Thailand 2013
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U.S. Department of Transportation Federal
U.S. DEPARTMENT OF ORDER TRANSPORTATION JO 7340.2E FEDERAL AVIATION Effective Date: ADMINISTRATION July 24, 2014 Air Traffic Organization Policy Subject: Contractions Includes Change 1 dated 11/13/14 https://www.faa.gov/air_traffic/publications/atpubs/CNT/3-3.HTM A 3- Company Country Telephony Ltr AAA AVICON AVIATION CONSULTANTS & AGENTS PAKISTAN AAB ABELAG AVIATION BELGIUM ABG AAC ARMY AIR CORPS UNITED KINGDOM ARMYAIR AAD MANN AIR LTD (T/A AMBASSADOR) UNITED KINGDOM AMBASSADOR AAE EXPRESS AIR, INC. (PHOENIX, AZ) UNITED STATES ARIZONA AAF AIGLE AZUR FRANCE AIGLE AZUR AAG ATLANTIC FLIGHT TRAINING LTD. UNITED KINGDOM ATLANTIC AAH AEKO KULA, INC D/B/A ALOHA AIR CARGO (HONOLULU, UNITED STATES ALOHA HI) AAI AIR AURORA, INC. (SUGAR GROVE, IL) UNITED STATES BOREALIS AAJ ALFA AIRLINES CO., LTD SUDAN ALFA SUDAN AAK ALASKA ISLAND AIR, INC. (ANCHORAGE, AK) UNITED STATES ALASKA ISLAND AAL AMERICAN AIRLINES INC. UNITED STATES AMERICAN AAM AIM AIR REPUBLIC OF MOLDOVA AIM AIR AAN AMSTERDAM AIRLINES B.V. NETHERLANDS AMSTEL AAO ADMINISTRACION AERONAUTICA INTERNACIONAL, S.A. MEXICO AEROINTER DE C.V. AAP ARABASCO AIR SERVICES SAUDI ARABIA ARABASCO AAQ ASIA ATLANTIC AIRLINES CO., LTD THAILAND ASIA ATLANTIC AAR ASIANA AIRLINES REPUBLIC OF KOREA ASIANA AAS ASKARI AVIATION (PVT) LTD PAKISTAN AL-AAS AAT AIR CENTRAL ASIA KYRGYZSTAN AAU AEROPA S.R.L. ITALY AAV ASTRO AIR INTERNATIONAL, INC. PHILIPPINES ASTRO-PHIL AAW AFRICAN AIRLINES CORPORATION LIBYA AFRIQIYAH AAX ADVANCE AVIATION CO., LTD THAILAND ADVANCE AVIATION AAY ALLEGIANT AIR, INC. (FRESNO, CA) UNITED STATES ALLEGIANT AAZ AEOLUS AIR LIMITED GAMBIA AEOLUS ABA AERO-BETA GMBH & CO., STUTTGART GERMANY AEROBETA ABB AFRICAN BUSINESS AND TRANSPORTATIONS DEMOCRATIC REPUBLIC OF AFRICAN BUSINESS THE CONGO ABC ABC WORLD AIRWAYS GUIDE ABD AIR ATLANTA ICELANDIC ICELAND ATLANTA ABE ABAN AIR IRAN (ISLAMIC REPUBLIC ABAN OF) ABF SCANWINGS OY, FINLAND FINLAND SKYWINGS ABG ABAKAN-AVIA RUSSIAN FEDERATION ABAKAN-AVIA ABH HOKURIKU-KOUKUU CO., LTD JAPAN ABI ALBA-AIR AVIACION, S.L. -
Thailand COUNTRY STARTER PACK Country Starter Pack 2 Introduction to Thailand Thailand at a Glance
Thailand COUNTRY STARTER PACK Country starter pack 2 Introduction to Thailand Thailand at a glance POPULATION - 2014 GNI PER CAPITA (PPP) - 2014* US$13,950 68.7 INCOME LEVEL million Upper middle *Gross National Income (Purchasing Power Parity) World Bank GDP GROWTH 2014 CAPITAL CITY 1% GDP GROWTH FORECAST (IMF) 3.7% (2015), 3.9% (2016), 4% (2017) Bangkok RELIGION CLIMATE CURRENCY FISCAL YEAR jan-dec Buddhism (90%) 3 distinct seasons THAI BAHT (THB) calendar year SUMMER, RAINY, COOL > TIME DIFFERENCE AUSTRALIAN IMPORTS AUSTRALIAN EXPORTS EXCHANGE RATE TO BANGKOK (ICT) FROM THAILAND (2014) TO THAILAND (2014) (2014 AVERAGE) 3 hours A$10.94 A$5.17 ( THB/AUD) behind (AEST) Billion Billion A$1 = THB 29.3 SURFACE AREA Contents 513,115 1. Introduction to Thailand 4 1.1 Why Thailand? 5 square kmS Opportunities for Australian businesses 1.2 Thailand overview 8 1.3 Thailand and Australia: the bilateral relationship 16 GDP 2014 2. Getting started in Thailand 20 2.1 What you need to consider 22 2.2 Researching Thailand 32 US$387.3 billion 2.3 Possible business structures 34 2.4 Manufacturing in Thailand 37 3. Sales & marketing in Thailand 40 POLITICAL STRUCTURE 3.1 Direct exporting 42 3.2 Franchising 44 Constitutional 3.3 Licensing 46 3.4 Online sales 46 Monarchy 3.5 Marketing 46 3.6 Labelling requirements 47 GENERAL BANKING HOURS 4. Conducting business in Thailand 48 4.1 Thai culture and business etiquette 49 Monday to Friday 4.2 Building relationships with Thais 53 4.3 Negotiations and meetings 54 9:30AM to 3:30PM 4.4 Due diligence and avoiding scams 56 5. -
Prior Compliance List of Aircraft Operators Specifying the Administering Member State for Each Aircraft Operator – June 2014
