DOCSLIB.ORG

We're on a Journey. It's Been a Year of Progress

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

TUI Travel PLC Annual Report & Accounts for the year ended 30 September 2009 We’re on a journey. Annual Report & Accounts for the year ended 30 September 2009 It’s been a year of progress. http://ara2009.tuitravelplc.com 10 reasons to invest in TUI Travel PLC Experienced management team Our management team has a track record of delivering long term growth whilst managing the business through significant changes in consumer demand. We have real strength and depth throughout our management teams across the organisation. See Our Colleagues on page 22. Market-leading brands We have some of the most recognised and highly trusted brands in the industry, which drive customer retention, reduce the cost of customer acquisition and are attractive to our accommodation providers and distribution partners. See Distribution & Brands on page 15. Market-leading positions In the Mainstream Sector we are either the number one or number two positioned tour operator in almost all of our source markets, including the UK, Germany, France, Belgium, the Netherlands and the Nordic countries. Market consolidation Consolidation in some of our key markets has improved the structure of the industry and has reduced the risk of profit volatility historically driven by oversupply of capacity. Competitive advantage We buy over 150 million bednights per year, making us one of the largest distributors of accommodation globally. Our scale gives us a competitive advantage when negotiating with suppliers, allowing us to offer excellent value to our customers. Flexible business model The inherent flexibility of our model means that we are able to carefully manage our capacity to react to changes in demand, reducing the volatility of our profitability through the cycle. Synergies We have identified £200m of synergy benefits as a result of the merger in 2007 and are highly confident of achieving this target. By 2009, we had delivered £120m of synergy benefits and have £80m still to come. See People & Operational Effectiveness on page 16. Turnaround potential Since the merger, we have successfully executed a number of strategic actions to improve margins in underperforming businesses including our scheduled flying operations in the UK and Germany and our Canadian tour operator. We have a number of businesses where margins continue to be diluted by strategic and business model issues and solving these represents an opportunity for substantial future margin improvement. Specialist Sectors In excess of one-third of our profits are generated by our portfolio of niche specialist businesses which enjoy high organic growth and margin characteristics and often display counter-seasonal profitability. Growth in these Sectors is augmented by our highly successful acquisition strategy, where we identify new market niches and build substantial market positions. This portfolio of businesses is unique and cannot be replicated, representing a clear differentiation from our competitors. See Product & Content on page 14. Emerging markets We have an existing presence in the four major emerging markets of Russia, Brazil, China and India. The growth potential of these markets is substantial and we are well positioned to take advantage of this, particularly in Russia. See Growth & Capital Allocation on page 17. www.tuitravelplc.com TUI Travel PLC Annual Report & Accounts 2009 01 Group at a glance Group Contents ifc Group at a glance TUI Travel PLC is the ifc The investment case Strategic overview Strategic 02 TUI Travel overview world’s leading leisure 04 Our structure 06 Highlights travel company. 08 Strategic overview 08 Market overview 10 Chairman’s statement 11 Chief Executive’s statement 12 Chief Executive’s interview Find our 2009 Annual 14 Our strategy 18 Key performance indicators 20 Principal risks Business performance Report online at 22 Responsible leadership 26 Sustainable development http://ara2009.tuitravelplc.com 30 Business performance 30 Group performance 34 Segmental performance 42 Current trading 44 Governance 44 Board of Directors 46 Directors’ report 48 Statement of Directors’ responsibilities 49 Corporate Governance report 53 Remuneration report Governance 63 Independent Auditors’ report 64 Financial statements 64 Consolidated income statement 65 Consolidated balance sheet 66 Consolidated statement of cash flows 67 Consolidated statement of recognised income and expense 68 Notes to the consolidated financial statements 123 Company balance sheet 124 Notes to the Company’s financial statements Financial statements 128 Shareholder information 128 Three-year financial history 129 Shareholder discount 130 Contacts and advisers 131 Glossary of key terms 132 Index Shareholder information Shareholder The Annual Report contains forward-looking statements that are