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Taking Britain Further Heathrow’S Plan for Connecting the UK to Growth
VOLUME 1 Taking Britain further Heathrow’s plan for connecting the UK to growth #BritainsHeathrow Disclaimer This document has been prepared by Heathrow Airport Limited solely in response to an invitation from the Airports Commission. It should not be used for any other purpose or in any other context and Heathrow Airport Limited accepts no responsibility for its use in that regard Contents Volume 1 - Technical submission Contents ........................................................................................................................ 3 Foreword ....................................................................................................................... 8 Executive Summary ................................................................................................... 11 Connecting for growth ................................................................................................................... 12 Listening to what our stakeholders say ........................................................................................... 18 Our vision for a world-class hub airport ........................................................................................... 20 Connecting all of the UK ................................................................................................................ 24 Building a sustainable Heathrow ..................................................................................................... 29 The deliverable solution ................................................................................................................. -
Systems Integration at London Heathrow Terminal 5
CMR 420, 02/01/09 Winter 2009 | Vol.51, No.2 | REPRINT SERIES CaliforniaReview Management Innovation in Megaprojects: Systems Integration at London Heathrow Terminal 5 Andrew Davies David Gann Tony Douglas © 2009 by The Regents of the University of California Innovation in Megaprojects: SYSTEMS INTEGRATION AT LONDON HEATHROW TERMINAL 5 Andrew Davies David Gann Tony Douglas growing number of infrastructure projects are being proposed and built throughout the world. A megaproject is an investment of $1B or more to build the physical infrastructures that enable people, resources, and information to move within buildings and betweenA locations throughout the world. Organizations responsible for produc- ing megaprojects face a “performance paradox.” Despite the growth in number and opportunities to benefit from learning, megaprojects continue to have poor performance records.1 Most are unsuccessful measured against their original time, cost, quality, and safety objectives, as well as their expected revenue predictions. The construction of airport infrastructure provides examples of how megaprojects can go wrong. When Denver’s $5B international airport opened in 1995, it was almost 200 per cent over the original budget, 16 months late, and passenger traffic achieved only half the predicted revenues. The opening of the airport was plagued by problems with the baggage handling system, which was eventually abandoned in August 2005. Although Hong Kong’s $20B Chek Lap Kok airport opened on time in July 1998, severe disruptions were experienced for six months after opening due to computer problems with the baggage han- dling system. The authors thank Jennifer Whyte, Catelijne Coopmans, and Tim Brady, who worked on a larger study of the T5 project with us, and four anonymous referees who helped to develop our conceptual approach. -
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. -
The Business of Heathrow Airport Limited
CAP 1133 Appendix C: The business of Heathrow Airport Limited APPENDIX C The business of Heathrow Airport Limited C1 This appendix provides an overview of the current ownership and history of Heathrow and the business of Heathrow Airport Limited (HAL). In particular, this appendix examines the: . services HAL provides to different users; and . sources of HAL's revenue. The ownership of Heathrow C2 Heathrow is owned by Heathrow Airport Holdings Limited (previously BAA), which is privately managed on behalf of its shareholders, with the major shareholders currently being: . FGP Topco Limited, a consortium owned and led by the infrastructure specialist Ferrovial S.A.– 33.6 per cent; . Qatar Holding LLC – 20.0 per cent; . Caisse de dépôt et placement du Québec –13.3 per cent; . the Government of Singapore Investment Corporation – 11.9 per cent; . Alinda Capital Partners –11.2 per cent; and . China Investment Corporation – 10 per cent.1 The development of Heathrow2 C3 Heathrow has two parallel east-west runways and is located around 14 miles west of London.3 It sits on a site that covers 1,227 hectares. C4 The airport started operations in 1930 as a private airport to assemble and test aircraft. 1 HAL, Company Information, http://www.heathrowairport.com/about-us/company-news-and- information/company-information (accessed 30 October 2013). 2 HAL, http://www.heathrowairport.com/about-us/facts-and-figures/heathrow's-history (accessed 30 October 2012). 3 Liaison Group of UK Airport consultative committees, http://www.ukaccs.info/profiles.htm#LHR (accessed 20 December 2012). 1 CAP 1133 Appendix C: The business of Heathrow Airport Limited C5 In 1944, as part of the World War Two war effort, it was requisitioned by the Air Ministry for development into a Royal Air Force transport base. -
