DOCSLIB.ORG

Annual Report 2017 Finnair Annual Report 2017 2

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Annual Report 2017 Finnair Annual Report 2017 2 ANNUAL REPORT 2017 FINNAIR ANNUAL REPORT 2017 2 CONTENTS 2 About this report 93 Governance 94 Corporate governance statement 2017 in brief 106 Risk management and major risks 3 CEO’s Review 111 Remuneration statement 5 2017 Highlights 118 Board of Directors 119 Executive board 7 Strategy 120 Information for the shareholders 8 About Finnair 9 Operational environment 122 Sustainability 10 Megatrends impacting Finnair 123 Materiality analysis 11 Value creation and strategy 125 Reporting principles 17 Stakeholder engagement 127 Management principles 18 Commitment to Sustainable 133 Economic responsibility development 136 Social responsibility 20 Key Performance Indicators 146 Environmental responsibility About this report and value creation, as well as a review of stakeholder 155 Global Compact content index This report’s intended audience consists of shareholders, engagement and megatrends. In addition, the Annual 21 Finance 156 GRI G4 content index investors, analysts, media, customers, employees, other Report includes a tax footprint statement. The sustainabi- 22 Key figures 160 Independent Practitioners’ interested stakeholders and the general public. Finnair lity section describes Finnair’s management principles and 24 Report of the Board of Directors Limited Assurance Report Group’s core business consists of the airline business. The its materiality analysis process, and the resulting reporting aspects, indicators and data in more detail. 37 Financial Statements purpose of the Annual Report, including its sustainability 85 Calculation of key ratios 161 Contact information section prepared under the GRI G4 reporting framework, 86 Board of Directors’ is to account for the company’s financial, economic, social Finnair has made efforts to facilitate reading its financial and environmental impacts, and to explain their strategic proposal on the dividend statements and to clarify the overall picture that can be business significance. 87 Auditor’s report derived from them. 91 Tax footprint • The notes of Finnair’s financial statements have been Finnair considers sustainability a critical and strategic combined to business related sections. Each section aspect of business performance. Thus, sustainability repor- sets out the accounting principles applied in producing ting is an integral part of its annual reporting framework. these notes together with any critical accounting esti- The report describes Finnair’s material activities in 2017 mates and sources of uncertainty. across all its units. Non-financial reporting required by The • Interesting figures have been highlighted by circling Finnish Accounting Act for the first time for the year 2017 them, and these as well as other highlights are is included in the Report of the Board of Directors in the explained in a text box marked with a star. Finance section of this Annual Report. • Illustrating charts have been inserted in various sections of the financial statements so as to facilitate The Annual Report contains highlights in Finnair’s business understanding the figures. units in 2017, a statement by the CEO, a section on str ategy FINNAIR ANNUAL REPORT 2017 3 CEO’S REVIEW 2017 was an excellent year for Finnair. We succeeded in accelerating growth while improving our result. The turnaround we have achieved in our operations we have succeeded in developing our products and and financial performance is a shared accomplish- services in the right way. Additional revenue, cargo and ment by everyone at Finnair. For this, I wish to thank travel services all saw significant growth. I am especially our personnel who have made an excellent contribution delighted by how Aurinkomatkat Suntours was able to during this period of growth and transformation - and improve its operations during the past couple of years, also during the past hard times. There are one thousand transforming into the largest tour operator in Finland more people working at Finnair now than at the begin- when measured by number of passengers. The recovery ning of 2017. I also wish to thank our customers for their in demand for cargo services was also visible as load continuing trust and support. factors and cargo unit revenue both improved. Our COOL Nordic Cargo terminal, which is partly using own solar The overall favourable market environment in 2017 power, was opened at the end of the year, giving us the supported our growth. Also well-timed increases in possibility to increase cargo volumes and the handling of capacity, the right decisions concerning routes and the special cargo. growth in air travel demand all positively contributed to our passenger traffic. Measured by passenger numbers In 2017, we focused on digitalisation. We have built a and increases in capacity, we were able to outgrow our strong digitalisation team and we have made a good competition in Asian traffic and increase our market start in the transformation of our business. New techno- share. Competition remained intense