Finnair Group Half-Year Report
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USA FAQ on TRAVEL & TESTING (V.4)
1 FAQ on TRAVEL & TESTING REQUIREMENTS (v.4) This document is intended to be a living document to provide assistance to non-Chinese citizens attempting to return to China from the U nited States . (Chinese citizens have similar testing requirements, but different ways of getting their results authorized.) This FAQ is meant to reflect the NEW testing requirements starting on 12/23. PLEASE NOTE that currently there are roadblocks at every step of the process of getting back to China. 1) Getting PU Letters (no PU letters for dependents; very hard to get PU letters in general for others) 2) Getting a visa, even WITH a PU Letter or an expired RP 3) Getting (affordable) flights to fly back to China that are on the approved flights list 4) Getting authorized for a Health Declaration Code (you might not get approval even if you have negative COVID results and have a valid visa, especially if you can’t prove your travel is “necessary” and “urgent” This FAQ aims to assis t people with the last two points above (finding flight routes and getting testing/authorized for a HDC) , however nothing is guaranteed. NOTE THAT TRAVEL AROUND THE TIME OF CHINESE NEW YEAR MA Y BE VERY DIFFICULT. Please see the newly added “Updates from around the world” to see how travel is being restricted around the world. Please read through everything carefully. Updates are based on the feedback and experiences of others to help those trying to return to their adopted home. As the situation is dynamic and unfolding, please use this as a guide only. -
2021 Datalex Big Book of Airline Data Page 0
2021 Datalex Big Book of Airline Data Page 0 2021 Datalex Big Book of Airline Data by IdeaWorksCompany Table of Contents Updates to the 2021 Datalex Big Book of Airline Data .................................................................................... 3 A. Welcome Message from Datalex .................................................................................................................. 5 B. Introduction to the Data ................................................................................................................................. 6 About Special Reporting Periods ....................................................................................................................... 7 Year over Year Comparisons are Introduced this Year............................................................................... 8 2020 Was Bad – But There Were a Few Bright Spots ................................................................................. 9 C. Airline Traffic for the 2020 Period .............................................................................................................. 12 Primary Airlines in Alphabetical Order .......................................................................................................... 12 Subsidiary Airlines in Alphabetical Order ...................................................................................................... 18 Primary Airlines by Traffic ................................................................................................................................ -
ICE 90620 IS Uppfaera Saga Lounge Skjal 11.Indd
Saga Lounge Keflavík Airport DO YOU HAVE ACCESS TO THE ICELANDAIR SAGA LOUNGE? Saga Premium Premium Vildarkort passengers Landsbankans Access to Saga Lounge � � � � � � � � � Yes Access to Saga Lounge � � � � � � � � � Yes Can I invite a guest? � � � � � � � � � � � � � � � � No Can I invite a guest? � � � � � � � � � � � � � � � � No Icelandair Saga Gold Premium Vildar viðskiptakort Access to Saga Lounge � � � � � � � � � Yes Landsbankans Can I invite guests? � � � � � � � � � � � � � � � � Yes Access to Saga Lounge � � � � � � � � � Yes Can I invite a guest? � � � � � � � � � � � � � � � � No Icelandair Saga Silver Access to Saga Lounge � � � � � � � � � Yes World Elite Mastercard Can I invite a guest? � � � � � � � � � � � � � � � Yes – Issued by Arion Bank Access to Saga Lounge � � � � � � � � � Yes Mastercard Icelandair Can I invite a guest? � � � � � � � � � � � � � � � � No Business – Issued by Kreditkort Platinum Business Travel Access to Saga Lounge � � � � � � � � � Yes – Issued by Arion Bank Can I invite a guest? � � � � � � � � � � � � � � � � No Access to Saga Lounge � � � � � � � � � Yes Can I invite a guest? � � � � � � � � � � � � � � � � No Mastercard Icelandair Platinum Business Platinum Card – Issued by Kreditkort – Issued by Kvika Access to Saga Lounge � � � � � � � � � Yes Access to Saga Lounge � � � � � � � � � Yes Can I invite a guest? � � � � � � � � � � � � � � � � No Can I invite a guest? � � � � � � � � � � � � � � � � No Mastercard Icelandair Premium – Issued by Kreditkort Access to Saga Lounge � � � � � � � -
