DOCSLIB.ORG

London Assembly 16 July 2003

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
London Assembly 16 July 2003 London Assembly 16 July 2003 Thirty-Third Mayor’s Report to the Assembly Author: The Mayor This is my thirty-third report to the Assembly, fulfilling my duty under Section 45 of the Greater London Authority Act 1999. It covers the period from 5 June – 2 July 2003. Olympic Bid 2012 Appointment of Olympic Bid Chair As I stated at the Assembly meeting, on 18 June, Barbara Cassani had been appointed as the Chair of the bid to bring the 2012 Olympic Games and Paralympics to London. The appointment was made jointly by the three key partners in the bid: the Government, the British Olympic Association and myself. Barbara Cassani was CEO of Go Fly Ltd until July 2002. She created Go in 1997 and led it through a £110m buyout with 3i. Go was subsequently sold to easyJet in May 2002. I am extremely impressed with Barbara Cassani and I believe she will be an excellent chair of the London Olympic bid. Her proven business acumen will give London an excellent chance of hosting the 2012 Olympics. I look forward to working with her to take the Bid forward. World-class shortlist announced for London Olympics A shortlist of consortia bidding to masterplan the Lower Lea Valley, which includes the main venue for the proposed 2012 London Olympics, has been announced by the London Development Agency. The six consortia include: • EDAW/HOK/Allies & Morrison/Foreign Office Architects/Mott MacDonald/Buro Happold/Faithful & Gould/C2C Management • Arup/Foster/Bligh Voller Nield/Groupe Signes/Patel Taylor/Davis Langdon & Everest • MBM/Jacobs/Turner & Townsend/Grant Associates/Ancer Spa • Herzog & de Meuren/Michel Desvignes Paysagiste/Faber Maunsell/Hepher Dixon/Davis Langdon & Everest • Terry Farrell/MACE/Grimleys/Lovejoy/Alan Baxter Associates/Symonds/Turner & Townsend • Richard Rogers/WSAtkins/Sports Concepts/Community Action Network 1 The selection panel, which drew up the shortlist from 29 submissions, includes representatives of the London Development Agency, Greater London Authority and British Olympic Association, as well as Sir Howard Bernstein of the Organising Committee for the 2002 Manchester Commonwealth Games and Josep Acebillo, City Architect of Barcelona. The panel was impressed by the innovation, creativity and high quality design demonstrated by the bidders who have been shortlisted. Official documents including a more detailed brief have been sent to the shortlisted candidates. The successful consortium will be chosen in late July. Masterplanning work will begin in August and will be finished in time to complete the International Olympic Committtee questionnaire in January 2004. Transport Congestion Charge On 6 June I launched the most recent results, from monitoring of the central London congestion charging scheme, which show that after three months of operation the scheme is exceeding its targets for reducing traffic and congestion in central London. The results form part of a comprehensive five-year monitoring programme, which is being undertaken by Transport for London. These results confirm that traffic congestion and journey times for motorists, bus passengers, and business journeys are significantly reduced both inside and outside the congestion charging zone. This is great news for everyone who travels into central London. Reduced traffic levels have stabilised in central London remarkably quickly after the introduction of congestion charging. Even those who were previously sceptical are now able to clearly see the benefits that the scheme has brought. Fewer traffic jams and faster, more reliable journey times into and within central London are good for business, tourism and Londoners. The new monitoring results show: Traffic Moving More Quickly - New results from a full bi-monthly survey of journey times on 70 kilometres of road inside the charging zone, carried out during March and April 2003, show that the average speed of traffic across the charging day (including time spent queuing at junctions) has increased year on year by 37 per cent to 11 miles per hour (17 kilometres/hour). This compares with eight mph (13kph) at the same time of year in 2002 and nine mph (15kph) in the last few weeks before charging was introduced. Reduction in Congestion Exceeding Targets - Year on year comparison of the bi-monthly results indicates that the reduction in congestion during charging hours amounts to a 40 per cent reduction. TfL’s expectation was a congestion reduction of 20-30 per cent. Other Results After Three Months – · An average of 98,000 individual drivers and 12,000 fleet vehicles pay the charge each day. · Traffic levels entering the zone continue to show a 20 per cent reduction. · Charging is delivering above the expected reductions in congestion inside the zone. · Traffic levels inside the zone have reduced by some 16 per cent - TfL’s expectation was