subject to risk factors associated with, amongst other things, the economic and business circumstances occurring from time to time in countries and Sectors in which the Group operates. It is believed that the expectations reflected in these statements are reasonable but they may be affected by a wide range of variables which could cause actual results to differ from those currently anticipated. www.tuitravelplc.com 02 TUI Travel PLC Annual Report & Accounts 2009 Group at a glance TUI Travel overview Who we are TUI Travel PLC (TUI Travel or the Group) was created on 3 September 2007 from the merger of First Choice Holidays PLC and the Tourism Division of TUI AG. It is the world’s leading leisure travel company operating in over 180 countries with more than 30 million customers in 27 key source markets. TUI Travel has over 200 brands which are comprised of market- leading mainstream brands and specialist travel businesses. TUI Travel is focused on providing customers with a wide choice of differentiated and flexible travel experiences to meet their changing needs. TUI Travel is headquartered in the UK and employs approximately 50,000 people. It is listed on the London Stock Exchange in the FTSE100 and has the ticker code ‘TT.’. Our strategy Making travel vision experiences special Creating superior shareholder value by being the leading global leisure travel group providing customers with a wide choice of differentiated and flexible travel Go to strategic goal experiences to meet their changing needs page 14 Product Distribution People & Growth & strategic & Content & Brands Operational Capital Go to imperatives Effectiveness Allocation page 14 Customer obsessed Value driven Playing to win Responsible leadership Go to values page 23 www.tuitravelplc.com TUI Travel PLC Annual Report & Accounts 2009 03 Where we operate TUI Travel is a truly global player operating at a glance Group in 27 key source markets. The two additions from last year include market entrances in Ukraine and New Zealand. Our 27 key source markets Australia Luxembourg Austria Netherlands Strategic overview Strategic Belgium New Zealand Canada Norway China Poland Czech Republic Russia Denmark Slovenia Finland Spain France Sweden Germany Switzerland Hungary Ukraine India United Kingdom Ireland United States Business performance Italy Our key brands TUI Travel operates under more than 200 brands. A selection of our well-known brands include TUI, Thomson, Fritidsresor, Nouvelles Frontières, The Moorings, Quark, LateRooms.com, Hotelbeds.com, Hayes & Jarvis and Turchese. Governance TUI operates in the German source Nouvelles Frontières is the leading LateRooms is the hotel industry’s Hayes & Jarvis operates in the UK source market and is the market-leading tour multi-specialist and multi-channel leading late availability database market and creates specialist holiday operator brand. tour operator in France offering a wide offering over 500,000 accommodation itineraries for discerning travellers to range of holidays and destinations. deals directly to consumers across 55 destinations worldwide. www.tui.com the UK and worldwide. www.nouvelles-frontieres.fr www.hayesandjarvis.co.uk www.laterooms.com Financial statements Thomson is the leading UK tour The Moorings is the world’s premier Hotelbeds is a leading business-to- Turchese offers holidays to Europe, operator which also offers flights yacht charter company, and offers hire business provider of destination the Mediterranean area and the and accommodation. of its custom-designed yachts in North services and accommodation online Middle East and operates in the Italian America, UK, France and Germany. to wholesalers, travel operators and source market. www.thomson.co.uk travel organisers. www.moorings.com www.turchese.it www.r2.hotelbeds.com Shareholder information Shareholder Fritidsresor is a tour operator and Quark Expeditions is the world’s leading retail business in the Swedish operator of expedition cruise voyages source market offering package to the Polar Regions. tours to the Mediterranean and www.quarkexpeditions.com destinations worldwide. www.fritidsresor.se www.tuitravelplc.com 04 TUI Travel PLC Annual Report & Accounts 2009 Group at a glance Our structure TUI Travel is organised and managed through four Sectors – Mainstream, Activity, Specialist & Emerging Markets and Accommodation & Destinations. The chart opposite illustrates the underlying operating profit mix by Sector for the year ended 30 September 2009. Key activities Mainstream Sector Mainstream is the largest Sector in terms of size, financial performance and employee numbers. It comprises For further information leading tour operators and ‘power’ brands and operates a fleet of 146 aircraft and circa 3,500 retail shops. see page
Recommended publications
  • Annual Report of the Tui Group 2019 2019 Annual Report of the Tui Group 2019 Financial Highlights