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. -
Airbaltic: Drivers of Economic Growth in Regions
airBaltic: Drivers of Economic Growth in Regions 1 November, 2011 airBaltic highlights 11 November,November, 20112011 The Airline Pacesetter Award airBaltic 2010 Airline of Year 2009/10 in Europe by ERA ATW Phoenix Award 2010 (Oscar of the airline industry) 2010 in figures: 3.2million passengers, 69% load factor, +16% growth airBaltic flights from Riga 2011 11 November,November, 20112011 airBaltic total growth +16% passenger flows 2010, 1.3 m 1 1 November, 2011 . 3 m 0 .6 m Riga airport passenger growth 6 0 0 0 5 0 0 0 4 0 0 0 3 0 0 0 2 0 0 0 2 200 1 0 0 0 1 828 0 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 200 341 310 392 491 497 531 555 1 November, 2011 562 574 623 633 1 878 712 2 495 3 160 3 690 1 060 4 200 4 663 5 000 2 2003 2004 2005 2006 2007 2008 2009 2010 2011* * E stimated Riga establishing its place, airports by passengers 2010, mln 1 November, 2011 12,8 19,0 8,3 4,6 50,8 21,5 8,7 22,3 6,6 Airports (combined where applicable) by annual passengers 2010, in mln airBaltic passenger growth 4 000 000 3 500 000 3 000 000 2 500 000 2 000 000 1 500 000 1 000 000 500 000 0 12 806 1995 106 127 151 385 1996 173 652 1997 194 224 1998 218 270 1999 248 710 2000 262 212 2 590 357 336 367 2 008 522 2001 1 037 925 2 757 404 3 206 735 589 229 1 425 277 3527409 2002 1 November, 2011 2003 2004 2005 2006 2007 2008 2009 2010 2011E airBaltic 15 minute punctuality 89,00% 88,00% 87,80% 87,00% 86,00% 85,00% 84,00% 83,40% 83,00% 82,00% 81,00% 2010 2011Jan-Aug Essential differences between transfer and point-to-point models November 1, 2011 Development of a transfer-hub transforms the risk-profile November 1, 2011 Number of Maximum number of Routes markets served Point to Transfer Point Hub Increases number of markets that can be served on an exponential basis Enables capacity to be allocated where demand 2 4 6 (or yield) is highest 3 6 12 Minimises dependence on individual markets, 4 8 20 5 10 30 economies, currencies 6 12 42 It needs 7 14 56 – “Critical mass” 8 16 72 9 18 90 – Attractive pricing across the range of 10 20 110 markets …. -
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. -
Finnair Takes-Off to Chat-Centred Customer Service and Shuts Down Some of Their Traditional Service Channels After 5X Efficiency Increase
Finnair takes-off to chat-centred customer service and shuts down some of their traditional service channels after 5x efficiency increase Executive Summary Finnair is one of the most innovative, With 60,000 monthly contacts, Finnair was looking to safest and longest-operating airlines improve the efficiency of their customer service team, in the world. Finnair’s route network as well as to increase their focus on their online sales connects Asia, North America and the channels. Using giosg, they now process over 16,000 of northern regions of Europe and beyond those monthly contacts through live chat. With each through its hub at Helsinki Airport. agent looking after 3-7 conversations simultaneously, Finnair has been able to shut down some of the traditional, more expensive customer service channels. Challenges In 2014 Finnair was faced with a predicament- The “Our agents love the swimlane interface of team was keen to provide excellent customer service the giosg console. They are always up to to achieve a customer satisfaction score of 4.4/5. speed with the routes and ticket class visitors However, they were also painfully aware of the are looking at and are able adjust their associated costs of both the phone and email service service accordingly.” channels. At the same time, their web traffic was on the rise, their customers were eager to book flights, Satu Karaksela Service Manager, Finnair make changes and access flight information online, putting pressure on Finnair to make the service more convenient for online customers. For more information: www.giosg.com Chat window opens proactively when service need Because not everything can be predicted, Finnair has is recognised placed the chat button on almost every page of their site (except for the homepage), so their online visitors Finnair reviewed three potential chat providers, can reach customer service whenever they need them. -
