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Annual Report and Accounts 2010 Annual Report and Accounts 2010 Accounts and Report Annual Annual Report and Accounts 2010 Welcome Aboard!
Annual report and accounts 2010 Annual report and accounts 2010 Annual report and accounts 2010 Welcome aboard! Navigating your way around this report... 01 Overview 54 Accounts 2010 Business highlights 01 Independent auditors’ report to the members easyJet at a glance 02 of easyJet plc 54 15 years of continued success 04 Consolidated income statement 55 Chairman’s statement 06 Consolidated statement of comprehensive income 56 Consolidated statement of financial position 57 Consolidated statement of changes in equity 58 Consolidated statement of cash flows 59 Notes to the accounts 60 Company statement of financial position 90 Company statement of changes in equity 91 Company statement of cash flows 92 Notes to the Company accounts 93 08 Business review 95 Other information Chief Executive’s statement 08 Five year summary 95 Strategy and KPIs 14 Glossary 96 Financial review 16 Corporate responsibility 28 34 Governance Directors’ report easyJet plc is incorporated as a public limited company and is registered in Directors’ profiles 34 England with the registered number 3959649. easyJet plc’s registered office Corporate governance 36 is Hangar 89, London Luton Airport, Bedfordshire LU2 9PF. The Directors Shareholder information 40 present the Annual report and accounts for the year ended 30 September Report on Directors’ remuneration 41 2010. References to ‘easyJet’, the ‘Group’, the ‘Company’, ‘we’, or ‘our’ are to Statement of Directors’ responsibilities 53 easyJet plc or to easyJet plc and its subsidiary companies where appropriate. Pages 01 to 53, inclusive, of this Annual report comprise the Directors’ report that has been drawn up and presented in accordance with English company law and the liabilities of the Directors in connection with that report shall be subject to the limitations and restrictions provided by such law. -
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. -
Industry Monitor
I ndustry Monitor The EUROCONTROL bulletin on air transport trends Issue N°202. 26/04/2018 European flights increased by 2.3% in March EUROCONTROL Statistics and Forecasts 2 2018 compared with March 2017. The slowdown was partly due to industrial action Other Statistics and Forecasts 4 and adverse weather conditions throughout the month. For the first quarter of 2018 the flight Passenger airlines 4 growth rate of 3.4% was just below the baseline forecast. Oil 8 Boeing delivered 178 aircraft during the first quarter of 2018 and surpassed Airbus which Airports 9 recorded 120 aircraft deliveries. Fares 10 Oil prices surged to €57 per barrel, their strongest April in three years. Brent crude prices averaged €54 per barrel for the first Regulation 11 quarter of 2018 compared with €52 per barrel in 2017Q1. Aircraft Manufacturing 11 Industry Monitor. Issue 201. 19/03/2018 Page 1 © EUROCONTROL 2018 Document Confidentiality Classification: White Figure 1: Monthly European Traffic and Forecast (based on the 7-year forecast Feb 2018). EUROCONTROL Statistics and Forecasts European flights (ECAC – European Civil Aviation Conference area) increased by 2.3% in March 2018 compared with March 2017. The slowdown was partly due to industrial action and adverse weather conditions throughout the month (Figure 1). For the first quarter of 2018 the flight growth rate of 3.4% was just below the baseline forecast. The traditional scheduled segment remained the main driver of growth with 457 extra flights (including overflights) per day and posted an increase of 3.2%. The low-cost segment went from a 1.1% growth rate in February to 2.9% growth in March and added 217 flights (including overflights) per day. -
Industry Monitor
Industry Monitor The EUROCONTROL bulletin on air transport trends Issue N°198. 17/11/2017 European flights increased by 4.8% in October EUROCONTROL Statistics and Forecasts 1 2017 compared with October 2016 and were in line with the forecast updated in September Other Statistics and Forecasts 4 2017. Updated seven-year forecast is for 4.5% more Passenger airlines 5 flights for Europe in 2017 compared with 2.9% in the previous forecast, an upward revision Airports 8 owing to the recent trends of sustained growth of traffic in western Europe and a stronger than Cargo 9 expected recovery of traffic in the Russian Federation. Aircraft Manufacturing 9 In its updated global passenger growth forecast, IATA expects 7.8 billion passengers Oil 10 in 2036 almost doubling the 4 billion projected in 2017. Fares 10 Oil prices increased and averaged €49 per barrel in October from €47 in September. EUROCONTROL Statistics and Forecasts European flights (ECAC – European Civil Aviation Conference area) increased by 4.8% in October 2017 compared with October 2016 and were in line with the forecast updated in September 2017 (Figure 1). Fourteen countries added each more than 50 daily flights (excluding overflights) to the European network for a combined total of circa 1,400 additional daily flights in October 2017 (vs. October 2016). Spain (excl. Canary Islands) remained the main contributor with 220 extra daily flights thanks to its dynamic internal flow, mainly Barcelona-Bilbao (+8 daily flights) and Barcelona-Palma (+6 daily flights) routes. The following four countries added each more than 100 daily flights and were among the top 5 contributors: Italy owing to its strong internal flow, Germany, Poland which saw a 13% increase in its local growth and Greece (Figure 2). -
Can Long-Haul Low-Cost Airlines Be Successful?