on routes to logies and digital transformation offer us wonderful new Europe and North America. We opened five new long- opportunities to develop our customer service, to make haul routes in 2017 and added flights to many Asian our operations more efficient and to transform the way and European destinations. Finland is experiencing we work for the better. However, we have just scratched significant growth in tourism, which is why we strongly the surface here. I strongly believe that in the future, increased the number of flights to Lapland. Lapland digitalisation will provide us with completely new busi- will remain the number one destination for our Asian ness opportunities. passengers in the winter of 2018, as it was in 2017. NEW TECHNOLOGIES OFFER US WONDERFUL We also continued the modernisation of our fleet and we Despite the growth in capacity, it was extremely pleasing now have eleven A350 aircraft. The A350 aircraft have NEW OPPORTUNITIES TO DEVELOP OUR that our aircraft were full throughout the year. Record proven to be reliable and have been very well received CUSTOMER SERVICE, TO MAKE OUR passenger numbers, an increase in the passenger load by customers. They have also contributed to an increase OPERATIONS MORE EFFICIENT AND factor and improvement in the Net Promoter Score, in fuel efficiency as expected: fuel consumption per which indicates customer satisfaction, all tell us that available seat kilometre was reduced by 3.2 per cent TO TRANSFORM THE WAY WE WORK. FINNAIR ANNUAL REPORT 2017 4 THIS TRANSFORMATION HAS ALLOWED PROFITABLE GROWTH TO REALLY TAKE OFF AND WE PLAN TO CONTINUE IN THE SAME WAY. ABOVE ALL, GROWTH IS GENERATED FROM OUR CORE BUSINESS, BUT WE ARE ALSO LOOKING FOR NEW AVENUES FOR GROWTH. last year, and consumption as well as CO2 emissions per remained strong despite major investments in our fleet. available tonne kilometre were reduced by as much as Our efforts could also be seen in the trust shown by 6.7 per cent. the stock market in our performance: our share price increased 218 per cent during 2017, and we reached In addition to reducing emissions, we also work acti- the large companies class on the Nasdaq Helsinki stock vely in other fields of sustainability. Finnair is deeply exchange at the beginning of 2018. involved in the international work on sustainability in the aviation industry. Our industry has actively pursued This transformation has allowed profitable growth to the realisation of the goals for sustainable development really take off and we plan to continue in the same way. set by the UN and made use of these goals in suppor- Above all, growth is generated from our core business, ting work in sustainable development. The Air Transport but we are also looking for new avenues for growth. Action Group (ATAG), which represents the whole field Last year, we introduced the Finnair Holidays product in of commercial aviation, published the Flying in Forma- Finland and Sweden, and we are continuing the deter- tion report last year to clarify the importance of these mined development of new products. Interest in the sustainable development goals for our industry, and to Nordic Countries is a rising trend, which is why we are highlight how our industry can make it possible to reach making a strong effort to market the unique Nordic these goals. We were actively involved in the drafting of experience. I believe in the strong growth of air traffic this report because we believe that further cooperation and in the new business opportunities made possible by will help us reach our goals and support our commit- the global travel ecosystem and digitalisation. ment to the UN’s Global Compact initiative.1 Our renewal and growth will continue, and at the begin- We have also been recognised for our work in sustaina- ning of 2018, at a faster pace than ever before. bility. You can read more about this work in the review by our Director of Corporate Sustainability and in the Sustainability section of this annual report. Pekka Vauramo President and CEO The excellent work done by everyone at Finnair was @pekkavau mirrored in the positive development of our finances last year. Our revenue grew by nearly 11 per cent to 2.6 billion euros. Our comparable result more than tripled, reaching 170 million euros, and our balance sheet 1 https://gcnordic.net/about-the-nordic-network/countries/finland/ FINNAIR ANNUAL REPORT 2017 5 2017 HIGHLIGHTS New digital services taken in use Approximately one quarter of Finnair sales come through the company’s digital platform – company internet pages, mobile application and in-flight entertainment system – and Finnair continued to develop these platform. Finnair also took into use new digital services. On Finnair’s flights to and from China, Finnair took into use the popular Alipay mobile payment solution, and also started ticket sales in China through its WeChat account and enabled WePay payments. Finnair took into use a new SkyPay sales system for its inflight Record number of passengers sales, which makes it easier to pay purchases and Finnair increased its passenger numbers by over enables contactless payments.
