(Iga) for Turkey and Its Influence on Widely Regional Air Traffic Around
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2016 ANNUAL REPORT 5 6 ROYAL SCHIPHOL GROUP 2016 ANNUAL REPORT Message from the CEO
Royal Schiphol Group Annual Report 2016 Value creation Connecting the Netherlands Royal Schiphol Group’s mission is Connecting the Netherlands: We facilitate optimal links with the rest of the world in order to contribute to prosperity and well-being both in the Netherlands and elsewhere; connecting to compete and connecting to complete. G H Network and a special interest Knowledge organisations institutions Alliances o & M Participations Employees Outcome s Sustainable & Safe Performance R Real Estate B Business 1 partners Value What Who How why Ambition D Development Q of the Group Output F T Financial stakeholders Top Connectivity c Consumer Products & r Services Travellers U m C Business- Competitive model E Mission Marketplace q Government Excellent bodies Visit A Value 2 Airlines Aviation S O Sector Local residents I partners Input SCHIPHOL ANNUAL REPORT 2016 1 Value creation Why What Who Mission It is Royal Schiphol Group’s Schiphol has many stakeholders who m Connecting the Netherlands: socio-economic task to represent a wide range of interests: We facilitate optimal links with strengthen and develop the rest of the world in order to Mainport Schiphol and the Travellers contribute to prosperity and regional airports. To do this, r well-being in the Netherlands Royal Schiphol Group must be and elsewhere. successful across the board. Airlines Our strategy is embodied in A Ambition fi ve themes: 1 It is Royal Schiphol Group’s Local residents ambition to develop Schiphol Top Connectivity O • Regional Alders Platforms into Europe’s Preferred Airport T The best connections • Schiphol Local Community Council for travellers, airlines and Connect • Local Community Contact Centre logistics service providers. -
Powerpoint Sunusu
www.tdt.aero [email protected] You Fly We Care... Copyright© 2017 by TD Team. All rights reserved. Rev01 16.03.2017 Antalya Airport AYT Dalaman Airport DLM Bodrum Airport BJV Sabiha Gökçen Airport SAW İstanbul Atatürk Airport IST WHO WE ARE? Cam Rahn Airport CXR Tiran Airport TIA Dublin Airport DUB TD Team was founded in the year 2007. The company’s aim was to apply similar personnel contracting business model used in Europe. Our company provided technical personnel to support foreign operations in Nigeria, Russia and the United States of America and also during last 3 years operations in Turkey Civil air transport sector. We successfully performed subcontracted services for maintenance companies by renting contracted personnel for A/C painting, structural works, and cabin interior services under control of the quality management systems. TD Team personnel keeps providing fast, reliable and qualified subcontract services to its clients on technical support, painting, cabin interior and structural works. Copyright© 2017 by TD Team. All rights reserved. Rev01 16.03.2017 Antalya Airport AYT Dalaman Airport DLM Bodrum Airport BJV Sabiha Gökçen Airport SAW İstanbul Atatürk Airport IST WHO WE ARE ? Cam Rahn CXR Tiran TIA Dublin Airport DUB In the year 2012, TD Team has got its first approval as a SHY-145/JAR-145 certificate with an approval number TR.145.082 from Turkish Civil Aviation Authority (DGCA/SHGM) for Line Maintenance services. TD Team is authorised to provide technical services in Bodrum International TR.145.0082 Airport (BJV), Dalaman International Airport (DLM), Antalya International Airport (AYT), İstanbul Atatürk Airport (IST) and Sabiha Gökçen Airport (SAW), Cam Rahn (CXR), Tiran (TIA) and Dublin (DUB). -
PRIVATIZATION of TURKISH AIRPORTS Tolga Ülkü Ph.D
