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Travel Directory 2011
Travel Directory 2011 ITOC - Celebrating 40 years THE DISTRIBUTION CHANNEL for NEw Zealand Tourism mARKETING NEw ZEALAND OVERSEAS 1971-2011 Open daily from 10am • Cnr Great South & Wiri Station Roads, Manukau Infoline: 09 262 2044 • www.rainbowsend.co.nz www.itoc.org.nz Welcome Published in association with the Inbound Tour Operators Council PO Box 1888, Wellington 6140 Welcome to the New Zealand Inbound Travel Directory 2011, New Zealand your authoritative guide to those New Zealand tour operators Phone +64 4 496 4898 and suppliers who handle a large share of New Zealand's Fax +64 4 499 0786 Email [email protected] inbound tourism business and who are members of the Website www.itoc.org.nz Inbound Tour Operators Council (ITOC). We know from feedback that this annual publication is valued as a major source of information by our New Zealand Publisher members and overseas tour wholesalers and retail TPL Media PO Box 9596, Newmarket travel agencies. Auckland 1149, New Zealand Phone +64 9 529 3000 ITOC plays an important role within the country's tourism Fax +64 9 529 3001 Email [email protected] industry and enjoys a close working relationship with the various Regional Tourism Organisations, Tourism New Editor Zealand, Qualmark and other key national tourism bodies. Gordon Gillan Phone +64 9 529 3026 Our focus is very much on stimulating business to business relationships between companies throughout the travel Sales Manager distribution chain as well as in enhancing quality and Pam Brown Phone: +64 9 529 3003 adding value. Production Manager In recent years ITOC has strengthened its focus on quality by Lisa Morris implementing an Inbound Tour Operator accreditation system Advertising Co-ordinator in conjunction with Qualmark. -
Statement of Intent 2020-2022
Queenstown Airport Corporation Ltd Statement of Intent 2020-2022 30 June 2019 Contents Introduction 3 About Us 3 Situational Overview 5 Forward Planning 7 Strategic Direction 8 Key Strategic Projects 9 Priorities and Performance Metrics 10 Financial Forecast FY2019-2022 14 Shareholder Interaction and Corporate Governance 16 Services Provided to QLDC 18 Wanaka Guiding Principles 18 Strategic Alliance with AIAL 19 Audit 19 Accounting Policies 19 Corporate Directory 20 Abbreviations 21 Introduction As a Council-Controlled Trading Organisation, Queenstown Airport Corporation (QAC) is required under Section 64(1) of the Local Government Act 2002 to prepare a Statement of Intent (SOI) for Queenstown Lakes District Council (QLDC) before the start of each financial year. This is an annual process with a three-year time horizon. The SOI sets out the strategic priorities that QAC intends to achieve or contribute to over the period as well as its activities and budget for the next financial year. The SOI takes shareholder comments into consideration and provides priorities and performance metrics for organisational accountability. About Us Queenstown Airport Corporation QAC is considered an ‘Airport Authority’ under the Airport Authorities Act 1966 and is required under this legislation to operate and manage its airports as commercial undertakings, including carrying out improvements where necessary. QAC also has an obligation as a CCTO to support QLDC in providing good quality local infrastructure that is appropriate to meet current and anticipated future needs and circumstances. QAC was incorporated in 1988 and since then has been responsible for the management and development of Queenstown Airport, striving to deliver an operationally safe and efficient airport with world-class facilities and an outstanding customer experience that reflects the best of the region. -
AIRPORT MASTER PLANNING GOOD PRACTICE GUIDE February 2017
