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The Undisputed Leader in World Travel CONTENTS
Report & Accounts 1996-97 ...the undisputed leader in world travel CONTENTS Highlights of the year 1 Chairman’s Statement 2 THE NEXT Chief Executive’s Statement 5 Board Members 8 The Board and Board Committees DECADEIN FEBRUARY 1997 and the Report of the Remuneration Committee 10 British Airways celebrated 10 years of privatisation, with a Directors’ Report 14 renewed commitment to stay at the forefront of the industry. Report of the Auditors on Corporate Governance matters 17 Progress during the last decade has been dazzling as the airline Operating and Financial established itself as one of the most profitable in the world. Review of the year 18 Statement of Directors’ responsibilities 25 Report of the Auditors 25 Success has been built on a firm commitment to customer service, cost control and Group profit and loss account 26 the Company’s ability to change with the times and new demands. Balance sheets 27 As the year 2000 approaches, the nature of the industry and Group cash flow statement 28 competition has changed. The aim now is to create a new Statement of total recognised British Airways for the new millennium, to become the undisputed gains and losses 29 leader in world travel. Reconciliation of movements in shareholders’ funds 29 This involves setting a new direction for the Company with a Notes to the accounts 30 new Mission, Values and Goals; introducing new services and Principal investments 54 products; new ways of working; US GAAP information 55 new behaviours; a new approach to The launch of privatisation spelt a Five year summaries 58 service style and a brand new look. -
Economic Instruments for Reducing Aircraft Noise Theoretical Framework
European LCCs going hybrid: An empirical survey Roland Conrady, Frank Fichert and Richard Klophaus Worms University of Applied Sciences, Germany Competence Center Aviation Management (CCAM) Airneth Annual Conference The Hague, April 14, 2011 Agenda • Motivation/Background • Textbook definition of pure/archetypical LCC • Data for empirical survey • Empirical results: Classification of airline’s business models • Conclusions/discussion Roland Conrady, Frank Fichert, Richard Klophaus – European LCCs going hybrid – The Hague, April 14, 2011 2 Motivation / Background • Significant (and still growing) market share of LCCs in Europe. • Obviously different strategies within the LCC segment. • Market observers see trends towards “hybridization” and/or “converging business models”,e.g.: “On many fronts - pricing, product offering, distribution, fleet, network design and even cost structure - the previously obvious and often blatant differences between budget and legacy carriers are now no longer so apparent. This has resulted from the movement of both parties in the same direction, toward the mainstream middle.” Airline Business, May 2009 (emphasis added). Roland Conrady, Frank Fichert, Richard Klophaus – European LCCs going hybrid - The Hague, April 14, 2011 3 Motivation / Background • Dynamic market environment with recent changes, e.g. some LCCs offering transfer flights or can be booked via GDS. • Yet, very limited empirical analysis of “hybridization”. Roland Conrady, Frank Fichert, Richard Klophaus – European LCCs going hybrid - The Hague, April 14, 2011 4 Aim of the paper It is examined • to what extent carriers today blend low-cost characteristics with the business characteristics of traditional full-service airlines, and • which characteristics remain distinct between LCCs and traditional full-service airlines and which tend to be common for all carriers. -
British Imperial Policy and the Indian Air Route, 1918-1932
British Imperial Policy and the Indian Air Route, 1918-1932 CROMPTON, Teresa Available from Sheffield Hallam University Research Archive (SHURA) at: http://shura.shu.ac.uk/24737/ This document is the author deposited version. You are advised to consult the publisher's version if you wish to cite from it. Published version CROMPTON, Teresa (2014). British Imperial Policy and the Indian Air Route, 1918- 1932. Doctoral, Sheffield Hallam Universiy. Copyright and re-use policy See http://shura.shu.ac.uk/information.html Sheffield Hallam University Research Archive http://shura.shu.ac.uk British Imperial Policy and the Indian Air Route, 1918-1932 Teresa Crompton A thesis submitted in partial fulfilment of the requirements of Sheffield Hallam University for the degree of Doctor of Philosophy January 2014 Abstract The thesis examines the development of the civil air route between Britain and India from 1918 to 1932. Although an Indian route had been pioneered before the First World War, after it ended, fourteen years would pass before the route was established on a permanent basis. The research provides an explanation for the late start and subsequent slow development of the India route. The overall finding is that progress was held back by a combination of interconnected factors operating in both Britain and the Persian Gulf region. These included economic, political, administrative, diplomatic, technological, and cultural factors. The arguments are developed through a methodology that focuses upon two key theoretical concepts which relate, firstly, to interwar civil aviation as part of a dimension of empire, and secondly, to the history of aviation as a new technology. -