Prior compliance list of aircraft operators specifying the administering Member State for each aircraft operator – June 2014 Inclusion in the prior compliance list allows aircraft operators to know which Member State will most likely be attributed to them as their administering Member State so they can get in contact with the competent authority of that Member State to discuss the requirements and the next steps. Due to a number of reasons, and especially because a number of aircraft operators use services of management companies, some of those operators have not been identified in the latest update of the EEA- wide list of aircraft operators adopted on 5 February 2014. The present version of the prior compliance list includes those aircraft operators, which have submitted their fleet lists between December 2013 and January 2014. BELGIUM CRCO Identification no. Operator Name State of the Operator 31102 ACT AIRLINES TURKEY 7649 AIRBORNE EXPRESS UNITED STATES 33612 ALLIED AIR LIMITED NIGERIA 29424 ASTRAL AVIATION LTD KENYA 31416 AVIA TRAFFIC COMPANY TAJIKISTAN 30020 AVIASTAR-TU CO. RUSSIAN FEDERATION 40259 BRAVO CARGO UNITED ARAB EMIRATES 908 BRUSSELS AIRLINES BELGIUM 25996 CAIRO AVIATION EGYPT 4369 CAL CARGO AIRLINES ISRAEL 29517 CAPITAL AVTN SRVCS NETHERLANDS 39758 CHALLENGER AERO PHILIPPINES f11336 CORPORATE WINGS LLC UNITED STATES 32909 CRESAIR INC UNITED STATES 32432 EGYPTAIR CARGO EGYPT f12977 EXCELLENT INVESTMENT UNITED STATES LLC 32486 FAYARD ENTERPRISES UNITED STATES f11102 FedEx Express Corporate UNITED STATES Aviation 13457 Flying -
Publications Office
Official Journal L 139 of the European Union Volume 64 English edition Legislation 23 April 2021 Contents II Non-legislative acts REGULATIONS ★ Commission Regulation (EU) 2021/662 of 22 April 2021 amending Regulation (EC) No 748/2009 on the list of aircraft operators which performed an aviation activity listed in Annex I to Directive 2003/87/EC on or after 1 January 2006 specifying the administering Member State for each aircraft operator (1) . 1 ★ Commission Regulation (EU) 2021/663 of 22 April 2021 amending Annex III to Regulation (EC) No 396/2005 of the European Parliament and of the Council as regards maximum residue levels for chlordecone in or on certain products (1) . 148 ★ Commission Implementing Regulation (EU) 2021/664 of 22 April 2021 on a regulatory framework for the U-space (1) . 161 ★ Commission Implementing Regulation (EU) 2021/665 of 22 April 2021 amending Implementing Regulation (EU) 2017/373 as regards requirements for providers of air traffic management/air navigation services and other air traffic management network functions in the U-space airspace designated in controlled airspace (1) . 184 ★ Commission Implementing Regulation (EU) 2021/666 of 22 April 2021 amending Regulation (EU) No 923/2012 as regards requirements for manned aviation operating in U-space airspace (1) . 187 (1) Text with EEA relevance. Acts whose titles are printed in light type are those relating to day-to-day management of agricultural matters, and are generally valid for a limited period. EN The titles of all other acts are printed in bold type -
Thai Airways International Public Company Limited (“THAI”), Ms
THAI AIRWAYS INTERNATIONAL PCL: HEDGING STRATEGIES FOR SMOOTH LANDING Vesarach Aumeboonsuke* Abstract On October 17, 2013, in the aftermath of the 3Q2013 Board Meeting of Thai Airways International Public Company Limited (“THAI”), Ms. Parn (hypothetical name), Financial Risk Manager, was asked by the THAI President, Dr. Sorajak Kasemsuvan, to prepare a financial risk management plan with which to fulfill the commitments that the President had made to the board of directors at the same meeting. The meeting had been a contentious one, with the chairman and board of directors having expressed much dissatisfaction with the report on the Company’s performance and the President’s performance during the first three quarter of the year 2013. They had been insistent in their call for prompt action by the President and management team to improve the airline’s performance. In response to the board meeting, the President had stated that he was going to call for the internal meeting with the management team and discuss strategies to improve the airline’s performance. At the internal meeting, the President and the management team had analyzed that the losses resulted from the high competition in the airlines business, the global economic slowdown, the fuel price fluctuation, and the volatility of foreign currencies that were the sources of income and expenses of THAI. By the end of the meeting, the President and management team had developed the strategies on various aspects to deal with such problems -- for example, to create advertisement and marketing campaign in order to be competitive in the airlines business, to reorganize the airlines routes in order to operate in the profitable environments, and to manage financial risk particularly fuel price risk and foreign exchange rate risk in order to protect the company’s profits from the external factors and maintain financial health of the airline. -
