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Performance Monitoring Report 2018/19 Date of Issue: 31 July 2019
Performance monitoring report 2018/19 Date of issue: 31 July 2019 Gatwick Airport Limited 1. Introduction This report provides an update on performance at Gatwick in the financial year 2018/19, ending 31 March 2019. Gatwick Airport is continuing to perform very well for passengers and airlines and has delivered consistently good service performance in nearly all areas, achieving 100% of its monthly Core Service Standards for the second year in a row. All of the data in this report have been made available to airline users during 2018/19. In publishing this report, Gatwick Airport welcomes feedback from airlines users, passenger representatives and the CAA. 1 2. Traffic Gatwick Airport served 46.4 million passengers in the financial year 2018/19. This was an increase of 1.6% over the previous year. Driving this growth was an increase in long haul routes, increasing by 1.1 million passengers or 14.3%, while short haul and domestic traffic passenger numbers were 0.4 million below prior year, mainly as a result of the loss of Monarch Airlines in October 2017, and the slow utilisation of Monarch’s previous slot allocation. Table 1: Traffic data 2017/18 2018/19 % change Passenger traffic (m) 45.7 46.4 1.6% Air Transport Movements - 280.8 281.7 0.3% flights (k) Seats per ATM 187.4 191.0 1.9% Load factor (%) 86.3% 86.8% 0.5ppt Passengers per ATM 162.7 164.8 1.3% Additional information on our traffic trends is available in our monthly traffic updates1. 1 http://www.gatwickairport.com/business-community/about-gatwick/our-performance/monthly-traffic-figures/ 2 3. -
Paper 3: Investigating Business in a Competitive Environment
Please check the examination details below before entering your candidate information Candidate surname Other names Pearson Edexcel Centre Number Candidate Number Level 3 GCE Friday 7 June 2019 Morning (Time: 2 hours) Paper Reference 9BS0/03 Business Advanced Paper 3: Investigating business in a competitive environment You must have: Total Marks Insert (enclosed) Instructions • Use black ink or ball-point pen. • Fill in the boxes at the top of this page with your name, centre number and candidate number. • Answer all questions. • Answer the questions in the spaces provided – there may be more space than you need. Information • The total mark for this paper is 100. • The marks for each question are shown in brackets – use this as a guide as to how much time to spend on each question. • You may use a calculator. Advice • Read each question carefully before you start to answer it. • Try to answer every question. • Check your answers if you have time at the end. Turn over P56802A ©2019 Pearson Education Ltd. *P56802A0128* 1/1/1/1/1/1 Answer ALL questions. SECTION A Read the following extracts (A to D) before answering Question 1. Write your answers in the spaces provided. Extract A UK holiday trends for 2017 Research by the Association of British Travel Agents (ABTA) shows an increase in bookings for all-inclusive holidays. For consumers seeking value for money, ease of travel and a stress-free break, all-inclusive holidays provide the best solution. With the UK £ sterling exchange rate and its economy both remaining uncertain, all-inclusive holidays, to destinations such as Mexico and South Africa, are easier to budget for. -
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. -
Worldwide Direct Flights File
LCCs: On the verge of making it big in Japan? LCCs: On the verge of making it big in Japan? The announcement that AirAsia plans a return to the Japanese market in 2015 is symptomatic of the changes taking place in Japanese aviation. Low cost carriers (LCCs) have been growing rapidly, stealing market share from the full service carriers (FSCs), and some airports are creating terminals to handle this new type of traffic. After initial scepticism that the Japanese traveller would accept a low cost model in the air, can the same be said for low cost terminals? In this article we look at the evolution of LCCs in Japan and ask what the planners need to be considering now in order to accommodate tomorrow’s airlines. Looking back decades Japan was unusual in Asia in that it fostered competition between national carriers, allowing both ANA and Japan Airlines to create strong market positions. As elsewhere, though, competition is regulated and domestic carriers favoured. While low cost carriers (LCCs) have been given room to breathe in Japan their access to some of the major airports has been restricted, albeit by a lack of slot availability at airports such as Tokyo’s Haneda International Airport. The fostering of a truly competitive Japanese aviation market requires the opportunity for LCCs to thrive and that almost certainly means new airport infrastructure to deliver those much needed slots. State of play In comparison to the wider Asian region, LCCs in Japan are still some way from reaching comparable levels of market share. In October 2014, LCCs accounted for 26% of scheduled airline capacity within Asia; in Japan they have just reached a 17% share of domestic seats and have yet to gain a strong foothold in the international market, with just 9% of seats, or 7.5 million seats annually. -
Monarch Airlines Collapsed and Entered Administration