a 10- 15 per cent reduction. · Car journeys to and from the zone are quicker and more reliable than before the introduction of the scheme. Results from TfL’s driver survey show typical savings on a round trip to and from the zone are in the region of 13 per cent. 2 · Diverted traffic is being successfully accommodated. · The various payment systems are working well, with retail proving to be the most popular, making up 37 per cent of total payments. There has been a steady move towards payment via SMS text messaging. SMS payments have increased from 12 per cent of payments to 19 per cent since 17 February. A further 25 per cent of payments are being made via the Internet. · As projected, the majority of drivers changing their travel patterns due to the charge have transferred to public transport with many choosing to travel by bus. Some, who had previously used central London as a cut through, have diverted from the zone. The remainder have switched to using their cars at different times, to different destinations, to taxis, motorcycles, pedal cycles, or to walking or have responded in other ways (eg car sharing). · Bus journey times are improving with big reductions in delays due to traffic congestion. Service reliability is improving too. · The five-year monitoring programme is proceeding well. A comprehensive programme of surveys and studies has been put in place to monitor the impacts of the scheme including the traffic, transport, social, business and environmental effects of charging. The first annual report of the central London congestion charge scheme was also published on 6 June, showing in detail for the first time the baseline monitoring data against which the impacts of the scheme will be assessed. The monitoring programme covers traffic, transport, economic and business, social and environmental impacts. The level of success of the scheme in reducing traffic means TfL now forecasts a decrease in the revenue from charging of around £64m. It is important to get this in perspective – the main aim of the scheme was to reduce the congestion that was costing London millions of pounds every week and it has done this very successfully. In addition, the scheme will still raise tens of millions of extra pounds of investment for transport across the Capital. Contrary to reports in the media, I am not in the slightest bit worried or perturbed by the lower revenue projections. The lower revenue is a testament to the effectiveness of the charge in reducing congestion, which is its primary function. London Buses Bus improvements continue across the capital, boosted by extra investment and faster journeys thanks to congestion charging. The latest bus performance figures based on services running between January to March 2003 across London showed reductions in the average waiting time for high frequency services (which account for 90 per cent of the network) with the same period in 2002. It also showed that bus passengers travelled an extra 178 million kilometres, an increase of 14 per cent compared to the same period in 2002. London’s Taxi Service I took a long-hard look at the future of London’s black cabs this month following the first Fitness of Purpose Review for forty years. This review, carried out by TfL’s Public Carriage Office, looked at whether we should allow other types of vehicle to be used in addition to the traditional black cab. It was clear to me that only the traditional style of black cab, with its unique turning circle, could easily pick up passengers from the other side of the road – something essential for the elderly, disabled people and those with young children or heavy shopping. I am determined to rid London of the scourge of illegal minicabs. The Transport Operational Command Unit, which I set up with TfL and the Met police to tackle crime on buses and taxi- touting, continues to make good progress. The latest operation saw 18 illegal minicab drivers arrested and 44 vehicles taken off the streets for being unsafe. 3 On 17 June I held a constructive and comprehensive meeting with black cab drivers’ representatives. The taxi economy is low at the moment and drivers’ representatives raised a number of concerns. I explained that I am still consulting on range of options for licensing mini- cab vehicles, and I have an open mind on the issue of whether mini-cabs should be able to display signage on the outside of their vehicles. I have agreed to immediately review all instances where taxis are currently excluded from bus lanes, to seek the views of the TGWU and the London Taxi Drivers’ Association (LTDA) as part of this review, and to ask TfL to consult them on any future proposals to exclude taxis from a particular bus lanes. I have also agreed to establish a regular forum to consult taxi drivers’ representatives involving my office, the Public Carriage Office, the TGWU and the LTDA, where these and other issues can be raised and discussed in the future.