Western-Built Jet and Turboprop Airliners
WORLD AIRLINER CENSUS Data compiled from Flightglobal ACAS database flightglobal.com/acas EXPLANATORY NOTES The data in this census covers all commercial jet- and requirements, put into storage, and so on, and when airliners that have been temporarily removed from an turboprop-powered transport aircraft in service or on flying hours for three consecutive months are reported airline’s fleet and returned to the state may not be firm order with the world’s airlines, excluding aircraft as zero. shown as being with the airline for which they operate. that carry fewer than 14 passengers, or the equivalent The exception is where the aircraft is undergoing Russian aircraft tend to spend a long time parked in cargo. maintenance, where it will remain classified as active. before being permanently retired – much longer than The tables are in two sections, both of which have Aircraft awaiting a conversion will be shown as parked. equivalent Western aircraft – so it can be difficult to been compiled by Flightglobal ACAS research officer The region is dictated by operator base and does not establish the exact status of the “available fleet” John Wilding using Flightglobal’s ACAS database. necessarily indicate the area of operation. Options and (parked aircraft that could be returned to operation). Section one records the fleets of the Western-built letters of intent (where a firm contract has not been For more information on airliner types see our two- airliners, and the second section records the fleets of signed) are not included. Orders by, and aircraft with, part World Airliners Directory (Flight International, 27 Russian/CIS-built types. -
(UE) 2018/336 De La Comisión, De 8 De Marzo De 2018
13.3.2018 ES Diario Oficial de la Unión Europea L 70/1 II (Actos no legislativos) REGLAMENTOS REGLAMENTO (UE) 2018/336 DE LA COMISIÓN de 8 de marzo de 2018 que modifica el Reglamento (CE) n.o 748/2009, sobre la lista de operadores de aeronaves que han realizado una actividad de aviación enumerada en el anexo I de la Directiva 2003/87/CE el 1 de enero de 2006 o a partir de esta fecha, en la que se especifica el Estado miembro responsable de la gestión de cada operador (Texto pertinente a efectos del EEE) LA COMISIÓN EUROPEA, Visto el Tratado de Funcionamiento de la Unión Europea, Vista la Directiva 2003/87/CE del Parlamento Europeo y del Consejo, de 13 de octubre de 2003, por la que se establece un régimen para el comercio de derechos de emisión de gases de efecto invernadero en la Comunidad y por la que se modifica la Directiva 96/61/CE del Consejo (1), y en particular su artículo 18 bis, apartado 3, letra b), Considerando lo siguiente: (1) La Directiva 2008/101/CE del Parlamento Europeo y del Consejo (2) modificó la Directiva 2003/87/CE para incluir las actividades de aviación en el régimen que regula el comercio de derechos de emisión de gases de efecto invernadero en la Unión. (2) El Reglamento (CE) n.o 748/2009 de la Comisión (3) establece una lista de los operadores de aeronaves que han realizado una actividad de aviación enumerada en el anexo I de la Directiva 2003/87/CE el 1 de enero de 2006 o a partir de esta fecha. -
CHANGE FEDERAL AVIATION ADMINISTRATION CHG 2 Air Traffic Organization Policy Effective Date: November 8, 2018
