Another LCC Take-Off Planned for 2015
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TRAVEL OPTIONS – CONNECTIONS Access Pg1 | Flights Pg2
TRAVEL OPTIONS – CONNECTIONS Access Pg1 | Flights Pg2 MORE Family Collection - Head Office/Reservations | Tel: +27 (0) 11 880 9992 | Email: [email protected] www.more.co.za Access By air: • Guests can fly into Victoria Falls International Airport (VFA), Zimbabwe or Harry Mwanga Nkumbula International Airport (LVI), Zambia • A complimentary, shared shuttle service (excluding UNIVISA) is available to transfer guests between Victoria Falls International Airport and the homestead, 20 minutes away • A complimentary, shared shuttle transfer (excluding UNIVISA) between Harry Mwanga Nkumbula International Airport and the homestead, 45 minutes away, can be arrange through MORE Family Collection Reservations • A private shuttle transfer (excluding UNIVISA) is charged for at US$51 per person, one way By rail: • Rovos Rail luxury train service operates a four-day journey from Pretoria, South Africa to Victoria Falls town, Zimbabwe • A complimentary, shared shuttle service is available to transfer guests between the station and the homestead, 10 minutes away Driving Times and Distances Approximate lengths of journeys to and from Ursula’s Homestead Location Travel Time Kilometres Miles Victoria Falls 15min 11km 7mi Victoria Falls town 10min 8km 5mi Zambian border 18min 12km 7mi Rovos Rail, Victoria Falls stop 10min 8km 5mi Victoria Falls International Airport 20min 13km 8mi Harry Mwanga Nkumbula Intl Airport, Livingstone 45min 29km 18mi Airlines and Flight Schedules Airlink Operates daily-scheduled, direct flights between Cape Town International Airport (CPT) and Victoria Falls International Airport (VFA). Cape Town (CPT) / Victoria Falls (VFA) / Cape Town (CPT) Flight Number Departure Arrival SA8690 CPT 08h30 VFA 11h15 SA8691 VFA 11h45 CPT 14h40 Pg 1 Operates daily-scheduled direct flights between Nelspruit’s Kruger Mpumalanga International Airport (MQP) and Livingstone’s Harry Mwanga Nkumbula International Airport (LVI). -
49Th AASA Annual General Assembly 2019 What’S Stopping Us? 10Th - 13Th October 2019 LUX* Saint Gilles Hotel, Reunion
49th AASA Annual General Assembly 2019 What’s stopping us? 10th - 13th October 2019 LUX* Saint Gilles Hotel, Reunion Hosted by Image: Air Austral 49th AASA Annual General Assembly 2019 What’s stopping us? Airlines Association of Southern Africa (AASA) The Airlines Association of Southern Africa (AASA), is an organisation which was formed in 1970 to represent the mutual interests of its Members. Membership is open to all airlines based in countries south of the equator, including the Indian Ocean Islands. There are currently 20 Airline Members. In addition, Associate Membership is open to airline partner organisations. There are currently 37 Associate Members, including infrastructure service providers, several oil companies, major aircraft manufacturers, engine manufacturers, ground handling companies, service providers, other industry associations and partners. AASA is the representative airline organisation within Southern Africa working together with the leaders of the aviation industry and senior public and government officials on matters of policy, legislation, regulation, planning, operational efficiency, safety, security and finance, affecting the overall profitability of the airlines and their continued sustainability. AASA also leads and coordinates the airline industry position on airport, airspace and civil aviation issues, as well as consumer legislation, environmental and tourism matters, and provides media response to important industry issues. AASA’s responsibility includes the representation of SADC-based airlines on the SADC Civil Aviation Committee as the Airline Consultative Member. AASA is a regular participant and contributor to the International Civil Aviation Organization (ICAO) and International Air Transport Association (IATA) initiatives in the region. With AASA’s focus concentrated on any issue impacting the airline business, the regular liaison and good working relationship with its Members and partners is highly valued. -
CHAPTER 11: Civil Aviation Industry
