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Indian Airlines LIST OF AIRLINES Iran Air Japan Airlines Jet Airways Aer Lingus Kenya Airways Aeroflot Kingfisher Airlines Aerolineas Argentinas KLM Afriqiyah Airways KLM City Hopper Air Astana Korean Air Air Barundi Kuwait Airways Air Berlin Kyrghzstan Airlines Air Canada Lan Air China LOT - Polish Airlines Air Comet Lufthansa Air Europa Luxair Air France Maersk Air Air India Mahan Air Air Madagascar Malaysia Airlines Air Malawi Malev Hungarian Airline Air Malta Martinair Holland NV Air Mauritius Mexicana Air Namibia Middle East Airlines Air New Zealand Northwest Airlines Air Nigeria Oman Air Air Seychelles Ltd. Pakistan International Air Zimbabwe Philippine Airlines Alitalia Qantas All Nippon Airways Qatar Airways American Airlines Royal Air Maroc Arik Air Royal Brunei Airlines Armenian Airlines Royal Jordanian Asiana Airlines Royal Nepal Airlines Austrian Airlines Saudi Arabian Airlines B.W.I.A. Scandinavian Airlines Bangkok Airways Silk Air Biman Bangladesh Singapore Airlines BMI British Midland SN Brussels Airlines British Airways South African Airways British European Airway Srilankan Airlines British Mediterranean Sudan Airways Bulgaria Air Swiss Air Cathay Pacific Syrian Arab Airlines China Airlines Tam Linhas Aereas China Eastern Airline TAP Portugal China Southern Airline TAP-Air Portugal Continental Airlines Tarom Romanian Airlines Cyprus Airways Thai Airways Cyprus Turkish Air Tunis Air Czech Airlines Turkish Airlines Delta Air Lines Turkmenistan Airlines East African Safari Air United Airlines Egypt Air US Airways EL-AL Israeli Airlines Uzbekistan Airways Emirates Airlines Varig Brazilian Airline Estonian Air Vietnam Airlines Ethiopian Airlines Virgin Atlantic Etihad Airways Virgin Express Eva Air Vlm Airlines Finnair Yemenia Airways Gulf Air Iberia Airlines Icelandair .

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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.
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Antwerp Airport
ANNUAL REPORT Luchthavenlei, z/n 2007 B- 2100 Antwerpen (Deurne) Tel.: 03-285 65 00 Fax: 03-285 65 01 ANTWERP AIRPORT 2007 Annual report ANTWERP AIRPORT 1 TABLE OF CON T EN T S PREFACEVOORWOORD 5 1 2007HOOGTEPUNTEN HIGHLIGHTS 2007 9 2 MANAGEMENTBEHEER EN BEHEERSRESULTATEN AND MANAGEMENT RESULTS 13 3 FIVEVIJF TROEVENASSETS OF VAN ANTWERP DE LUCHTHAVEN AIRPORT ANTWERPEN 15 3.1 20-MINUTE20 MINUTEN CONCEPT CONCEPT 15 3.2 FREEGRATIS PARKING PARKING AREA 15 3.3 ACCESSIBLEBEREIKBAAR BY MET CAR, AUTO, TRAIN TREIN AND EN BUS BUS 16 3.4 SITUATEDLIGGING IN AT HET FLANDERS’ ECONOMISCHE ECONOMIC HART HEART VAN VLAANDEREN 16 3.5 MODERNMODERNE PASSENGER PASSAGIERSTERMINAL TERMINAL 16 4 TRAFFICVERKEER 17 4.1 PASSENGERSPASSAGIERS 17 4.2 MOVEMENTSBEWEGINGEN 18 4.3 FREIGHTVRACHT 18 5 INVESTMENTSINVESTERINGEN 19 6 AIRPORTLUCHTHAVENBEVEILIGING SECURITY 20 6.1 SCREENINGSCREENINGAPPARATUUR DEVICES AND EN VEHICLES ROLLEND MATERIEEL 20 6.2 SECURITYVEILIGHEIDSINSPECTIES INSPECTIONS BYDOOR THE HET AVIATION DIRECTORAAT-GENERAAL DIRECTORATE-GENERAL LUCHTVAART 16 7 EMPLOYMENTWERKGELEGENHEID 22 7.1 PUBLICOPENBARE SERVICES DIENSTEN 22 7.2 AIRPORT-BASEDBEDRIJVEN GEVESTIGD BUSINESSES OP DE LUCHTHAVEN 22 8 ENVIRONMENTALMILIEUVERGUNNING LICENCE 23 9 PROMOTIONPROMOTIE 24 BALANCEBALANS SHEET 27 INCOMERESULTATENREKENING AND EXPENDITURE ACCOUNT 33 2 3 PREFA C E Growth continues with a passenger increase of 18% Following several years of falling figures, this trend was broken in 2006 with an increase of 3.6% to 147,849 passengers. The year 2007 was closed with an overall passenger number of 174,858, which means that growth continues with an increase of over 18% compared to the previous year. However, the number of flight movements declined by about 6% to 51,589.