Load more

Recommended publications
  • Tap Air Portugal Founded 74 Years Ago, Brings Europe, the Americas and Africa Closer, Flying to More Than 90 Destinations with a Fleet in Excess of 100 Aircraft
    TAP AIR PORTUGAL FOUNDED 74 YEARS AGO, BRINGS EUROPE, THE AMERICAS AND AFRICA CLOSER, FLYING TO MORE THAN 90 DESTINATIONS WITH A FLEET IN EXCESS OF 100 AIRCRAFT. LED MOOD LIGHTING TO REDUCE JET LAG 20-inch monitor State-of-the-art in-flight entertainment system Wi-Fi with free text messaging Innovative noise reduction technology New Airbus A330neo TAP was the first airline in the world to operate this leading-edge aircraft type, offering additional space and passenger comfort, as well as, a modern environment, larger overhead baggage compartments and a state-of-the-art in-flight entertainment system. With noise reduction technology and more efficient Rolls-Royce Trent engines and advanced design, it is more fuel-efficient and less polluting than other aircraft. 4 TAP offers 8 destinations within North America (and more than 30+ destinations code-shared with JetBlue and United Airlines), 11 destinations to South America (and more than 40 code-shared with Azul), 50 in Europe and 17 in Africa, with excellent connections. Alicante Budapest Geneva Malaga Nice Toulouse NEW Amesterdam Cologne Gran Canaria Manchester Oslo Valencia ROUTES Barcelona Copenhagen Hamburg Marseille Paris Warsaw 2019 Berlin Dublin Helsinki Milan Prague Venice Bilbao Dusseldorf London Moscow Rome Wien Bologne Stockholm Luxembourg Munich Seville Zurich Bordeaux Florence Lyon Nantes Stuttgart Choose TAP Brussels Frankfurt Madrid Naples Tenerife North America South America Leading airline from Boston San Francisco Belém Fortaleza Rio de Janeiro Europe to Brazil, Chicago Toronto Belo Horizonte Natal Salvador Miami Washington Brasília Porto Alegre São Paulo offering more than 80 New York Caracas Recife weekly flights to ten (JFK e Newark) Brazilian cities (Belém, Belo Horizonte, Brasilia, Fortaleza, Natal, Middle Africa Abidjan Casablanca Maputo São Vicente Porto Alegre, Recife, East Accra Conakry Marrakesh Tangier Tel Avive Rio de Janeiro, São Banjul Dakkar Praia Paulo and Salvador).
    [Show full text]
  • Amadeus Yearbook of Ancillary Revenue by Ideaworks
    Issued 29 August 2012 The Amadeus Yearbook of Ancillary Revenue by IdeaWorks Table of Contents 2012 Amadeus Yearbook of Ancillary Revenue ................................................................................... 4 Europe and Russia ............................................................................................................................... 17 The Americas........................................................................................................................................ 28 Asia and the South Pacific ................................................................................................................. 52 Middle East and Africa ........................................................................................................................ 63 Currency Exchange Rates Used for the Worldwide Statistics .................................................. 67 Disclosure to Readers of this Report IdeaWorks 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. IdeaWorks 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 represent the official view of Amadeus. Issued by IdeaWorksCompany.com LLC Shorewood, Wisconsin, USA www.IdeaWorksCompany.com The free distribution of this report
