DOCSLIB.ORG

Company Profile 2019

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Company Profile 2019 SWISSPORT INTERNATIONAL AG COMPANY PROFILE 2019 Swissport International AG Company Profile 2019 3 Dear readers, In 2019, Swissport achieved solid results in a Furthermore, we are making efforts to increase weakening market environment. On revenue of data availability to efficiently steer our busi­ 3.13 billion euros, operating EBITDA1 came to ness and to create a framework that supports 272.3 million euros. In constant currency, our data­driven service innovations. revenue was up 2.3 percent, largely in line with sector growth, while EBITDA was 2.4 percent As the global leader in aviation ground services, below previous year – and roughly on previous we are comm itted to contributing to the success year in actual terms. Our operating cash flow1 of airlines and logistics companies, while delivering improved to 196.4 million euros in 2019, up from sustainable growth to our investors. 182.5 million euros the year before. Thank you for your interest in Swissport. In our pursuit of continuous improvement, we remain focused on enhancing our operational execution in line with our quality objectives and our service principles. As a people business, we continually invest in our employees. To this end, we train our frontline employees and foster the development of leaders across the organization. Eric Born Since 2018, more than one thousand midlevel President & CEO leaders have enrolled in leadership development. Swissport International AG 15 senior level managers attended a pilot program on transformational leadership in 2019. 1 Pre­IFRS 16, as defined in our audited financial statements 4 Company Profile 2019 Swissport International AG 2019 KEY FACTS Facts and igures are to the point, but don’t account for the people of Swissport standing behind them – around 64,000 in 2019. Our company profile tells the stories behind the numbers. 6CONTINENTS 47 115 COUNTRIES WAREHOUSES 5LOUNGE GUESTS (million) 4.6TONS OF CARGO (million) Swissport International AG Company Profile 2019 5 2.1AIRCRAFT TURNS (million) 265AIRLINE PASSENGERS (million) >850 CORPORATE CLIENTS 64,000 300AIRPORTS EMPLOYEES Company Profile 2019 Swissport International AG Swissport International AG Company Profile 2019 7 CONTENTS CEO's statement 3 Our commercial ambitions 26 2019 key facts 4 Our competitive advantage 29 Swissport at a glance 8 Full range of mission­critical services 30 Group executive management 10 Competitive cost base 32 Overview of results 12 Safe and industry­leading operations 34 Interview with the CEO 14 Global consistency 36 Our global presence 16 Sustainable stakeholder relations 38 Our story 18 Pricing discipline and commercial governance 40 Market review 20 Corporate sustainability 45 Objectives & strategy 22 Credits / Contact 52 Our corporate strategy 24 8 RUBRIKSWISSPORT AT A GLANCE Company Profile 2019 Swissport International AG SWISSPORT 1 AT A GLANCE Swissport International AG Company Profile 2019 RUBRIK 9 Group executive management 10 Overview of results 12 Interview with the CEO 14 Our global presence 16 Our story 18 Market review 20 Swissport International AG Company Profile 2019 SWISSPORT AT A GLANCE 11 GROUP EXECUTIVE MANAGEMENT1 Eric Born Glenn Rutherford Luzius Wirth President & CEO 2 Executive Vice President Executive Vice President Asia­Pacific Europe, Middle East & Africa Andreas Hugener Dr. Peter Waller Chief HR Officer Chief Financial Officer 1 As per 30 April 2020 2 Ad­interim EVP Americas 12 SWISSPORT AT A GLANCE Company Profile 2019 Swissport International AG OVERVIEW OF RESULTS 2019 BUSINESS PERFORMANCE Against a weakening global economy, Swissport was able to achieve solid results by taking decisive cost-efficiency measures. A strong de-icing business in the first quarter and the first full-year consolidation of Aerocare also had a positive impact. FINANCIAL PERFORMANCE OPERATING PERFORMANCE Management statements not included in the consolidated financial statements section com­ In 