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Reason Behind Kingfisher Airline's Failure: “An Eye Opening Case Study
REASON BEHIND KINGFISHER AIRLINE’S FAILURE: “AN EYE OPENING CASE STUDY REVEALING THREE KEY WORDS FOR AVIATION INDUSTRY SUCCESS: COSTS, COSTS, COSTS” * JAYANT SRIVASTAVA (Asst. Professor, Trinity Business School, Murad Nagar, Ghaziabad) ** ASAD ALI & AKANSHA TIWARI (Students PGDM, Trinity Business School) ABSTRACT: Our research paper try to throw lights on some major reasons which were somehow responsible for the current crisis going inside the kingfisher Airlines which can be realized by the press statement from KFA, on 12 March 2012, highlights the challenges: “The flight loads have reduced because of our limited distribution ability caused by IATA suspension. We are therefore combining some of our flights. Also, some of the flights are being cancelled as a result of employee agitation on account of delayed salaries. This situation has arisen as a consequence of our bank accounts having been frozen by the tax authorities. We are making all possible efforts to remedy this temporary situation.” RESEARCH OBJECTIVE: The key objective of this research study is to investigate the reasons behind the failure of the Kingfisher airline in the year 2012. To investigate the government policies and the various steps taken to fix the current crisis. To investigate the reasons due to which the whole Aviation Industry is suffering from higher operating losses. What went so terribly wrong with Kingfisher when rival Jet Airways has comparatively much higher debt? INTRODUCTION: Global aviation industry is passing through challenging times due to unprecedented fuel price hike during the last 4 years, turbulent financial markets and economic recession. Vijay Malaya’s dream bird, Kingfisher Airlines - popularly known as The King of Good Times - is witnessing its worst phase.
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Kingfisher Airlines Limited
KINGFISHER AIRLINES LIMITED ANNUAL REPORT 2012 - 2013 Kingfisher Airlines Limited Registered Office: UB Tower, Level 12, UB City, 24, Vittal Mallya Road, Bangalore - 560 001 NOTICE NOTICE IS HEREBY GIVEN OF THE EIGHTEENTH ANNUAL GENERAL MEETING of the Company to be held at Good Shepherd Auditorium, Opposite St. Joseph’s Pre-University College, Residency Road, Bangalore – 560 025 on Tuesday, September 24, 2013 at 1.30 p.m. for the following purposes: 1. To receive and consider the accounts for the year ended March 31, 2013 and the reports of the Auditors and Directors thereon; 2. To elect a Director in the place of Mr. Subhash R. Gupte who retires by rotation and being eligible, offers himself for re-appointment; 3. To appoint Auditors and fix their remuneration. The retiring Auditors M/s. B. K. Ramadhyani & Co., are eligible for re-appointment. By Order of the Board Place : Goa Bharath Raghavan Date : August 14, 2013 Chief Legal Officer & Company Secretary Notes : 1. A SHAREHOLDER ENTITLED TO ATTEND THE MEETING AND VOTE THEREAT MAY APPOINT A PROXY TO ATTEND AND VOTE ON HIS BEHALF ONLY ON A POLL. SUCH A PROXY NEED NOT BE A MEMBER OF THE COMPANY. The proxy form duly completed must reach the Registered Office of the Company not later than forty-eight hours before the time appointed for the holding of the Meeting. 2. The Register of Members and Share Transfer Books will remain closed from Thursday, September 19, 2013 to Tuesday, September 24, 2013 (both days inclusive). 3. Members are required to intimate immediately to the Company’s Registrars and Transfer Agents, M/s Karvy Computershare Private Limited, 17-24, Vittal Rao Nagar, Madhapur, Hyderabad – 500 081 (Telephone No: 040-44655000, Fax.