U.S. DEPARTMENT OF TRANSPORTATION JO 7340.2H CHANGE FEDERAL AVIATION ADMINISTRATION CHG 2 Air Traffic Organization Policy Effective Date: November 8, 2018 SUBJ: Contractions 1. Purpose of This Change. This change transmits revised pages to Federal Aviation Administration Order JO 7340.2H, Contractions. 2. Audience. This change applies to all Air Traffic Organization (ATO) personnel and anyone using ATO directives. 3. Where Can I Find This Change? This change is available on the FAA website at http://faa.gov/air_traffic/publications and https://employees.faa.gov/tools_resources/orders_notices. 4. Distribution. This change is available online and will be distributed electronically to all offices that subscribe to receive email notification/access to it through the FAA website at http://faa.gov/air_traffic/publications. 5. Disposition of Transmittal. Retain this transmittal until superseded by a new basic order. 6. Page Control Chart. See the page control chart attachment. Original Signed By: Sharon Kurywchak Sharon Kurywchak Acting Director, Air Traffic Procedures Mission Support Services Air Traffic Organization Date: October 19, 2018 Distribution: Electronic Initiated By: AJV-0 Vice President, Mission Support Services 11/8/18 JO 7340.2H CHG 2 PAGE CONTROL CHART Change 2 REMOVE PAGES DATED INSERT PAGES DATED CAM 1−1 through CAM 1−38............ 7/19/18 CAM 1−1 through CAM 1−18........... 11/8/18 3−1−1 through 3−4−1................... 7/19/18 3−1−1 through 3−4−1.................. 11/8/18 Page Control Chart i 11/8/18 JO 7340.2H CHG 2 CHANGES, ADDITIONS, AND MODIFICATIONS Chapter 3. ICAO AIRCRAFT COMPANY/TELEPHONY/THREE-LETTER DESIGNATOR AND U.S. -
Annual Report 2012
Aeronautical Radio of Thailand Ltd. Annual Report 2012 Weready get Weready get CONTENTS Message from the Chairman 04 Message from the President 06 Company’s Background 10 Corporate Vision, Corporate Values, Corporate Mission 11 Highlight of Activities 14 Outlook and Trends in Air Transport 37 Statemant of Directions (SODs, Corporate Policies) 40 Corporate Plan 41 Shareholders 44 Board of Directors 47 Roles and Responsibilities of Directors 60 Company’s Management 72 Company’s Services 78 Human Resource and Organizational Development 90 Risk Management and Internal Control 98 Good Corporate Governance 100 Adherence to the Official Information Act B.E. 2540 (1997) 102 The Audit Committee’s Report 104 Financial Report 108 Auditor’s Report 115 Statements of Financial Position 116 M essage from the Chairman In the Fiscal Year 2012, the Company diligently carried out its role as the national air navigation service provider to meet users’ requirements with safety, standards and efficiency. It realized its responsibilities towards all groups of stakeholders and the national benefit to facilitate the link which allowed world population to commute easily and speedily. Preparation was also made towards the establishment of ASEAN Economic Community (AEC). This year the Company continued to implement the Air Navigation Services Infrastructure Development Project so that the Company’s Air Traffic Management Centre would be outstanding in efficiency, safety, speed and cost saving even the Company had faced a lot of impacts on its operations, such as heavy floods in Thailand which caused the operation at Don Mueang Airport to be unserviceable, the repair of eastern runway at Suvarnabhumi Airport, etc. -
Nr. Xx/252 Xx.1.2016 EØS-Tillegget Til Den Europeiske Unions Tidende Nr. 52/252 22.9.2016 EES-Viðbætir Við Stjórnartíðind
Nr. 52/252xx/252 EES-viðbætirEØS-tillegget við til Stjórnartíðindi Den europeiske Evrópusambandsins unions tidende 22.9.2016xx.1.2016 REGLUGERÐ FRAMKVÆMDASTJÓRNARINNAR (ESB) 2016/282 2016/EES/52/33 frá 26. febrúar 2016 um breytingu á reglugerð (EB) nr. 748/2009 um skrána yfir umráðendur loftfara sem stunduðu flugstarfsemi sem tilgreind er í I. viðauka við tilskipun 2003/87/EB 1. janúar 2006 eða eftir þann dag þar sem ábyrgðarríki hvers umráðanda loftfars er tilgreint (*) FRAMKVÆMDASTJÓRN EVRÓPUSAMBANDSINS HEFUR, með hliðsjón af sáttmálanum um starfshætti Evrópusambandsins, með hliðsjón af tilskipun Evrópuþingsins og ráðsins 2003/87/EB frá 13. október 2003 um að koma á fót kerfi fyrir viðskipti með heimildir til losunar gróðurhúsalofttegunda innan Bandalagsins og um breytingu á tilskipun ráðsins 96/61/EB (1), einkum b-lið 3. mgr. 18. gr. a, og að teknu tilliti til eftirfarandi: 1) Tilskipun Evrópuþingsins og ráðsins 2008/101/EB (2) breytti tilskipun 2003/87/EB þannig að kerfið fyrir viðskipti með heimildir til losunar gróðurhúsalofttegunda innan Sambandsins taki til flugstarfsemi. 