2019, revenue growth of 2.3 percent was largely The weakening global economy and inter­ menting on “operating result” refer to opera­ in line with the sector’s overall growth. EBITDA national trade impacted our business, ting earnings before interest, tax, depreciation stood at 272.3 million euros, 2.4 percent below especially in the cargo segment. Swissport and amortization (“operating EBITDA”) as previous year in constant currency and roughly performed 2.05 million aircraft turns and reported in → note 1.1. Segment Information on previous year in actual terms. handled 4.62 million tons of cargo. in the financial report. Statements discussing results’ comparison year on year are made on a constant currency basis, i.e., adjusted for REVENUE AIRCRAFT TURNS movement in foreign currency exchange rates between the two comparative periods. € 3.13 bn 2.05 m 2018: €3.06 billion1 2018: 2.16 million EBITDA2 CARGO TONS € 272.3 m 4.62 m 2018: €278.9 million1 2018: 4.78 million tons 1 On a constant currency basis 2 Operating EBITDA (pre­IFRS 16), as defined in our audited financial statements Swissport International AG Company Profile 2019 SWISSPORT AT A GLANCE 13 REVENUE AND EBITDA CASH FLOW AND LIQUIDITY 2019 2018 2018 Operating cash flow improved over the previous constant as reported MEUR currency year, owing in part to a solid business per­ Revenue 3,134.5 3,063.9 2,994.5 formance and effective working capital manage­ Operating EBITDA 272.3 278.9 273.2 ment. Total liquidity increased overproportionally Operating EBITDA Margin 8.7 % 9.1 % 9.1 % due to a decrease in investment activity and a long­term re­financing in August 2019. REVENUE PER REGION OPERATING CASH FLOW1 Our revenue growth stemmed from increased activities from various business lines across the globe. Strategic acquisitions also supported top­line growth. + 7.6 % 2019: €196.4 million 2018: €182.5 million 2019 2018 CASH AND CASH EQUIVALENTS + 74.5 % EMEA 54.7 % EMEA 55.8 % 31 Dec 2019: €253.4 million Americas 35.4 % Americas 36.0 % 31 Dec 2018: €145.2 million APAC 9.9 % APAC 8.2 % 1 Operating cash flow (pre­IFRS 16), as defined in our audited financial statements 14 SWISSPORT AT A GLANCE Company Profile 2019 Swissport International AG CEO’S INTERVIEW Eric Born, Swissport’s President & CEO, reviews an eventful 2019 and shares his outlook on 2020. How do you rate Swissport's business results Would you say that Swissport’s business model continuously work on further improving our in 2019? with ground services and cargo handling is overall efficiency. This will strengthen Swissport’s We achieved solid results in a weakened market working to our advantage under more challenging ability to compete for business, help in realizing environment. Our revenue climbed to 3.13 market conditions? margin-improvements and increase our cash- billion euros. That’s 2.3 percent more than in Absolutely. The ground services business, which flow. In the longer term, we will be able to 2018 on constant currency and 4.7 percent contributes about 80 percent of group revenue, further strengthen our balance sheet and increase more in real terms. Our operating EBITDA was added stability. In line with past market our capability to invest. On the revenue side, we 272.3 million euros, a 2.4 percent drop over last behavior, the segment reacted to the global aim for growth at least in line with the sector. year at constant currency, but roughly stable in economic slowdown with a delay and a smaller real terms. Our operating cash flow increased contraction than cargo. It also has a higher When Swissport acquired Aerocare in 2018, it to 196.4 million euros, a 7.6 percent year-on- share of variable cost and we can swiftly react had high hopes for the Australian affiliate to year improvement which was supported by our to downturns by adapting our workforce or by serve as a platform for growth in Asia-Pacific. Is effective working capital management. selling equipment. We successfully did this in the business delivering on the expectations? Brazil in 2019, for example, where