The LSG Group's Rich Portfolio Includes Catering, Onboard Retail
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AWA AR Editoral
AMERICA WEST HOLDINGS CORPORATION Annual Report 2002 AMERICA WEST HOLDINGS CORPORATION America West Holdings Corporation is an aviation and travel services company. Wholly owned subsidiary, America West Airlines, is the nation’s eighth largest carrier serving 93 destinations in the U.S., Canada and Mexico. The Leisure Company, also a wholly owned subsidiary, is one of the nation’s largest tour packagers. TABLE OF CONTENTS Chairman’s Message to Shareholders 3 20 Years of Pride 11 Board of Directors 12 Corporate Officers 13 Financial Review 15 Selected Consolidated Financial Data The selected consolidated data presented below under the captions “Consolidated Statements of Operations Data” and “Consolidated Balance Sheet Data” as of and for the years ended December 31, 2002, 2001, 2000, 1999 and 1998 are derived from the audited consolidated financial statements of Holdings. The selected consolidated data should be read in conjunction with the consolidated financial statements for the respective periods, the related notes and the related reports of independent accountants. Year Ended December 31, (in thousands except per share amounts) 2002 2001(a) 2000 1999 1998 (as restated) Consolidated statements of operations data: Operating revenues $ 2,047,116 $ 2,065,913 $ 2,344,354 $ 2,210,884 $ 2,023,284 Operating expenses (b) 2,207,196 2,483,784 2,356,991 2,006,333 1,814,221 Operating income (loss) (160,080) (417,871) (12,637) 204,551 209,063 Income (loss) before income taxes and cumulative effect of change in accounting principle (c) (214,757) -
Onboard Retail LSG Sky Chefs – Catering And
LETTER FROM THE EXECUTIVE BOARD AN INDUSTRY-LEADING NETWORK THE LSG GROUP - POSITIONING04 A GLANCE AT THE OPERATIONS 30 MARKET ENVIRONMENT06 CULINARY EXCELLENCE 32 PRODUCT PORTFOLIO08 ENVIRONMENTAL MANAGEMENT 34 STRATEGIC TRANSFORMATION10 PROVEN EXCELLENCE 38 COURSE OF BUSINESS18 OUTLOOK 40 FINANCIAL PERFORMANCE20 CONSOLIDATED INCOME STATEMENT 42 WORLDWIDE PRESENCE24 44KEY FIGURES 25 45 We look forward LETTER FROM THE EXECUTIVE BOARD to exploring with Dear reader, Once again, we gratefully look back at another year of growth Significant steps have been taken in the transformation of the for our industry. Despite looming turbulence over the world‘s LSG Group. Today, we are able to offer a complete portfolio of you. economy, developments in our key areas of activities – air and products and services for a variety of industries. In the backend, rail travel, as well as convenience retail – were positive around we are changing our operational landscape to become even more the globe. This has certainly laid a solid foundation for the flexible through a market-oriented mix of production modules continued good performance achieved by our company. and tailored logistics. And, most importantly, the processes throughout our value chain are progressively growing in The relative stability of our environment has allowed us to focus consistency, leading to higher efficiency. on the improvement of our processes in terms of standardization, sharing of best practices and learning from each other. Thus, Moving forward, we will concentrate on taking advantage of in addition to a satisfying financial result, we have also attained the multiple opportunities offered by digitalization in creating a remarkable operational standard underlined by quality and new products and applications, facilitating our workflows and sustainability. -
Automation Playbook Airlines/Aviation (Al)
AUTOMATION PLAYBOOK AIRLINES/AVIATION (AL) AUTOMATION PLAYBOOK - AL Table of Contents 1. PREFACE ........................................................................................................... 3 2. CONTEXT OF THIS DOCUMENT ................................................................................. 5 3. TRENDS IN AIRLINES INDUSTRY AND RELEVANCE OF AUTOMATION ............................. 5 4. AUTOMATION ACROSS THE AIRLINES INDUSTRY VALUE CHAIN .................................... 8 5. CHALLENGES AND OPPORTUNITIES ......................................................................... 12 6. INTRODUCING PROCESS DRIVEN AUTOMATION .......................................................... 14 6.1. Process catalog ........................................................................................................................... 16 6.2. Function wise Automation Propensity ....................................................................................... 16 7. INTRODUCING THE DIGITAL WORKFORCE – PERSONA DRIVEN AUTOMATION ..................... 18 7.1. Flight Analyst ................................................................................. Error! Bookmark not defined. 7.2. Dispatch Planner ......................................................................................................................... 20 7.3. H R Manager .............................................................................................................................. 21 7.4. Finance Manager ....................................................................................................................... -
Is the Low-Cost Long-Haul Business Model a Threat to European Major Airlines?