Load more

Recommended publications
  • Eur O P E a N C a Se Clea R in G H O U Se
    This case contains colour exhibits which will be affected by the user’s screen and E printer resolution. Therefore, to ensure optimum colour qualityE multiple copies U must be ordered directly from The European Case Clearing House.S R U This colour caseO cannot be supplied as a permission master in either paper format or as a sealed PDF file. However, please contact ECCHO to check availability ofP a black and white version which can be supplied for reproduction. H E A G NorN th America: Rest of the World: ECCH at Babson Ltd The European Case ClearingN House Babson College Cranfield University I BabsonC Park Wharley End R Wellesley Bedfordshire MA 02457A MK43 0JR A USA S England E Tel: +1 781 239E 5884 Tel: +44 (0)1234L 750903 Fax: +1 781 239 5885 Fax: +44 (0)1234C 751125 [email protected] [email protected] IMD-3-0873 (GM 873) I N T E R N A T I O N A L v. 11.12.2002 THE WEB’S FAVORITE AIRLINE The safest way to become a millionaire is to start as a billionaire and invest in the airline industry. Richard Branson, Founder, the Virgin Group Research Associate Brian “If you create the right expectations and you meet or exceed Rogers prepared this case those expectations, then you will have happy customers,” under the supervision of proclaimed Stelios Haji-Ioannou, the 32 year-old founder and Professor Nirmalya Kumar as CEO of easyJet airlines. Since its launch in November 1995, a basis for class discussion easyJet had become one of Europe’s leading low-cost airlines by rather than to illustrate either adopting an efficiency-driven operational model, creating brand effective or ineffective handling awareness, and maintaining high levels of customer satisfaction.
    [Show full text]
  • SELECT COMMITTEE on OLYMPIC and PARALYMPIC LEGACY Oral and Written Evidence
    SELECT COMMITTEE ON OLYMPIC AND PARALYMPIC LEGACY Oral and written evidence Contents Active in Time Ltd—Written evidence ................................................................................................. 3 Association for Physical Education (afPE)—Written evidence ......................................................... 8 Big Lottery Fund—Written evidence .................................................................................................. 16 BioRegional—Written evidence ........................................................................................................... 21 Boff, Andrew—Written evidence ........................................................................................................ 24 Boggis, Emma—Written evidence ........................................................................................................ 35 British Gliding Association (BGA)—Written evidence ................................................................... 49 British Standards Institution (BSI)—Written evidence .................................................................... 51 British Swimming and the Amateur Swimming Association—Written evidence ...................... 55 British Paralympic Association (BPA)—Written evidence ............................................................. 64 Community Safety Social Inclusion Scrutiny Commission—Written evidence ......................... 70 Dorset County Council—Written evidence ....................................................................................
    [Show full text]
  • Ryanair: Defying Gravity
    IMD431 I N T E R N A T I O N A L v. 03.09.2007 RYANAIR: DEFYING GRAVITY Research Associate Atul The integration of the EU aviation market and the simultaneous Pahwa prepared this case emergence of low-cost airlines revolutionized the way people under the supervision of traveled across Europe. The pioneer of the low-cost movement Professor Adrian Ryans as a in Europe was Ryanair, which in 2004 was the most profitable basis for class discussion airline in the world (in terms of percentage operating profit), and rather than to illustrate either whose low-cost base and operating efficiency was the envy of effective or ineffective handling the airline industry. of a business situation. Ryanair had a strong commitment to price value with fares that were consistently the lowest in the industry. With almost one quarter of the seats given away for free (before taxes, fees and charges) and an average fare of €44, Europeans became accustomed to “doing a Ryanair” and heading out to far-flung cities across Europe for weekend jaunts. CEO Michael O’Leary was quoted as saying, “Our strategy is like Wal-Mart’s--we pile it high and sell it cheap.” However, Ryanair faced strong competition from traditional carriers, charter airlines and the almost 50 low-cost copycat carriers in Europe, threatening Ryanair’s ambitious plans to double its customer base within five years and deliver consistent returns to shareholders. More immediately, O’Leary had to respond for the first time to serious competition from easyJet, Ryanair’s larger low-cost rival, in its home market, Ireland.