    Annual Report of the Tui Group 2019 2019 Annual Report of the Tui Group 2019 Financial Highlights

    ANNUAL REPORT OF THE TUI GROUP 2019 2019 ANNUAL REPORT OF THE TUI GROUP THE OF REPORT ANNUAL 2019 FINANCIAL HIGHLIGHTS 2019 2018 Var. % Var. % at adjusted constant € million currency Turnover 18,928.1 18,468.7 + 2.5 + 2.7 Underlying EBITA1 Hotels & Resorts 451.5 420.0 + 7.5 – 4.9 Cruises 366.0 323.9 + 13.0 + 13.2 Destination Experiences 55.7 45.6 + 22.1 + 20.4 Holiday Experiences 873.2 789.5 + 10.6 + 3.6 Northern Region 56.8 278.2 – 79.6 – 77.1 Central Region 102.0 94.9 + 7.5 + 7.0 Western Region – 27.0 124.2 n. a. n. a. Markets & Airlines 131.8 497.3 – 73.5 – 72.2 All other segments – 111.7 – 144.0 + 22.4 + 18.5 TUI Group 893.3 1,142.8 – 21.8 – 25.6 EBITA2, 3 768.4 1,054.5 – 27.1 Underlying EBITDA3, 4 1,359.5 1,554.8 – 12.6 EBITDA3, 4 1,277.4 1,494.3 – 14.5 EBITDAR3, 4, 5 1,990.4 2,215.8 – 10.2 Net profi t for the period 531.9 774.9 – 31.4 Earnings per share3 in € 0.71 1.17 – 39.3 Equity ratio (30 Sept.)6 % 25.6 27.4 – 1.8 Net capex and investments (30 Sept.) 1,118.5 827.0 + 35.2 Net debt / net cash (30 Sept.) – 909.6 123.6 n. a. Employees (30 Sept.) 71,473 69,546 + 2.8 Diff erences may occur due to rounding. This Annual Report 2019 of the TUI Group was prepared for the reporting period from 1 October 2018 to 30 September 2019.
  • Medcruise News-10

    Medcruise News-10

    Celebrating 10 Years 1996-2006 QUARTERLY MARCH 2006 ISSUE 11 MedCruise General Assembly will be held in Gibraltar on May 11th & 12th 2006. Gibraltar to host next General Assembly erched at the entrance to the Mediterranean, Gibraltar, is a rapidly expanding cruise port Pdestination and a founding member of MedCruise. It currently hosts 200 cruise ships annually. In May, it will welcome MedCruise delegates to the Caleta Hotel in the historic Genoese fishing village of Catalan Bay, on the east side of the Rock. This area of Gibraltar is close to a new billion pound development, the largest in the Rock's history, where new hotels, a marina and a proposed new liner berth and passenger terminal are being constructed. which will be held in the breathtaking Delegates will be accommodated at the auditorium of St Michael's Cave, a natural renowned Rock Hotel. A highlight of the man-made grotto and the last resting post of St Michael's Cave conference will be the main official dinner, Neanderthal Man. Board View – Albert Poggio OBE, Senior Vice President – Marketing and PR nce again, I am delighted to be of this Association, as we aim to educate elected to the new MedCruise Governments on the growth potential of the cruise OBoard, which over the next three industry in the Mediterranean and its effect on years is focused on expanding and economies and sustainable tourism. strengthening its membership base. To support this work, and in conjunction with Membership for the first time has been the European Cruise Council and Cruise Europe, opened to Associate Members, namely the Association has commissioned an economic Tourist Boards, Cruise Lines and Port Agents.
  • Annual Report 2017 Contents & Financial Highlights