Pierre Rolland Is the low-cost long-haul business model a threat to European major airlines? Metropolia University of Applied Sciences Bachelor of Business Administration European Business Administration Bachelor’s Thesis 28/04/2021 Abstract Author Pierre Rolland Title Is the low-cost long-haul business model a threat to European major airlines? Number of Pages 40 pages + 5 appendices Date 28th April 2021 Degree Bachelor of Business Administration Degree Programme European Business Administration Instructor/Tutor Daryl Chapman, Senior Lecturer The objective of this thesis is to understand the low-cost air market in Europe and identify the differences to explain to what extent the low-cost long-haul business is a threat to the European major airlines. This thesis consists of an explanation of the different low-cost long-haul air-market strategies in Europe, observe their development, successes and failures, and analyse their impact on the major airlines. The result of this research shows us that the low-cost model has affected the traditional model, and that major airlines have to adapt their offers to retain their clients. We also find out that the low-cost strategy that applies to the long-haul is not and cannot be the same as the short and medium-haul strategy. Keywords Low-Cost Airlines, Norwegian Air Shuttle, Business Model, Europe, Long-haul, COVID-19 Contents Glossary 1 Introduction 1 2 Current state of the air transport market 3 2.1 Air transport in Europe 4 2.1.1 The medium-haul 6 2.1.2 The long-haul 7 2.2 Low-cost companies 8 -
Issued 08 October 2013 Economy Class Meals Get an a La Carte Upgrade
Economy Class Meals Get an a la Carte Upgrade IdeaWorksCompany.com LLC © 2013 Page 1 Issued 08 October 2013 Economy Class Meals Get an a la Carte Upgrade Innovative carriers hope customers will forego free and pay for better food. Contents Buy on board appears, disappears, and returns ......................................................................... 5 Cruise lines embraced specialty dining a decade ago ................................................................ 6 Enjoy the following global selection of upgraded meals ............................................................. 7 KLM adds “Choice and Control” with a la carte meals ............................................................... 9 This is more complicated than delivering a pizza ...................................................................... 11 Austrian tried full frills and now relies on a la carte .................................................................. 12 How to add sizzle to your product and beef up the bottom line ............................................... 13 Disclosure to Readers of this Report IdeaWorksCompany 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. IdeaWorksCompany 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 -
Ascend Staff
industry Choosing a Model Today, a successful airline can take many different forms, but there are many factors to consider when choosing the right business model. By Lauren Lovelady | Ascend Staff undreds of airlines around the globe par- safe service has helped establish low- be offered complimentary or for a price — ticipate in online travel sites such as cost airlines as viable competitors for such as entertainment, Internet connectiv- HTravelocity, LastMinute.com, Expedia today’s traveler dollars. In general, no ity and meals. Some hybrid carriers offer and Orbitz, displaying their fares, destinations frills — pillows, blankets, movies or “buy-on-board” shopping, an emerging and services to approximately half a billion peo- meals — are offered and none are trend in air travel today. ple worldwide with Internet access. Even air- expected. Overhead costs are kept to a A number of airlines are now experi- lines that don’t subscribe to these travel sites minimum, and air travel is moved in the menting with and attempting to replicate usually have their own Web sites. With the pro- direction of mass transportation. the hybrid carrier formula, particularly liferation of information, it’s no wonder today’s Full-service carriers — Demand for busi- onboard shopping. It’s important to remem- consumers are more savvy and knowledgeable ness travel is once again on the rise. And ber, though, that trends are usually cyclical. than ever before. They know what kind of ser- travelers who spend countless hours in What may seem to be a good idea now may vice they want and expect, which airlines offer airports and airplanes are often more than not be such a good idea two years down it, and what it will cost. -
Valuation Of