AIRPORT MASTER PLANNING GOOD PRACTICE GUIDE February 2017 ABOUT THE NEW ZEALAND AIRPORTS ASSOCIATION 2 FOREWORD 3 PART A: AIRPORT MASTER PLAN GUIDE 5 1 INTRODUCTION 6 2 IMPORTANCE OF AIRPORTS 7 3 PURPOSE OF AIRPORT MASTER PLANNING 9 4 REFERENCE DOCUMENTS 13 5 BASIC PLANNING PROCESS 15 6 REGULATORY AND POLICY CONTEXT 20 7 CRITICAL AIRPORT PLANNING PARAMETERS 27 8 STAKEHOLDER CONSULTATION AND ENGAGEMENT 46 9 KEY ELEMENTS OF THE PLAN 50 10 CONCLUSION 56 PART B: AIRPORT MASTER PLAN TEMPLATE 57 1 INTRODUCTION 58 2 BACKGROUND INFORMATION 59 C O N T E S 3 AIRPORT MASTER PLAN 64 AIRPORT MASTER PLANNING GOOD PRACTICE GUIDE New Zealand Airports Association | February 2017 ABOUT THE NZ AIRPORTS ASSOCIATION The New Zealand Airports Association (NZ Airports) is the national industry voice for airports in New Zealand. It is a not-for-profit organisation whose members operate 37 airports that span the country and enable the essential air transport links between each region of New Zealand and between New Zealand and the world. NZ Airports purpose is to: Facilitate co-operation, mutual assistance, information exchange and educational opportunities for Members Promote and advise Members on legislation, regulation and associated matters Provide timely information and analysis of all New Zealand and relevant international aviation developments and issues Provide a forum for discussion and decision on matters affecting the ownership and operation of airports and the aviation industry Disseminate advice in relation to the operation and maintenance of airport facilities Act as an advocate for airports and safe efficient aviation. Airport members1 range in size from a few thousand to 17 million passengers per year. -
170-4435 March A-Times #83 Ƒ.Indd
Airport Times Keeping the Auckland Airport community informed | Issue 83 March 2009 | ISSN1176-9432 Working together works Inside this issue: • A pilot study to improve the passenger experience • A bag’s journey at the airport • Get ready for Auckland Cup Week! Right: An arriving passenger into Auckland encounters many faces in the arrival process. The ‘lean’ pilot study aims to improve the process through teamwork. “This pilot study is a great example The process is called ‘lean’ because of key stakeholders at New it uses less capital, space, time, A better Zealand’s major gateway working materials and people effort to together for a common purpose. deliver the highest quality and most passenger economical products or services in “Our primary aim the most responsive and fl exible way. experience is to provide a From an airport arrival perspective, Auckland Airport and key better welcome for this means looking systemically at partners – Air New Zealand, such processes as queue times, MAF Biosecurity New Zealand, passengers.” baggage wait-times and the provision Aviation Security Service, “At the same time, it is important of passenger information. The fact New Zealand Customs, and to recognise that each of the airport that the airport operates in real-time, Menzies – have combined their partners has different statutory and is asset and customer intensive considerable forces on a new obligations, and will have other – both in terms of passengers, and ‘lean process’ pilot study to service improvement initiatives to in the broad range of partners examine ways to improve the be considered. needed to operate – makes it an arriving passenger experience interesting study. -
Road to Recovery
ICINTERNATIONAL CAOIVIL AVIATION ORGANIZATION Road to Recovery On the heels of a very tough year for global aviation, 2010 GDP projections are finally providing our sector with some welcome, though still cautious optimism. ICAO’s Economic Analysis and Policy Section looks at how bad it really got post-2008 and how tentative the ongoing recovery remains. State Profile Features: The Republic of Korea and Malaysia Also in this issue: Jane Hupe: Aviation and the Environment Post COP/15 • UAE Climate Change Perspective Argentina Deposit • Central American Air Navigation Experts Working Group Vol. 65, No. 2 Contents Strengthening Safety and Security Efforts ICAO Secretary General Raymond Benjamin reviews recent efforts to bolster and enhance aviation’s safety and security approaches in order to respond to the latest challenges and developments in these areas . 3 Small Steps to Economic Recovery THE ICAO JOURNAl VOlUME 65, NUMbER 2, 2010 In 2009 the world economy faced the most severe and synchronized recession since the Great Depression, leading to significant systemic changes which heavily impacted the Editorial air transport industry. Narjess Teyssier, Chief of the ICAO Economic Analysis and Policy ICAO Regional Coordination and Communications Office Section, provides a detailed review of the causes, concerns and new glimmers Tel: +01 (514) 954-8220 of hope emerging from our deepening understanding of the 2008–09 global financial Web site: www.icao.int meltdown and air transport’s responses to it . 