    Annual Report 2017 Contents & Financial Highlights

    ANNUAL REPORT 2017 CONTENTS & FINANCIAL HIGHLIGHTS TUI GroupFinancial 2017 in numbers highlights Formats The Annual Report and 2017 2016 Var. % Var. % at the Magazine are also available online € 18.5 bn € 1,102.1restated m constant € million currency Turnover 18,535.0 17,153.9 + 8.1 + 11.7 Underlying EBITA1 1 1 + 11.7Hotels & %Resorts + 12.0356.5 % 303.8 + 17.3 + 19.2 Cruises 255.6 190.9 + 33.9 + 38.0 Online turnoverSource Markets underlying526.5 554.3 – 5.0 – 4.0 Northern Region 345.8 383.1 – 9.7 – 8.4 year-on-year Central Region 71.5 85.1 – 16.0 – 15.8 Western Region EBITA109.2 86.1 + 26.8 + 27.0 Other Tourism year-on-year13.4 7.9 + 69.6 + 124.6 Tourism 1,152.0 1,056.9 + 9.0 + 11.2 All other segments – 49.9 – 56.4 + 11.5 + 3.4 Mobile TUI Group 1,102.1 1,000.5 + 10.2 + 12.0 Discontinued operations – 1.2 92.9 n. a. Total 1,100.9 1,093.4 + 0.7 http://annualreport2017. tuigroup.com EBITA 2, 4 1,026.5 898.1 + 14.3 Underlying EBITDA4 1,541.7 1,379.6 + 11.7 56 %EBITDA2 4 23.61,490.9 % ROIC1,305.1 + 14.2 Net profi t for the period 910.9 464.9 + 95.9 fromEarnings hotels per share4 & € 6.751.36 % WACC0.61 + 123.0 Equity ratio (30 Sept.)3 % 24.9 22.5 + 2.4 cruisesNet capex and contentinvestments (30 Sept.) 1,071.9 634.8 + 68.9 comparedNet with cash 30 %(302 at Sept.) time 4of merger 583.0 31.8 n.
  • 2009-Fall-Dividend.Pdf

    2009-Fall-Dividend.Pdf

    dividendSTEPHEN M. ROSS SCHOOL OF BUSINESS AT THE UNIVERSITY OF MICHIGAN Thrown to the (Detroit) Lions Team President Tom Lewand, MBA ’96, Tackles the Ultimate Turnaround PLUS Financial Reform: Regulation vs. Innovation Directing New Business at Cleveland Clinic FALL 09 Solve the RIGHT Problems The Ross Executive MBA Advanced leadership training for high-potential professionals • Intense focus on leadership and strategy • A peer group of proven leaders from many industries across the U.S. • Manageable once-a-month format • Ranked #4 by BusinessWeek* • A globally respected degree • A transformative experience To learn more about the Ross Executive MBA call 734-615-9700 or visit us online at www.bus.umich.edu/emba *2007 Executive MBA TABLEof CONTENTS FALL 09 FEATURES 24 Thrown to the (Detroit) Lions Tom Lewand, AB ’91/MBA/JD ’96, tackles the turn- around job of all time: president of the Detroit Lions. 28 The Heart of the Matter Surgeon Brian Duncan, MBA ’08, brings practical expertise to new business development at Cleveland Clinic. 32 Start Me Up Serial entrepreneur Brad Keywell, BBA ’91/JD ’93, goes from odd man out to man with a plan. Multiple plans, that is. 34 Building on the Fundamentals Mike Carscaddon, MBA ’08, nails a solid foundation in p. 28 international field operations at Habitat for Humanity. 38 Adventures of an Entrepreneur George Deeb, BBA ’91, seeks big thrills in small firms. 40 Re-Energizer Donna Zobel, MBA ’04, revives the family business and powers up for the new energy economy. 42 Kickstarting a Career Edward Chan-Lizardo, MBA ’95, pumps up nonprofit KickStart in Kenya.
  • Appendix 25 Box 31/3 Airline Codes