Valuation of and the Changing Market Environment Following the Insolvency of Airberlin Program: MSc Applied Economics and Finance Authors: Karen Patricia Steffe (Student number: 106981) Maria Frederiksen (Student number: 57417) Supervisor: Bo Danø Date of submission: 15th of May, 2018 Master Thesis Copenhagen Business School 2018 Number of pages: 114 Executive Summary This master thesis is a valuation of Lufthansa Group as of December 31st, 2017 in light of the changing market environment driven by the insolvency of airberlin Group. Objective The airline industry is at constant change § The objective of this Some structural challenges increasingly define the business master thesis is to environment for Lufthansa with large implications on the corporate evaluate the share price of Lufthansa Group within agenda. Since the liberalization of the EU flight market, competition its current market position significantly increased. The entry of Low Cost Carriers as well as and to give an outlook on ongoing consolidation in the sector puts high pressure on ticket industry changes prices, while costs are driven by fuel expenses as well as following the insolvency employees’ salaries and wages. of airberlin. Insolvency of airberlin strengthens Lufthansa’s market position Lufthansa at a Glance Through the insolvency of airberlin, Lufthansa’s market share on § Founded in 1926, intra-German flights increased from 69% to 87%, making it the Lufthansa Group is based dominant player in this country. It also helped Lufthansa to report a in Germany and is record high net income in 2017 and made the share price increase currently the largest by almost 150% during that year. -
Deutsche Lufthansa Aktiengesellschaft in Respect of Non-Equity Securities Within the Meaning of Art
Base Prospectus 17 November 2020 This document constitutes the base prospectus of Deutsche Lufthansa Aktiengesellschaft in respect of non-equity securities within the meaning of Art. 2 (c) of Regulation (EU) 2017/1129 of the European Parliament and of the Council of June 14, 2017 (the “Prospectus Regulation”) for the purposes of Article 8(1) of the Prospectus Regulation (the “Base Prospectus”). Deutsche Lufthansa Aktiengesellschaft (Cologne, Federal Republic of Germany) as Issuer EUR 4,000,000,000 Debt Issuance Programme (the “Programme”) In relation to notes issued under this Programme, application has been made to the Commission de Surveillance du Secteur Financier (the “CSSF”) of the Grand Duchy of Luxembourg (“Luxembourg”) in its capacity as competent authority under the Luxembourg act relating to prospectuses for securities dated 16 July 2019 (Loi du 16 juillet 2019 relative aux prospectus pour valeurs mobilières et portant mise en oeuvre du règlement (UE) 2017/1129, the “Luxembourg Law”) for approval of this Base Prospectus. The CSSF only approves this Base Prospectus as meeting the standards of completeness, comprehensibility and consistency imposed by the Prospectus Regulation. Such approval should not be considered as an endorsement of the economic or financial opportunity of the operation or the quality and solvency of the Issuer or of the quality of the Notes that are the subject of this Base Prospectus. Investors should make their own assessment as to the suitability of investing in the Notes. By approving this Base Prospectus, the CSSF does not assume any responsibility as to the economic and financial soundness of any issue of Notes under the Programme and the quality or solvency of the Issuer. -
Association of Flight Attendants-CWA
2018-2021 Joint Collective Bargaining Agreement Association of Flight Attendants-CWA AFL-CIO Table of Contents Preamble Section 1 – Non-Discrimination Section 2 – Purpose of Agreement Section 3 – Scope of Agreement Section 4 – Status of Agreement Section 5 – Definitions Section 6 – Seniority Section 7 – Probation Period Section 8 – Hours of Service Section 9 – Junior Available and Premium Open Time Section 10 – Scheduling Section 11 – Reserve Section 12 – Exchange of Sequences (BTB) Section 12 – Exchange of Sequences: Back to Book Section 13 – Uniforms Section 14 – Vacations Section 15 – Leaves of Absence Section 16 – Sick Leave/On the Job Injury Section 17 – Medical Examinations Section 18 – Reduction in Force Section 19 – Grievance Procedures Section 20 – Board of Adjustment Section 21 – Compensation Section 22 – Expenses Section 23 – Insurance Benefits Section 24 – General and Miscellaneous Section 25 – Air Safety, Health and Security Section 26 – Association Security Section 27 – General – Association Section 28 – Domiciles Section 29 – Profit Sharing and Retirement Section 30 – Training Section 31 – Savings Clause Section 32 – Attendance Policy Section 33 – Charters Section 34 – Hotels Section 35 – Duration Letter of Agreement 1 – Boeing Purchase Order 2012 Letter of Agreement 2 – Alaska Air Group Letter of Agreement 3 – Job Protection Letter of Agreement 4 – Retiree Health Insurance Letter of Agreement 5 – Sick Family/Sick Child Letter of Agreement 6 – Supplemental Reduction in Force Letter of Agreement 7 – Virgin America “Red Circle” Pay Rates Grievance 1 – "Withholding Open Time” Award AFA Grievance No. 36-99-02-18-11 Index Reference i Preamble PREAMBLE THIS AGREEMENT is made and entered into in accordance with the provisions of the Railway Labor Act, as amended, by and between ALASKA AIRLINES, INC. -
Titel Zur Ansicht RZ.Indd
