DOCSLIB.ORG

Message from the Ceo

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Message from the Ceo MESSAGE FROM THE CEO Iceland is an island nation that relies heavily on flight transportation and trading with other nations. We wish to welcome our guests while still being able to enjoy the excitement of being able to travel to exotic places, experience new cultures and exchange knowledge and goods with other nations. These lead to progress, and we thereby create economic growth for the national economy. We here at Isavia also understand that the growth must be sustainable and that we must work in harmony with our community. It is a matter of some satisfaction that the international flight sector as a whole is working together to reduce carbon emissions. We are also aware that we must play our part and that co- operation is the key to success. We have set ourselves a course and action plans which we will work toward with every effort in co-operation with our business partners. We will e.g. work with neighbouring local authorities at Keflavík Airport toward a future vision of the area, taking into account the UN Global Goals. This is not least because Keflavík Airport is the largest workplace on the Reykjanes peninsula, and the growing scope of the airport has, therefore, a considerable impact on the municipalities around it. 2018 was another busy year for us. Passenger movements through Isavia airports totalled just under 10.6 million in 2018, an increase of just under 11% from 2017. The number of international passengers using Icelandic scheduled-flight airports increased from just under 8.8 million to just over 9.8 million, i.e. an increase of some 12% year-on-year. The number of domestic passengers fell over the same period, from just over 772,000 to just under 737,000, i.e. a decrease of some 5%. The year’s operations went well, and despite a greater slowdown in passenger number increases than had been anticipated during the latter part of the year, the operating results were in accordance with the company’s original financial forecasts. The operating income of the Group amounted to almost ISK 42bn and increased by ISK 3.8bn between years, or by around 10%. EBITDA, i.e. results before depreciation, financial items and taxes, increased by almost ISK 1.5bn, or 15%. The total assets amounted to ISK 79.8bn at year-end 2018, an increase of ISK 7.3bn between years. The position of cash and cash equivalents continued to be strong by the end of the year, as did the company’s access to borrowed funds for continued development. Isavia’s tax footprint for 2018 was ISK 9,152m. This is the proportion that the Group pays or collects in the form of taxes and public levies, together with matching contributions to employee pension funds. Increased scope of operations and growth calls for new solutions, with the added fact that great challenges await us internationally. With this in mind, Isavia’s policies were revised. Increased focus was brought to bear on corporate responsibility in accordance with the company’s policies that were set in this regard in 2016. We will continue to work on the adoption of the policies in co-operation with our employees, business partners and the local community. We have been party to the UN Global Compact since 2016. By virtue of its participation, Isavia undertakes to ensure that its polices and work practices are in accordance with the ten basic rules of the United Nations on human rights, work issues, environmental issues and actions against corruption. We undertake, moreover, to participate in projects supporting the UN’s Sustainable Development Goals and to publish information on the company’s social responsibility. We concentrate on issues in a number of fields, and the company sets itself high standards in this respect every year. Objectives and related improvement projects were selected with reference to the nature and policies of the company, comments from external stakeholders and the principles of the UN Global Compact, international goals and related government priorities. The objectives for 2019 are linked to six of the seventeen UN Global Goals. WE UNDERTAKE, MOREOVER, TO“ PARTICIPATE IN PROJECTS SUPPORTING THE UN’S SUSTAINABLE DEVELOPMENT GOALS AND TO PUBLISH INFORMATION ON THE COMPANY’S SOCIAL RESPONSIBILITY. „ Isavia issues an annual and social responsibility report according to the criteria of the Global Reporting Initiative for the third time this year. The report is modelled on the GRI Standards: Core this year together with GRI-G4 special provisions for airports. These special provisions deal specifically with the challenges and opportunities faced by airports when it comes to sustainability. Consideration is given to the company’s operations and to their impact on the economy, the environment and the community. The report is only issued electronically on the Internet this year. A large number of employees from all departments within the company were involved in its preparation, and we recruited an external