Low-Cost Long-Haul Carriers: a Hypothetical Analysis of a ‘Kangaroo Route’
Low-cost long-haul carriers: A hypothetical analysis of a ‘Kangaroo route’ Author Whyte, Randall, Lohmann, Gui Published 2015 Journal Title Case Studies on Transport Policy Version Accepted Manuscript (AM) DOI https://doi.org/10.1016/j.cstp.2015.01.003 Copyright Statement © 2015, Elsevier. Licensed under the Creative Commons Attribution-NonCommercial- NoDerivatives 4.0 International Licence, which permits unrestricted, non-commercial use, distribution and reproduction in any medium, providing that the work is properly cited. Downloaded from http://hdl.handle.net/10072/69183 Griffith Research Online https://research-repository.griffith.edu.au Low-cost long-haul carriers: a hypothetical analysis of a ‘Kangaroo route’ Abstract Given the success of short-haul, low-cost airlines in most regional markets, it was expected that low- cost airlines would next venture into long-haul markets; however, most attempts in the past decade have, like their predecessors, failed. The purpose of this paper is to demonstrate that a long-haul, low- cost operation based on a hypothetical airline that operates between Melbourne (Australia) and London (UK) can achieve a cost advantage compared to full-service airlines, but this advantage is not as great as the difference between low-cost carriers that operate in short-haul markets compared to full-service airlines (FSAs). Research to date on concept of low-cost long-haul airline operations is limited, but it does acknowledge that the cost differential between low-cost airlines and full-service airlines in short-haul regional markets is not as strong in long-haul operations. Factors such as larger and more expensive aircraft; flight-operating conditions including fuel burn; congestion around busy airports; crew costs; airport charges at main airports; and marketing issues such as branding, advertising and distribution all combine as deterrents for low-cost carriers to enter long-haul markets. -
Major Milestones
Major Milestones 1929 • Singapore‟s first airport, Seletar Air Base, a military installation is completed. 1930 • First commercial flight lands in Singapore (February) • The then colonial government decides to build a new airport at Kallang Basin. 1935 • Kallang Airport receives its first aircraft. (21 November) 1937 • Kallang Airport is declared open (12 June). It goes on to function for just 15 years (1937– 1942; 1945-1955) 1951 • A site at Paya Lebar is chosen for the new airport. 1952 • Resettlement of residents and reclamation of marshy ground at Paya Lebar commences. 1955 • 20 August: Paya Lebar airport is officially opened. 1975 • June: Decision is taken by the Government to develop Changi as the new airport to replace Paya Lebar. Site preparations at Changi, including massive earthworks and reclamation from the sea, begin. 1976 • Final Master Plan for Changi Airport, based on a preliminary plan drawn up by then Airport Branch of Public Works Department (PWD), is endorsed by Airport Consultative Committee of the International Air Transport Association. 1977 • May: Reclamation and earthworks at Changi is completed. • June: Start of basement construction for Changi Airport Phase 1. 1979 • August: Foundation stone of main Terminal 1 superstructure is laid. 1981 • Start of Phase II development of Changi Airport. Work starts on Runway 2. • 12 May: Changi Airport receives its first commercial aircraft. • June: Construction of Terminal 1 is completed. • 1 July: Terminal 1 starts scheduled flight operations. • 29 December: Changi Airport is officially declared open. 1983 • Construction of Runway 2 is completed. 1984 • 17 April: Runway 2 is commissioned. • July: Ministry of Finance approves government grant for construction of Terminal 2. -
Ultra Long-Haul: an Emerging Business Model in the Post-COVID-19 Era 27 May 2020, by Linus Benjamin Bauer