Airline Alliances
AIRLINE ALLIANCES by Paul Stephen Dempsey Director, Institute of Air & Space Law McGill University Copyright © 2011 by Paul Stephen Dempsey Open Skies • 1992 - the United States concluded the first second generation “open skies” agreement with the Netherlands. It allowed KLM and any other Dutch carrier to fly to any point in the United States, and allowed U.S. carriers to fly to any point in the Netherlands, a country about the size of West Virginia. The U.S. was ideologically wedded to open markets, so the imbalance in traffic rights was of no concern. Moreover, opening up the Netherlands would allow KLM to drain traffic from surrounding airline networks, which would eventually encourage the surrounding airlines to ask their governments to sign “open skies” bilateral with the United States. • 1993 - the U.S. conferred antitrust immunity on the Wings Alliance between Northwest Airlines and KLM. The encirclement policy began to corrode resistance to liberalization as the sixth freedom traffic drain began to grow; soon Lufthansa, then Air France, were asking their governments to sign liberal bilaterals. • 1996 - Germany fell, followed by the Czech Republic, Italy, Portugal, the Slovak Republic, Malta, Poland. • 2001- the United States had concluded bilateral open skies agreements with 52 nations and concluded its first multilateral open skies agreement with Brunei, Chile, New Zealand and Singapore. • 2002 – France fell. • 2007 - The U.S. and E.U. concluded a multilateral “open skies” traffic agreement that liberalized everything but foreign ownership and cabotage. • 2011 – cumulatively, the U.S. had signed “open skies” bilaterals with more than100 States. Multilateral and Bilateral Air Transport Agreements • Section 5 of the Transit Agreement, and Section 6 of the Transport Agreement, provide: “Each contracting State reserves the right to withhold or revoke a certificate or permit to an air transport enterprise of another State in any case where it is not satisfied that substantial ownership and effective control are vested in nationals of a contracting State . -
Neil Cloughley, Managing Director, Faradair Aerospace
Introduction to Faradair® Linking cities via Hybrid flight ® faradair Neil Cloughley Founder & Managing Director Faradair Aerospace Limited • In the next 15 years it is forecast that 60% of the Worlds population will ® live in cities • Land based transportation networks are already at capacity with rising prices • The next transportation revolution faradair will operate in the skies – it has to! However THREE problems MUST be solved to enable this market; • Noise • Cost of Operations • Emissions But don’t we have aircraft already? A2B Airways, AB Airlines, Aberdeen Airways, Aberdeen Airways, Aberdeen London Express, ACE Freighters, ACE Scotland, Air 2000, Air Anglia, Air Atlanta Europe, Air Belfast, Air Bridge Carriers, Air Bristol, Air Caledonian, Air Cavrel, Air Charter, Air Commerce, Air Commuter, Air Contractors, Air Condor, Air Contractors, Air Cordial, Air Couriers, Air Ecosse, Air Enterprises, Air Europe, Air Europe Express, Air Faisal, Air Ferry, Air Foyle HeavyLift, Air Freight, Air Gregory, Air International (airlines) Air Kent, Air Kilroe, Air Kruise, Air Links, Air Luton, Air Manchester, Air Safaris, Air Sarnia, Air Scandic, Air Scotland, Air Southwest, Air Sylhet, Air Transport Charter, AirUK, Air UK Leisure, Air Ulster, Air Wales, Aircraft Transport and Travel, Airflight, Airspan Travel, Airtours, Airfreight Express, Airways International, Airwork Limited, Airworld Alderney, Air Ferries, Alidair, All Cargo, All Leisure, Allied Airways, Alpha One Airways, Ambassador Airways, Amber Airways, Amberair, Anglo Cargo, Aquila Airways, -
STRENGTHENING International Airlines Group
INTERNATIONAL AIRLINES GROUP ANNUAL REPORT AND ACCOUNTS 2013 STRENGTHENING International Airlines Group 2013 Annual Report and Accounts WorldReginfo - 934e378d-e49b-4677-aa26-426a76bd662c Three years after our creation, International Airlines Group (IAG) has continued to STRENGTHEN its position. REVENUE OPERATING PROFIT (before exceptional items) +6.2% at constant €770m currency up €793m 1,000 5 7 20,000 770 18,67 18,11 8 600 485 16,339 14,79 15,000 5 22 13,456 200 3 -910 0 -2 10,000 -200 5,000 -600 0 -1,000 ‘09‘10 ‘11‘12 ‘13 ‘09‘10 ‘11‘12 ‘13 NON-FUEL UNIT COSTS PRODUCTIVITY LOAD FACTOR PASSENGER UNIT REVENUE -2.7% +4.3% +0.5 points +3.7% at constant at constant currency currency This is a measure of how This measures the amount The number of revenue Passenger revenue we manage costs, which of capacity (ASKs) that passenger kilometres flown divided by capacity to a large extent are our employees deliver expressed as a percentage (ASKs). This reflects both under our control. It is on average each year of the number of available the changes in prices we total non-fuel costs divided (ASKs divided by average seat kilometres flown. charge and the change by capacity (Available Seat number of employees). in volume of our sales. Kilometres ‘ASKs’). WorldReginfo - 934e378d-e49b-4677-aa26-426a76bd662c Group overview Governance Financial overview Financial statements Additional information Table of contents 2 Strengthening Financial overview 76 Operating and market environment Group overview 78 Financial review Introduction 88 Risk management and -