CHAPTER 11: Civil Aviation Industry 11.1 AIR TRANSPORT The main objective of the decision was IN AFRICA the gradual liberalization of scheduled and non-scheduled intra-African air services, The poor state of land transport infrastructure abolishing limits on the capacity and and freight and passenger services in much frequency of international air services within of Africa appears to offer a promising Africa, liberalizing fares and universally opportunity for the further development of air granting traffi c rights up to the ”fi fth freedom transport services throughout the continent. At of the air.”2 Signatory states were obliged to this stage, the key policy issues for Zimbabwe ensure the fair opportunity to compete on a are the ways it can benefi t from the ongoing nondiscriminatory basis. A monitoring body liberalization of civil aviation within the was to supervise and implement the decision, continent called for in the Yamoussoukro and an African air transport executing agency Decision of 1999 and the actions it needs to was to ensure fair competition. Even though take in the decade ahead to ensure that the the decision was a pan-African agreement benefi ts of liberalization are realized. to which most African states are bound, the parties decided that it should be implemented 11.1.1 The Yamoussoukro Decision by separate regional economic organizations. The monitoring body has met only a few Over the past three decades, much of the times. Competition rules and arbitration world has moved from a strictly regulated air procedures are still pending. A recent World transport industry to a more liberalized one. -
Competitive Strategies and Entry Strategies of Low Cost Airline Incumbent 1Time Airline
Competitive Strategies and Entry Strategies of Low Cost Airline Incumbent 1time Airline A dissertation submitted in partial fulfilment of the requirements for the degree of Masters in Business Administration of Rhodes University by Diane Potgieter January 2007 Abstract This dissertation reports on the factors that contributed to the successful entry strategy of 1time Airline, a low cost carrier, into the South African airline industry as well as its competitive strategies within this context. Research interviews were conducted in November 2005 and research material gathered until end January 2006. Key issues include an evaluation of 1time's business model in relation to other low cost entrants as well as against material sourced through interviews with 1time Airline management, employees and consumers of the airline's product. Porter's Generic Strategies and Five Forces model are used as a framework in evaluating the airline. It is found that Nohria, Joyce and Robertson's "4+2 Formula" is effectively implemented at the airline, but that further implementation of Game Theory in terms of alliances should be investigated for continued success and sustainability. " \ I Contents Chapter 1 Context ...... ... ....................... ............................. ... .. .................................. 1 1.1 Introduction ................................................. .. .... .................. .. ................ .............. .. ... 1 1.2 The global airline industry ......................................... .. .. ...... .. .. .. ................... -
An Assessment of Key Success Factors in the South African Low Cost Airline Industry
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by University of Johannesburg Institutional Repository An assessment of key success factors in the South African low cost airline industry Authors Davids S. (University of Johannesburg) Mapinga T. (University of Johannesburg) Mtimkulu Z. (University of Johannesburg) Dhliwayo S. (University of Johannesburg) Contact author Dhliwayo Department of Business Management Johannesburg Business School University of Johannesburg. P.O. Box 524, Auckland Park, 2006 Johannesburg. South Africa Phone: 027 11 559 1698 Abstract Deregulation of the South African Low Cost Airline lowered entry barriers which resulted in 11 airlines entering the market between 1990 and 2018 but only 6 are still operating. Using a literature and qualitative method, the study found that there are key success factors that actors in the industry have to adhere to enhance their survival. These include having support from a full service parent airline, modern fleet and tapping into the market of those who normally would not fly, among many others. The key success factors seem to have been applied by those that succeeded in the industry. BACKGROUND The deregulation of the South African airline industry in 1990, created opportunities for low cost airlines to emerge and compete within the industry (Paelo & Vilikazi 2016). According to the South African Low Cost Airline Industry study carried out by Mhlanga (2017) deregulation as “an act or process of eliminating regulations and restrictions from a given industry, or the reduction or removal of centralised power in a particular industry usually enacted to create more competition within the industry”. -
