Ryanair Launches a New Route and Increases Frequency from Milan Bergamo Airport for the Summer

Total Page:16

File Type:pdf, Size:1020Kb

Ryanair Launches a New Route and Increases Frequency from Milan Bergamo Airport for the Summer RYANAIR LAUNCHES A NEW ROUTE AND INCREASES FREQUENCY FROM MILAN BERGAMO AIRPORT FOR THE SUMMER Today (22 April) Ryanair, the number 1 airline in Italy, launched a new summer route from Milan Bergamo Airport to Kos, and also announced an increase in flight frequency to a number of popular Greek destinations such as Corfu, Rhodes, Santorini and Zakynthos. This new route and the increase in flights will be active from July as part of overall Italian operations for summer 2021. New route Weekly flights Milan Bergamo - Kos 3 Routes with increased frequency Weekly flights Milan Bergamo - Corfu 6 (+2) Milan Bergamo - Rhodes 5 (+2) Milan Bergamo - Santorini 2 (+1) Milan Bergamo - Zakynthos 2 (+1) Italian customers can now book their summer flights at even lower fares, and with the possibility to take advantage of the “Zero Change Fee” in the event that their plans change. To celebrate, Ryanair has launched a special offer with fares as low as € 19.99 for flights until the end of October 2021 booked by midnight on Saturday 24 April from the Ryanair.com website. Chiara Ravara, Head of Sales & Marketing at Ryanair, stated: “With the vaccination campaign moving forward over the next few months, air traffic is destined to increase this summer and we are delighted to announce a new route and extra flights connecting Milan Bergamo Airport to a series of popular Greek destinations this summer. Ryanair customers can now book their well-deserved summer break with the certainty that if their plans change, they can reschedule their travel dates twice without paying the flight change fee until the end of October 2021, paying only any differences in price between the original and the new flight. For the occasion, we have launched a special offer with fares from as little as just € 19.99 for flights until the end of October 2021. Flights must be booked by midnight on Saturday 24 April. As these incredible offers will be snapped up quickly, we invite our customers to visit www.ryanair.com in order to not miss out on the opportunity”. Giacomo Cattaneo, Commercial Director of Aviation for SACBO, stated: The increase in Ryanair flights to Greece from July is a positive move and a source of optimism for a significant recovery in passenger flights. There is every possibility that the Greek islands will become one of the most popular destinations for summer 2021 for tourists travelling from Milan Bergamo Airport. It is clear that tourism in Greece has a clear priority, with clear dates for reopening set and announced by the Greek authorities even for foreign travellers. Furthermore, we are delighted to see the return of Kos to the list of destinations operated by Ryanair from Milan Bergamo Airport, as well as an increase in the frequency of flights, particularly to the beautiful island of Corfu, the pearl of the Adriatic that is close to Italy and connected to BGY for the first time with six flights per week. END For further information, contact: AVIAREPS – Ryanair press office [email protected] About Ryanair Ryanair Holdings Plc, the largest European air travel group, is the holding company for Buzz, Lauda, Malta Air and Ryanair. The group transports more than 149 million passengers per year (pre-COVID-19) on over 2,100 daily flights from 81 bases, connecting more than 240 destinations in 40 countries with a fleet of 460 aircraft, with a further 210 Boeing 737s on order, which will allow the Ryanair Group to lower fares and to increase traffic to 200 million passengers per year over the next 4-5 years. Ryanair Holdings has a team of more than 16,000 highly qualified professionals in the aviation sector, guaranteeing the European record for punctuality and a safety record of 35 years. Ryanair is the greenest airline group in Europe, and passengers choosing a Ryanair flight can reduce their CO₂ emissions to as much as 50% less than the other four major EU airlines. .