consultant to review and ensure the reliability of the information. We welcome any and all comments on the content of the report, as continuous improvements are an integral part of our operations. The key to success lies in the concentrated efforts of the employees of Isavia. I would like to express my thanks to all my colleagues for all their efforts and excellent collaboration. We are a united team! Together, we perform better. This social responsibility report describes the operation of Isavia in 2018. The report is published as a progress report toward our goals as regards the UN Global Compact Convention (UNGC). Thereby we confirm our wish to work in accordance with the ten principles of the UN and work toward global goals. We declare our continued support of the UN Global Compact. Björn Óli Hauksson, CEO ISAVIA’S OPERATIONS Isavia is a publicly owned company responsible for the operation, maintenance and development of airports for scheduled flights and landing sites in Iceland. In addition, the company provides air navigation services for domestic and international flights over the northern part of the North Atlantic Ocean. MISSION Isavia is a service company in airport ISAVIA’S POLICY operations and air navigation and forms the foundation for Iceland’s civil Isavia is responsible for the operation and aviation. We work maintenance of the infrastructure that is the basis together to be a part of a pleasant journey for aviation services in Iceland, connections to the both in Iceland and wider world and flights between three continents abroad. over a large areaIts operations are of considerable national interest. The employees, moreover, make VISION every effort to conduct their work in a safe and Centre for aviation in efficient manner in harmony with the community. the North Atlantic. The importance and priorities of these operations are reflected in the company’s policy pyramid. OUR VALUES SAFETY Safety is our middle name. We are aware of risks, follow recognised processes and thereby contribute to the safety of the public, customers and staff. This is achieved by means of disciplined operating procedures, constant gathering of knowledge and systematic monitoring. CO-OPERATION We are one team. Co-operation leads to success. We respect the work of others and work in harmony with the community around us. SERVICE We are hospitable. We provide a good service, welcome our customers and meet their expectations with a positive attitude and respect. POLICY FORMULATION OUR GOALS Isavia is a publicly owned company and operates in Our goals are pillars which help us to work accordance with operations and state-ownership in a targeted way to legislation. The company’s policies are formulated fulfil our misson and by its Board of Directors and Executive Board achieve our vision. A within this framework. A review of the company’s desirable and progressive policies was completed in 2018. It was decided to workplace offering sharpen the company’s mission, vision, values and enjoyable challenges goals. Policies were arranged into a policy pyramid, and the Board of Directors approved the overall • Valuable and efficient service policy mid-way through the year, after consultation with staff. In accordance with the priorities • Operations established for the company’s operations, social featuring targeted responsibility was adopted as one of the adoption of new technology and company’s goals. Managers and staff are expected development of to follow company policy, and the Executive Board processes and is responsible for implementing policy. responses • Profitable company Isavia has set support policies in accordance with in the short and long the company’s overall policy where appropriate. term based on strong There exist policies on staff, social responsibility, infrastructure the environment, quality, safety, information • A socially security, working conditions, marketing and risk. responsible company The also exists a gender equality plan, a See more about purchasing practice policy, a code of conduct for Isavia's policy employees, codes of conduct for suppliers and ownership policies for the Duty Free Store and Tern. The executive directors of each field are responsible for support policies as appropriate. Support policies are set and reviewed in accordance with formal procedures, and policies are approved by the Managing Director or the Board of Directors, as appropriate. Decisions on Isavia’s day-to-day operations, including issues relating to social responsibility, are taken by the company’s Managing Director and Executive Board. Isavia’s Board of Directors monitors issues related to this field and regularly discusses matters concerning the company’s financial position, development plans, organisational issues, service and efficiency, human resources and security and quality issues. ISAVIA’S OPERATIONS Isavia is a publicly owned company responsible for the operation, maintenance and development of airports for scheduled flights and landing sites in Iceland.