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SISF Contract V2
AGREEMENT FOR GLOBAL BRAND AWARENESS AND STRATEGIC COMMUNICATIONS CAMPAIGN FOR PROJECT SISF DATED 23 JULY 2009 1 PARTIES 1.1 This Agreement is made by and between FBC MEDIA (UK) LIMITED of 12-16 Laystall St, London EC1R 4PF (“FBC”) and SISF of Address (“The Client”). 2 TERM 2.1 This agreement runs from 1 September 2009 to 28 February 2011. Unless otherwise specified, all references to deliverables contained in this contract are for the 18 month period from 1 September 2009. 2.2 The parties shall meet every three months to review progress and re-examine priorities on a flexible basis every six months to plan ahead. 2.3The parties shall sit down no less than 60 days prior to the end of the Term to discuss and agree the details of a further Agreement. 3 STRATEGIC COUNSEL, PLANNING AND ADVISORY SERVICES 3.1 FBC shall make available the services of John Defterios (JD), Matthieuse Coombes-Olney (MCO), Eckart Sagar (ES), Patrizia Marin (PM), and Alan Friedman (AF) to act as principal advisors in the management of their Strategic Communication and International Outreach strategy. During the Term, JD, MCO, and AF shall proactively manage this project and shall be in SISF for the purposes of media planning and strategic meetings at or before the beginning of every quarter. 3.2 FBC will also provide a team of media and public affairs specialists to assist with the placement of interviews on and around summits, bi lateral meetings and events as agreed. 3.3 FBC shall organise itself to enable a rapid deployment for ad hoc interventions according to demand and shall, subject to agreement, accelerate the timing of the work performed under this contract as required by SISF.
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The Impacts of Globalisation on International Air Transport Activity
Global Forum on Transport and Environment in a Globalising World 10-12 November 2008, Guadalajara, Mexico The Impacts of Globalisation on International Air Transport A ctivity Past trends and future perspectives Ken Button, School of George Mason University, USA NOTE FROM THE SECRETARIAT This paper was prepared by Prof. Ken Button of School of George Mason University, USA, as a contribution to the OECD/ITF Global Forum on Transport and Environment in a Globalising World that will be held 10-12 November 2008 in Guadalajara, Mexico. The paper discusses the impacts of increased globalisation on international air traffic activity – past trends and future perspectives. 2 TABLE OF CONTENTS NOTE FROM THE SECRETARIAT ............................................................................................................. 2 THE IMPACT OF GLOBALIZATION ON INTERNATIONAL AIR TRANSPORT ACTIVITY - PAST TRENDS AND FUTURE PERSPECTIVE .................................................................................................... 5 1. Introduction .......................................................................................................................................... 5 2. Globalization and internationalization .................................................................................................. 5 3. The Basic Features of International Air Transportation ....................................................................... 6 3.1 Historical perspective .................................................................................................................
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A Conversation with
A MAGAZinE FOR AIRLinE EXECUTIVES 2006 Issue No. 2 2006 Issue No. 2 T a k i n g y o u r a i r l i n e t o n e w h e i g h t s the globAl AdvocAte A Conversation With . Giovanni Bisignani director general and CEO International Air Transport Association page 38 www.sabreairlinesolutions.com I NSIDE Government regulations 6 affect globalization Latin American carriers 42 grow regionally AirAsia overcomes challenges 50 to its Thai-based subsidiary making contact To suggest a topic for a possible future article, change your address or add someone to the mailing list, please send an e-mail message to the Ascend staff at [email protected]. T aking your airline to new heights For more information about products 2006 Issue No. 2 and services featured in this issue Editors in Chief of Ascend, please visit our Web site Stephani Hawkins at www.sabreairlinesolutions.com B. Scott Hunt or contact one of the following 3150 Sabre Drive Sabre Airline Solutions regional Southlake, Texas 76092 representatives: www.sabreairlinesolutions.com Sabre Airline Solutions and the Sabre Airline Solutions logo are trademarks and/or service marks of an affiliate of Sabre Holdings Corporation. ©2005 Sabre Inc. All rights reserved. Art Direction/Design Asia/Pacific Shari Manning Andrew Powell Design Contributors Vice President Erin Jackson, Michelle Kennedy, Level No. 05-05 Tim St. Clair Technopark Block 750E Contributors Chai Chee Road Shaquiq Ahmed, Walter Avila, Jack Singapore 469005 Burkholder, Vinay Dube, Kim Farrow, Phone: +65 9127 6927 Kristen Fritschel, Glen Harvell, Vicki E-mail: [email protected] Hummel, Carla Jensen, Craig Lindsey, Marcela Lizárraga, Roman Lopatko, Deborah Magee, Yusuf Mauladad, Alan Europe, Middle East and Africa McWalters, Gary Millward, Andrew Murray Smyth Powell, Srikanth Raghunathan, Jessica Vice President Schneider, Jennifer Silvia, Murray Smyth, Somerville House Kevin Stupfel, Renzo Vaccari, Jung Yu.