5 Anthony Philbin Communications Senior Editor: Anthony Philbin Tel: +01 (514) 886-7746 beyond COP/15 E-mail: [email protected] Though the failure of certain States to arrive in Copenhagen with clear domestic Web site: www.philbin.ca policy positions ultimately led to the collapse of a potentially urgent international Production and Design deal on climate change, ICAO’s efforts in advance of and during the COP/15 proceedings Bang Marketing Stéphanie Kennan helped to focus and bring unity to the aviation sector on a number of important fronts. -
Annual Report 20 07 Aviation Industry Association of New Zealand (Inc) Contents
AVIATION INDUSTRY ASSOCIATION OF NEW ZEALAND (INC) Annual Report 20 07 Aviation Industry Association of New Zealand (Inc) Contents General Association Officers 2 Past Officers/Life Members 3 President’s Report 5 Chief Executive Officer’s Report 13 Financial Statements 18 AIA Annual Conference Report 28 Aviation Training Report 52 Aviation Services Ltd 55 AIRCARE Annual Report 2007 57 List of Advertisers 60 Divisional Chair Reports NZAAA (Agricultural Aviation) 31 Air Rescue/Air Ambulance 34 Air Transport 35 Education and Research 37 Engineering 38 Flight Training 40 Annual Report Helicopter 42 Supply & Services 44 Tourist Flight Operators 49 20 Cover Photo: The Auckland Rescue Helicopter Trust’s BK117B2 ZK HLN over central Auckland being flown by the Trust’s Chief Pilot Dave Walley. The Single Pilot IFR, NVG Configured helicopter came into service with the Trust on 01January 2007 and completed its 300 hr check 01 July 2007. 07 ANNUAL REPORT 2007 2 Association Officers 2006–2007 Council Head Office President: Chief Executive: W.J. Funnell, Helicopter Services BOP Ltd I.S. King Vice-Presidents: W.P. Taylor, Eagle Airways Ltd Office Manager: W. Sattler, Ardmore Flying School Ltd P.A. Hirschman Immediate Past President: Membership Liaison Manager: D. Thompson, Dennis Thompson International Ltd D. Watson Councillors Technical Advisors: J. McGregor M. Chubb J. Lusty K. MacKenzie D. Webb B. Wyness P. Garden D. Lyon D. Morgan R. Wikaira F. Douglas D. Horrigan P. Mackay A. Peacock NZAAA Executive Officer: Divisional and Branch Chair J.F. Maber Agricultural Aviation Division Office Address: Chair: K.J. MacKenzie, MacKenzie Aviation Ltd Level 5 Deputy Chair & South Island Branch Chair: Agriculture House T. -
The Impacts of Globalisation on International Air Transport Activity
Global Forum on Transport and Environment in a Globalising World 10-12 November 2008, Guadalajara, Mexico The Impacts of Globalisation on International Air Transport A ctivity Past trends and future perspectives Ken Button, School of George Mason University, USA NOTE FROM THE SECRETARIAT This paper was prepared by Prof. Ken Button of School of George Mason University, USA, as a contribution to the OECD/ITF Global Forum on Transport and Environment in a Globalising World that will be held 10-12 November 2008 in Guadalajara, Mexico. The paper discusses the impacts of increased globalisation on international air traffic activity – past trends and future perspectives. 2 TABLE OF CONTENTS NOTE FROM THE SECRETARIAT ............................................................................................................. 2 THE IMPACT OF GLOBALIZATION ON INTERNATIONAL AIR TRANSPORT ACTIVITY - PAST TRENDS AND FUTURE PERSPECTIVE .................................................................................................... 5 1. Introduction .......................................................................................................................................... 5 2. Globalization and internationalization .................................................................................................. 5 3. The Basic Features of International Air Transportation ....................................................................... 6 3.1 Historical perspective ................................................................................................................. -
Air New Zealand Adjusted Its Business Quickly to Manage the Impact of Covid-19