Load more

Recommended publications
  • AMATII Proceedings
    PROCEEDINGS: Arctic Transportation Infrastructure: Response Capacity and Sustainable Development 3-6 December 2012 | Reykjavik, Iceland Prepared for the Sustainable Development Working Group By Institute of the North, Anchorage, Alaska, USA 20 DECEMBER 2012 SARA FRENCH, WALTER AND DUNCAN GORDON FOUNDATION FRENCH, WALTER SARA ICELANDIC COAST GUARD INSTITUTE OF THE NORTH INSTITUTE OF THE NORTH SARA FRENCH, WALTER AND DUNCAN GORDON FOUNDATION Table of Contents Introduction ................................................................................ 5 Acknowledgments .........................................................................6 Abbreviations and Acronyms ..........................................................7 Executive Summary .......................................................................8 Chapters—Workshop Proceedings................................................. 10 1. Current infrastructure and response 2. Current and future activity 3. Infrastructure and investment 4. Infrastructure and sustainable development 5. Conclusions: What’s next? Appendices ................................................................................ 21 A. Arctic vignettes—innovative best practices B. Case studies—showcasing Arctic infrastructure C. Workshop materials 1) Workshop agenda 2) Workshop participants 3) Project-related terminology 4) List of data points and definitions 5) List of Arctic marine and aviation infrastructure ALASKA DEPARTMENT OF ENVIRONMENTAL CONSERVATION INSTITUTE OF THE NORTH INSTITUTE OF THE NORTH
    [Show full text]
  • My Personal Callsign List This List Was Not Designed for Publication However Due to Several Requests I Have Decided to Make It Downloadable
    - www.egxwinfogroup.co.uk - The EGXWinfo Group of Twitter Accounts - @EGXWinfoGroup on Twitter - My Personal Callsign List This list was not designed for publication however due to several requests I have decided to make it downloadable. It is a mixture of listed callsigns and logged callsigns so some have numbers after the callsign as they were heard. Use CTL+F in Adobe Reader to search for your callsign Callsign ICAO/PRI IATA Unit Type Based Country Type ABG AAB W9 Abelag Aviation Belgium Civil ARMYAIR AAC Army Air Corps United Kingdom Civil AgustaWestland Lynx AH.9A/AW159 Wildcat ARMYAIR 200# AAC 2Regt | AAC AH.1 AAC Middle Wallop United Kingdom Military ARMYAIR 300# AAC 3Regt | AAC AgustaWestland AH-64 Apache AH.1 RAF Wattisham United Kingdom Military ARMYAIR 400# AAC 4Regt | AAC AgustaWestland AH-64 Apache AH.1 RAF Wattisham United Kingdom Military ARMYAIR 500# AAC 5Regt AAC/RAF Britten-Norman Islander/Defender JHCFS Aldergrove United Kingdom Military ARMYAIR 600# AAC 657Sqn | JSFAW | AAC Various RAF Odiham United Kingdom Military Ambassador AAD Mann Air Ltd United Kingdom Civil AIGLE AZUR AAF ZI Aigle Azur France Civil ATLANTIC AAG KI Air Atlantique United Kingdom Civil ATLANTIC AAG Atlantic Flight Training United Kingdom Civil ALOHA AAH KH Aloha Air Cargo United States Civil BOREALIS AAI Air Aurora United States Civil ALFA SUDAN AAJ Alfa Airlines Sudan Civil ALASKA ISLAND AAK Alaska Island Air United States Civil AMERICAN AAL AA American Airlines United States Civil AM CORP AAM Aviation Management Corporation United States Civil
    [Show full text]
  • Bsc Business Administration
    BSc Business Administration How have current market conditions affected Icelandic airlines compared to international competitors and how to they perform differently? December 2018 Student: Þórunn Andrésdóttir Kt: 160493-2759 Instructor: Katrín Ólafsdóttir Scanned with CamScanner Abstract The behavior of the commercial aviation market has changed greatly in the last 4 decade which has caused the market to shift from an oligopoly market to a monopolistic competitive market. This shift has increased competition in the market as low-cost carriers, budget airlines, have entered the market causing the prices of airfare to drop. With increased competition on the market and new airlines entering the market with innovative ideas, it has created operation difficulties for airlines in the market. In particular the Icelandic airlines, as airline expenses have steadily been increasing. Rising jet fuel prices, increasing average wages and exchange rate deficit are among the changes in the market that are weighing heavily on airlines expenses. This thesis discusses how these market factors affect the Icelandic airlines and how their performance is different compared to the competition in the market. The analysis that was conducted showed that the Icelandic airlines spend more on jet fuel and employee’s salary than their competition. However, Icelandair’s unit cost was the second lowest in the analysis which indicates that the airline is more likely to survive if there will be a major decrease in airfare demand in the market. Key words: commercial aviation, Icelandic airlines, jet fuel, average wages, CASK, transatlantic routes. Preface This final project is a 12 ECTS thesis for a BSc degree in Business Administration at Reykjavík University.