Issue 2013 Balance Key data on sustainability within the Lufthansa Group www.lufthansagroup.com/responsibility You will fi nd further information on sustainability within the Lufthansa Group at: www.lufthansagroup.com/responsibility Order your copy of our Annual Report 2012 at: www.lufthansagroup.com/investor-relations 1 Source: Lufthansa Annual Report 2012 2 For the reporting year 2012 the following companies are included: Lufthansa (including Lufthansa CityLine, Air Dolomiti, Eurowings, Contact Air, Augsburg Airways), Lufthansa Cargo, Germanwings, SWISS (including Edelweiss Air) and Austrian Airlines. Excluding the services of third parties as the company can infl u- ence neither performance nor the equipment operated (see also table “Share of third parties” on page 70). 3 Types of fl ights taken into account: all scheduled and charter fl ights. 4 See also table “Fuel consumption” on page 70. 5 Companies referred to as in 2, but including the services of third parties, as these contribute to the Group’s results. Types of fl ights as in 3, but including ferry fl ights, as these represent costs. 6 Balance: segments (operational perspective); Annual Report: distance (customer perspective); one distance can include several segments, e.g. in the event of stops en route. 7 Balance: on the basis of all passengers aboard; Annual Report: on the basis of all revenue passengers. At a glance Business performance data1 2012 2011 Change Revenue million € 30,135 28,734 + 4.9 % of which traffic revenue million € 24,793 23,779 + 4.3 % Operating result million -
LSG Group Labor Dispute Escalating in Key US Market
1 October 2019 Michael Hachey Deputy Director, Research (703) 344-4778 UNITEHERE! [email protected] LSG Group labor dispute escalating in key US market Summary As Deutsche Lufthansa AG (DLAKF) is negotiating a partial or complete sale of LSG group, labor troubles in its airline catering business segment are mounting in the key US market. • LSG Sky Chefs and North American labor union UNITE HERE are far apart on economic issues in ongoing contract negotiations covering all US employees • Tightness in the US labor market and political pressure could drive wages and benefits costs higher • US employees of LSG Sky Chefs voted to authorize strikes and petitioned for release from federal mediation which, if granted, would enable them to strike • North America is LSG Sky Chefs’ largest market, accounting for 53% of external catering revenue in first half-year of 2019 Labor and Management are Far Apart in Ongoing US Labor Negotiations The Master National Agreement with North American labor union UNITE HERE, which covers all of LSG Sky Chefs’ 11,162 employees in the US, is currently amendable. UNITE HERE proposed a $15/hour minimum wage floor, higher annual raises for all employees, and increased spending on health benefits, which Sky Chefs rejected. Currently, hourly wages range from $8.40 - $28.50 with 57% of employees earning less than $15. Workers pay expensive premiums for health insurance, at a cost of over $500/month for family coverage. As of 2018, only 34% of LSG Sky Chefs’ US employees had any employer-provided health insurance coverage and only 9% had coverage for a family member or child. -
Retail Inmotion Expands Agreement with Sunexpress Germany
Retail inMotion expands agreement with SunExpress Germany By Rick Lundstrom on December, 19 2017 | Partnerships, Collaborations & Acquisitions Retail inMotion, the onboard retail specialist of the LSG Group, has extended its existing contract with SunExpress Germany, one of the largest scheduled and charter airline carriers between Europe and Turkey. The new contract is valid for three years and covers full onboard retail management for the airline. Retail inMotion is responsible for designing and managing the airline’s onboard retail program, including category management and the implementation of Vector, their proprietary onboard retail software. The SunExpress onboard retail program consists of around 30 food and beverage items and nearly 70 boutique and duty free articles, which are offered to passengers on board. “The LSG Group is proud to continue the partnership with SunExpress Germany for three more years. We will not only provide our industry leading Retail inMotion technology and take care of the last mile, but Retail inMotion will also further manage the onboard retail program of SunExpress. This is a great sign of trust in our capabilities”, said Lars Redeligx, Chief Commercial Officer Europe at LSG Group. During the airline’s winter schedule, Retail inMotion manages the service of approximately 150 flights per week, which increases to nearly 330 flights per week during the summer schedule. “We are very happy that we could extend our partnership with Retail inMotion as we very much appreciate the flexibility, support and operational reliability of the team,” added Jens Bischof, Managing Director SunExpress. 1 Copyright DutyFree Magazine. All rights reserved. Retail inMotion has been partnering with SunExpress since the airline introduced its onboard retail program in 2014.