Strategic Integration Between U.S. Airways and Iberia in One World José G
lobal f G E o co l n a o n m r u i c o s J $ Vargas-Hernández, J Glob Econ 2014, 2:4 Journal of Global Economics DOI: 10.4172/2375-4389.1000123 ISSN: 2375-4389 Opinion Article Open Access Strategic Integration between U.S. Airways and Iberia in One World José G. Vargas-Hernández* University Center of Economic and Administrative Sciences, University of Guadalajara, Zapopan , Jalisco, Mexico *Corresponding author: José G. Vargas-Hernández, University Center of Economic and Administrative Sciences, University of Guadalajara, Zapopan , Jalisco, Mexico, Tel: +523337703340, Ext: 25685; E-mail: [email protected] Rec Date: Sep 30 2014; Acc Date: Oct 08 2014; Pub Date: Oct 15 2014 Copyright: © 2014 Vargas-Hernández JG. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited. Abstract The air transportation is one of the most important international industries; there are three major networks or strategic alliances (One World, Sky Team and Star Alliance). They seek to overcome each other, whilst the members leave the guild and join another. This paper attempts to determine the reasons for the performance of the joint venture and the performance of firms within the alliance. Keywords: Airlines; Antitrust; Firm performance; Strategic alliances Defining the Problem The question of this work lies in what effect on firm performance Introduction could be expected from the strategic partnership between U.S. Strategic alliances between firms are ubiquitous phenomena. Airways, Iberia, American Airlines and British Airways? Strategic alliances are defined as voluntary arrangements between firms involving exchange, sharing or co-development of products, Theoretical Background technology or services [1]. -
Aviation Report V4
Efficiency Trends for New Commercial Jet Aircraft 1960 to 2008 ! ii Efficiency Trends for New Commercial Jet Aircraft, 1960 to 2008 The goal of the International Council on Clean Transportation (ICCT) is to dramatically improve the environmental performance and efficiency of personal, public and goods transportation in order to protect and improve public health, the environment, and quality of life. The Council is made up of leading regulators and experts from around the world that participate as individuals based on their experience with air quality and transportation issues. The ICCT promotes best practices and comprehensive solutions to improve vehicle emissions and efficiency, increase fuel quality and sustainability of alternative fuels, reduce pollution from the in-use fleet, and curtail emissions from international goods movement. Authors: Daniel Rutherford, Ph.D. Senior Researcher, International Council on Clean Transportation Mazyar Zeinali, Ph.D. Researcher, International Council on Clean Transportation The authors would like to thank our many colleagues around the world that have generously contributed their time and insight in reviewing and commenting on the draft versions of this paper, including Steve Arrowsmith, Theo Rindlisbacher, Chris Eyers, Paul Peeters, Dimitri Simos, Tim Johnson, and Jos Dings. Our gratitude also goes to Paul Madden and Ian Waitz for kindly providing information on previous related studies, and to the members of CAEP WG3, to whom this work was originally submitted. We also thank our ICCT colleagues Drew Kodjak, Fanta Kamakate, Matt Crenson, John German, Andrew Jens, Ray Minjares, Ed Pike, and Kate Blumberg for their review and constructive comments. Generous support for this work was provided by the William and Flora Hewlett Foundation and the ClimateWorks Foundation. -
The Changing Structure of the Global Large Civil Aircraft Industry and Market: Implications for the Competitiveness of the U.S