Analysis of Global Airline Alliances As a Strategy for International Network Development by Antonio Tugores-García
Analysis of Global Airline Alliances as a Strategy for International Network Development by Antonio Tugores-García M.S., Civil Engineering, Enginyer de Camins, Canals i Ports Universitat Politècnica de Catalunya, 2008 Submitted to the MIT Engineering Systems Division and the Department of Aeronautics and Astronautics in Partial Fulfillment of the Requirements for the Degrees of Master of Science in Technology and Policy and Master of Science in Aeronautics and Astronautics at the Massachusetts Institute of Technology June 2012 © 2012 Massachusetts Institute of Technology. All rights reserved Signature of Author__________________________________________________________________________________ Antonio Tugores-García Department of Engineering Systems Division Department of Aeronautics and Astronautics May 14, 2012 Certified by___________________________________________________________________________________________ Peter P. Belobaba Principal Research Scientist, Department of Aeronautics and Astronautics Thesis Supervisor Accepted by__________________________________________________________________________________________ Joel P. Clark Professor of Material Systems and Engineering Systems Acting Director, Technology and Policy Program Accepted by___________________________________________________________________________________________ Eytan H. Modiano Professor of Aeronautics and Astronautics Chair, Graduate Program Committee 1 2 Analysis of Global Airline Alliances as a Strategy for International Network Development by Antonio Tugores-García -
Speedbird : the Complete History of Boac Pdf, Epub, Ebook
SPEEDBIRD : THE COMPLETE HISTORY OF BOAC PDF, EPUB, EBOOK Robin Higham | 512 pages | 15 Jul 2013 | Bloomsbury Publishing PLC | 9781780764627 | English | New York, United Kingdom Speedbird : The Complete History of BOAC PDF Book Wartime Routes and Services Chapter 3. A logical answer would be that this one was already in use, but BOAC obviously used 'blocks' of registrations so surely this one would have been included. Spitfire Manual The order was again changed the following year into just 15 standard and 30 Super VC10s. Colour lithograph. By the airline was doing well carrying 1. The suitcases are made from high gloss vulcanised fibreboard with a metallic sheen for a pearlescent white shimmer, which is complemented by Navy leather trim on the corners and handles. The History Teacher's Handbook. Avbryt Send e-post. Seller Inventory xxbeb Published by AuthorHouseUK Not you? As with many of life's endeavours the three most important aspects are 'timing', 'timing' and 'timing'. The two airlines in Britain operating the VC10 have every reason to be grateful not only for the prestige they enjoy through flying this aircraft in their colours but also for the undoubted attraction it has for passengers. Seller Inventory N02L Negative Horizon is Paul Virilio's most original and unified exploration of the key themes and Franco via Aviation Photography of Miami collection. Moreover it includes guidance in a number of fields in which no similar source is available By clicking "That's OK" below, or continuing to use the site, you confirm your agreement to this use. British Overseas Airways Corporation -- Posters. -
Swiss Update
AMOS PRESS RELEASE – AMOS CHOSEN BY THE THREE AIRLINES OF THE bmi GROUP JANUARY 2011 – ANOTHER AMOS CUSTOMER FROM THE LUFTHANSA GROUP – Swiss AviationSoftware (Swiss-AS) and the bmi group have recently ABOUT bmi signed an agreement for the implementation of AMOS at British Midland The bmi group has been based at East Midlands Airport since it International, bmi regional and bmibaby. Swiss-AS will provide the entire opened in 1965 operating the first scheduled services from the region. range of its maintenance management solution from Material The group is split into three divisions: British Midland International, bmi Management to Engineering and Production. regional and bmibaby. The bmi group is part of the Lufthansa Group “The decision to implement AMOS into the entire bmi group and is a member of the Star Alliance. In total, the three airlines have furthermore strengthens our footprint in the UK. We take pride in this over 3’600 employees and carry 7.4 million passengers per year. high-profile deal and are happy to welcome another member of the From its Heathrow hub, bmi operates services to Europe, the Middle Lufthansa Group into the AMOS customer circle,” states Ronald East, Africa and Asia with an all-Airbus fleet of A320 family and A330 Schaeuffele, CEO of Swiss AviationSoftware. aircraft (27 total aircraft). COST-CUTTING POTENTIAL DUE TO FULLY INTEGRATED bmi regional is the UK's most punctual airline. Having a fleet of 18 SOFTWARE aircraft (ERJ-135/145), the airline flies from regional airports to key After a classic selection process in spring 2010 and a site visit to an business destinations across the UK and Europe. -