Media release 27 August 2020 Air New Zealand adjusted its business quickly to manage the impact of Covid-19 Air New Zealand today announces its 2020 result, affirming the unprecedented effect of the Covid- 19 pandemic on its business and the global aviation industry following extensive travel and border restrictions which commenced from March. Air New Zealand is reporting a loss before other significant items and taxation of $87 million1 for the 2020 financial year, compared to earnings of $387 million in the prior year. Despite reporting a strong interim profit of $198 million2 for the first six months of the financial year, and seeing positive demand on North American and regional routes early in the second half, Covid- related travel restrictions resulted in a 74 percent drop in passenger revenue from April to the end of June compared to the prior year, which drove the airline’s operating losses. Statutory losses before taxation, which include $541 million of other significant items, were $628 million, compared to earnings of $382 million last year. Non-cash items of $453 million reflected most of the other significant items, including the $338 million aircraft impairment charge related to grounding of the Boeing 777-200ER fleet for the foreseeable future. The airline has responded to this crisis with urgency, including securing additional liquidity, structurally reducing its cost base and deferring significant capex spend, whilst ensuring that the business remains well positioned to grow profitably when travel restrictions are eventually removed and customer demand returns. Quick and decisive action in response to Covid-19 Air New Zealand’s Chairman Dame Therese Walsh says she is proud of the way the business has responded to this crisis, acting with speed and agility to lower the cost base, and pivoting quickly to ramp up domestic and cargo services to help keep the New Zealand economy moving. -
Global Volatility Steadies the Climb
WORLD AIRLINER CENSUS Global volatility steadies the climb Cirium Fleet Forecast’s latest outlook sees heady growth settling down to trend levels, with economic slowdown, rising oil prices and production rate challenges as factors Narrowbodies including A321neo will dominate deliveries over 2019-2038 Airbus DAN THISDELL & CHRIS SEYMOUR LONDON commercial jets and turboprops across most spiking above $100/barrel in mid-2014, the sectors has come down from a run of heady Brent Crude benchmark declined rapidly to a nybody who has been watching growth years, slowdown in this context should January 2016 low in the mid-$30s; the subse- the news for the past year cannot be read as a return to longer-term averages. In quent upturn peaked in the $80s a year ago. have missed some recurring head- other words, in commercial aviation, slow- Following a long dip during the second half Alines. In no particular order: US- down is still a long way from downturn. of 2018, oil has this year recovered to the China trade war, potential US-Iran hot war, And, Cirium observes, “a slowdown in high-$60s prevailing in July. US-Mexico trade tension, US-Europe trade growth rates should not be a surprise”. Eco- tension, interest rates rising, Chinese growth nomic indicators are showing “consistent de- RECESSION WORRIES stumbling, Europe facing populist backlash, cline” in all major regions, and the World What comes next is anybody’s guess, but it is longest economic recovery in history, US- Trade Organization’s global trade outlook is at worth noting that the sharp drop in prices that Canada commerce friction, bond and equity its weakest since 2010. -
Monthly OTP November 2019
Monthly OTP November 2019 ON-TIME PERFORMANCE AIRLINES Contents On-Time is percentage of flights that depart or arrive within 15 minutes of schedule. Global OTP rankings are only assigned to all Airlines/Airports where OAG has status coverage for at least 80% of the scheduled flights. Regional Airlines Status coverage will only be based on actual gate times rather than estimated times. This may result in some airlines / airports being excluded from this report. If you would like to review your flight status feed with OAG, please email [email protected] MAKE SMARTER MOVES Airline Monthly OTP – November 2019 Page 1 of 1 Home GLOBAL AIRLINES – TOP 50 AND BOTTOM 