Recommended publications
  • Ryanair Buys Malta Air Startup to Target African Markets 11 June 2019
    Ryanair buys Malta Air startup to target African markets 11 June 2019 DAC overseeing the Irish group's main operations, Lauda for its Austrian-based business and Buzz, or Polish unit. Malta Air will now be the fourth division. "Ryanair is pleased to welcome Malta Air to the Ryanair Group of airlines which now includes Buzz (Poland), Lauda (Austria), Malta Air, and Ryanair (Ireland)," O'Leary added on Tuesday. "Malta Air will proudly fly the Maltese name and flag to over 60 destinations across Europe and North Africa as we look to grow our Maltese based fleet, routes, traffic and jobs over the next three years." © 2019 AFP Air Malta is Ryanair's ticket into more African markets Irish no-frills airline Ryanair said Tuesday that it will buy Maltese startup Malta Air, forming a new division that reaches more markets in north Africa from the Mediterranean island. "Ryanair Holdings ... today announced it has agreed to purchase Malta Air," the Dublin-based company said in a statement. The Dublin-based company will move its Malta- based fleet of six Boeing 737 aircraft into the new subsidiary. Ryanair will seek to increase the division's total fleet to ten aircraft over the next three years, creating some 350 jobs. The deal, whose value was not disclosed, is expected to complete at the end of June. The news comes as Ryanair overhauls its operations into distinct operations, mirroring a set- up by British Airways owner IAG. Under group boss Michael O'Leary will be Ryanair 1 / 2 APA citation: Ryanair buys Malta Air startup to target African markets (2019, June 11) retrieved 26 September 2021 from https://phys.org/news/2019-06-ryanair-malta-air-startup-african.html This document is subject to copyright.
    [Show full text]
  • DHL and Leipzig Now Lead ATM Stats 3 European Airline Operations in April According to Eurocontrol
    Issue 56 Monday 20 April 2020 www.anker-report.com Contents C-19 wipes out 95% of April air traffic; 1 C-19 wipes out 95% of April air traffic; DHL and Leipzig now lead movements statistics in Europe. DHL and Leipzig now lead ATM stats 3 European airline operations in April according to Eurocontrol. The coronavirus pandemic has managed in the space of a According to the airline’s website, Avinor has temporarily month to reduce European air passenger travel from roughly its closed nine Norwegian airports to commercial traffic and 4 Alitalia rescued (yet again) by Italian normal level (at the beginning of March) to being virtually non- Widerøe has identified alternatives for all of them, with bus government; most international existent (at the end of March). Aircraft movement figures from transport provided to get the passengers to their required routes from Rome face intense Eurocontrol show the rapid decrease in operations during the destination. competition; dominant at Milan LIN. month. By the end of the month, flights were down around Ryanair still connecting Ireland and the UK 5 Round-up of over 300 new routes 90%, but many of those still operating were either pure cargo flights (from the likes of DHL and FedEx), or all-cargo flights Ryanair’s current operating network comprises 13 routes from from over 60 airlines that were being operated by scheduled airlines. Ireland, eight of which are to the UK (from Dublin to supposed to have launched during Birmingham, Bristol, Edinburgh, Glasgow, London LGW, London the last five weeks involving Leipzig/Halle is now Europe’s busiest airport STN and Manchester as well as Cork to London STN).
    [Show full text]
  • Massachusetts Institute of Technology Engineering Systems Division ESD
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by DSpace@MIT Massachusetts Institute of Technology Engineering Systems Division Working Paper Series ESD-WP-2005-06 MULTI-AIRPORT SYSTEMS IN THE ERA OF NO-FRILLS AIRLINES Richard de Neufville Massachusetts Institute of Technology Engineering Systems Division [email protected] June 2005 Multi-Airport Systems In the Era of No-Frills Airlines Richard de Neufville* Massachusetts Institute of Technology Cambridge, MA 02139 (U.S.A.) [email protected] Abstract The development of no-frills airlines is promoting a remarkable expansion in the number of secondary airports in major metropolitan areas. These new carriers are creating a significant alternative to the traditional full-service carriers. In effect, they are establishing a parallel market and corresponding network of airports. This conclusion results from the analysis of a worldwide database on major metropolitan airports. This effect supplements the "number of originating passengers", that has been the traditional significant factor that promotes the establishment of viable multi-airport systems. This factor maintains its importance, but no longer is as decisive as it has been. Airlines and airport policies further reinforce the independent network of secondary airports. No- frills airlines that sell only through the web to customers effectively cause their services at secondary airports to disappear from the airline reservation systems. Airports that choose not to provide low-cost service to no-frills airlines likewise strengthen the role of the secondary airports. Such strategies, most visible in Europe, have led to a remarkable proliferation of secondary airports in unexpected areas.