A Focused Strategy for the 21St Century
A focused strategy for the 21st Century Report & Accounts 1998-99 British Airways has adopted a focused strategy for the 21st Century. It encompasses four main elements: THE WORLD OUR CUSTOMERS OUR PEOPLE PROFITABILITY offering our customers the industry’s leading premium brands, with world beating customer service delivered by inspired people, while building an airline, with alliances, that can truly serve the world, all contributing to a renewed drive towards greater profitability and shareholder value. As the world industry oneworld™ takes off (p6) faces fundamental A growing world network (p7) change, British Airways Alliance partnerships strengthened (p8) is undergoing its fourth More franchises and partners (p9) World Traveller relaunched (p10) strategic evolution New Club World in the wings (p11) since privatisation. Smoother service on the ground (p13) In this year’s annual State-of-the-art workplaces (p14) report, while reviewing Putting People first again (p15) Good people management (p17) the past 12 months, New fleet and network strategies (p18) A focused New World Cargocentre opens (p19) strategy for the Business Efficiency Programme (p20) 21st Century Premium focus (p21) we also focus on our vision for the future. We outline the steps we are taking to ensure we fly into the new millennium firmly on track to become the undisputed leader in world travel. Contents Statement of directors’ Notes to the accounts 38 Year at a glance 1 responsibilities 31 Principal investments 62 Report of the auditors Chairman’s statement 2 United -
Binding Agreement for Bmi Purchase
BINDING AGREEMENT FOR BMI PURCHASE Following the announcement on November 4, 2011, International Airlines Group (IAG) and Deutsche Lufthansa AG (Lufthansa) have today reached a binding agreement for IAG to acquire British Midland Limited (bmi). The cost is £172.5 million in cash though the price is subject to significant reductions. bmi consists of three distinct business units – bmi mainline, bmi regional and bmibaby. Transaction highlights: Acquisition of bmi for £172.5million in cash IAG’s Heathrow slot portfolio to increase by up to 56 additional daily slot pairs Lufthansa to take on bmi’s defined benefit pension scheme Lufthansa has the option to sell bmi regional and bmibaby before completion Significant price reduction if Lufthansa does not opt to sell bmibaby before completion Deal subject to competition clearance Earnings per share (EPS) accretive by 2014 at the latest 2015 operating profit target of €1.5 billion to increase by more than €100 million with consequent increase in EPS Underpins goal of 12 per cent return on capital employed by 2015 Restructuring costs spread over three years and significantly lower in total than bmi’s current annual losses Willie Walsh, IAG chief executive, said: “Buying bmi’s mainline business gives IAG a unique opportunity to grow at Heathrow, one of our key hub airports. Using the slot portfolio more efficiently provides the option to launch new longhaul routes to key trading nations while supporting our broad domestic and shorthaul network. “This deal is good news for the UK as we will maintain a comprehensive domestic schedule including Belfast. Our plans to expand our longhaul network would guarantee growth by making Britain better able to compete on a global scale. -
The UK Domestic Air Transport System: How and Why Is It Changing?
The UK domestic air transport system: how and why is it changing? Future of Mobility: Evidence Review Foresight, Government Office for Science The UK domestic air transport system: how and why is it changing? The UK domestic air transport system: how and why is it changing? Dr Lucy Budd Reader in Air Transport, Loughborough University Professor Stephen Ison Professor of Transport Policy, Loughborough University February 2019 This review has been commissioned as part of the UK government’s Foresight Future of Mobility project. The views expressed are those of the author and do not represent those of any government or organisation. This document is not a statement of government policy. This report has an information cut-off date of September 2018. The UK domestic air transport system: how and why is it changing? Contents Contents ................................................................................................................................................. 3 Introduction ............................................................................................................................................ 4 Scope of the review ............................................................................................................................. 4 Scale and operational characteristics of UK domestic air transport ...................................................... 4 Development and regulation of UK domestic air transport .................................................................... 5 Trends in UK domestic