Overview of the Developments in the Domestic Airline Industry in South Africa Since Market Deregulation
Page 1 of 11 Original Research Overview of the developments in the domestic airline industry in South Africa since market deregulation Authors: Deregulation or liberalisation of air transport has had major global impacts on the domestic 1 Rose Luke air transport markets, with effects ranging from stimulation to changes in the structure and Jackie Walters1 functioning of these markets. In South Africa, deregulation has had wide-reaching effects on Affiliations: the domestic market. The purpose of this article was to investigate the current domestic air 1Institute of Transport and transport market. A literature review was performed to examine the effects of deregulation in Logistics Studies (Africa), other domestic air transport markets around the world. This was followed by a review of the University of Johannesburg, South Africa South African domestic air transport market prior to deregulation in order to determine the changes that were made following deregulation. The ten-year period immediately following Correspondence to: deregulation was also examined; this period was characterised by relatively large numbers of Rose Luke market entries and exits. A database was obtained from the Airports Company South Africa; Email: air traffic movements, passenger numbers and load factors were evaluated. The study showed [email protected] that the market is still characterised by regular market entries and exits. Also that the entry of the low-cost carriers has stimulated the market, resulting in increased air traffic movements, Postal address: higher passenger numbers, higher load factors in general and the opening of a secondary PO Box 524, Auckland Park, Johannesburg 2006, airport in Gauteng, Lanseria International. -
Why Durban, Kwazulu-Natal Top Reasons to Land Here
DIRECT ACCESS TO DURBAN CONTENTS Destination: Catchment and Demographics page 03 Destination: Air Traffic Statistics - Durban page 21 Destination: Tourism and Trade - KwaZulu-Natal page 29 Cargo: Imports and Exports page 37 King Shaka Int. Airport: Infrastructure and Operations page 49 Route Development: Team and Support page 59 Page 1 WARM BEACHES DESTINATION: CATCHMENT AND DEMOGRAPHICS Page 3 WHERE AFRICA, SOUTH AFRICA, KWAZULU-NATAL (KZN), DURBAN KWAZULU-NATAL (KZN) AFRICA KWAZULU-NATAL-NATAL RICHARDS BAY HARBOUR SOUTH AFRICA DURBAN DURBAN DUBE TRADEPORT DURBAN HARBOUR Destination: Catchment and Demographics Page 4 CURRENT NETWORK DURBAN AFRICA DURBAN, INTERNATIONAL ROUTES SOUTH AFRICA KWAZULU-NATAL REGIONAL ROUTES DOMESTIC ROUTES Destination: Catchment and Demographics Page 5 CURRENT NETWORK EXISTING AIRLINE CUSTOMERS Destination: Catchment and Demographics Page 6 WHY DURBAN, KWAZULU-NATAL TOP REASONS TO LAND HERE POPULATION ECONOMY South Africa’s 2nd most populated: South Africa’s 2nd largest economy: • Province - KwaZulu-Natal: 10.9m • 16% contribution to the country’s GDP in 2015 • City - Durban: 3.5m • One of the fastest growing regions in the 2nd country (avg. GDP growth of 3.6%, 2004-14) TOURISM BUSINESS AND TRADE Diverse and popular leisure destination: • Boasts the 3rd highest export and import • Heritage, Beach, Adventure, Safari propensity and the 2nd highest level of • Attracts 1.3m foreign visitors industrialisation in the country and 13.9m domestic visitors per year • KZN houses the 2 largest seaports in the Southern Hemisphere, -
COMPETITION TRIBUNAL of SOUTH AFRICA Case No