    [Show full text]
  • This Item Was Submitted to Loughborough's Institutional
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Loughborough University Institutional Repository This item was submitted to Loughborough’s Institutional Repository (https://dspace.lboro.ac.uk/) by the author and is made available under the following Creative Commons Licence conditions. For the full text of this licence, please go to: http://creativecommons.org/licenses/by-nc-nd/2.5/ Grounded: Characterising the market exit of European low cost carriers Lucy Budd, Graham Francis, Ian Humphreys and Stephen Ison Transport Studies Group, School of Civil and Building Engineering, Loughborough University, UK Abstract The aim of this paper is to undertake a comprehensive study of LCC market entry and exit in Europe between 1992 and 2012. In the 20 year period between 1992 and 2012, 43 low cost carriers (LCCs) have taken advantage of the progressive liberalisation of the European aviation market and commenced scheduled flight operations within the continent. Of these 43, only 10 remain operational, a failure rate of 77%. This paper contributes to extant literature on LCCs by examining the market entry, business practices, operating longevity and fate of failed operators to characterise European LCC market exit. Drawing on the findings of a detailed continental-wide study, the paper identifies that an airline’s start-up date, the nature and size of its operation and the size and composition of its aircraft fleet are key factors which influence LCC success and failure. The implications for both European and emerging LCC markets are discussed. Keywords: Low cost carriers (LCCs), market exit, Europe.
    [Show full text]
  • AIR BERLIN PLC (Incorporated and Registered in England and Wales As a Public Limited Company)
    Prospectus dated 25 October 2011 AIR BERLIN PLC (incorporated and registered in England and Wales as a public limited company) Up to € 100,000,000 11.5% Fixed Rate Notes due 2014, subject to an increase of up to a further € 50,000,000 Issue price: 100% The up to € 100,000,000 (subject to an increase of up to a further € 50,000,000) 11.5% Fixed Rate Notes due 2014 (the Notes) will be issued on 1 November 2011 by Air Berlin PLC (the Issuer or Air Berlin). The Issuer may, at its option, redeem all, but not some only, of the Notes at any time at par plus accrued interest to (but excluding) the date fixed for redemption in the event of certain tax changes as set out in § 5(2) of the Terms and Conditions. This document constitutes a prospectus (the Prospectus) under the Prospectus Directive. Prospectus Directive means Directive 2003/71/EC of the European Parliament and of the Council of 4 November 2003 on the prospectus to be published when securities are offered to the public or admitted to trading. This Prospectus has been approved by the Central Bank of Ireland (the Central Bank), as competent authority under the Prospectus Directive. The Central Bank only approves this Prospectus as meeting the requirements imposed under Irish and EU law pursuant to the Prospectus Directive. Application has been made to the Irish Stock Exchange (the Irish Stock Exchange) for the Notes to be admitted to the Official List and trading on its regulated market (the Main Securities Market).