    [Show full text]
  • 20F Statement 2020
    As filed with the United States Securities and Exchange Commission on July 28, 2020 UNITED STATES SECURITIES AND EXCHANGE COMMISSION WASHINGTON, D.C. 20549 FORM 20-F ☐ REGISTRATION STATEMENT PURSUANT TO SECTION 12(b) OR (g) OF THE SECURITIES EXCHANGE ACT OF 1934 OR ☒ ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the Fiscal Year Ended: March 31, 2020 OR ☐ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 OR ☐ SHELL COMPANY REPORT PURSUANT/ TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 Date of event requiring this shell company report:___________ For the transition period from _________ to _________ Commission file number: 000-29304 Ryanair Holdings plc (Exact name of registrant as specified in its charter) Ryanair Holdings plc (Translation of registrant’s name into English) Republic of Ireland (Jurisdiction of incorporation or organization) c/o Ryanair DAC Dublin Office Airside Business Park, Swords County Dublin, K67 NY94, Ireland (Address of principal executive offices) Please see “Item 4. Information on the Company” herein. (Name, telephone, e-mail and/or facsimile number and address of company contact person) Securities registered or to be registered pursuant to Section 12(b) of the Act. Title of each class Trading Symbol(s) Name of each exchange on which registered American Depositary Shares, each representing RYAAY The NASDAQ Stock Market LLC five Ordinary Shares Ordinary Shares, par value 0.6 euro cent per share RYAAY The NASDAQ Stock Market LLC (not for trading but only in connection with the registration of the American Depositary Shares) Securities registered or to be registered pursuant to Section 12(g) of the Act: None Securities for which there is a reporting obligation pursuant to Section 15(d) of the Act: None Indicate the number of outstanding shares of each of the issuer’s classes of capital or common stock as of the close of the period covered by the Annual Report.
    [Show full text]
  • Senior Thesis Karan Shah Professor Banerjee Abstract: This Paper Studies the Factors Influencing the Profitability of European B
    Senior Thesis Karan Shah Professor Banerjee Abstract: This paper studies the factors influencing the profitability of European budget airlines through a detailed analysis of three airlines: Ryanair, EasyJet and SkyEurope. It begins by defining budget airlines and examining their origins in Europe. It then looks at previous studies that determine factors that influence the rate of return in aviation. It then undertakes a detailed analysis of the airlines‟ performance from 2000 to 2008. The study concludes by identifying the factors that influence profitability in this industry. They are giving employees stock options, discouraging unions, outsourcing or relocating jobs to country‟s with lower labor costs, fuel hedging, adopting more fuel-efficient aircrafts, outsourcing maintenance to countries with lower labor costs, improving management , a clear cut business strategy, a high load factor, the ability to generate ancillary revenue, size, scale and first mover advantage. Index 1.0 Introduction 2 2.0 What are Budget Airlines 2 3.0 Origins of Budget Airlines 5 4.0 Profitability 7 5.0 Profitability of the European Budget Aviation Industry 9 6.0 Data Source 13 7.0 Data Analysis 13 7.1 Introduction 13 7.2 Profits 15 7.3 Revenue 17 7.4 Scheduled Revenue 19 7.5 Ancillary Revenue 25 7.6 Total Operating Expenses 27 7.7 Staff Costs 28 7.8 Fuel Costs 31 7.9 Miscellaneous Costs 33 8.0 Conclusion 34 9.0 Bibliography 38 1 1.0 Introduction Flying has traditionally been an activity for the elite. It was for important executives who believed that they were entitled to private lounges and champagne on board, and was an activity that most of the middle-class could only afford to undertake a few times a year.
    [Show full text]
  • Ryanair Strategy Report
    Ryanair Strategy Report Daniel Geller Brendan Folan Brian Shain April 19, 2013 Contents Executive Summary...................................................................................................................3 Company Background...............................................................................................................4 Financial Analysis .....................................................................................................................7 Profitability & Shareholder Returns ..............................................................................7 Liquidity & Solvency .....................................................................................................8 DuPont Analysis ............................................................................................................9 Stock Performance ....................................................................................................... 10 Competitive Analysis (Five Forces Framework)..................................................................... 12 SWOT Analysis........................................................................................................................ 18 Strategic Recommendations ...................................................................................................23 Sources.....................................................................................................................................28 2 Executive Summary Ryanair Holdings plc (NYSE: RYAAY)1
    [Show full text]