    Appendix 25 Box 31/3 Airline Codes

    March 2021 APPENDIX 25 BOX 31/3 AIRLINE CODES The information in this document is provided as a guide only and is not professional advice, including legal advice. It should not be assumed that the guidance is comprehensive or that it provides a definitive answer in every case. Appendix 25 - SAD Box 31/3 Airline Codes March 2021 Airline code Code description 000 ANTONOV DESIGN BUREAU 001 AMERICAN AIRLINES 005 CONTINENTAL AIRLINES 006 DELTA AIR LINES 012 NORTHWEST AIRLINES 014 AIR CANADA 015 TRANS WORLD AIRLINES 016 UNITED AIRLINES 018 CANADIAN AIRLINES INT 020 LUFTHANSA 023 FEDERAL EXPRESS CORP. (CARGO) 027 ALASKA AIRLINES 029 LINEAS AER DEL CARIBE (CARGO) 034 MILLON AIR (CARGO) 037 USAIR 042 VARIG BRAZILIAN AIRLINES 043 DRAGONAIR 044 AEROLINEAS ARGENTINAS 045 LAN-CHILE 046 LAV LINEA AERO VENEZOLANA 047 TAP AIR PORTUGAL 048 CYPRUS AIRWAYS 049 CRUZEIRO DO SUL 050 OLYMPIC AIRWAYS 051 LLOYD AEREO BOLIVIANO 053 AER LINGUS 055 ALITALIA 056 CYPRUS TURKISH AIRLINES 057 AIR FRANCE 058 INDIAN AIRLINES 060 FLIGHT WEST AIRLINES 061 AIR SEYCHELLES 062 DAN-AIR SERVICES 063 AIR CALEDONIE INTERNATIONAL 064 CSA CZECHOSLOVAK AIRLINES 065 SAUDI ARABIAN 066 NORONTAIR 067 AIR MOOREA 068 LAM-LINHAS AEREAS MOCAMBIQUE Page 2 of 19 Appendix 25 - SAD Box 31/3 Airline Codes March 2021 Airline code Code description 069 LAPA 070 SYRIAN ARAB AIRLINES 071 ETHIOPIAN AIRLINES 072 GULF AIR 073 IRAQI AIRWAYS 074 KLM ROYAL DUTCH AIRLINES 075 IBERIA 076 MIDDLE EAST AIRLINES 077 EGYPTAIR 078 AERO CALIFORNIA 079 PHILIPPINE AIRLINES 080 LOT POLISH AIRLINES 081 QANTAS AIRWAYS
  • Amadeus Yearbook of Ancillary Revenue by Ideaworks

    Amadeus Yearbook of Ancillary Revenue by Ideaworks

    Issued 29 August 2012 The Amadeus Yearbook of Ancillary Revenue by IdeaWorks Table of Contents 2012 Amadeus Yearbook of Ancillary Revenue ................................................................................... 4 Europe and Russia ............................................................................................................................... 17 The Americas........................................................................................................................................ 28 Asia and the South Pacific ................................................................................................................. 52 Middle East and Africa ........................................................................................................................ 63 Currency Exchange Rates Used for the Worldwide Statistics .................................................. 67 Disclosure to Readers of this Report IdeaWorks makes every effort to ensure the quality of the information in this report. Before relying on the information, you should obtain any appropriate professional advice relevant to your particular circumstances. IdeaWorks cannot guarantee, and assumes no legal liability or responsibility for, the accuracy, currency or completeness of the information. The views expressed in the report are the views of the author, and do not represent the official view of Amadeus. Issued by IdeaWorksCompany.com LLC Shorewood, Wisconsin, USA www.IdeaWorksCompany.com The free distribution of this report
  • Punctuality Statistics Economic Regulation Group Aviation Data Unit