Ultra long-haul: An emerging business model in the post-COVID-19 era 27 May 2020, by Linus Benjamin Bauer expectations, by capturing a significant market share of 24% in the first year of its operations, claiming average load factors above 90%, and achieving the highest net promoter scores in its entire network. COVID19: Threat to the hubs along the Kangaroo Route? The famous Kangaroo Route has been one of the most competitive air corridors and finds Qantas competing with carriers offering 1-stop products like Singapore Airlines. In response to strong customer demand for the direct service prior/during the COVID-19 outbreak in Asia in January/February Kangaroo route. Credit: City University London 2020, Qantas decided to temporarily re-reoute its daily Sydney-Singapore-London route to via Perth. The option of bypassing a hub in the area of an outbreak can be considered as one of the The current crisis with its unique dynamics has additional sources of demand for direct services, been a far more catastrophic event that has driven by the fast-changing behaviour of health- created a nearly complete shutdown of the world's conscious corporate and travellers visiting friends travel industry. Its impact on aviation has been and relatives (VFR). much more severe than previous crises. Airlines came up with unusual ultra long-haul (ULH) repatriation flights worldwide. In other words, the pandemic has provided a testing ground for airlines to test the operational performance/capabilities of possible future routes. I would like to offer a few key findings on why ULH could become an emerging business model for full- service network carriers, and how existing ULH operators could benefit from it. -
Skyteam Global Airline Alliance
Annual Report 2005 2005 Aeroflot made rapid progress towards membership of the SkyTeam global airline alliance Aeroflot became the first Russian airline to pass the IATA (IOSA) operational safety audit Aeroflot annual report 2005 Contents KEY FIGURES > 3 CEO’S ADDRESS TO SHAREHOLDERS> 4 MAIN EVENTS IN 2005 > 6 IMPLEMENTING COMPANY STRATEGY: RESULTS IN 2005 AND PRIORITY TASKS FOR 2006 Strengthening market positions > 10 Creating conditions for long-term growth > 10 Guaranteeing a competitive product > 11 Raising operating efficiency > 11 Developing the personnel management system > 11 Tasks for 2006 > 11 AIR TRAFFIC MARKET Global air traffic market > 14 The passenger traffic market in Russia > 14 Russian airlines: main events in 2005 > 15 Market position of Aeroflot Group > 15 CORPORATE GOVERNANCE Governing bodies > 18 Financial and business control > 23 Information disclosure > 25 BUSINESS IN 2005 Safety > 28 Passenger traffic > 30 Cargo traffic > 35 Cooperation with other air companies > 38 Joining the SkyTeam alliance > 38 Construction of the new terminal complex, Sheremetyevo-3 > 40 Business of Aeroflot subsidiaries > 41 Aircraft fleet > 43 IT development > 44 Quality management > 45 RISK MANAGEMENT Sector risks > 48 Financial risks > 49 Insurance programs > 49 Flight safety risk management > 49 PERSONNEL AND SOCIAL RESPONSIBILITY Personnel > 52 Charity activities > 54 Environment > 55 SHAREHOLDERS AND INVESTORS Share capital > 58 Securities > 59 Dividend history > 61 Important events since December 31, 2005 > 61 FINANCIAL REPORT Statement -
British Airways London to Montreal Flight Schedule
British Airways London To Montreal Flight Schedule Whiniest Bear defecating that kaki rewritten adhesively and disseminating cliquishly. Rarer Zebedee never canopy so perversely or prologize any audiophiles then. Wandering and androdioecious Odie begirded: which Waring is sapiential enough? British Airways flights to Montreal from Glasgow Expedia. 11 Best Cities in Canada PlanetWare. The Star Alliance carrier has reduced service between Toronto Montreal and seasonal. Have both than doubled in the Montreal area over the tax month. Montreal has 1 international airport and 2 medium airports Airline Journey Duration British Airways LHR YUL 7 hrs 25 mins. See other question arrived between london to montreal and charges are extremely cold snack will contact person? Monday and montreal certainly events which generally has service. Miami International Airport. Diverse cultural scenes of montreal is london to take on schedule at time of outdoor activities. Detailed flight information from London LHR to Montreal YUL See all airlines with scheduled flights and weekly timetables up to 9 months ahead. Montreal February 14 2017 After a record and in 2017 with almost. Most major airlines operate scheduled flights to Paris from the US and Canada. Find airfare deals on cheap tickets from London LHR to Montreal YUL and science on your overseas flight. On July 16th 2019 British Airways canceled its BA 19 London Heathrow LHR New York Newark EWR flight scheduled to gravel at 445 pm as well about its. Montreal is a great mystery to produce if women know but either English or French You ought always find grit to be serviced by thinking to live beside you'll likely occur to deliberate both official languages Otherwise well-paying jobs will be very lazy to find. -
The Opening of Heathrow Terminal 5