PRIVATIZATION OF TURKISH AIRPORTS Tolga Ülkü Ph.D. Student at Humboldt University [email protected] Draft: 23.07.2010, -Please do not distribute without the permission of the authors- ABSTRACT: Starting in 1993, the General Directorate of State Airports Authority (SAA) has partially privatized the major airport terminals in Turkey by using Build-Operate-Transfer (BOT) methods. One of the main reasons for privatization was the necessity of investing in terminals, as passenger numbers increased dramatically in the last decade and terminal facilities were the initial bottleneck. In this way, the state was able to shift the burden of financing and operation to the private sector. The selection of airports, the particular form of privatization with a BOT method for terminals and later on the associated long term leases and their economic effects raise interesting research questions. Furthermore, a comparison of BOT method with other privatization methodologies gives an insight of advantages and drawbacks in the implementation. One question investigates if the SAA makes use of the previous experience on airport privatization in the world. The BOT implementations are evaluated in terms of capital investment funding, contractual design and the operation period acquired by the private sector via auctions. Moreover, the details of the Lease agreements following the expiration of BOT contracts at Istanbul Atatürk and Antalya airport are described to raise some questions on the contracts and the auctions took place. WWW.GAP-PROJEKT.DE _____________________________________________________________________ Prof. Dr. Hans-Martin Niemeier Prof. Dr. Jürgen Müller Prof. Dr. Hansjochen Ehmer Hochschule Bremen HWR Berlin Internationale Fachhochschule Bad Honnef Werderstr. 73 Badensche Str. -
Tariffs for 2020
TARIFFS FOR 2020 Tariff Name Page 1 Tariff For International Landing, Stopover, Lighting and Approaching 3 2 Tariff For Domestic Landing, Stopover, Lighting and Approaching 6 3 Tariff For Passenger Services 9 4 Tariff For Safety Precation 11 5 Tariff For Aircraft / Vehicles Marshalling 12 6 Tariff For Extension Of Airport Working Hours 14 7 Tariff For Passenger Boarding Bridge Services 15 8 Tariff For Ground Handling Services 17 9 Tariff For Refueling Concession 21 10 Tariff For Apron Vehicle Private Plate 22 11 Tariff For Entry Cards 25 12 Tariff For Communication Systems 28 13 Tariff For Communication System Allocation and Infrastructure Rights 30 14 Tariff For Power, Water, Sewerage, HVAC 32 15 Tariff For Tools, Equipment, Materials Allocation 36 16 Tariff For Terminal Area Allocation 39 17 Tariff For Land and Other Building Spaces Allocation 45 18 Tariff For Check-In, Transit Counters, Kiosk and Information Desks 47 19 Tariff For Flight Information Display System Usage 50 20 Tariff For Car Park 51 21 Tariff For Video and Photograph Shooting 55 22 Tariff For General Aviation Terminal 56 23 Tariff For Porter 58 24 Tariff For Medical Services 59 25 Tariff For Baggage Room Services 60 26 Tariff For Baggage Tracking Service 61 Activation : This tariff becomes valid upon the approval of General Directorate of State Airports Authority (DHMI) with effect from 1st January 2020 and it remains valid until the new tariff. Legal Disclaimer : These tariffs are valid for Airport/Terminal Operators. The official transcript of this text is in Turkish. The text in Turkish is applied in any legal dispute. -
Istanbul Airport
Turkey heralds a new era in aviation with the opening of the new Istanbul Airport. The “We completed world’s largest international hub is the home to a PROJECT with Turkey’s national flag carrier Turkish Airlines an extensive and establishes Istanbul as the world’s central IMPLEMENTATION location for aviation and travel. Thanks to its SCOPE” strategic location at the crossroads of East and West, the airport has tremendous potential for Turkish Airlines and the global aviation industry. During this megaproject, Legrand Data Center Solutions seized the opportunity to power the world’s largest airport! BUSIEST AIRPORT IN THE WORLD ISTANBUL he old Atatürk airport, which processed 68 million travelers a year, was surrounded by buildings, which made expansion of Tthe airport impossible. Which is why Atatürk Airport closed its gates in April 2019. At the same time, the new Istanbul International AIRPORT Airport celebrated