    Punctuality Statistics Economic Regulation Group Aviation Data Unit

    Punctuality Statistics Economic Regulation Group Aviation Data Unit Birmingham, Edinburgh, Gatwick, Glasgow, Heathrow, London City, Luton, Manchester, Newcastle, Stansted Full and Summary Analysis July 2000 Disclaimer The information contained in this report will be compiled from various sources and it will not be possible for the CAA to check and verify whether it is accurate and correct nor does the CAA undertake to do so. Consequently the CAA cannot accept any liability for any financial loss caused by the persons reliance on it. Contents Foreword Introductory Notes Full Analysis – By Reporting Airport Birmingham Edinburgh Gatwick Glasgow Heathrow London City Luton Manchester Newcastle Stansted Full Analysis With Arrival / Departure Split – By A Origin / Destination Airport B C – E F – H I – L M – N O – P Q – S T – U V – Z Summary Analysis FOREWORD 1 CONTENT 1.1 Punctuality Statistics: Heathrow, Gatwick, Manchester, Glasgow, Birmingham, Luton, Stansted, Edinburgh, Newcastle and London City - Full and Summary Analysis is prepared by the Civil Aviation Authority with the co-operation of the airport operators and Airport Coordination Ltd. Their assistance is gratefully acknowledged. 2 ENQUIRIES 2.1 Statistics Enquiries concerning the information in this publication and distribution enquiries concerning orders and subscriptions should be addressed to: Civil Aviation Authority Room K4 G3 Aviation Data Unit CAA House 45/59 Kingsway London WC2B 6TE Tel. 020-7453-6258 or 020-7453-6252 or email [email protected] 2.2 Enquiries concerning further analysis of punctuality or other UK civil aviation statistics should be addressed to: Tel: 020-7453-6258 or 020-7453-6252 or email [email protected] Please note that we are unable to publish statistics or provide ad hoc data extracts at lower than monthly aggregate level.
  • Economic Instruments for Reducing Aircraft Noise Theoretical Framework

    Economic Instruments for Reducing Aircraft Noise Theoretical Framework

    European LCCs going hybrid: An empirical survey Roland Conrady, Frank Fichert and Richard Klophaus Worms University of Applied Sciences, Germany Competence Center Aviation Management (CCAM) Airneth Annual Conference The Hague, April 14, 2011 Agenda • Motivation/Background • Textbook definition of pure/archetypical LCC • Data for empirical survey • Empirical results: Classification of airline’s business models • Conclusions/discussion Roland Conrady, Frank Fichert, Richard Klophaus – European LCCs going hybrid – The Hague, April 14, 2011 2 Motivation / Background • Significant (and still growing) market share of LCCs in Europe. • Obviously different strategies within the LCC segment. • Market observers see trends towards “hybridization” and/or “converging business models”,e.g.: “On many fronts - pricing, product offering, distribution, fleet, network design and even cost structure - the previously obvious and often blatant differences between budget and legacy carriers are now no longer so apparent. This has resulted from the movement of both parties in the same direction, toward the mainstream middle.” Airline Business, May 2009 (emphasis added). Roland Conrady, Frank Fichert, Richard Klophaus – European LCCs going hybrid - The Hague, April 14, 2011 3 Motivation / Background • Dynamic market environment with recent changes, e.g. some LCCs offering transfer flights or can be booked via GDS. • Yet, very limited empirical analysis of “hybridization”. Roland Conrady, Frank Fichert, Richard Klophaus – European LCCs going hybrid - The Hague, April 14, 2011 4 Aim of the paper It is examined • to what extent carriers today blend low-cost characteristics with the business characteristics of traditional full-service airlines, and • which characteristics remain distinct between LCCs and traditional full-service airlines and which tend to be common for all carriers.
  • Pdf 1 20/04/12 14:21