ABSTRACT On September 23, 1997, at the request of the House Committee on Ways and Means (Committee),1 the United States International Trade Commission (Commission) instituted investigation No. 332-384, The Changing Structure of the Global Large Civil Aircraft Industry and Market: Implications for the Competitiveness of the U.S. Industry, under section 332(g) of the Tariff Act of 1930, for the purpose of exploring recent developments in the global large civil aircraft (LCA) industry and market. As requested by the Committee, the Commission’s report on the investigation is similar in scope to the report submitted to the Senate Committee on Finance by the Commission in August 1993, initiated under section 332(g) of the Tariff Act of 1930 (USITC inv. No. 332-332, Global Competitiveness of U.S. Advanced-Technology Manufacturing Industries: Large Civil Aircraft, Publication 2667) and includes the following information: C A description of changes in the structure of the global LCA industry, including the Boeing-McDonnell Douglas merger, the restructuring of Airbus Industrie, the emergence of Russian producers, and the possibility of Asian parts suppliers forming consortia to manufacture complete airframes; C A description of developments in the global market for aircraft, including the emergence of regional jet aircraft and proposed jumbo jets, and issues involving Open Skies and free flight; C A description of the implementation and status of the 1992 U.S.-EU Large Civil Aircraft Agreement; C A description of other significant developments that affect the competitiveness of the U.S. LCA industry; and C An analysis of the aforementioned structural changes in the LCA industry and market to assess the impact of these changes on the competitiveness of the U.S. -
International Civil Aviation Organization
International Civil Aviation Organization GUIDANCE ON ECONOMIC AND FINANCIAL MEASURES TO MITIGATE THE IMPACT OF THE CORONAVIRUS OUTBREAK ON AVIATION December 2020 Version 1.2 GUIDANCE ON ECONOMIC AND FINANCIAL MEASURES TABLE OF CONTENTS 1. Economic impact of COVID-19 on aviation ........................................................................... 1 2. ICAO CART recommendation on economic and financial measures ..................................... 2 3. Key principles of State economic and financial measures ...................................................... 3 4. Form of State economic and financial measures ..................................................................... 8 4.1. State financial support measures ...................................................................................... 8 4.2. State regulatory support measures.................................................................................. 18 4.3. Support for State’s oversight functions .......................................................................... 22 5. Form of industry measures .................................................................................................... 23 5.1. Industry financial measures ............................................................................................ 23 5.2. Industry operational measures ........................................................................................ 30 6. Assessment of value creation of State financial support to aviation .................................... -
AFRAA Annual Report 2019
IRLINES ASS A PAGNIES O OM AERI C 20N S C EN 19 E N I A D ES A N A T C IO F I T R I I O R IA C C A I N F O N S E S A S A ANNUAL AFRAA REPORT Amadeus Airline Platform Bringing SIMPLICITY to airlines You can follow us on: AmadeusITGroup amadeus.com/airlineplatform AFRAA Executive Committee (EXC) Members 2019 AIR MAURITIUS (MK) RWANDAIR (WB) PRESIDENT OF AFRAA CHAIRPERSON OF THE EXECUTIVE COMMITTEE Mr. Somas Appavou Ms. Yvonne Makolo Chief Executive Officer Chief Executive Officer CONGO AIRWAYS (8Z) KENYA AIRWAYS (KQ) CAMAIR-CO (QC) Mr. Desire Balazire Esono Mr. Sebastian Mikosz Mr. Louis Roger Njipendi Kouotou 1st Vice Chairman of the EXC 2nd Vice Chairman of the EXC Chief Executive Officer Chief Executive Officer Chief Executive Officer ROYAL AIR MAROC (AT) EGYPTAIR (MS) TUNISAIR (TU) Mr. Abdelhamid Addou Capt. Ahmed Adel Mr. Ilyes Mnakbi Chief Executive Officer Chairman & Chief Executive Officer Chief Executive Officer ETHIOPIAN AIRLINES (ET) AIR ZIMBABWE (UM) AIR NAMIBIA (SW) MAURITANIA AIRLINES (L6) Mr. Tewolde GebreMariam Mr. Joseph Makonise Mr. Xavier Masule Mrs. Amal Mint Maoulod Chief Executive Officer Chief Executive Officer Chief Executive Officer Chief Executive Officer ANNUAL REPORT 2019 I Foreword raffic growth in Africa has been consistently increasing since 2011. The demand for air passenger services remained strong in 2018 with a 6.9% year Ton year growth. Those good results were supported by the good global economic environment particularly in the first half of the year. Unlike passenger traffic, air freight demand recorded a very weak performance in 2018 compared to 2017.