Research in Transportation Economics, Volume 24, Issue 1, The Economics of Low Cost Airlines, 2008, Pages 61-67 Can long-haul low-cost airlines be successful? Dr Peter Morrell Cranfield University, Beds MK43 0AL, UK Phone: +44 1234 754242; Fax: +44 1234 752207 [email protected] Abstract A key question is whether the very successful, largely short-haul LCC business model can work over long-haul sectors? This paper compares the cost and other advantages of LCCs and evaluates how far they might be applied to long-haul sectors. It is estimated that cost advantages might be much lower than the 50-60% on short- hauls. Other factors such as the adoption by network airlines of some LCC features and their likely competitive response, the limited potential for market stimulation, the need for dense markets and feed traffic all combine to cast doubt on the widespread establishment of the business model for long-haul flights. Keywords: airline operations; long-haul air services; low-cost airline viability 1 1. Introduction The idea of a low-cost long-haul airline is not new but previous attempts have not been successful. Since their demise, however, new technologies and business processes have been developed, so that it is appropriate to re-examine the economics of these services. One of the first of such ventures was Laker Airways that in 1977 transformed its UK charter operations into a long-haul ‘no frills’ airline. Its first ‘SkyTrain’ flight was London Gatwick to New York and it subsequently added Los Angeles and Miami. The features it had in common with today’s low-cost business model were: Point-to-point operations, with no interlining or transfers In flight catering available at extra cost High density single class seating The airline had a single aircraft type, the McDonnell Douglas DC10, with one class 345 seats, and offered an introductory fare of £32.50 compared to the lowest existing equivalent fare of just under £100. -
03 Belen Rey 39 60
The Impact of the Post-Liberalisation Growth of LCCs on the Tourism Trends in Spain Eugeni Aguiló - Belen Rey Universitat de les Illes Balears Complutense University of Madrid Jaume Rosselló - Catalina M. Torres* Universitat de les Illes Balears This paper describes the basic characteristics of low cost companies (LCCs) and their expansion in Spain, one of the most popular tourist destinations in the world according to the World Tourism Organization. Using a demand perspective, the evolution of LCCs and the main implications for the tourism marked between 2000 and 2005 are analysed. The evident tendency of Low-Cost companies towards a marked growth in the number of passengers is contrasted with the evident stagnation of traditional or full service companies. The results of the analysis also show that highly significant trends related to the development of LCCs include the growing use of the Internet as an information search engine and tool for booking and paying for tourist services, the substitution of traditional holiday packages (travel and transport) for direct booking systems and a reduction in the length of stays at a destination. [Jel Classification: L83, L93] 1. - Introduction The European Air transport was characterised — up till the second half of the 1980s — by rather restricted bilateral agreements. A typical bilateral consisted of market sharing between the two countries flag carriers, often with capacity control, revenue *<[email protected]>, Faculty of Economic Science; <[email protected]>, <[email protected]>, <[email protected]>, Centre de Recerca Econòmica (UIB-“Sa Nostra”). 39 RIVISTA DI POLITICA ECONOMICA JANUARY-FEBRUARY 2007 pooling and fare agreements (Button, 1996). -