    [Show full text]
  • Airline Strategy Awards 19 July 2020
    THE 19TH ANNUAL AIRLINE STRATEGY AWARDS 19 JULY 2020 BRIEFING DOCUMENT strategyawards.com Introduction The Airline Strategy Awards are unique First held in 2002, as the industry struggled to emerge moved to the IATA AGM in Washington DC, linking in from crisis, the Airline Strategy Awards recognise the with the celebration of a Century of Powered Flight. in the air-transport industry, launched by crucial role that management talent plays in shaping Airline Business to recognise excellence future success. They are open to any senior executives, In 2005, the event returned to London, to Middle or airline teams, that have demonstrated excellence Temple Hall, another key piece of London’s legal in boardroom leadership. over the last year in setting out strategy in their area history, on the bank of the River Thames. and seeing it through to success. From 2006 to 2013, the event was back within the The inaugural event, in July 2002, took place on the impressive setting of the Great Hall Lincoln’s Inn and eve of the Farnborough Airshow, in the magnificent returned in 2014 to Middle Temple Hall. For 2018 and setting of the Great Hall of Lincoln’s Inn - home to 2019, the event took place in the Prince Consort Rooms, London’s oldest legal community. In 2003, the Awards the Consort Rooms, where it will return to in 2020. strategyawards.com INTRODUCTION Who’s invited? The guest list for The Airline Strategy Awards has always been composed of a highly select group of individuals to reflect the senior readership level that Airline Business has within the air transport industry.
    [Show full text]
  • Barbara Cassani CBE Speaker Profile
    Barbara Cassani CBE Leading Expert on Leadership and Start-ups and First Chair of the London 2012 Olympic Bid CSA CELEBRITY SPEAKERS Barbara Cassani CBE is a leading expert on leadership and start-ups. She founded the low cost airline Go and spearheaded the successful London 2012 Olympic bid. She is currently a partner in 3x + Y Ventures which was established to identify start-up and growth opportunities in the UK travel and retail sectors. She was named president of Vueling, the low cost airline, in 2007 and appointed Executive Chairperson of Jurys Inn hotels in 2008. "In 2002, Barbara Cassini was named as the Veuve Clicquot Businesswoman of the Year" In detail Languages Upon graduation in 1984 Barbara worked as a management Barbara presents in English. consultant for Coopers & Lybrand before moving to work in the U.S. operation of British Airways. There she worked in sales, Want to know more? marketing, and on the team that integrated Dan-Air into BA's Give us a call or send us an e-mail to find out exactly what she business. She was awarded an honorary degree from Cranfield could bring to your event. University in 2004. She started her career in management consulting then worked in wide variety of roles at British Airways. How to book her? In 1997, Barbara started-up Go, the low-cost airline, with a £25m Simply phone, fax or e-mail us. investment from British Airways and guided the airline to profits in less than 3 years as its CEO. She then headed a £110m Publications management buyout and a year later Go was sold to easyJet for 2003 £374m.
    [Show full text]
  • Annual Report and Accounts 2012 Easyjet Plc Annual Report and Accounts 2012 Overview Europe by Easyjet
    Annual report and accounts 2012 easyJet plc Annual report and accounts 2012 Overview europe by easyJet Overview PERFORMANCE Governance AND RISK 02s 18s 38 s easyJet at a glance 02 Key performance indicators 19 Chairman’s statement on Key performance indicators 04 Exchange rates 21 corporate governance 39 Chairman’s introduction 06 Financial performance 21 Board of Directors 40 Cash flows and financial position 23 Executive Management Team 42 Going concern 25 Corporate governance 44 Significant contracts and creditor policy 25 Shareholder information 49 Principal risks and uncertainties 26 Directors’ remuneration report 50 Statement of Directors’ responsibilities 62 BUSINESS REVIEW CORPORATE Accounts & RESPONSIBILITY other information 07 s 31s 63 s Strategic framework 08 Introduction 32 Independent auditors’ report 64 Performance during the year 09 Safety first 32 Consolidated income statement 65 Market overview 12 Our people 33 Consolidated statement of Strategic progress 13 easyJet and the environment 36 comprehensive income 66 Looking forward 16 easyJet actions 37 Consolidated statement of financial position 67 Consolidated statement of changes in equity 68 Consolidated statement of cash flows 69 Notes to the accounts 70 Company statement of financial position 98 Company statement of changes in equity 99 Company statement of cash flows 100 Notes to the Company accounts 101 Five year summary 103 Glossary 104 Directors’ report easyJet plc is incorporated as a public limited company and is registered in England with the registered number 3959649. easyJet plc’s registered office is Hangar 89, London Luton Airport, Bedfordshire LU2 9PF. The Directors present the Annual report and accounts for the year ended 30 September 2012.