    [Show full text]
  • Total Icelandair Passenger Flights: Icelandair's Management Information System
    The Impact of Coordination and Relationships in an Outsourcing Environment: The Airline Departure Process by T6mas Ingason B.S. Industrial Engineering University of Iceland Submitted to the Engineering Systems Division in Partial Fulfillment of the Requirements for the Degree of Master of Engineering in Logistics at the Massachusetts Institute of Technology June 2006 O 2006 T6mas Ingason All rights reserved The author hereby grants to MIT permission to reproduce and to distribute publicly paper and electronic copies of this thesis document in whole or in part. ~HWS Signature of Author ......................................................:. ..W .-. .."... .......................-C .a.. .....*.......... Engineering Systems Division May 12,2006 Certified by ................................................................................. ..-. ..*...................................b.. ... Dr. R. John Hansman, Jr. Professor of Aeronautics and Astronautics Director, International Center for Air Tr sportation / 2The#pervisor Accepted by ........................................................................................... Yossi Sheffi Professor of Civil Professor of Engineering Systems Director, MIT Center for Transportation and Logistics The Impact of Coordination and Relationships in an Outsourcing Environment: The Airline Departure Process Tbmas Ingason Submitted to the Engineering Systems Division on May 12,2006 in Partial Fulfillment of the Requirements for the Degree of Master of Engineering in Logistics Abstract Complicated business
    [Show full text]
  • 1 PASSENGER OPERATIONS SEVERELY IMPACTED by COVID-19 EBIT Negative by USD 105.1 Million in Q2 2020, Down by USD 81.0 Millio
    27 July 2020 | Icelandair Group Interim Report PASSENGER OPERATIONS SEVERELY IMPACTED BY COVID-19 ▪ EBIT negative by USD 105.1 million in Q2 2020, down by USD 81.0 million ▪ Net loss of USD 90.8 million in Q2 ▪ COVID-19-related one-off cost amounted to USD 43.8 million in Q2 and USD 224.8 million in the first 6 months of the year ▪ Equity amounted to USD 118.4 million at the end of June 2020. Equity ratio was 11% ▪ Cash and cash equivalent amounted to USD 153.6 million at the end of June 2020 ▪ Icelandair’s available seat kilometers (ASK) decreased by 97% between years and the number of passengers by 98% ▪ Cargo flight hours doubled from last year BOGI NILS BOGASON, PRESIDENT & CEO “The second quarter was severely impacted by the COVID-19 pandemic. We only operated three per cent of our planned passenger flight schedule but focused on keeping vital air routes open to Europe and North America. Revenue, which decreased by 85% between years, was driven by our cargo and aircraft leasing operations where our employees across the Group showed remarkable resourcefulness and flexibility to seize opportunities during this challenging time. In the second quarter, cargo flight hours doubled from last year. We had to take difficult but necessary measures in the quarter to reduce cost and prevent cash outflow. This included significant reduction in our workforce and changes to our organisational structure. The work on the financial restructuring of the Company is progressing and we aim to have reached agreements with all our key stakeholders by the end of July, followed by a share offering in August.
    [Show full text]
  • Tourism in Iceland: Soft Landing Or a Belly Flop?
    Tourism in Iceland: Soft landing or a belly flop? Arion Research October 2018 Table of contents • Key findings (p. 3) • From zero to hero (p. 4) • Airlines operating environment and impact on tourist arrivals (p. 11) • The downside risk is significant (p. 21) • Are we getting ahead of ourselves in hotel construction? (p. 28) – How do Icelandic hotels fare in international comparison? (p. 38) – Airbnb showing signs of growing pains (p. 49) • How quickly the tide turns (p. 54) Key findings • Increased capacity of the Icelandic airlines has played a large role in the sensational growth in tourist arrivals to Iceland. • Although oil prices have surged since 2016, airfares have not followed. According to estimates, the Icelandic airlines will pay around one thousand ISK with each passenger in 2018, a development that is unsustainable in the long run. Airfares are simply too cheap and they need to increase. Analysis of tourist’s price elasticity of demand indicate that rising airfares could lead to decrease in number of tourists, especially if the ISK remains strong. • We predict very little growth in tourism in the coming years. In our base case tourist arrivals will increase by 1.4% next year and 2.4% in 2020. There is quite a lot of uncertainty, but we consider the downward risk to be greater. For example, if growth in VIA passengers continues at the same rate in 2019 as it has done in 2018, number of inbound tourists could slightly decrease. Global trade tension could also slow growth in passenger transport, a development which would affect Iceland.