a sizeable We continue to see opportunities across the In 2018, the first-time consolidation of our newly share of our revenue was lost due to the market Asia-Pacific region. We are expanding our acquired business in Australia and New Zealand exit of a client. Cargo, on the other hand, current activities and developing new lines of contributed a significant share of our above- contributes higher margins, which compensate business, with a focus on Australia and New market growth. This effect was no longer there for the risks associated with long-term lease Zealand, where we can indeed build on the basis in 2019, of course. And in the spring of 2019, the obligations for facilities and equipment. of our existing operation. Next year, a brand- weakening global economy increasingly impacted new airfreight warehouse will go online in sector growth. As a result, our EBITA-margin Where do you see the main challenges for Melbourne, Australia, our first on the continent. ultimately slipped by almost half a percentage Swissport? And in Perth, we will open the first Australian point compared to 2018. So 2019 was not Process efficiency and cost leadership are Aspire airport lounge, with further locations in great, but all in all it was still a solid year and we becoming ever more important in our industry. the planning. And Skycare, the former fixed base are working hard to improve further. And now we are operating in a weaker economic operation of Aerocare, has been integrated in environment than just 18 months ago. Swissport, Swissport Executive Aviation. I am pleased to thanks to its position as the world market see that Asia-Pacific is delivering on our leader, is ideally positioned to strive for and aspirations as a platform for growth. defend cost leadership in key markets. We SWISSPORT AT A GLANCE 15 “We are also continuing to develop smaller business lines with a strategic focus on high­margin aviation services.“ Apart from our Asia-Pacific expansion, where Where do you see Swissport in 2020? else is Swissport investing? From a macroeconomic perspective, 2020 got We are focusing on projects of strategic impor­ off to a bumpy start.
Load more

Recommended publications
  • Annual Report 2002 Contents Contents
    Annual Report 2002 contents Contents Address to shareholders 4 Key data 7 Board of Directors and Management 12 Corporate governance 15 Risk management 21 Significant events during 2002 23 Reports from the Divisions • Operations 25 • Marketing 27 • Buildings 29 • Corporate Development 31 Flight statistics 33 • 2002 flight statistics 34 • Market positioning 39 • Trend of traffic volumes 41 • Destinations 43 Financial report 45 • Group financial statements according to IFRS 46 • Audit report 70 • Financial statement pursuant to the Swiss Code of Obligations (OR) 71 • Audit report 79 3 address to shareholders Address to shareholders Dear Shareholders, During 2002, Zurich Airport felt the full impacts of the dissolution of SAirGroup, which gave rise to the need for comprehensive restructuring measures. The fundamental changes in ownership also led to a number of major challenges. Existing structures had to be completely reorganised, a task which Unique (Flughafen Zürich AG) successfully mastered. We were able to extract all the airside functions and infrastructures that are essential for airport business from the operations previously controlled by SAirGroup and now under new ownership, and bring them under our own control.This means that we have eliminated all inter- connections with and dependencies on external providers in the area of airside operations. We can therefore look back on a period of extremely intensive activity. But we still have a very busy time ahead of us, partly due to the step-by-step hand-over of components associated with expansion stage 5, but also in view of the political uncertainties throughout the world and their impacts on international civil aviation, and the ongoing debate on the home front concerning the function, size and operation of Zurich Airport.