  • Page Contents
    Other PAGEOther CONTENTS assets 2 Financial Summary 3 Key Statistics 4 Chairman’s Report 6 Group Chief Executive’s Report 11 Directors’ Report 15 Corporate Governance Report 30 Environmental and Social Report 37 Report of the Remuneration Committee on Directors’ Remuneration 41 Statement of Directors’ Responsibilities 43 Independent Auditor’s Report 48 Presentation of Financial and Certain Other Information 50 Detailed Index* 53 Key Information 59 Principal Risks and Uncertainties 73 Information on the Company 96 Operating and Financial Review 99 Critical Accounting Policies 111 Directors, Senior Management and Employees 119 Major Shareholders and Related Party Transactions 120 Financial Information 126 Additional Information 137 Quantitative and Qualitative Disclosures About Market Risk 142 Controls and Procedures 145 Consolidated Financial Statements 196 Company Financial Statements 202 Directors and Other Information 203 Appendix *See Index on page 50 to 52 for detailed table of contents. Information on the Company is available online via the internet at our website, http://corporate.ryanair.com. Information on our website does not constitute part of this Annual Report. This Annual Report and our 20-F are available on our website. 1 2 3 Chairman’s Report Dear Shareholders, Last year we made significant progress in growing Ryanair as Europe’s largest airline group. We aim to carry 200m guests per annum over the next 5 years. Highlights of the year include: • Traffic grew 9% to over 142m guests • Avg. air fares were cut 6% to €37 • Revenue
    [Show full text]
  • Avstrat59futureeuflagcarrierssep02 (Pdf)
    Aviation Strategy Analysis What is the future of the European flag-carrier model? uropean aviation is beginning a process of trolled both carriers, had undertaken a disastrous Emajor restructuring. The competitive land- conglomerate strategy (code-named "Hunter"), scape of 2005 is likely to look quite different than withdrawing assets from Swissair and investing Aviation Strategy that of 1995. Serious flaws have developed in the them in independent airlines in other countries or is published 11 traditional business model followed by the major in separate service businesses. Swissair, Sabena times a year by carriers, and the future viability of that business and Crossair were separate operating companies Aviation model and those airlines has been openly ques- and were not directly exposed to the losses or lia- Economics tioned. bilities of the other airlines and service compa- at the beginning of the month This article is designed to provide a frame- nies. work for the better understanding of several ques- Network Management for Swissair and Editor: tions: Sabena (senior management for the two airlines Keith McMullan • What drives competition between the major had been combined in 1999 but remained sepa- European carriers? rate from the holding company) knew that both Subscription • Why some European hubs have been more carriers were in a highly vulnerable position, given enquiries: profitable than others? the industry-wide profit declines and the obvious Julian Longin Tel: +44 (0) 20 • Why the profitability of these carriers (as a failure of the outside investments. Airline man- 7490 5215 group) collapsed long before September 11? agement also knew that fleet decisions that SAir • What business models might provide a basis for Group had imposed on the airlines would reduce Copyright: profitable operation in the future? future profitability by hundreds of millions of dol- Aviation • What path is industry consolidation/restructuring lars.
    [Show full text]
  • Airline Business Models 00 ENTWURF 0908:00 ENTWURF 01 30.09.2026 13:30 Uhr Seite 2 Air Transport and Airport Research
    00_ENTWURF_0908:00_ENTWURF_01 30.09.2026 13:30 Uhr Seite 1 Airport Research Air Transport and Air Transport Topical Report Airline Business Models 00_ENTWURF_0908:00_ENTWURF_01 30.09.2026 13:30 Uhr Seite 2 Air Transport and Airport Research Analyses of the European air transport market Airline Business Models Release: 1.01 Deutsches Zentrum German Aerospace Center für Luft- und Raumfahrt e.V. in der Helmholtz-Gemeinschaft Air Transport and Airport Research December 2008 Porz-Wahnheide Linder Höhe 51147 Köln Germany Head: Prof. Dr. Johannes Reichmuth Editors: Prof. Dr. Hansjochen Ehmer, Dr. Peter Berster, Gregor Bischoff, Wolfgang Grimme, Erik Grunewald, Sven Maertens web: http://www.dlr.de/fw Topical Report: Airline Business Models 2008-12-17 Release: 1.01 Page 1 Air Transport and Analyses of the European air transport market Airport Research Airline Business Models Document Control Information Responsible project manager: DG Energy and Transport Project task: Analyses of the European air transport market EC contract number: TREN/05/MD/S07.74176 Release: 1.01 Save date: 2008-12-17 Total pages: 41 Frontispiece: DUS Airport Change Log Release Date Changed Pages or Chapters Comments 0.06 2008-12-08 Final Draft Report 1.0 2008-12-16 Final Report 1.01 2008-12-17 layout Final Report Disclaimer and copyright: This report has been carried out for the Directorate-General for Energy and Transport in the European Commission and expresses the opinion of the organisation undertaking the contract TREN/05/MD/S07.74176. These views have not been adopted or in any way approved by the European Commission and should not be relied upon as a statement of the European Commission's or the Transport and Energy DG's views.