    [Show full text]
  • 363 Part 238—Contracts With
    Immigration and Naturalization Service, Justice § 238.3 (2) The country where the alien was mented on Form I±420. The contracts born; with transportation lines referred to in (3) The country where the alien has a section 238(c) of the Act shall be made residence; or by the Commissioner on behalf of the (4) Any country willing to accept the government and shall be documented alien. on Form I±426. The contracts with (c) Contiguous territory and adjacent transportation lines desiring their pas- islands. Any alien ordered excluded who sengers to be preinspected at places boarded an aircraft or vessel in foreign outside the United States shall be contiguous territory or in any adjacent made by the Commissioner on behalf of island shall be deported to such foreign the government and shall be docu- contiguous territory or adjacent island mented on Form I±425; except that con- if the alien is a native, citizen, subject, tracts for irregularly operated charter or national of such foreign contiguous flights may be entered into by the Ex- territory or adjacent island, or if the ecutive Associate Commissioner for alien has a residence in such foreign Operations or an Immigration Officer contiguous territory or adjacent is- designated by the Executive Associate land. Otherwise, the alien shall be de- Commissioner for Operations and hav- ported, in the first instance, to the ing jurisdiction over the location country in which is located the port at where the inspection will take place. which the alien embarked for such for- [57 FR 59907, Dec. 17, 1992] eign contiguous territory or adjacent island.
    [Show full text]
  • U.S. Department of Transportation Federal
    U.S. DEPARTMENT OF ORDER TRANSPORTATION JO 7340.2E FEDERAL AVIATION Effective Date: ADMINISTRATION July 24, 2014 Air Traffic Organization Policy Subject: Contractions Includes Change 1 dated 11/13/14 https://www.faa.gov/air_traffic/publications/atpubs/CNT/3-3.HTM A 3- Company Country Telephony Ltr AAA AVICON AVIATION CONSULTANTS & AGENTS PAKISTAN AAB ABELAG AVIATION BELGIUM ABG AAC ARMY AIR CORPS UNITED KINGDOM ARMYAIR AAD MANN AIR LTD (T/A AMBASSADOR) UNITED KINGDOM AMBASSADOR AAE EXPRESS AIR, INC. (PHOENIX, AZ) UNITED STATES ARIZONA AAF AIGLE AZUR FRANCE AIGLE AZUR AAG ATLANTIC FLIGHT TRAINING LTD. UNITED KINGDOM ATLANTIC AAH AEKO KULA, INC D/B/A ALOHA AIR CARGO (HONOLULU, UNITED STATES ALOHA HI) AAI AIR AURORA, INC. (SUGAR GROVE, IL) UNITED STATES BOREALIS AAJ ALFA AIRLINES CO., LTD SUDAN ALFA SUDAN AAK ALASKA ISLAND AIR, INC. (ANCHORAGE, AK) UNITED STATES ALASKA ISLAND AAL AMERICAN AIRLINES INC. UNITED STATES AMERICAN AAM AIM AIR REPUBLIC OF MOLDOVA AIM AIR AAN AMSTERDAM AIRLINES B.V. NETHERLANDS AMSTEL AAO ADMINISTRACION AERONAUTICA INTERNACIONAL, S.A. MEXICO AEROINTER DE C.V. AAP ARABASCO AIR SERVICES SAUDI ARABIA ARABASCO AAQ ASIA ATLANTIC AIRLINES CO., LTD THAILAND ASIA ATLANTIC AAR ASIANA AIRLINES REPUBLIC OF KOREA ASIANA AAS ASKARI AVIATION (PVT) LTD PAKISTAN AL-AAS AAT AIR CENTRAL ASIA KYRGYZSTAN AAU AEROPA S.R.L. ITALY AAV ASTRO AIR INTERNATIONAL, INC. PHILIPPINES ASTRO-PHIL AAW AFRICAN AIRLINES CORPORATION LIBYA AFRIQIYAH AAX ADVANCE AVIATION CO., LTD THAILAND ADVANCE AVIATION AAY ALLEGIANT AIR, INC. (FRESNO, CA) UNITED STATES ALLEGIANT AAZ AEOLUS AIR LIMITED GAMBIA AEOLUS ABA AERO-BETA GMBH & CO., STUTTGART GERMANY AEROBETA ABB AFRICAN BUSINESS AND TRANSPORTATIONS DEMOCRATIC REPUBLIC OF AFRICAN BUSINESS THE CONGO ABC ABC WORLD AIRWAYS GUIDE ABD AIR ATLANTA ICELANDIC ICELAND ATLANTA ABE ABAN AIR IRAN (ISLAMIC REPUBLIC ABAN OF) ABF SCANWINGS OY, FINLAND FINLAND SKYWINGS ABG ABAKAN-AVIA RUSSIAN FEDERATION ABAKAN-AVIA ABH HOKURIKU-KOUKUU CO., LTD JAPAN ABI ALBA-AIR AVIACION, S.L.