50 TOP AIRLINE ON-TIME FLIGHTS On-time performance BOTTOM AIRLINE ON-TIME FLIGHTS On-time performance Airline Arrivals Rank No. flights Size Airline Arrivals Rank No. flights Size JH Fuji Dream Airlines 96.5% 1 2,340 155 3H Air Inuit 37.2% 162 1,465 196 GA Garuda Indonesia 95.8% 2 12,736 48 AI Air India 40.1% 161 16,509 38 RC Atlantic Airways Faroe Islands 95.0% 3 210 295 WG Sunwing Airlines Inc. 50.3% 160 905 225 7G Star Flyer 94.0% 4 2,160 164 WO Swoop 53.4% 159 919 222 EW Eurowings 93.4% 5 15,608 40 SG SpiceJet 54.3% 158 18,288 33 SATA International-Azores 6J Solaseed 93.3% 6 2,226 161 S4 54.5% 157 448 260 Airlines S.A. XQ SunExpress 93.3% 7 3,115 135 IW Wings Air 54.7% 156 11,242 55 TA TACA International Airlines 92.8% 8 374 272 JY Intercaribbean Airways Ltd 56.1% 155 1,760 184 FA Safair 92.6% 9 2,250 159 JT Lion Air 58.0% 154 17,320 34 B7 Uni Airways 92.5% 10 4,132 123 BJ Nouvelair -
Flying High on Schwank's Infrared Efficiency a Schwank Case Study
Schwank Case Study: Flying High on Schwank‘s Infrared Efficiency “The heating levels in our facilities are very comfortable and cope well with the chan- ges in weather that we experi- ence. We are very happy with The Company The Issue Schwank”. Air Nelson is a wholly owned sub- Energy efficiency, longevity, control- sidiary of Air New Zealand operating lability, quick reaction times and flexi- Mark Butchart, under the Air New Zealand brand. bility were all extremely important. Production Manager, The airline was started in 1976 and Planes coming in and out regularly Air Nelson began its first scheduled service in create high air changes due to the 1984 to connect to Wellington. The frequent door openings. Furthermore, network then grew to include Nelson, cold incoming airplanes act like ice Wellington, Auckland, Christchurch blocks making the environment very and other domestic destinations. challenging for conventional heating systems. To compensate for these In 1995 Air New Zealand purchased sudden “shock” heat losses and to Air Nelson, which now operates provide homogenous heat distribu- 23 Bombardier Q300s being the tion in the hangars was an imperative world’s largest operator of this type requirement for the Air New Zealand of aircraft. Air New Zealand recently technical department. invested 30 million dollars at Nel- son airport in order to expand on Air New Zealand’s appointed consult- its infrastructure to include modern ing engineers, Pacific Consultants maintenance facilities for its com- from Wellington, then had the task of muter airlines. Today also the entire specifying a system that was suit- ATR-72 aircraft fleet of Mount Cook able to meet the requirements for Airline, also part of the Air New Zea- both hangars. -
Airlines Codes
Airlines codes Sorted by Airlines Sorted by Code Airline Code Airline Code Aces VX Deutsche Bahn AG 2A Action Airlines XQ Aerocondor Trans Aereos 2B Acvilla Air WZ Denim Air 2D ADA Air ZY Ireland Airways 2E Adria Airways JP Frontier Flying Service 2F Aea International Pte 7X Debonair Airways 2G AER Lingus Limited EI European Airlines 2H Aero Asia International E4 Air Burkina 2J Aero California JR Kitty Hawk Airlines Inc 2K Aero Continente N6 Karlog Air 2L Aero Costa Rica Acori ML Moldavian Airlines 2M Aero Lineas Sosa P4 Haiti Aviation 2N Aero Lloyd Flugreisen YP Air Philippines Corp 2P Aero Service 5R Millenium Air Corp 2Q Aero Services Executive W4 Island Express 2S Aero Zambia Z9 Canada Three Thousand 2T Aerocaribe QA Western Pacific Air 2U Aerocondor Trans Aereos 2B Amtrak 2V Aeroejecutivo SA de CV SX Pacific Midland Airlines 2W Aeroflot Russian SU Helenair Corporation Ltd 2Y Aeroleasing SA FP Changan Airlines 2Z Aeroline Gmbh 7E Mafira Air 3A Aerolineas Argentinas AR Avior 3B Aerolineas Dominicanas YU Corporate Express Airline 3C Aerolineas Internacional N2 Palair Macedonian Air 3D Aerolineas Paraguayas A8 Northwestern Air Lease 3E Aerolineas Santo Domingo EX Air Inuit Ltd 3H Aeromar Airlines VW Air Alliance 3J Aeromexico AM Tatonduk Flying Service 3K Aeromexpress QO Gulfstream International 3M Aeronautica de Cancun RE Air Urga 3N Aeroperlas WL Georgian Airlines 3P Aeroperu PL China Yunnan Airlines 3Q Aeropostal Alas VH Avia Air Nv 3R Aerorepublica P5 Shuswap Air 3S Aerosanta Airlines UJ Turan Air Airline Company 3T Aeroservicios