    Pdf 1 20/04/12 14:21

    Discover Barcelona. A cosmopolitan, dynamic, Mediterranean city. Get to know it from the sea, by bus, on public transport, on foot or from high up, while you enjoy taking a close look at its architecture and soaking up the atmosphere of its streets and squares. There are countless ways to discover the city and Turisme de Barcelona will help you; don’t forget to drop by our tourist information offices or visit our website. CARD NA O ARTCO L TIC K E E C T R A B R TU ÍS T S I U C B M S IR K AD L O A R W D O E R C T O E L M O M BAR CEL ONA A A R INSPIRES C T I I T C S A K Í R E R T Q U U T E O Ó T I ICK T C E R A M A I N FOR M A BA N W RCE LO A L K I NG TOU R S Buy all these products and find out the best way to visit our city. Catalunya Cabina Plaça Espanya Cabina Estació Nord Information and sales Pl. de Catalunya, 17 S Pl. d’Espanya Estació Nord +34 932 853 832 Sant Jaume Cabina Sants (andén autobuses) [email protected] Ciutat, 2 Pl. Joan Peiró, s/n Ali-bei, 80 bcnshop.barcelonaturisme.cat Estación de Sants Mirador de Colom Cabina Plaça Catalunya Nord Pl. dels Països Catalans, s/n Pl. del Portal de la Pau, s/n Pl.
  • KENYA POPULATION SITUATION ANALYSIS Kenya Population Situation Analysis

    KENYA POPULATION SITUATION ANALYSIS Kenya Population Situation Analysis

    REPUBLIC OF KENYA KENYA POPULATION SITUATION ANALYSIS Kenya Population Situation Analysis Published by the Government of Kenya supported by United Nations Population Fund (UNFPA) Kenya Country Oce National Council for Population and Development (NCPD) P.O. Box 48994 – 00100, Nairobi, Kenya Tel: +254-20-271-1600/01 Fax: +254-20-271-6058 Email: [email protected] Website: www.ncpd-ke.org United Nations Population Fund (UNFPA) Kenya Country Oce P.O. Box 30218 – 00100, Nairobi, Kenya Tel: +254-20-76244023/01/04 Fax: +254-20-7624422 Website: http://kenya.unfpa.org © NCPD July 2013 The views and opinions expressed in this report are those of the contributors. Any part of this document may be freely reviewed, quoted, reproduced or translated in full or in part, provided the source is acknowledged. It may not be sold or used inconjunction with commercial purposes or for prot. KENYA POPULATION SITUATION ANALYSIS JULY 2013 KENYA POPULATION SITUATION ANALYSIS i ii KENYA POPULATION SITUATION ANALYSIS TABLE OF CONTENTS LIST OF ACRONYMS AND ABBREVIATIONS ........................................................................................iv FOREWORD ..........................................................................................................................................ix ACKNOWLEDGEMENT ..........................................................................................................................x EXECUTIVE SUMMARY ........................................................................................................................xi
  • List of Shareholdings of TUI AG Pursuant of Section 285 (11) and (11A) of the German Commercial Code

    List of Shareholdings of TUI AG Pursuant of Section 285 (11) and (11A) of the German Commercial Code