    [Show full text]
  • KEFLAVIK International Airport Airport Area Development Strategy – Part 2
    Invest in Iceland Agency KEFLAVIK International Airport Airport Area Development Strategy – Part 2 Task 1 : Best Practice Amsterdam, Berlin, Frankfurt – Task 2 : Update Stakeholder Mapping and Mission Statement – Task 3 : Options for Corporate Governance Model – Task 4 : Master Plan Review – Task 5 : Definition of Key Clusters Final Report June 2007 PwC Overall Table of Contents KEFLAVIK INTERNATIONAL AIRPORT AIRPORT AREA DEVELOPMENT STRATEGY TASK 1 : BENCHMARK/ BEST PRACTICE AMSTERDAM/ BERLIN/ FRANKFURT TASK 2 : UPDATE STAKEHOLDER MAPPING AND MISSION STATEMENT TASK 3 : OPTIONS FOR CORPORATE GOVERNANCE MODEL TASK 4 : MASTER PLAN REVIEW TASK 5 : DEFINITION OF KEY CLUSTERS TASK 6 : MONEY STREAMS RELATED TO CORPORATE GOVERNANCE MODEL TASK 7 : MARKET AND COMPETITIVE ANALYSIS KEY CLUSTERS June 2007 PricewaterhouseCoopers Final report Slide 2 Task 1 : Benchmark/ Best Practice Overall Table of Contents Amsterdam – Berlin - Frankfurt Task 1 : Benchmark/ Best Practice Amsterdam/ Berlin/ Frankfurt 7 Purpose and Methodology 8 Main Findings 11 Development Companies : Structure 12 Development Companies : Structure Amsterdam 15 Development Companies : Structure Berlin 18 Development Companies : Structure Frankfurt 20 Employment and Value added for the region 23 Sales and Marketing 26 Master planning 32 Key findings 34 June 2007 PricewaterhouseCoopers Final report Slide 3 Overall Table of Contents Task 2 : Update Stakeholder Mapping and Mission Statement 37 Purpose and Methodology 38 Stakeholder Identification 42 Stakeholder Understanding 43 Public Parties
    [Show full text]
  • Keflavik Airport Makes Ties with Tampa
    7 September 2017 Keflavik Airport makes ties with Tampa Continuing to record significant growth in passenger numbers, Keflavik Airport has welcomed the latest addition to its ever-growing route network with the arrival of Icelandair’s new link to Tampa. With the 5,779-kilometre route operated twice-weekly on the carrier’s 183-seat 757-200s, the Icelandic hub celebrated the inaugural flight of the airport pair yesterday. Becoming Keflavik’s 18th US destination – its 23rd in North America – the new service further consolidates the US as the airport’s largest country market served in terms of S17 seat capacity. Facing no direct competition on the link to Florida’s Gulf Coast, Icelandair adds its 13th US destination from its base, now offering almost 20,000 weekly seats to the US from Iceland’s largest airport. Expecting to reach 8.7 million passengers this year, Keflavik has seen its traffic nearly double since 2015. Photo caption: Celebrating the latest addition to its ever-growing route network, Keflavik Airport welcomes the inaugural flight of Icelandair’s twice-weekly service to Tampa with a traditional fire truck water arch. Notes for Editors Isavia handles the operation and development of all airports in Iceland, including its four international airports – Keflavik, Reykjavik, Akureyri and Egilsstaðir. Keflavik welcomed more than 6.8 million passengers in 2016, flying on the airport’s scheduled services to 100 destinations across 27 countries. This year the airport serves 112 destinations across 30 countries. Monthly passenger traffic growth at Keflavik in June 2017 was 22%. Keflavik won anna.aero’s Euro ANNIE award for the fastest growing airport in Europe in the 5-10 million annual passenger category in July 2017.