COMPETITION TRIBUNAL OF SOUTH AFRICA Case No: 91/CR/Dec09 2008Apr3682 In the matter between: 1time AIRLINE (PTY) LIMITED Complainant/Applicant And LANSERIA INTERNATIONAL AIRPORT (PTY) LIMITED 1st Respondent COMAIR LIMITED t/a KULULA.COM 2nd Respondent Panel : Norman Manoim (Presiding Member), Yasmin Carrim (Tribunal Member) Thandi Orleyn (Tribunal Member) Heard on : 02 July 2010 Order issued on : 29 July 2010 Reasons issued on : 29 July 2010 Reasons for Decision and Order Introduction 1]This is an application for leave to amend a complaint referral brought in terms of section 51(1). We have decided to grant the application and set out our reasons below. 1 Background 1]The applicant is 1time Airline (Pty) Ltd (“1time”), which offers low-fare scheduled passenger services within South Africa. The first respondent is Lanseria International Airport (Pty) Ltd (“Lanseria”) a company which owns and operates a private airport in Gauteng (“Lanseria Airport”). The second respondent is Comair Limited trading as Kulula.com (“Kulula”). Kulula competes with 1time in the provision of low fare scheduled services within South Africa. 2]On 16 April 2008 1time filed a complaint with the Competition Commission (“the Commission”) against Lanseria and Kulula in terms of section 49B of the Competition Act, 1998, as amended (“the Act”). In its complaint, 1time alleged that certain terms of an exclusive agreement and/or arrangement concluded between Lanseria and Kulula relating to Kulula’s usage of Lanseria constituted a contravention of section 8(c), alternatively section 5(1), of the Act, and that this had the effect of substantially preventing or impeding 1times’ growth within the relevant market. -
Airline Schedules & Fares
AIRLINE SCHEDULES & FARES PEMBA AIRLINK (+27 11 451 7300) CHILD POLICY 0 – 1 yrs (up to 23 months) pay 10% + taxes (sitting on lap) 2 – 11yrs pay full adult rate + taxes NEEDED TO BOOK THESE: Date of birth Book the flights directly with Lourens on [email protected] JNB to Pemba Mon, Wed, Thu, Fri & Sat 11h30 – Depart JNB 14h20 – Arrive POL – SA8204 (Please note that there is not a flight on Good Friday 29 March) Pemba to JNB Mon, Wed, Thu, Fri & Sat 14h55 – Depart POL 17h50 – Arrive JNB – SA8205 (Please note that there is not a flight on Good Friday 29 March) Route Fare Tax (Approx and subject to change) JNB / POL / JNB R 4 200 R 2 600 = R 6 800 (Return) IT fares are only bookable for return flights. For one way flights, please contact Lourens directly to get a valid quote. Any changes on flights are charged at ZAR 500 LAM (+27 11 622 4889 / 615 9588) CHILD POLICY 0 – 1 yrs (up to 23 months) pay 10% of the fare + taxes (sitting on lap) 2 – 11yrs pay 75% + taxes COPY OF THE CHILD’S BIRTH CERTIFICATE NEEDED WITH PAYMENT JNB to Pemba Daily 08h40 – Depart JNB 13h10 – Arrive POL – TM312 (Via MPM) Pemba to JNB Daily 13h50 – Depart POL 18h30 – Arrive JNB – TM315 (Via MPM) Route Fare Tax (Approx and subject to change) JNB / POL / JNB R2600.00 R2500.00 = R5100.00 (Return) JNB / POL R2350.00 R1250.00 = R3600.00 (One Way) POL / JNB R2220.00 R1250.00 = R3470.00 (One Way) Updated Apr ‘13 1 VILANCULOS AIRLINK (+27 11 451 7300) CHILD POLICY 0 – 1 yrs (up to 23 months) pay 10% + taxes (sitting on lap) 2 – 11yrs pay full adult rate + taxes NEEDED TO BOOK THESE: Date of birth Book the flights directly with Veronica - [email protected] or Fatima - [email protected] FLIGHTS WILL COMMENCE FROM 22MARCH 2013 JNB to Vilanculos Mon, Wed & Fri 10h30 – Depart JNB 12h45 – Arrive VNX – SA8240 (Direct) Tue & Sat flights will be added from July ’13. -
Annual Report
AIR TRAFFIC & NAVIGATION SERVICES SOC LIMITED INTEGRATED 20 REPORT 18 CONTENTS Performance highlights 4 About the Integrated Report 5 Scope and boundary of report 5 Navigating this report 5 Referencing content online 7 Feedback 7 Approach to integrated reporting 7 Sustainability statement 7 Assurance 8 Statement of precautionary principle 10 Board of Directors Approval Statement 10 Organisational profile 12 Vision 12 Mission 12 Values 12 Nature and purpose of our business 12 Organisational structure and business model 12 Structure of ATNS’s operations 17 Contextualising our operations 22 Global business context 25 Regional context 25 National context 25 Developmental context 25 Commitment to external initiatives 28 Leadership review 29 1 CONTENTS CONTINUED Governance and assurance 34 Performance 114 Application of KING IV 34 Ensure long-term financial sustainability 114 Ethical leadership and corporate citizenship 34 Enhancing operational efficiencies in line with global ATM standards 117 ATNS Board of Directors 42 Develop leadership capability in the Africa ATM space 120 ATNS Executive Committee 54 Create a transformative organisation 121 How ATNS’s control framework creates value 60 Build a culture of safety 123 Remuneration 66 Build a skilled and capable employee resource base 126 Code of ethics 70 Manage the organisation’s contribution to Climate Change 126 Manage and preserve scarce and vulnerable resources 128 Material issues 72 Develop enterprise-wide awareness for environmental impacts 131 Clustering of ATNS’s material issues 76 -