    [Show full text]
  • Aircraft Hijacking: Some Domestic and International Responses
    Kentucky Law Journal Volume 59 | Issue 2 Article 3 1970 Aircraft iH jacking: Some Domestic and International Responses John A. Volpe Secretary of Transportation John T. Stewart Jr. Federal Aviation Administration Follow this and additional works at: https://uknowledge.uky.edu/klj Part of the Air and Space Law Commons Right click to open a feedback form in a new tab to let us know how this document benefits you. Recommended Citation Volpe, John A. and Stewart, John T. Jr. (1970) "Aircraft iH jacking: Some Domestic and International Responses," Kentucky Law Journal: Vol. 59 : Iss. 2 , Article 3. Available at: https://uknowledge.uky.edu/klj/vol59/iss2/3 This Article is brought to you for free and open access by the Law Journals at UKnowledge. It has been accepted for inclusion in Kentucky Law Journal by an authorized editor of UKnowledge. For more information, please contact [email protected]. Aircraft Hijacking: Some Domestic and International Responses By JoHN A. VoLPE* and JoHN T. STEwART, Jn. * * Air piracy is one of the gravest problems of our time. From the domestic reactions to the first symptoms of the malady-the detours to Havana in the early 1960's-to the strengthened do- mestic and internationalresponse to the epidemic at the turn of the decade, Secretary Volpe and Mr. Stewart here catalogue a definitive statement of what has been done and what yet must be done to combat air piracy and international blackmail: the legal and scientific devices employed by the U.S. and urged for other countries, and international cooperation such as in the Tokyo Convention, the Hague Conventiont of December, 1970, and the draft conventions remaining on the internationalagenda.
    [Show full text]
  • The Competitive Position of Hub Airports in the Transatlantic Market
    Journal of Air Transportation Vol. 11, No. 1 -2006 THE COMPETITIVE POSITION OF HUB AIRPORTS IN THE TRANSATLANTIC MARKET Guillaume Burghouwt SEO Economic Research Jan Veldhuis SEO Economic Research Amsterdam, The Netherlands ABSTRACT This article puts forward the argument that the measurement of connectivity in hub- and-spoke networks has to take into account the quality and quantity of both direct and indirect connections. The NETSCAN model, which has been applied in this study, quantifies indirect connectivity and scales it into a theoretical direct connection. NETSCAN allows researchers, airports, airlines, alliances and airport regions to analyse their competitive position in an integrated way. Using NETSCAN, the authors analysed the developments on the market between northwest Europe and the United States (US) between May 2003 and May 2005. One of the most striking developments has certainly been the impact of the Air France-KLM merger and the effects of the integration of KLM and Northwest into the SkyTeam alliance on the connectivity of Amsterdam Schiphol. Direct as well as indirect connectivity (via European and North American hubs) from Amsterdam to the US increased substantially. The main reason for this increase is the integration of the former Wings and SkyTeam networks via the respective hub airports. Moreover, the extended SkyTeam alliance raised frequencies between Amsterdam and the SkyTeam hubs (Atlanta, Houston, for example), opened new routes (Cincinnati) and boosted the network between Amsterdam and France. As a result of the new routes and frequencies, Amsterdam took over Heathrow’s position as the third best-connected northwest European airport to the US. _____________________________________________________________ Guillaume Burghouwt completed his PhD-research ‘Airline network development in Europe and its implications for airport planning’ in 2005.
    [Show full text]
  • The Collapse of DOHSA's Historic Application to Litigation Arising from High Seas Commercial Airline Accidents, 65 J
    Journal of Air Law and Commerce Volume 65 | Issue 4 Article 7 2000 Flying over Troubled Waters: The olC lapse of DOHSA's Historic Application to Litigation Arising from High Seas Commercial Airline Accidents Jad J. Stepp Michael J. AuBuchon Follow this and additional works at: https://scholar.smu.edu/jalc Recommended Citation Jad J. Stepp et al., Flying over Troubled Waters: The Collapse of DOHSA's Historic Application to Litigation Arising from High Seas Commercial Airline Accidents, 65 J. Air L. & Com. 805 (2000) https://scholar.smu.edu/jalc/vol65/iss4/7 This Article is brought to you for free and open access by the Law Journals at SMU Scholar. It has been accepted for inclusion in Journal of Air Law and Commerce by an authorized administrator of SMU Scholar. For more information, please visit http://digitalrepository.smu.edu. FLYING OVER TROUBLED WATERS: THE COLLAPSE OF DOHSA'S HISTORIC APPLICATION TO LITIGATION ARISING FROM HIGH SEAS COMMERCIAL AIRLINE ACCIDENTS JAD J. STEPP* MICHAEL J. AUBUCHON** TABLE OF CONTENTS 1. INTRODUCTION .................................. 807 II. D O H SA ............................................ 809 A. THE STATUTE ................................... 809 B. LEGISLATIVE HISTORY ........................... 810 III. TRANS WORLD AIRLINES FLIGHT 800 LITIGATIO N ....................................... 811 A. INTRODUCTION ................................. 811 B. BACKGROUND ................................... 811 C. MOTION TO DISMISS NONPECUNIARY DAMAGES- SDNY's DECISION ............................... 811 D.