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World Air Transport Statistics, Media Kit Edition 2021
Since 1949 + WATSWorld Air Transport Statistics 2021 NOTICE DISCLAIMER. The information contained in this publication is subject to constant review in the light of changing government requirements and regulations. No subscriber or other reader should act on the basis of any such information without referring to applicable laws and regulations and/ or without taking appropriate professional advice. Although every effort has been made to ensure accuracy, the International Air Transport Associ- ation shall not be held responsible for any loss or damage caused by errors, omissions, misprints or misinterpretation of the contents hereof. Fur- thermore, the International Air Transport Asso- ciation expressly disclaims any and all liability to any person or entity, whether a purchaser of this publication or not, in respect of anything done or omitted, and the consequences of anything done or omitted, by any such person or entity in reliance on the contents of this publication. Opinions expressed in advertisements ap- pearing in this publication are the advertiser’s opinions and do not necessarily reflect those of IATA. The mention of specific companies or products in advertisement does not im- ply that they are endorsed or recommended by IATA in preference to others of a similar na- ture which are not mentioned or advertised. © International Air Transport Association. All Rights Reserved. No part of this publication may be reproduced, recast, reformatted or trans- mitted in any form by any means, electronic or mechanical, including photocopying, recording or any information storage and retrieval sys- tem, without the prior written permission from: Deputy Director General International Air Transport Association 33, Route de l’Aéroport 1215 Geneva 15 Airport Switzerland World Air Transport Statistics, Plus Edition 2021 ISBN 978-92-9264-350-8 © 2021 International Air Transport Association.
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A Case Study of Air India & Kingfisher Airlines Aniruddha
ZENITH International Journal of Business Economics & Management Research Vol.2 Issue 1, January 2012, ISSN 2249 8826 Online available at http://zenithresearch.org.in/ – & ANIRUDDHA SARKAR*; SUVARUN GOSWAMI** *Junior Research Fellow, Dep of Commerce, The University of Burdwan , Burdwan -713104 , *Assistant Professor in Commerce , Rishi Bankim Chnadra Evening College , Naihati , North 24 Parganas , West Bengal , ABSTRACT India's infrastructure has been improving slowly but steadily over recent year with foreign investors increasingly keen to invest in the sector. Infrastructure Sector Growth Rate in India has been on the rise in the last few years. The Growth Rate of the Infrastructure Sector GDP has grown due to several reasons and this in its turn has given a major boost to the country's economy. In the present article an endeavor has been made to throw some light on the financial performance of Indian Aviation sector means of a comparative study between Air India and Kingfisher Airlines, key infrastructure sector. The financial performance has been with the help of some key Finally the study ends with some valid suggestions which deserve the attention of the management of both the companies under study and Government. KEYWORDS: Infrastructure, Indian Airways, Financial Performance, PI, UI & EL. ______________________________________________________________________________ Infrastructure is the basic physical and organizational structure needed for the operation of a society or enterprise, or the services and facilities necessary for an economy to function. The term typically refers to the technical structures that support a society, such as roads, water supply, sewers, power grids, telecommunications, and so forth. Viewed functionally, infrastructure facilitates the production of goods and services; for example, roads enable the transport of raw materials to a factory, and also for the distribution of finished products to markets.