2) Í reglugerð framkvæmdastjórnarinnar (EB) nr. 748/2009 (3) er tekin saman skrá yfir umráðendur loftfara, sem stunduðu flugstarfsemi sem er tilgreind í I. viðauka við tilskipun 2003/87/EB, 1. janúar 2006 eða eftir þann dag. 3) Tilgangurinn með skránni er að draga úr stjórnsýslubyrði hjá umráðendum loftfara með því að leggja fram upplýsingar um það hvaða aðildarríki bera ábyrgð á tilteknum umráðanda loftfars. 4) Innfærsla umráðanda loftfars í kerfi Sambandsins fyrir viðskipti með losunarheimildir er háð starfrækslu flugstarfsemi sem er tilgreind í I. viðauka við tilskipun 2003/87/EB og er ekki háð innfærslu í skrána yfir umráðendur loftfara sem framkvæmdastjórnin tók saman á grundvelli 3. -
Thai Airways International PCL: Hedging Strategies for Smooth Landing
Vesarach Aumeboonsuke Thai Airways International PCL: Hedging Strategies for Smooth Landing Vesarach Aumeboonsuke* Abstract On October 17, 2013, in the aftermath of the 3Q2013 Board Meeting of Thai Airways International Public Company Limited (“THAI”), Ms. Parn (hypothetical name), Financial Risk Manager, was asked by the THAI President, Dr. Sorajak Kasemsuvan, to prepare a Ànancial risk management plan with which to fulÀll the commitments that the President had made to the board of directors at the same meeting. The meeting had been a contentious one, with the chairman and board of directors having expressed much dissatisfaction with the report on the Company’s performance and the President’s performance during the Àrst three quarter of the year 2013. They had been insistent in their call for prompt action by the President and management team to improve the airline’s performance. In response to the board meeting, the President had stated that he was going to call for the internal meeting with the management team and discuss strategies to improve the airline’s performance. At the internal meeting, the President and the management team had analyzed that the losses resulted from the high competition in the airlines business, the global economic slowdown, the fuel price Áuctuation, and the volatility of foreign currencies that were the sources of income and expenses of THAI. By the end of the meeting, the President and management team had developed the strategies on various aspects to deal with such problems -- for example, to create advertisement and marketing campaign in order * Assistant Professor at the International College of the National Institute of Development Administration (NIDA) 118 Moo 3, Sereethai Road, Klong-Chan, Bangkapi, Bangkok 10240, THAILAND. -
Aeronautical Radio of Thailand Ltd
AERONAUTICAL RADIO OF THAILAND LTD. Annual Report 2011 Annual Report 2011 1 2 Aeronautical Radio of Thailand Ltd. Contents 4 Message from the Chairman 6 Message from the President 8 Highlight of Activities 26 Outlook and Trends in Air Transport 28 Company’s Background 29 Corporate Vision, Corporate Values, Corporate Mission 30 Statement of Directions (SODs, Corporate Policies) 31 Corporate Plan 32 Shareholders 36 Board of Directors 48 Roles and Responsibilities of Directors 64 Company’s Management 72 Company’s Services 82 Human Resource Development 88 Risk Management and Internal Control 90 Good Corporate Governance 92 Adherence to the Official Information Act B.E. 2540 (1997) 93 The Audit Committee’s Report 95 Summary of Financial Report 96 Financial Report Annual Report 2011 3 Message from the Chairman Aeronautical Radio of Thailand Ltd. (AEROTHAI), continuously. Apart from that, this Project will support the as Thailand’s air navigation service provider, plays an development of logistic system as well as enhancing the important role in air transportation that allows global country’s competitiveness. The Company, meanwhile, has community to link easily and rapidly. The Company developed itself and invested in many projects in order performs its duty with the aim to provide safety to all users to overtake the significant changes. The Company has and puts emphasis on personnel’s quality development continued to form alliance in aviation for the cooperation to enable them to provide international standard services both bilateral and multilateral that leads to knowledge which is finally being accepted by airline companies around development, tightening of good relationship and the world.