2019 Annual Report and Accounts (Which Control Over the Financial Reporting of the Group
resilient focused data driven ANNUAL REPORT AND ACCOUNTS 2019 Who we are easyJet makes travel easy, enjoyable and affordable for customers, whether it is for leisure or business. We use our cost advantage and leading positions in primary airports to deliver low fares and operational efficiency, seamlessly connecting Europe with the warmest welcome in the sky. Our well-established business model provides a strong foundation to drive profitable growth and long-term shareholder returns. We are proud to have been awarded Best Low-Cost Airline in Europe at the Skytrax World Airlines Awards 2019. ‘Our Promise’ is that we will be: SAFE AND ON OUR IN IT ALWAYS FORWARD RESPONSIBLE CUSTOMERS’ TOGETHER EFFICIENT THINKING SIDE PAGE CONTENTS our value STRATEGIC REPORT 2 At a glance creation 3 Chairman’s letter 10 Highlights framework 12 Business model 14 Market review The foundation 15 Stakeholder engagement for who we are 2 16 Chief Executive’s review and what we do and Our Strategy 26 Key performance indicators 28 Financial review 35 Viability statement 36 Summary statistics 37 Risk PAGE 48 Sustainability our performance CORPORATE GOVERNANCE 66 Chairman’s statement Key highlights on corporate governance of the year’s 68 Board of Directors performance 10 72 Airline Management Board 75 Corporate governance report 96 Directors’ remuneration report 116 Directors’ report 120 Statement of Directors’ responsibilities PAGE ACCOUNTS our pLAN 121 Independent auditors’ report to the members of easyJet plc The strategic plan which 128 Consolidated accounts we announced last year 133 Notes to the accounts is now fully embedded 174 Company accounts across easyJet 176 Notes to the Company accounts 16 179 Five-year summary 180 Glossary 181 Shareholder information our commitment PAGE Sustainability is a key part of Our Promise 48 VISIT OUR WEBSITE FOR MORE INVESTOR INFORMATION corporate.easyJet.com/investors www.easyJet.com 1 AT A GLANCE our value creation framework easyJet’s value creation framework is the foundation for who we are and what we do. -
Milan Linate (LIN) J Ownership and Organisational Structure the Airport
Competition between Airports and the Application of Sfare Aid Rules Volume H ~ Country Reports Italy Milan Linate (LIN) J Ownership and organisational structure The airport is part of Gruppo SEA (Milan Airports). Ownership is 14.6% local government and 84.6% City of Milan. Other shareholders hold the remaining 0.8%. Privatisation (partial) was scheduled for the end of 2001 but was stopped after the events of 11th September. Now the proposed date is October 2002 but this has still to be finalised. Only 30% of the shareholding will be moved into the private sector with no shareholder having more than 5%. There are no legislative changes required. The provision of airport services is shared between ENAV (ATC), Italian police (police), SEA (security), ATA and SEA Handling (passenger and ramp handling), Dufntal (duty-free) and SEA Parking (car parking). There are no current environmental issues but, in the future, there is a possible night ban and charges imposed according to aircraft noise. 2 Type ofairpo Milan Linate is a city-centre (almost) airport that serves mainly the scheduled domestic and international market with a growing low-cost airline presence (Buzz, Go). There is very little charter and cargo traffic but some General Aviation. The airport is subject to traffic distribution rules imposed by the Italian government with the aim of 'encouraging' airlines to move to Malpensa. Traffic Data (2000) Domestic fíghts Scheduled Charter Total Terminal Passengers (arrivals) 2 103 341 _ 2 103 341 Terminal Passengers (departures) 2 084 008 -