    [Show full text]
  • Business of Stansted Airport Limited
    CAP 1135 Appendix C: Business of Stansted Airport Limited APPENDIX C Business of Stansted Airport Limited Introduction C1 This appendix provides an overview of the current ownership and history of Stansted and the business of Stansted Airport Limited (STAL). In particular, it examines the: . services that STAL provides to different users of Stansted; and . sources of STAL's revenue. The ownership of Stansted C2 STAL is owned by Manchester Airports Group (MAG), following its recent sale by BAA. MAG is privately managed on behalf of its shareholders, with the major shareholders being: . Industry Funds Management (IFM) – 35.5 per cent. Manchester City Council – 35.5 per cent. Nine Greater Manchester Councils – 29 per cent.1 C3 In addition to STAL, MAG owns and operates Manchester, East Midlands and Bournemouth airports.2 The development of Stansted C4 Stansted’s origins date back to the Second World War, when it was built to provide an airfield base for the army of the United States of America. 1 The nine Manchester councils who are shareholders are: the Borough Council of Bolton, the Borough Council of Bury, the Oldham Borough Council, the Rochdale Borough Council, the Council of the City of Salford, the Metropolitan Borough Council of Stockport, the Tameside Metropolitan Borough Council, the Trafford Borough Council and the Wigan Borough Council. Source: MAG, http://www.magworld.co.uk/magweb.nsf/Content/AboutUsAndOurAirports (accessed 14 June 2013). 2 MAG also has a commercial property company (MAG Developments), and a number of car parking, airport security, fire fighting, engineering, advertising and motor transport businesses. Source: MAG, About us, http://www.magworld.co.uk/magweb.nsf/Content/AboutUsAndOurAirports (accessed 14 June 2013).
    [Show full text]
  • The UK Domestic Air Transport System: How and Why Is It Changing?
    The UK domestic air transport system: how and why is it changing? Future of Mobility: Evidence Review Foresight, Government Office for Science The UK domestic air transport system: how and why is it changing? The UK domestic air transport system: how and why is it changing? Dr Lucy Budd Reader in Air Transport, Loughborough University Professor Stephen Ison Professor of Transport Policy, Loughborough University February 2019 This review has been commissioned as part of the UK government’s Foresight Future of Mobility project. The views expressed are those of the author and do not represent those of any government or organisation. This document is not a statement of government policy. This report has an information cut-off date of September 2018. The UK domestic air transport system: how and why is it changing? Contents Contents ................................................................................................................................................. 3 Introduction ............................................................................................................................................ 4 Scope of the review ............................................................................................................................. 4 Scale and operational characteristics of UK domestic air transport ...................................................... 4 Development and regulation of UK domestic air transport .................................................................... 5 Trends in UK domestic
    [Show full text]
  • Proof of Evidence on Behalf of Stop Stansted Expansion Economic
    Doc. No. SSE/8/a Case Ref. 2032278 Appeal by BAA Ltd and Stansted Airport Ltd following the refusal by Uttlesford District Council of planning application UTT/0717/06/FUL Proof of Evidence on behalf of Stop Stansted Expansion Economic Impacts Brian Ross Michael Young 30 April 2007 PO Box 311 Takeley Bishop’s Stortford Herts, CM22 6PY www.stopstanstedexpansion.com Tel: 01279 870558 [email protected] Case Ref. – 2032278 – SSE/8/a – SSE Proof of Evidence – Economics Impacts 1 INTRODUCTION 1.1 Personal details 1.1.1 My name is Brian Ross and I appear at the Public Inquiry on behalf of Stop Stansted Expansion ('SSE'). I have been assisted in the preparation of this proof of evidence by other members of SSE, particularly Mike Young. 1.2 Qualifications and experience Brian Ross 1.2.1 I have the degrees of Bachelor of Commerce (hons) and Master of Business Administration (distinction) and I am also a graduate of the Stanford Executive Programme. I have 25 years experience with a major UK plc in operational and corporate finance roles, interrupted by two and a half-years in the Prime Minister's Office advising on efficiency matters within Government. I am now semi-retired and spend most of my time assisting SSE. I also do some part-time consulting, providing economic and financial analysis and advice mostly to clients in the City, including on matters relating to the air transport industry. Mike Young 1.2.2 I have the degree of Bachelor of Arts (hons) and I am a Fellow of the Institute of Chartered Accountants in England and Wales and hold the Financial Planning Certificate.
    [Show full text]