    30 Notes Other Notes TUI AG Financial Statements 2009/10 List of shareholdings of TUI AG pursuant of section 285 (11) and (11a) of the German Commercial Code Consolidated related companies Tourism - TUI Travel Shareholdings according to section 16 of the German Stock Corporation Act direct indirect Group share Equity Result for the Name and headquarter in % in % in % in € ‘000 year in € ‘000 Currency AB Caller & Sons Ltd., Crawley 100.0 55.6 1,195 0 GBP Absolut Insurance Limited, Guernsey 100.0 55.6 2,355 1,105 GBP Acampora Travel S.r.l., Sorrent 51.0 28.3 764 568 EUR Active Safari Pty Ltd, West Leederville 100.0 55.6 -391 -643 AUD Active Travel & Recruitement Pty Ltd, West Leederville 100.0 55.6 -25 6 AUD Adehy Limited, Dublin 100.0 55.6 1,912 795 EUR Adventure Center (First Choice) Inc, Emeryville, CA 100.0 55.6 227 164 USD Adventure Tours Australia Group Pty Ltd, Wayville, SA 100.0 55.6 129 693 AUD Adventures Worldwide Limited, Crawley 100.0 55.6 547 311 GBP Africa Focus Tours Namibia Pty. Ltd., Windhoek 100.0 41.7 2,110 393 NAD African Travel Concept Pty. Ltd., Capetown 100.0 41.7 11,519 2,675 ZAR Air 2000 Aviation Limited, Crawley 100.0 55.6 0 0 GBP Air 2000 Leasing Limited, Crawley 100.0 55.6 0 0 GBP Air 2000 Limited, Crawley 100.0 55.6 0 0 GBP Air Two Thousand (Ireland) Limited, Dublin 100.0 55.6 0 0 EUR Airlink International Ltd., Crawley 100.0 55.6 -79 0 GBP Alcor Yachting SA, Geneva 100.0 55.6 8,193 -258 CHF Ambassador Tours S.A., Barcelona 100.0 55.0 299 -778 EUR American Holidays (NI) Limited, Belfast 100.0 55.6 430 0 GBP AMP Management Ltd., Crawley 100.0 55.6 478 0 GBP Antigua Charter Services, St John‘s 100.0 55.6 11 44 USD Apart Hotel Zarevo EOOD, Varna 100.0 55.6 5,975 24 BGN Apollo Investment Management Ltd., Crawley 100.0 55.6 0 -0 GBP Aragon Tours Limited, Crawley 100.0 55.6 897 586 GBP Aran Travel International Limited, Dublin 100.0 55.6 -55 0 EUR Asiarooms Pte Ltd, Singapore R2 100.0 55.6 -26,112 -11,043 USD ATC Namibian Reflections Pty.
  • WHO Guidelines for Indoor Air Quality : Selected Pollutants

    WHO Guidelines for Indoor Air Quality : Selected Pollutants

    WHO GUIDELINES FOR INDOOR AIR QUALITY WHO GUIDELINES FOR INDOOR AIR QUALITY: WHO GUIDELINES FOR INDOOR AIR QUALITY: This book presents WHO guidelines for the protection of pub- lic health from risks due to a number of chemicals commonly present in indoor air. The substances considered in this review, i.e. benzene, carbon monoxide, formaldehyde, naphthalene, nitrogen dioxide, polycyclic aromatic hydrocarbons (especially benzo[a]pyrene), radon, trichloroethylene and tetrachloroethyl- ene, have indoor sources, are known in respect of their hazard- ousness to health and are often found indoors in concentrations of health concern. The guidelines are targeted at public health professionals involved in preventing health risks of environmen- SELECTED CHEMICALS SELECTED tal exposures, as well as specialists and authorities involved in the design and use of buildings, indoor materials and products. POLLUTANTS They provide a scientific basis for legally enforceable standards. World Health Organization Regional Offi ce for Europe Scherfi gsvej 8, DK-2100 Copenhagen Ø, Denmark Tel.: +45 39 17 17 17. Fax: +45 39 17 18 18 E-mail: [email protected] Web site: www.euro.who.int WHO guidelines for indoor air quality: selected pollutants The WHO European Centre for Environment and Health, Bonn Office, WHO Regional Office for Europe coordinated the development of these WHO guidelines. Keywords AIR POLLUTION, INDOOR - prevention and control AIR POLLUTANTS - adverse effects ORGANIC CHEMICALS ENVIRONMENTAL EXPOSURE - adverse effects GUIDELINES ISBN 978 92 890 0213 4 Address requests for publications of the WHO Regional Office for Europe to: Publications WHO Regional Office for Europe Scherfigsvej 8 DK-2100 Copenhagen Ø, Denmark Alternatively, complete an online request form for documentation, health information, or for per- mission to quote or translate, on the Regional Office web site (http://www.euro.who.int/pubrequest).