    [Show full text]
  • Prof. Paul Stephen Dempsey
    AIRLINE ALLIANCES by Paul Stephen Dempsey Director, Institute of Air & Space Law McGill University Copyright © 2008 by Paul Stephen Dempsey Before Alliances, there was Pan American World Airways . and Trans World Airlines. Before the mega- Alliances, there was interlining, facilitated by IATA Like dogs marking territory, airlines around the world are sniffing each other's tail fins looking for partners." Daniel Riordan “The hardest thing in working on an alliance is to coordinate the activities of people who have different instincts and a different language, and maybe worship slightly different travel gods, to get them to work together in a culture that allows them to respect each other’s habits and convictions, and yet work productively together in an environment in which you can’t specify everything in advance.” Michael E. Levine “Beware a pact with the devil.” Martin Shugrue Airline Motivations For Alliances • the desire to achieve greater economies of scale, scope, and density; • the desire to reduce costs by consolidating redundant operations; • the need to improve revenue by reducing the level of competition wherever possible as markets are liberalized; and • the desire to skirt around the nationality rules which prohibit multinational ownership and cabotage. Intercarrier Agreements · Ticketing-and-Baggage Agreements · Joint-Fare Agreements · Reciprocal Airport Agreements · Blocked Space Relationships · Computer Reservations Systems Joint Ventures · Joint Sales Offices and Telephone Centers · E-Commerce Joint Ventures · Frequent Flyer Program Alliances · Pooling Traffic & Revenue · Code-Sharing Code Sharing The term "code" refers to the identifier used in flight schedule, generally the 2-character IATA carrier designator code and flight number. Thus, XX123, flight 123 operated by the airline XX, might also be sold by airline YY as YY456 and by ZZ as ZZ9876.
    [Show full text]
  • Airline Alliances
    AIRLINE ALLIANCES by Paul Stephen Dempsey Director, Institute of Air & Space Law McGill University Copyright © 2011 by Paul Stephen Dempsey Open Skies • 1992 - the United States concluded the first second generation “open skies” agreement with the Netherlands. It allowed KLM and any other Dutch carrier to fly to any point in the United States, and allowed U.S. carriers to fly to any point in the Netherlands, a country about the size of West Virginia. The U.S. was ideologically wedded to open markets, so the imbalance in traffic rights was of no concern. Moreover, opening up the Netherlands would allow KLM to drain traffic from surrounding airline networks, which would eventually encourage the surrounding airlines to ask their governments to sign “open skies” bilateral with the United States. • 1993 - the U.S. conferred antitrust immunity on the Wings Alliance between Northwest Airlines and KLM. The encirclement policy began to corrode resistance to liberalization as the sixth freedom traffic drain began to grow; soon Lufthansa, then Air France, were asking their governments to sign liberal bilaterals. • 1996 - Germany fell, followed by the Czech Republic, Italy, Portugal, the Slovak Republic, Malta, Poland. • 2001- the United States had concluded bilateral open skies agreements with 52 nations and concluded its first multilateral open skies agreement with Brunei, Chile, New Zealand and Singapore. • 2002 – France fell. • 2007 - The U.S. and E.U. concluded a multilateral “open skies” traffic agreement that liberalized everything but foreign ownership and cabotage. • 2011 – cumulatively, the U.S. had signed “open skies” bilaterals with more than100 States. Multilateral and Bilateral Air Transport Agreements • Section 5 of the Transit Agreement, and Section 6 of the Transport Agreement, provide: “Each contracting State reserves the right to withhold or revoke a certificate or permit to an air transport enterprise of another State in any case where it is not satisfied that substantial ownership and effective control are vested in nationals of a contracting State .