    [Show full text]
  • & Modifications Structural Repairs
    April 2020 - www.avitrader.com Structural repairs & modifications In focus: Magellan Aviation Group Q&A: WinAir MRO News from around the world People on the Move latest appointments Editor‘s Page 2 MROs brace for impact he impact of Covid-19 is no doubt spreading and Part 145 MRO businesses are included in the to every sector of the aerospace industry . The package . However, getting that support timely will Tmaintenance sector is already suffering from be crucial . the decline in air traffic and MROs big and small are having to significantly adjust their operations In some positive news, MTU Aero Engines has due to the unprecedented knock-on effects . announced a gradual restart of operations at its Published monthly by German sites . Capacities will be increased ac- In March Lufthansa Technik indicated that once cording to demand and the situation in the sup- AviTrader Publications Corp. the full extent of the crisis is measured, the initial ply chain . In the week from April 20, around 20% Suite 305, South Tower impact would be “massive .” After reporting record of employees are expected to be working . In the 5811 Cooney Road revenue and earnings in 2019, the MRO provider following weeks, the volume of work will further Richmond, British Columbia warned that looking ahead, much would depend increase gradually . V6X 3M1 on the duration of the crisis and how customers The restart at MTU Maintenance’s facilities in Canada will recover from it . Lufthansa Technik is one of several MROs that have prepared a comprehen- Hannover and Berlin will commence on April 27 .
    [Show full text]
  • Flight Safety Digest December 2002
    FLIGHT SAFETY FOUNDATION DECEMBER 2002 FLIGHT SAFETY DIGEST International Efforts Raise Awareness to Prevent Approach-and-landing Accidents Status Report on HUDs FLIGHT SAFETY FOUNDATION For Everyone Concerned With the Safety of Flight Flight Safety Digest OFFICERS AND STAFF Hon. Carl W. Vogt Vol. 21 No. 12 December 2002 Chairman, Board of Governors Stuart Matthews In This Issue President and CEO Robert H. Vandel International Efforts Raise Awareness to Executive Vice President Prevent Approach-and-landing Accidents 1 James S. Waugh Jr. During 2002, organizations in several areas of the world Treasurer adapted and disseminated information from Flight Safety ADMINISTRATIVE Foundation’s ALAR Tool Kit to meet the regional needs of Ellen Plaugher thousands of pilots, air traffic controllers and other aviation Special Events and Products Manager professionals. Linda Crowley Horger Manager, Support Services Head-up Displays in Civil Aviation: FINANCIAL A Status Report 22 Crystal N. Phillips Director of Finance and Administration Airlines and business aircraft operators worldwide Millicent Wheeler increasingly are recognizing the safety benefits — chiefly, Accountant the improvement of flight crew situational awareness — the TECHNICAL increased operational capabilities and the associated James M. Burin economic benefits of using HUDs. Enhanced vision systems Director of Technical Programs and synthetic vision systems add to the utility of this tool. Joanne Anderson Technical Programs Specialist Data Show Final Approach and Landing Louis A. Sorrentino III Remain Riskiest Phase of Flight 32 Managing Director of Internal Evaluation Programs Robert Feeler Data compiled by The Boeing Co. show that the majority of Q-Star Program Administrator hull-loss accidents and/or fatal accidents among Western- Robert Dodd, Ph.D.
    [Show full text]