its grand opening. Istanbul Airport will process 90 million passengers annually; a number that will rise to 200 million in seven years, at which point it will be the busiest airport in the world. NEW AIRPORT, RELIABLE TECHNOLOGICAL INFRASTRUCTURE Large airports like Istanbul Airport face numerous (data) challenges. NEW INFRASTRUCTURE That’s where Legrand Data Center Solutions came in: providing reliable technological infrastructure. The products that were offered during the tender process included both cabinets and CASE power solutions. Mr. Ali Yay, Sales Manager at Legrand in Turkey, is delighted that Legrand Data Center Solutions was able to play a role during this very important project for Turkey. “We were selected thanks to our previous experience on similar implementations. -
Aci World Standing Committees
ACI WORLD STANDING COMMITTEES May 2021 WSC CHAIRS, BOARD LIAISONS, COMMITTEE SECRETARIES Immediate Committee ACI WSC (6) Chair Vice-Chair Board Liaison Past-Chair Secretary Airport IT Maurice Jenkins Suhail Kadri Michael Zaddach Seow Hiang Lee Billy Shallow Miami Airport, USA Hamad International Munich Airport, Changi Airport ACI World, Canada (WAITSC) Airport, Qatar Germany Group, Singapore : : Term Term Feb 2019-Dec 2021 Feb 2019-Dec 2021 Aviation Wendy Reiter Dwayne MacIntosh Johnnie Muller Sam Samaddar Nathalie Herbelles Seattle-Tacoma Toronto Pearson Copenhagen Kelowna Security Nicholas Ratledge International Airport, International Airport, Airports A/S, International ACI World, Canada (WSSC) USA Canada Denmark Airport, Canada Term: Term: Jan 2020–Dec 2021 May 2021–Dec 2021 ACI WORLD STANDING COMMITTEES May 2021 WSC CHAIRS, BOARD LIAISONS, COMMITTEE SECRETARIES Immediate Committee ACI WSC (6) Chair Vice-Chair Board Liaison Past-Chair Secretary Economics Sujata Kumat Suri Mattias Bjornfors, Rafael Echevarne Yiannis Paraschis Patrick Lucas Hamad International Gatwick Airport, UK Montego Bay Athens International ACI World, Canada (WEcSC) Airport, Qatar Airport, Jamaica Airport SA, Greece Term: Term: Feb 2020 – Feb 2022 Feb 2020 – Feb 2022 Environment Martin Doherty Marion Town Andrew O’Brian Juliana Scavuzzi Dublin Airport, Ireland Vancouver Int’l Corporacion ACI World, Canada (WEnSC) Airport, Canada Quiport S.A., Ecuador Term: Term: Mar 2019–Feb 2022 Mar 2019-Feb 2022 ACI WORLD STANDING COMMITTEES May 2021 WSC CHAIRS, BOARD LIAISONS, COMMITTEE SECRETARIES Immediate Committee ACI WSC (6) Chair Vice-Chair Board Liaison Past-Chair Secretary Facilitation Saba Abashawl Ioannis Metsovitis, Tan Lye Teck, Daniel Burkard Jean-Sebastien Pard & Services Houston Airports, TX, Hamad International Changi Airport, Moscow ACI World, Canada USA Airport, Qatar Singapore Domodedovo (WFSSC) Airport, Russia Term: Term: August 2020-August August 2020-August 2022 2022 Safety & P.P. -
Study on Airport Ownership and Management and the Ground Handling Market in Selected Non-European Union (EU) Countries
Study on airport DG MOVE, European ownership and Commission management and the ground handling market in selected non-EU countries Final Report Our ref: 22907301 June 2016 Client ref: MOVE/E1/SER/2015- 247-3 Study on airport DG MOVE, European ownership and Commission management and the ground handling market in selected non-EU countries Final Report Our ref: 22907301 June 2016 Client ref: MOVE/E1/SER/2015- 247-3 Prepared by: Prepared for: Steer Davies Gleave DG MOVE, European Commission 28-32 Upper Ground DM 28 - 0/110 London SE1 9PD Avenue de Bourget, 1 B-1049 Brussels (Evere) Belgium +44 20 7910 5000 www.steerdaviesgleave.com Steer Davies Gleave has prepared this material for DG MOVE, European Commission. This material may only be used within the context and scope for which Steer Davies Gleave has prepared it and may not be relied upon in part or whole by any third party or be used for any other purpose. Any person choosing to use any part of this material without the express and written permission of Steer Davies Gleave shall be deemed to confirm their agreement to indemnify Steer Davies Gleave for all loss or damage resulting therefrom. Steer Davies Gleave has prepared this material using professional practices and procedures using information available to it at the time and as such any new information could alter the validity of the results and conclusions made. The information and views set out in this report are those of the authors and do not necessarily reflect the official opinion of the European Commission. -