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Completed Acquisition by Air France Finance S.A.S / City Jet Ltd of VLM Airlines N.V
Completed acquisition by Air France finance S.A.S / City Jet Ltd of VLM Airlines N.V. ME/3535/08 The OFT's decision on reference under section 33(1) given on 9 May 2008. Full text of decision published 10 June 2008. PARTIES 1. Air France KLM S.A. (AFKL) is active principally in air transportation (passengers and freight) but also in ground services (for example, passenger handling). AFKL owns over 92 per cent of the economic rights in KLM Royal Dutch Airlines (KLM), a Dutch registered international carrier operating scheduled cargo and passenger services to more than 90 destinations principally from Amsterdam. AFKL is a founding member of the SkyTeam Alliance and has two international hubs at Amsterdam Schiphol and Paris CDG airports. AFKL's vehicles for this acquisition are its wholly-owned subsidiaries, Air France Finance S.A.S., and the latter's subsidiary, City Jet Ltd (City Jet), a regional European airline serving ten of its current seventeen routes from its hub at London City Airport. 2. VLM Airlines N.V. (VLM) is a Belgian-registered regional airline. VLM is active in the supply of scheduled short-haul point-to-point passenger air transport services, primarily focused on business customers. For the IATA summer 2008 season, VLM operates eight routes on a reverse-hub basis at London City Airport, with most of its aircraft and personnel based in The Netherlands and in Belgium. TRANSACTION 3. The transaction comprises the acquisition by Air France Finance S.A.S. ([…]) of the entire issued share capital of VLM together with […] Fokker 50 aircraft for €[…].
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Statement from Mr. Sanjay Aggarwal, CEO, Kingfisher Airlines Ltd
Statement From Mr. Sanjay Aggarwal, CEO, Kingfisher Airlines Ltd. Mumbai, November 12, 2011---Kingfisher would like to take the opportunity to clarify its position on the following points: • The airline industry in India is going through a tough period due to high costs and lower yields. This is evident by the unprecedented losses recently reported. To counter these pressures and leveraging its strengths, Kingfisher decided to rationalize network, drop unprofitable flights and expedite its fleet reconfiguration. This initiative will improve the long term profitability of the airline. • The reconfiguration initiative will require up to 3 aircraft to be out of service over the next three months at any one time for this exercise to be completed. It will reduce the number of fleet configurations from 7 to 3, improving operational flexibility. This initiative will add more seats to the fleet, improving revenue production of each aircraft. • The actions over the last few weeks have been to implement the above strategy in a pre-determined and well- controlled fashion. • Kingfisher Airlines has rationalized its network to offer maximum and seamless connectivity. As per the revised schedule, it will offer 300 daily flights connecting 54 cities as compared to its previous schedule of 340 flights. The revised schedule is being loaded in the system and guests can confidently continue booking Kingfisher flights. • Our guests remain our top priority. We reached out to all our guests who were booked on these cancelled flights to re-accommodate them either on our or other airline flights. We offered full refund to those who so desired.
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Network Planning 2016
NETWORK PLANNING 2016 IN ASSOCIATION WITH NETWORK PLANNING 2016 2 | FlightGlobal NETWORK PLANNING 2016 CONTENTS Airlines hit new peaks 4 Traffic gains step up in 2015 5 Top 100 airlines by traffic 6 Top 100 airports by traffic 8 Airline start-ups and failures 11 China focus 14 New Chinese intercontinental routes 17 Leading Chinese airports 18 Capacity snapshot – Asia 19 Cover picture by Don Wilson Don Wilson Don The information contained in our databases and used in this presentation has been assembled from many sources, and whilst reasonable care has been taken to ensure accuracy, the information is supplied on the understanding that no legal liability whatsoever shall attach to FlightGlobal, its offices, or employees in respect of any error or omission that may have occurred. © 2016 FlightGlobal, part of Reed Business Information Ltd Wilson Don FlightGlobal | 3 NETWORK PLANNING 2016 AIRLINES HIT NEW PEAKS Airlines and airport network planners arrive in Chengdu for “The demand for travel continues to increase, but at a slower this year’s World Routes with the industry showing distinct pace,” notes IATA director general Tony Tyler. “The fragile and signs of a split personality. uncertain economic backdrop, political shocks and a wave of terrorist attacks are all contributing to a softer demand On the one hand, for the airline sector things have seldom environment.” been better. Industry profits have been on the rise since the lows of the 2008 global financial crisis and recession. North African leisure traffic continues to struggle to recover They reached record highs in 2015 as airline consolidation from the tragic attacks to hit the region last year, while and restructuring efforts were bolstered by the sudden and Europe has been hit by a series of incidents including the welcome fall in fuel costs.
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