air service to Wyoming airports into the future. The passage of the Commercial Air Service Improvement Act and subsequent contract award will make significant progress towards stabilizing air service for the most at- risk communities in the state while providing a hedge against industry head winds. Recent Industry Shifts that Benefit Wyoming Strategic shifts in the airline industry during 2018 have provided Wyoming a window of opportunity to enhance its air service. Airlines, in particular United Airlines, have shifted to significantly growing domestic markets and utilizing more regional jet aircraft in smaller markets. United Airlines grew more in 2018 than the entire size of some smaller carriers—adding more than 100,000 flights to their network. Markets formerly served by 19 to 30 seat aircraft, such as those in Wyoming, are now seeing 50-seat jet aircraft alongside record traffic levels at their airports. United has shown significant interest in growing their Denver operation, which grew almost 10% from 2017. Another key to United’s growth into smaller domestic markets has been the retention and acquisition of used 50-seat aircraft, which have largely fallen out of favor at other airlines. -
Brand and Marketing As a Competitive Advantage
5 MAY 2017 ASX: QAN US OTC: QABSY New Group Image Positioning the Qantas Group for Growth and Sustainable Returns Alan Joyce, CEO Qantas Group QANTAS GROUP OVERVIEW The Long-term Outlook for Global Passenger Growth Remains Robust Global airline profit1 in 2017 and 20-year passenger2 forecasts Europe Middle East North America 2017 profit: $5.6b 2017 profit: $0.3b 2017 profit: $18.1b Passenger Growth: Passenger Growth: Passenger Growth: +2.5% +4.8% Asia Pacific +2.8% Total Passengers Total Passengers 2017 profit: $6.3b Total Passengers in 2035: 1.5b in 2035: 0.41b Passenger Growth: in 2035: 1.3b +4.7% Total Passengers in 2035: 3.1b Latin America Africa 2017 profit: $0.2b 2017 profit: -$0.8b Passenger Growth: Passenger Growth: +3.8% +5.1% Total Passengers Total Passengers in 2035: 0.66b in 2035: 0.3b 1. IATA, ‘Another Strong Year for Airline Profits in 2017’, 8 December 2016. Net post tax profits in USD. 2. IATA, ‘IATA Forecasts Passenger Demand to Double Over 20 Years’, 18 October 2016. Annual forecast growth refers to average annual growth. 3 QANTAS GROUP OVERVIEW The Qantas Group has Unique Competitive Advantages that Set Us Apart $ Dual Brand Strategy to Structurally Advantaged Innovative Loyalty Positioned in Asia with Reputation for Operational Segment and Grow Markets Domestic Position Business with Valuable Premier Airline Partnerships and Safety Excellence, Data Insights Iconic Australian Brand 4 QANTAS GROUP OVERVIEW Providing a More Stable Earnings Base and Supporting Growth Group Earnings Profile1 Two highest-margin carriers operating in Australia Group Generating >80% of domestic profit pool from <2/3 capacity share International2 $ Continued Loyalty earnings growth Group Domestic & Loyalty Restructured Group International network with >50% capacity to Asia Strong licence to operate, highly trusted brand that supports diversification Integrated Group portfolio delivers majority of earnings from stable, advantaged Domestic Airlines and Loyalty 1. -
United Airlines / United Express Reciprocal Jumpseat
Updated July 22, 2020 United Airlines / United Express Reciprocal Jumpseat Frequently Asked Questions What’s changing? Starting June 1, 2020, jumpseat-qualified United (UA) and United Express (UAX) employees in Dispatch, Flight Operations and Inflight Services will be able to electronically self-list for a qualifying jumpseat in employeeRES. UAX carriers include: Air Wisconsin, CommutAir, ExpressJet, GoJet, Mesa Airlines, Republic Airlines, and *SkyWest Airlines (*Flight Operations and Dispatch only). • UA employees will be able self-list for UAX flights within the 50 United States and can continue to self-list for mainline UA flights worldwide. • UAX employees will be able to self-list for UA/UAX flights operating only within the 50 United States. employeeRES will verify jumpseat eligibility and priority during the listing process, which will be reflected in Aero, the system used by customer service representatives (CSRs) at airports, after check in. What’s not changing? UA and UAX employees from Dispatch, Flight Operations and Inflight Services and UA Inflight- qualified management will still be able to list for a jumpseat at the gate with a CSR. Employees with controlled jumpseat privileges, including maintenance groups and select management employees, cannot self-list in employeeRES or with a gate CSR, and must follow established processes to receive authorization for a jumpseat. Why are we making this change? Being able to self-list in employeeRES frees up time for CSRs at gates allowing them more time to complete critical tasks before departure and focus on delivering caring service to our customers. Improved automation in Aero also allows CSRs working the gates to accurately see flight deck and cabin jumpseat availability.