South Africa Travel Guide
South Africa Travel Guide A Natural Landscape from South Africa South Africa tours offer an enigmatic experience. This country is situated at the southernmost edge of the African continent and in its north there is Botswana and Zimbabwe, it is bounded on the northeast by Mozambique and Swaziland, while Namibia is there in the northwest. The Indian Ocean washes its shore on the eastern side, on the southern part there is the confluence of the Indian and Atlantic Oceans, and the Atlantic Ocean is there on the western side. Here, you will find a variety of land forms like desert dunes, Savannah, subtropical forests, and white-sandy coast. You can indulge in exploring wildlife, which is considered the best in Africa. The place is full of penguins and elephants as well as 1000 bird species, while Western Cape has the richest floral kingdoms in the world. South Africa travel cannot be complete without going to Cape Town, where you will find the Table Mountain. This is an integral part of the nature reserve and here you will find wooden paths which allow you to roam without causing any harm to unique plant life. Here Dassies (rock Hyrax), which resemble giant guinea pigs, are found lazing on the rocks in the sun. The Cape Town has a laid back attitude of the city. Getting In Reaching South Africa is always convenient for the visitors as there are plenty of options of getting into this country. This southern part of the continent is vast in size, and thus provides a lot of opportunities to the tourists. -
Network Planning Exclusive Insight, Powered by Data from the Flightglobal Portfolio 2015
NETWORK PLANNING Exclusive insight, powered by data from the Flightglobal portfolio 2015 Top 100 airlines African aviation focus World’s leading airports Infographics and analysis Visit us on booth N229 flightglobal.com NETWORK PLANNING 2015 CONTENTS ABOUT US 3 AIRLINES Airlines keep steady traffic pace 5 Top 100 passenger operations 6 Focus on African airlines 8 AIRPORTS The world’s top airports (traffic) 12 Top 10 African airports 14 Building African capacity 15 Airport analysis: focus on growth 16 The world’s top 20 airport groups (revenue) 17 Find out more at: flightglobal.com ABOUT US Flightglobal connects professionals to intelligence and data across aerospace, aircraft finance and air transport. Powered by the world’s most comprehensive fleets data, aircraft values and airline schedules, Flightglobal delivers intelligence, analysis and insight to drive the strategies of leading aviation companies, enabling them to generate growth, find new opportunities and make informed investment decisions. Flightglobal now includes Innovata, a leading source of airline schedules data covering more than 800 carriers worldwide, providing our customers with unparalleled schedules data. Visit us on booth N229 to find out more about us and to pick up a copy of Airline Business magazine, the leading journal for senior airline executives Flightglobal provides insight and analysis to drive growth: Analysis tools Flexible data feeds Mapping solutions New and ceased routes Schedule data Airline intelligence flightglobal.com Flightglobal | 3 FG-Dashboard.qxp_AmerAirlines-Advert-197x267-FINAL 08/09/2014 15:38 Page 1 NETWORK PLANNING 2015 From industry trends to detailed routes and airline data, Flightglobal can help you to build your growth strategy DASHBOARD AD Illustration shows conceptual data only Professionals in aviation and aerospace rely on Flightglobal to inform business opportunities in route development and market growth through its unique combination of fleets, aircraft schedules data, airline and traffic data, together with news, analysis and insights.