    [Show full text]
  • 2002 Statistical Annual Review (6.1 MB .Pdf)
    Statistical Annual Review 2002 2002 Statistical Annual Review 2002 Preface April, 2003 In the case of the 2002 Annual Statistical Review, we felt that we had to respond to changes in the way that information can be presented. Whereas in the past this review largely consisted of tables supplemented with brief analyses, now the analyses have been greatly expanded and the number of tables have been kept to a minimum. Furthermore, we have now opted for a clear classification of the topics. The tables that are no longer included in the report are available on our website www.schiphol.nl. If you require any further information, please feel free to contact the department mentioned below. Data from this publication may be published as long as the source is quoted. Published by Amsterdam Airport Schiphol P.O. Box 7501 1118 ZG Schiphol Amsterdam Airport Schiphol Airlines Marketing & Account Management Statistics & Forecasts Phone : 31 (20) 601 2664 Fax : 31 (20) 601 4195 E-mail : [email protected] 3 Contents 1 Summary of developments 2002 5 Table: Traffic and transport summary 9 2 Aircraft movements 11 Table: Air transport movements, monthly totals 2002 17 Table: Air transport movements, annual totals 1993 - 2002 17 Map: Origins and destinations Europe 18 Map: Origins and destinations intercontinental 19 3 Passenger transport 21 Table: Passenger transport, monthly totals 2002 25 Table: Passenger transport, annual totals 1993 - 2002 25 4 Cargo transport 27 Table: Cargo transport, monthly totals 2002 32 Table: Cargo transport, annual totals 1993 - 2002 32 Table: Mail transport, annual totals 1993 - 2002 33 5 Other Airports 35 Table: Air transport movements 41 Table: Passenger transport (transit-direct counted once) 41 Table: Cargo transport 42 Table: Dutch airports 43 6 Infrastructure 45 4 Statistical Annual Review 2002 1.
    [Show full text]
  • Fiscal Year 2017-2018
    CITY & COUNTY OF SAN FRANCISCO AIRPORT COMMISSION ANNUAL GIFT REPORT FISCAL YEAR 2017-2018 SPONSOR NAME ITEM GIVEN DONATION DATE CASH IN-KIND TOTAL NATURE OF DONOR RELATIONSHIP TO CITY David A. Abercrombie Delta: ticket jacket (1); Eastern: ticket (1). 7/3/2017 $ - $ 30.00 $ 30.00 None Ululani Jung Pan Am: vaccination log (1), credit union card (1); United: benefits handbook (1). 7/3/2017 $ - $ 50.00 $ 50.00 None Barbara Koppel AA: stewardess recruitment brochure. 7/3/2017 $ - $ 3.00 $ 3.00 None William True FAA: Commercial pilot manuals (2). 7/3/2017 $ - $ 10.00 $ 10.00 None Flying Tigers: stewardess jacket (1), wings (1), hat wing (1), luggage tag (1), lighter (1), charm (1), souvenir hat (1), digital Joanna Henrichs 7/6/2017 $ - $ 100.00 $ 100.00 None scans of photographs (9), scan of autographed place mat (1). Boeing: brochures (2); aviation periodicals: Aero modeller (66 issues), Aviation (3 issues), Aerial age weekly (1 bound volume), Model airplane news (52 issues), Jane’s all the world’s aircraft (5 issues) Rudolf H. Stahl aviation books (3): 7/6/2017 $ - $ 393.00 $ 393.00 None The Spokane aviation story The saga of Iron Annie The challenge of the Atlantic. Nancy Miller Digital scans of photographs from career of Pan Am stewardess Nancy Miller (6). 7/6/2017 $ - $ 6.00 $ 6.00 None PAA: digital scan of airmail flight cover (1), scan of Transpacific folio, archive resolution (1), scan of Transpacific folio, Michael Exstein 7/10/2017 $ - $ 1,200.00 $ 1,200.00 None working resolution (1). Hiller Aviation Museum PAA: amenity kits (2).