    [Show full text]
  • Media Packet
    MEDIA PACKET SALISBURY UNIVERSITY SEA GULLS (18-1) No Player Yr Pos Ht Hometown/High School 00 Rebecca Tracey Fy Gk 5-6 Perry Hall, Md./Mercy High 1 Tara McGovern So B 5-5 Yorktown Heights, N.Y./Lakeland 2 Lauren Correll Sr F 5-4 Bridgeville, Del./Sussex Tech 3 Paige Lowery So B 4-11 Denver, Colo./Colorado Academy 4 Beverly Beladino Sr F 5-5 Putnam Valley, N.Y./Putnam Valley 5 Danielle Lehman So M 5-4 Dover, Del./Dover 6 Kelly Brown Fy M 5-5 Baltimore, Md./Catonsville 7 Liz Tollett Jr M 5-3 Severna Park, Md./Chesapeake 8 Katy Lamboni Jr F 5-5 Salisbury, Md./Parkside 9 Courtney Webster Jr F 5-6 Chance, Md./Washington 11 Jennifer Bandy Sr M 5-5 Ellicott City, Md./Howard 12 Ashley Kisner Jr B 5-6 Duncannon, Pa./Susquenita 13 Michelle Rowe Sr M 5-3 Elkton, Md./Elkton 14 Emily Klinkenborg Fy M 5-7 Hartly, Del./Polytech 15 Caitlyn Ruffus Sr M 5-4 Lincroft, N.J./Red Bank Catholic 16 Melissa Slocum Fy F 5-3 Salisbury, Md./Wicomico 17 Alison Bloodsworth So F 5-2 Delmar, Md./Delmar 18 Kandice Hancock Jr M 5-7 Westover, Md./Washington 19 Caitlin Powers Fy M 5-8 Towson, Md./Towson 20 Katie Fost Jr M 5-1 Lusby, Md./Patuxent 21 Kristina Fusco Fy M 5-3 Forest Hill, Md./Fallston 22 Kelly McIntyre Fy M 5-2 Highland, Md./River Hill 23 Abby Tedford Jr F 5-3 Chester, Md./Kent Island 24 Caitlin Walker So F 5-7 Fallston, Md./Fallston 25 Katie Matteo Fy B 5-8 Arnold, Md./Broadneck 26 Emily Ellenberger Jr B 5-9 Gaithersburg, Md./Quince Orchard 27 Shannon Hanratty So B 5-10 Arnold, Md./Broadneck 28 Christine Craddock Jr M 5-5 Burtonsville, Md./Paint Branch 29
    [Show full text]
  • Barbara Cassani
    Barbara Cassani Founder of Go! Airline Barbara Cassani created British Airways' no-frills Go airline. From an initial investment of £25m she steered Go through a £110m management buyout (backed by 3i) and remained as CEO until the sale to easyJet for £374m five years later. A Veuve Clicquot Businesswoman of the Year, Barbara started out as a management consultant with what was then Coopers & Lybrand working in both Washington and London. She moved to BA and held a variety of strategic, sales, customer service and marketing roles on both sides of the Atlantic. She also served as General Manager in North America, responsible for the alliance with US Airways and a joint venture with American Airlines. After leaving the airline business Barbara founded and led London's 2012 Olympic bid, before handing over the reins to Seb Coe. She then became chair of the Legacy for London Advisory Group, helping to secure a lasting benefit from the Olympic and Paralympic Games. Dividing her time between London and her native US, Barbara has a range of business interests in the travel and leisure sectors. At Jurys Inn she oversaw a group of thirty city-centre hotels in the UK, Ireland and the Czech Republic; and as a director of Air Berlin, she oversees activities within Germany's second largest airline. In presentations Barbara argues that we've become so focused on survival and cost-cutting since the recession that we need to remind ourselves how to grow: "Now is the time to focus on new products, new markets and new ways of doing things." +49 721 920 982 0 [email protected] www.londonspeakerbureau.de Topics · Leadership · Customer Service · Strategy · Transformation · Managing change Publications · Go - An Airline Adventure, 2003 +49 721 920 982 0 [email protected] www.londonspeakerbureau.de.