400 Hz September 2020 1 of 28
LIST OF REFERENCES ‐ 400 Hz September 2020 1 of 28 End‐user Segment Product Units Location Year Algiers Airport Airport 2400 ‐ 90 kVA 23 Algeria 2017 BOU‐SAÂDA Helicopter Hangar Airport 2300 ‐ 60 kVA 4 Algeria 2014 Air Algerie Airline 2400 ‐ 90 kVA 2 Algeria 2019 Air Algerie Airline 2400 ‐ 180 kVA 2 Algeria 2019 Protection civile Defence 2400 ‐ 30 kVA w/ARU 2 Algeria 2020 Protection civile Defence 2400 ‐ 30 kVA 2 Algeria 2019 Aerolineas Airline 2400 ‐ 60 kVA 1 Argentina 2020 Aerolineas Airline 2400 ‐ 30 kVA 1 Argentina 2016 Austral Airlines Airline 2400 ‐ 90 kVA 1 Argentina 2017 Brisbane Airport Airport 7400 ‐ 90 kVA 1 Australia 2018 Brisbane Airport Airport 2300 ‐ Power Coil 8 Australia 2013 Darwin Airport Airport 7400 ‐ 90 kVA 5 Australia 2019 Melbourne Airport Airport 2400 ‐ Power Coil 4 Australia 2018 Melbourne Airport Airport 2400 ‐ 90 kVA 9 Australia 2018 Melbourne Airport Airport 2400 ‐ Power Coil 2 Australia 2017 Melbourne Airport Airport 2400 ‐ 90 kVA 11 Australia 2014 Melbourne Airport Airport 2300 ‐ Power Coil 22 Australia 2011 Melbourne Airport Airport 2300 ‐ Power Coil 10 Australia 2011 Melbourne Airport Airport 2300 ‐ Power Coil 4 Australia 2009 Perth Airport Airport 2400 ‐ Power Coil 4 Australia 2017 Perth Airport Airport 2400 ‐ Power Coil 4 Australia 2017 Perth Airport Airport 2400 ‐ Power Coil 8 Australia 2017 Perth Airport Airport 2300 ‐ 90 kVA w/TRU 14 Australia 2013 Perth Airport Airport 2300 ‐ Power Coil 21 Australia 2013 Perth Airport Airport 2300 ‐ Power Coil 2 Australia 2013 Perth Airport Airport 2300 ‐ Power Coil -
Annual Report 2000 Flughafen Wien AG
Annual Report 2000 Flughafen Wien AG EUROPE´S BEST ADRESS Key Data on the Flughafen Wien Group Industry Indicators 2000 Change 1999 1999 1998 in % MTOW1) (in mill. tonnes) 5.3 6.6 5.0 5.0 4.7 Passengers (in mill.) 11.9 6.6 11.2 11.2 10.6 Transfer passengers (in mill.) 3.4 9.3 3.1 3.1 2.8 Flight movements 186,469 8.6 171,682 171,682 165,242 Cargo (air cargo and trucking; in tonnes) 180,667 12.1 161,238 161,238 150,123 IAS HGB Financial Indicators 2000 Change 1999 1999 1998 (Amounts in € mill., excl. employees) in % Total turnover 327.4 4.7 312.6 312.6 316.5 Thereof Airport 137.4 4.0 132.1 Thereof Handling 117.9 8.9 108.3 Thereof Non-Aviation 71.7 – 0.4 72.0 EBIT 93.1 4.0 89.5 84.1 65.6 EBIT-Margin2) 27.9 – 1.2 28.2 26.5 20.5 EBITDA-Margin3) 41.1 – 1.3 41.7 41.6 35.0 ROCE4) 14.8 5.1 14.0 13.6 10.2 Net profit 73.1 18.0 61.9 56.0 51.6 Cash flow5) 100.9 – 13.9 117.2 117.8 104.2 Equity 513.7 – 10.1 571.2 574.0 548.6 Capital expenditure6) 28.5 – 46.1 52.9 52.9 24.9 Taxes on income 26.2 – 22.8 33.9 35.0 24.7 Stock Market Indicators 2000 Change 1999 1999 1998 in % P/E Ratio (at year-end) 11.6 – 1.0 11.7 12.8 16.9 Earnings per share 3.5 18.0 3.0 2.7 2.5 Dividend per share (incl. -
Metro Line on Access to Istanbul Airport and Simulation Study of the Covid-19 Effect
Research Journal of Business and Management- RJBM (2020), Vol.7(3),p.149-156 Uzulmez, Ates METRO LINE ON ACCESS TO ISTANBUL AIRPORT AND SIMULATION STUDY OF THE COVID-19 EFFECT DOI: 10.17261/Pressacademia.2020.1278 RJBM- V.7-ISS.3-2020(3)-p.149-156 Mevlut Uzulmez1, Savas S. Ates2 1Erciyes University, Faculty of Aeronautics and Astronautics, Kayseri, Turkey. [email protected], ORCID: 0000-0002-4606-7468 2Eskisehir Technical University, Faculty of Aeronautics and Astronautics, Eskisehir, Turkey. [email protected], ORCID: 0000-0003-2462-0039 Date Received: July 9, 2020 Date Accepted: August 29, 2020 To cite this document Uzulmez M., Ates S.S., (2020). Metro line on access to Istanbul airport and simulation study of the covid-19 effect. Research