    [Show full text]
  • Flight History of Gabor Sandi Contents Flights Taken
    FLIGHT HISTORY OF GABOR SANDI as of 27 Feb. 2020 CONTENTS Flights taken Flight distances Airlines flown Airports used FLIGHTS TAKEN NO. YEAR MONTH AIRLINE ITINERARY 1. 1964 June Malév Budapest - Rome 2. Ghana Airways Rome - Accra 3. 1966 June Alitalia Accra - Rome 4. 1968 July Air Afrique Accra – Nice – Paris (Orly) 5. Air France Paris (Orly) – Montréal (Dorval) 6. 1972 Dec. CP Air Vancouver - Toronto 7. 1973 Jan. CP Air Toronto - Vancouver 8. Dec. Air Canada Vancouver - Ottawa 9. 1974 Jan. Air Canada Ottawa - Vancouver 10. May Air Canada Vancouver - Ottawa 11. Air Canada Ottawa - Vancouver 12. July Japan Airlines San Francisco – Anchorage – Tokyo (Haneda) 13. Sept. World Airways Tokyo (Haneda) - Seattle 14. Dec. Air Canada Vancouver - Ottawa 15. 1975 Jan. Air Canada Ottawa - Vancouver 16. May Laker Airways Vancouver – Glasgow (Prestwick) – London (Gatwick) 17. July Laker Airways London (Gatwick) - Søndre Strømfjord - Vancouver 18. 1976 Dec. Air Canada Vancouver - Ottawa 19. 1977 Jan. Air Canada Ottawa - Vancouver 20. Apr. CP Air Vancouver – San Francisco 21. United San Francisco – Santa Barbara 22. May United Santa Barbara – Los Angeles 23. Texas International Los Angeles - Albuquerque 24. TWA Albuquerque – Chicago (O’Hare) 25. American Chicago (O’Hare) - Toronto 26. Dec. Air Canada Vancouver - Toronto 27. Air Canada Toronto - Ottawa 28. 1978 Jan. Air Canada Ottawa - Toronto 29. Air Canada Toronto - Vancouver 30. March United Seattle – San Francisco 31. United San Francisco – Santa Barbara 32. Apr. United Santa Barbara – San Francisco 33. United San Francisco - Seattle 34. June Air Canada Vancouver – Edmonton (Municipal) 35. Air Canada Edmonton (Municipal) - Vancouver 36. 1979 June Air Canada Toronto - Ottawa 37.
    [Show full text]
  • Analysis of Global Airline Alliances As a Strategy for International Network Development by Antonio Tugores-García
    Analysis of Global Airline Alliances as a Strategy for International Network Development by Antonio Tugores-García M.S., Civil Engineering, Enginyer de Camins, Canals i Ports Universitat Politècnica de Catalunya, 2008 Submitted to the MIT Engineering Systems Division and the Department of Aeronautics and Astronautics in Partial Fulfillment of the Requirements for the Degrees of Master of Science in Technology and Policy and Master of Science in Aeronautics and Astronautics at the Massachusetts Institute of Technology June 2012 © 2012 Massachusetts Institute of Technology. All rights reserved Signature of Author__________________________________________________________________________________ Antonio Tugores-García Department of Engineering Systems Division Department of Aeronautics and Astronautics May 14, 2012 Certified by___________________________________________________________________________________________ Peter P. Belobaba Principal Research Scientist, Department of Aeronautics and Astronautics Thesis Supervisor Accepted by__________________________________________________________________________________________ Joel P. Clark Professor of Material Systems and Engineering Systems Acting Director, Technology and Policy Program Accepted by___________________________________________________________________________________________ Eytan H. Modiano Professor of Aeronautics and Astronautics Chair, Graduate Program Committee 1 2 Analysis of Global Airline Alliances as a Strategy for International Network Development by Antonio Tugores-García