Find our latest analyses and trade ideas on bsic.it The Final Mayday Call: Monarch Airlines Collapsed and Entered Administration About Monarch Airlines Monarch Airlines was a British low-cost airline that mainly operated in the Mediterranean. It was the UK’s fifth largest airline and the largest ever to collapse. In 1967 two British businessmen, backed by the financing provided by the Italian-Swiss Mantegazza family, founded Monarch to promote air travels to ordinary families rather than being directed solely towards wealthier clients. Its activity reached the highest level in the early 2000s when the company managed to be the UK’s second greatest airline by number of passengers in many airports, the most important of which was Manchester. However, its potential did not materialize afterwards. In fact, in 2004, following the success of the low-costs carriers such as EasyJet, Monarch tried to adopt a low-cost model too, but that switch turned out to be destructive to the existent value. From a financial perspective, in 2009, after many years of profitably, Monarch reported a pre-tax loss of £32.3m. This event led to a cash injection of £45m from the Mantegazza family. The reason for this unexpected result was a change in the company focus. From being mainly a charter airline, its business model was turned into that of a scheduled flights airline, with a target of 80% of its business being scheduled, 4x higher compared to the 20% target determined in 2005. Other events aggravated the situation. Among those, we remember that in 2011 high jet fuel prices increased the airline’s annual fuel bill by £50m and caused a £45m pre-tax loss for the same year. -
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. -
Monarch Airlines Claim Form
Monarch Airlines Claim Form Is Xerxes heaping or winnable after unfallen Aamir denigrates so matchlessly? Glutinous Juan paginate her cell so preciously that Ev abode very levelling. Ameliorating Judd reloads calculatingly. The dissolution of your money you wanted to monarch airlines ltd was cheaper make sure the convention, and strength that the bond is successful How does not store any new challenges as soon as an end result. Electric cars are now cheaper to insure than their petrol and diesel counterparts, accordi. Get the latest cabin crew recruitment news delivered to your inbox once a week. Sign up to promote the latest stories, news, reviews and money saving offers across energy, insurance, broadband, mobile and more. ATOL protected customers following the collapse of the airline. GRIM search of what remote Scottish loch for sale missing Huddersfield man begins next week. For airline did not guaranteed for flights are filing a claim is increased costs for a refund or get! Promotional discounts are not transferrable towards future bookings. As stuff, you drift even still post no claim to us in letter form serve the mail service straight with our postal address. Where do Scale Economies come from? As executive chef at idemniflight can claim! How do all customer service than three carriers most of cookies are now gone into your case. Not received goods or services? We are currently dealing with team many men delay claims and as expert. MAEL is unsustainable in its rigid form administrators KPMG said. Proposed pit made and underground resources. Large airlines must book passengers on people next direct flight operated by scorn or an airline industry which nuts have a low agreement. -
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. -
1 Monarch Airlines' Response to the CAA's Review on Gatwick
Monarch airlines’ response to the CAA’s review on Gatwick‘s commitment framework EXECUTIVE SUMMARY Monarch Airlines Ltd (Monarch) welcome the CAA review of the contract and commitments framework, to ensure that Gatwick Airport Ltd. (GAL), is delivering on its commitments under its economic licence in the interest of passengers. We support the scope of the review in principle, but wish to see greater analysis, to be assured that GAL are delivering within the scope of the licence. We feel that whilst the proposed review will provide for a “health check”, the scope does not go far enough to provide assurances that GAL is performing under its commitments. We would like to see a fourth area of scope included in the review, which would provide for analysis of each airlines cost base (with or without bi-lateral agreements), to understand and confirm that a fair competitive environment exists, in the interests of passengers. We strongly oppose any reduction in oversight by the CAA as is suggested in the Para 3.5 page 23 of the consultation document. We believe that this would allow the potential for GAL to apply its own interpretation of the framework, which may be detrimental to the interests of passengers. We would like to see a re-introduction of a financial penalty framework, for capital investment projects that are not delivered on schedule. We do not feel that we have yet seen any benefits under the new regulatory framework, and believe that GAL’s position is based on traffic volumes, and thus revenue, which we feel is contradictory to the overarching purpose and philosophy of serving the passengers interests. -
Development of a Forecast Model for Global Air Traffic Emissions
Forschungsbericht 2012-08 Development of a Forecast Model for Global Air Traffic Emissions Martin Schaefer Deutsches Zentrum für Luft- und Raumfahrt Institut für Antriebstechnik Köln 235 Seiten 137 Bilder 70 Tabellen 133 Literaturstellen Development of a Forecast Model for Global Air Traffic Emissions Dissertation zur Erlangung des Grades Doktor-Ingenieur der Fakultät für Maschinenbau der Ruhr-Universität Bochum von Martin Schaefer aus Nürnberg Bochum 2012 Dissertation eingereicht am: 07. März 2012 Tag der mündlichen Prüfung: 29. Juni 2012 Erster Referent: Prof. Dr.-Ing. Reinhard Mönig (Ruhr-Universität Bochum) Zweiter Referent: Prof. Dr. rer. nat. Johannes Reichmuth (RWTH Aachen) PAGE I CONTENTS LIST OF FIGURES............................................................................. V LIST OF TABLES ............................................................................. XI LIST OF ABBREVIATIONS...............................................................XIV PREFACE.....................................................................................XIX 1 EXECUTIVE SUMMARY ......................................................................1 1.1 Objectives of this Study ..............................................................................................1 1.2 Abstract of Methodology .............................................................................................1 1.3 Summary of Results ...................................................................................................4 1.3.1 Overview