Journal of Business and Management (RJBM), V.7(3), p.149-156. Permanent link to this document: http://doi.org/10.17261/Pressacademia.2020.1278 Copyright: Published by PressAcademia and limited licensed re-use rights only. ABSTRACT Purpose- It has increased the demand for air transport in the medium and long distance for about two and a half times in Turkey, as in all the world, over the last decade. This increase is for the city of Istanbul in which hosting such a rate of 50% of air traffic in Turkey has brought the need for a new airport. The first phase of Istanbul Airport (IST-LTFM), that is planned to meet the increasing air transport demand in Istanbul and to increase the existing passenger and cargo carrying capacity, was completed in October 2018. Transportation to Istanbul Airport, which is located further away from the places where the settlement is dense, has gained importance due to its location. -
Powerpoint Sunusu
İSTANBUL NEW AIRPORT GUIDE www.igairport.com ACCESS PERMISSION RULES FOR OPERATING IN İGA EXCLUSIVE SERVICES IN İGA STAKEHOLDERS & CONTACTS ID-CARD REGULATIONS AIRPORT OPERATIONS İGA PRODUCTS & SERVICES MEETINGS AND COMMITTEES Registration SHY-14A İstanbul Airport City AOC Apply for ID-card İGA TOM (Terminal Operating AOCC Airport Hotel 24/7 MADKOM Security Awareness Test Manual) General Rules and Conditions İGA Passenger Lounges Stakeholder Meetings İGA Aerodrome Manual A-CDM Buggy Services PERMITS İGA Local Regulations Airside Planning and Capacity Fast Track CONTACTS Vehicle permit Management Dining Facilities Contacts İGA Tool & Working SAFETY MANAGEMENT Terminal Ad-Space Allocations Contacts Stakeholder Survey permit Safety Management System Signage and branding Commercial Fields and Office Contacts Goverment Agencies Photo and Filming Permit Safety Policy -General Rules Allocations Customs Advertising Permit Risk Assessment procedures -Branding Placement Car Parking Lot Passport Police Safety reporting procedures -Airline logos on İGA dynamic IT Services And Support Military Police COURSES signage (monitors) Electrical Concierge Services Health Services Visitor course General Aviation Terminal Health Services Driving course Fueling For GHE DOMESTIC / INTERNATIONAL Check-in counter allocation Other courses ECAC Gates PRM – persons with reduced OTHER SERVICES Domestic Gates mobility AUTHORITY APPROVAL -Power Plant, Water And Natural Transit Rules Self-Service products Catering -
Financial Results of the Business Year 2012/2013
P R E S S I N F O R M A T I O N Result for the 2012/2013 business year (1 April 2012 to 31 March 2013) . Sales and earnings considerably improved . New customers acquired by all divisions and across all regions . Quality-focused business model secures sustainable growth and em- ployment SALES EUR 576.19 million +23.6% EBITDA EUR 58.44 million +13.4% EBIT EUR 41.31 million +27.5% VIENNA – 4 June 2013 – DO & CO Aktiengesellschaft today is publishing its results in accordance with IFRS for its 2012/2013 business year (1 April 2012 to 31 March 2013). In its 2012/2013 business year, the DO & CO Group achieved sales of EUR 576.19 million, an increase of 23.6% or EUR 109.84 million on the previous year’s period. BY 2012/13 BY 2011/12 Change Change Sales in Mio € in Mio € in Mio € in % Airline Catering 400.23 349.81 50.42 14.4% International 71.09 46.01 25.08 54.5% Event Catering Restaurants, Lounges 104.87 70.54 34.34 48.7% & Hotel Group sales 576.19 466.35 109.84 23.6% At the same time, the DO & CO Group also managed to increase its previous year’s results. 1 BY 2012/13 BY 2011/12 Change Change Group in Mio € in Mio € in Mio € in % Sales 576.19 466.35 109.84 23.6% EBITDA 58.44 51.52 6.92 13.4% Depreciation/amortization -17.13 -19.12 1.99 10.4% EBIT 41.31 32.40 8.91 27.5% EBITDA margin 10.1% 11.0% EBIT margin 7.2% 6.9% Employees 6,220 4,166 2,054 49.3% Consolidated earnings before interest and tax (EBIT) of the DO & CO Group amounted to EUR 41.31 million for the 2012/2013 business year, an increase of EUR 8.91 million on the previous business year.