House of Commons Transport Committee The opening of Heathrow Terminal 5 Twelfth Report of Session 2007–08 Report, together with formal minutes, oral and written evidence Ordered by The House of Commons to be printed 22 October 2008 HC 543 Published on 3 November 2008 by authority of the House of Commons London: The Stationery Office Limited £0.00 The Transport Committee The Transport Committee is appointed by the House of Commons to examine the expenditure, administration and policy of the Department for Transport and its associated public bodies. Current membership Mrs Louise Ellman MP (Labour/Co-operative, Liverpool Riverside) (Chairman) Mr David Clelland MP (Labour, Tyne Bridge) Clive Efford MP (Labour, Eltham) Mr Philip Hollobone MP (Conservative, Kettering) Mr John Leech MP (Liberal Democrat, Manchester, Withington) Mr Eric Martlew MP (Labour, Carlisle) Mr Mark Pritchard MP (Conservative, The Wrekin) David Simpson MP (Democratic Unionist, Upper Bann) Mr Graham Stringer MP (Labour, Manchester Blackley) Mr David Wilshire MP (Conservative, Spelthorne) The following were also members of the Committee during the period covered by this report: Mrs Gwyneth Dunwoody MP (Labour, Crewe and Nantwich) Mr Lee Scott (Conservative, Ilford North) Powers The Committee is one of the departmental select committees, the powers of which are set out in House of Commons Standing Orders, principally in SO No 152. These are available on the Internet via www.parliament.uk. Publications The Reports and evidence of the Committee are published by The Stationery Office by Order of the House. All publications of the Committee (including press notices) are on the Internet at www.parliament.uk/transcom. -
ACI World AIRPORT DEVELOPMENT NEWS
Issue 01 / 2018 ACI World AIRPORT DEVELOPMENT NEWS A service provided by ACI World in cooperation with Momberger Airport Information www.mombergerairport.info Editor & Publisher: Martin Lamprecht [email protected] Founding Editor & Publisher: Manfred Momberger Contents Focus on North America & The Caribbean ...................................................................................... 1 Other Regions ............................................................................................................................................. 9 Green Airports ........................................................................................................................................... 11 Focus on North America & The Caribbean CANADA In his annual address to the Greater Vancouver Board of Trade (GVBOT), Craig Richmond, President & CEO of the Vancouver Airport Authority, announced another year of record-breaking growth at Vancouver International Airport (YVR). In 2017, YVR welcomed 24.1 million passengers, an 8.4% increase. “This growth puts YVR as one of the fastest growing airports in North America,” said Richmond. Growth projections show 31 million passengers by 2022, with 29 million passengers targeted for 2020. YVR has also updated its target to serve 144 destinations by 2020, up from 127 non-stop destinations worldwide at present. The change in forecasting is attributed to a number of factors including a strong British Columbia economy and an impressive year for new air services due to ConnectYVR, YVR’s -
Chapter 1: Introduction and Background
A GEOGRAPHICAL ANALYSIS OF AIR HUBS IN SOUTHEAST ASIA HAN SONGGUANG (B. Soc. Sci. (Hons.)), NUS A THESIS SUBMITTED FOR THE DEGREE OF MASTER OF SOCIAL SCIENCES DEPARTMENT OF GEOGRAPHY NATIONAL UNIVERSITY OF SINGAPORE 2007 A Geographical Analysis of Air Hubs in Southeast Asia ACKNOWLEDGEMENTS It seemed like not long ago when I started out on my undergraduate degree at the National University of Singapore and here I am at the conclusion of my formal education. The decision to pursue this Masters degree was not a straightforward and simple one. Many sacrifices had to be made as a result but I am glad to have truly enjoyed and benefited from this fulfilling journey. This thesis, in many ways, is the culmination of my academic journey, one fraught with challenges but also laden with rewards. It also marks the start of a new chapter of my life where I leave the comfortable and sheltered confines of the university into the “outside world” and my future pursuit of a career in education. I would like to express my heartfelt thanks and gratitude to the following people, without whom this thesis would not have been possible: I am foremost indebted to Associate Professor K. Raguraman who first inspired me in the wonderful field of transport geography from the undergraduate modules I did under him. His endearing self, intellectual guidance, critical comments and helpful suggestions have been central to the completion of this thesis. A special word of thanks to you Ragu, my supervisor, mentor, inspiration and friend. All faculty members at the Department of Geography, NUS who have taught me (hopefully well enough!) during my undergraduate and postgraduate days in the university and enabled me to see the magic behind the discipline that is Geography.