    [Show full text]
  • Swissair, La Passion D'une Vie Plaquette Information
    Swissair, la passion d’une vie ! A V A N T - P R O P O S Ce Livre n’est pas l’historiographie officielle de notre Swissair. Mais, plus simplement, le récit de la destinée unissant ma famille aux débuts de l’aviation commerciale, une ascendance vaudoise du joli village de Montricher. Un petit pays, une grande compagnie, un bon réseau ! ! L’image d’une Suisse belle et accueillante a voyagé avec la Swissair. Ensemble, elles ont fait le tour du monde ». (Marc Morel) Directeur-Général Swissair France 1947 – 1962 Voyager Swissair : Le plaisir de l’attente, la magie du vol, un souvenir merveilleux ! Un certain « art du voyage » à jamais disparu ! A l’instant de l’alignement sur la piste d’envol le rêve de voler « Swissair » devient réalité ! Un souvenir inoubliable ! L’équipe des « Pionniers » Swissair France, composée de trois personnes, doit tout créer ! En premier, constituer la Société Anonyme « Swissair France », puis trouver les locaux pour y installer le siège social. Un gros morceau, dur à faire avaler à « La Zürich » ! Pourtant, il ne s’agissait que d’une simple représentation, de petite taille, composée de seulement deux pièces mais… d’un bureau avec une vue imprenable sur la Place de l’Opéra ! Swissair se devait d’exister au cœur de Paris, signalée par une belle enseigne lumineuse ornant le balcon du premier étage comme le montre une photo de 1949. Place de l'Opéra - Boulevard des Capucines - Rue de la Paix en 1949. En 1948, Swissair utilisait l’avion le plus moderne de l’époque, le fameux Douglas DC-3 comme en ce mois d’avril où la ligne Genève-Nice fut officiellement inaugurée par le HB-IRN entouré des plus hautes autorités niçoises et de Mr Boru, chef d’escale (dernier à gauche).
    [Show full text]
  • Swissair's Collapse
    IWIM - Institut für Weltwirtschaft und Internationales Management IWIM - Institute for World Economics and International Management Swissair’s Collapse – An Economic Analysis Andreas Knorr and Andreas Arndt Materialien des Wissenschaftsschwerpunktes „Globalisierung der Weltwirtschaft“ Band 28 Hrsg. von Andreas Knorr, Alfons Lemper, Axel Sell, Karl Wohlmuth Universität Bremen Swissair’s Collapse – An Economic Analysis Andreas Knorr and Andreas Arndt Andreas Knorr, Alfons Lemper, Axel Sell, Karl Wohlmuth (Hrsg.): Materialien des Wissenschaftsschwerpunktes „Globalisierung der Weltwirtschaft“, Bd. 28, September 2003, ISSN 0948-3837 (ehemals: Materialien des Universitätsschwerpunktes „Internationale Wirtschaftsbeziehungen und Internationales Management“) Bezug: IWIM - Institut für Weltwirtschaft und Internationales Management Universität Bremen Fachbereich Wirtschaftswissenschaft Postfach 33 04 40 D- 28334 Bremen Telefon: 04 21 / 2 18 - 34 29 Telefax: 04 21 / 2 18 - 45 50 E-mail: [email protected] Homepage: http://www.iwim.uni-bremen.de Abstract Swissair’s rapid decline from one of the industries’ most renowned carriers into bank- ruptcy was the inevitable consequence of an ill-conceived alliance strategy – which also diluted Swissair’s reputation as a high-quality carrier – and the company’s inability to coordinate effectively its own operations with those of Crossair, its regional subsidiary. However, we hold that while yearlong mismanagement was indeed the driving force behind Swissair’s demise, exogenous factors both helped and compounded
    [Show full text]