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. -
THE IMPACT of COVID-19 on the AVIATION INDUSTRY Layo Akinola
NUFFIELD RESEARCH PROJECT THE IMPACT OF COVID-19 ON THE AVIATION INDUSTRY Layo Akinola Abstract The Covid-19 Virus has completely altered all aspects of modern life, and the aviation industry has experienced a huge variety of consequences as a result. As Covid-19 has spread, and developed into a global pandemic, there have been significant economic losses and unfortunate social costs, which have put many companies within this sector under extreme pressure. In fact, the aviation industry has suffered some of the worst ramifications of the virus, as so many facets within the industry have been halted and changed, to inhibit the spread of the virus as much as possible. This paper will investigate the socio-economic, environmental and wider effects experienced by the aviation and aerospace sectors, as well as explore what recovery may look like. 1 Table of Contents Abstract 1 Table of Contents 2 Introduction 3 Methodology 4 Research and Results 6 How has Covid-19 socio-economically impacted the aviation and aerospace sector? 6 How has Covid-19 environmentally impacted the aviation and aerospace sector? 9 How will the aviation and aerospace manufacturing industry be affected? 11 How will the wider aviation and aerospace operators be affected? 13 How will aviation and aerospace industries recover from the impacts of Covid-19? 15 Conclusion 18 Bibliography and Further Reading 18 References 19 Acknowledgements 21 2 Introduction Covid-19 is an extremely dynamic phenomenon, and there are changes and progressions to its societal presence on a daily basis. The same is true when one looks specifically at the aviation industry, thus, it is important to consider a variety of sources and subtopics to gain a sufficiently thorough insight into all the aspects concerning Covid-19 within aviation and aerospace. -
All Non-Scheduled Services August 2020 (A) Table 5.1
All Non-Scheduled Services August 2020 (a) Table 5.1 (b) (b) Tonne-Kilometres Used Aircraft Number of Seat-Km Seat-Km As Cargo Tonne-Km As -Km Stage A/C Passengers Available Used % of Uplifted Available Total Mail Freight Passenger % of (000) Flights Hours Uplifted (000) (000) Avail Tonnes (000) (000) (000) (000) (000) Avail Passenger Services 2 EXCEL AVIATION LTD T/A THE 17 24 39 302 467 359 76.9 - 74 36 - - 36 48.6 BLADES BROADSWORD SCIMITAR SABRE AND T2 ACROPOLIS AVIATION LTD 28 6 35 37 525 285 54.3 - 97 25 - - 25 25.8 AIRTANKER SERVICES LTD 220 34 289 2,108 63,862 13,718 21.5 - 8,993 1,307 - - 1,307 14.5 AURIGNY AIR SERVICES 5 7 11 260 638 217 34.0 - 68 18 - - 18 26.5 BRITISH AIRWAYS PLC 28 14 42 1,685 4,466 3,517 78.8 - 424 331 - - 331 78.1 CATREUS AOC LTD 169 112 250 138 1,571 671 42.7 - 313 67 - - 67 21.4 EASTERN AIRWAYS 11 13 19 468 794 418 52.6 - 79 42 - - 42 53.2 EASYJET UK LTD 80 86 142 - 15,288 10,611 69.4 - 1,300 902 - - 902 69.4 EXECUJET EUROPE 20 12 30 97 283 140 49.5 - 30 14 - - 14 46.7 EXECUTIVE JET CHARTER LTD 18 14 24 45 203 66 32.5 - 18 7 - - 7 38.9 GAMA AVIATION (UK) LTD 2 4 3 20 20 10 50.0 - 4 1 - - 1 25.0 JET2.COM LTD 5 2 7 60 886 141 15.9 - 87 12 - - 12 13.8 JOTA AVIATION LTD 21 19 35 662 2,005 697 34.8 - 193 59 - - 59 30.6 LOGANAIR LTD 103 285 306 2,495 4,526 1,354 29.9 12 471 122 - 7 115 25.9 LONDON EXECUTIVE AVIATION LTD 191 154 295 365 2,131 897 42.1 - 559 89 - - 89 15.9 RVL AVIATION LTD 19 31 41 - 152 63 41.4 - 29 7 - 1 6 24.1 RYANAIR UK LTD 171 132 290 - 32,364 19,042 58.8 - 3,510 1,501 - - 1,501 42.8 SAXONAIR -
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.