    [Show full text]
  • Summer Olympic Games Official Report London 2012
    The London Organising Committee of the Olympic Games and Paralympic Games Limited London 2012 London 2012 Olympic Games Official Report Volume 1 Contents FOREWORD 5 SECTION 1: INTRODUCTION 9 SECTION 2: HISTORY BEHIND THE BID 12 2.1 Britain’s Olympic history 13 2.1.1 A 400-year Olympic heritage 13 2.1.2 Coubertin’s inspiration 13 2.1.3 The 1908 Games 14 2.1.4 The 1948 Games 14 2.1.5 Previous British Olympic bids 15 2.1.6 Commitment to the Olympic Movement 15 2.1.7 Founder of the Paralympic Movement 16 2.2 Background to London 2012’s bid 16 2.2.1 Origins 16 2.2.2 1997-2000 17 2.2.3 Wembley Stadium 17 2.2.4 Picketts Lock 18 2.2.5 BOA report 18 2.2.6 Early sports concept 19 2.2.7 Ongoing analysis 20 2.2.8 Government support 21 2.3 Launch of London 2012 21 SECTION 3: CONCEPT BEHIND THE BID 22 3.1 Delivering the experience of a lifetime for athletes 23 3.2 Leaving a legacy for sport in the UK 24 3.3 Benefiting the community through regeneration 24 3.4 Supporting the IOC and the Olympic Movement 24 3.5 Compact, iconic and well-connected venues 25 SECTION 4: THE BID PROCESS 26 4.1 Set-up 27 4.2 Applicant City Questionnaire submission 29 4.3 Candidate City status and the development of the Candidature File 30 4.4 Convincing the IOC: the Evaluation Commission visit 34 4.5 The run-up to Singapore 37 4.6 The Host City election 37 SECTION 5: PARALYMPIC PLANNING 41 5.1 Integrated approach 42 5.2 Full engagement of stakeholders 42 5.3 London’s eight-point plan 43 The London Organising Committee of the Olympic Games and Paralympic Games Limited 2 SECTION
    [Show full text]
  • Interim Financial Report As of 30 June 2011
    interim financial report as of 30 june 2011 KEY FINANCIAL FIGURES Q2 2011 Q2 2010 H1 2011 H1 2010 Q2 2010 H1 2010 pro forma*) pro forma*) reported reported Revenues (EURm) 1,116.2 957.9 1,897.8 1,694.5 877.0 1,567.9 thereof: ticket sales (EURm) 983.8 876.0 1,657.4 1,549.1 796.8 1,424.9 EBITDAR (EURm) 142.3 129.6 116.6 169.7 124.3 168.3 EBIT (EURm) (32.2) (27.8) (220.5) (134.3) (28.2) (126.9) Consolidated loss (EURm) (43.9) (57.2) (164.5) (159.6) (56.9) (150.5) Loss per share (EUR) (0.51) n.a. (1.93) n.a. (0.67) (1.77) Total assets (EURm) 2,636.3 n.a. 2,636.3 n.a. 2,455.5 2,455.5 Employees (30 June) 9.082 n.a. 9.082 n.a. 8,741 8,741 *) airberlin group including NIKI Luftfahrt GmbH; n.a.: not available disclaimer – reservation regarding forward-looking statements This interim financial report contains forward-looking statements on airberlin’s business and earnings performance, which are based upon our current plans, estimates, forecasts and expectations. The statements entail risks and uncertainties as there are a variety of factors which influence our business and to a great extent lie beyond our sphere of influence. Actual results and developments may, therefore, diverge considerably from our current assumption, which, for this reason, are valid only at the time of publication. We undertake no obligation to revise our forward-looking statements in the light of either new information or unexpected events.
    [Show full text]