    [Show full text]
  • MEDIA KIT 2019 Spice SPICEJET’S EXCLUSIVE INFLIGHT MAGAZINE Spice
    MEDIA KIT 2019 spice SPICEJET’S EXCLUSIVE INFLIGHT MAGAZINE spice THE INFLIGHT MAGAZINE MEDIA KIT 2019 MEDIA KIT 2019 spice SPICEJET’S EXCLUSIVE INFLIGHT MAGAZINE | | | SPICEJET’S SOARING SUCCESS | | | “FOR THE 50TH MONTH IN A ROW SPICEJET HAS FLOWN WITH THE HIGHEST LOADS IN SPICEJET MARKET INDIA. IN MAY, OUR PLF STOOD AT 93.9%. THIS IS A FEAT UNPARALLELED IN GLOBAL AVIATION SHARE AS PER DGCA INDUSTRY AND A HUGE MILESTONE FOR SPICEJET. THIS RECORD FIRMLY ESTABLISHES SPICEJET SIGNS CODESHARE SPICEJET’S STANDING AS THE COUNTRY’S MOST AGREEMENT WITH EMIRATES MARKET SHARE TO PREFERRED AIRLINE.” TO GAIN LARGER GLOBAL INCREASE BY 5% FOOTPRINT FROM JUNE 2019 INTRODUCTING SPICEBIZ: 15% ONWARDS THE SALIENT FEATURES • SPICEJET HAS A DEDICATED CABIN CREW FOR BUSINESS CLASS PASSENGERS. • THEY WILL ALSO HAVE A WIDE VARIETY OF GOURMET MEALS TO CHOOSE FROM. • THERE WILL BE DEDICATED AIRPORT COACHES FOR 575 PASSENGERS USING THE SPICEBIZ FACILITY. 94% DAILY FLIGHTS TO 62 • SPICEJET WILL SOON OFFER SPICEBIZ ON SELECT PASSENGER LOAD FACTOR FOR 50 DESTINATIONS WHICH INTERNATIONAL ROUTES. SUCCESSIVE MONTHS, A FIRST IN INCLUDE 53 DOMESTIC AND INDIAN AVIATION HISTORY. 9 INTERNATIONAL. SPICEJET WON THE MOST OUTSTANDING GLOBAL THE EDITOR’S AVIATION TURNAROUND AWARD CHOICE AWARD AT THE IIIRD TRAVEL & HOSPITALITY FOR BEST DOMESTIC LOW AWARDS COST AIRLINE AT THE TIMES TRAVEL AWARDS * As per DGCA website MEDIA KIT 2019 spice SPICEJET’S EXCLUSIVE INFLIGHT MAGAZINE | | | ADVANTAGE SPICE ROUTE | | | More than 1.8 million passengers 67% board SpiceJet MALE flights every PASSENGERS month 205 Boeing 737 SpiceJet has 50 Bombardier+ a fleet of planes to be added within 2 Years 100 aircraft Your space in the sky.
    [Show full text]
  • Annual Report 2000
    Northwest Northwest Annual Report Airlines Corporation Corporation Annual Report 2000 Northwest Airlines Corporation 5101 Northwest Drive St. Paul, MN 55000-3034 www.nwa.com ©2000 Northwest Airlines Corporation 2000 Northwest Airlines Annual Report 2000 CONDENSED FINANCIAL HIGHLIGHTS Northwest Airlines Corporation Year Ended December 31 Percent (Dollars in millions, except per share data) 2000 1999 Change FINANCIALS Operating Revenues $ 11,415 $ 10,276 11.1 Operating Expenses 10,846 9,562 13.4 Operating Income $ 569 $ 714 Operating Margin 5.0% 6.9% (1.9)pts. Net Income $ 256 $ 300 Our cover depicts the new Detroit terminal, Earnings Per Common Share: due to open in 2001. Basic $ 3.09 $ 3.69 Diluted $ 2.77 $ 3.26 Number of Common Shares Outstanding (millions) 85.1 84.6 NORTHWEST AIRLINES is the world’s fourth largest airline with domestic hubs in OPERATING STATISTICS Detroit, Minneapolis/St. Paul and Memphis, Asian hubs in Tokyo and Osaka, and a Scheduled Service: European hub in Amsterdam. Northwest Airlines and its alliance partners, including Available Seat Miles (ASM) (millions) 103,356 99,446 3.9 Continental Airlines and KLM Royal Dutch Airlines, offer customers a global airline Revenue Passenger Miles (RPM) (millions) 79,128 74,168 6.7 network serving more than 785 cities in 120 countries on six continents. Passenger Load Factor 76.6% 74.6% 2.0 pts. Revenue Passengers (millions) 58.7 56.1 4.6 Table of Contents Revenue Yield Per Passenger Mile 12.04¢ 11.58¢ 4.0 Passenger Revenue Per Scheduled ASM 9.21¢ 8.64¢ 6.6 To Our Shareholders .
    [Show full text]
  • Statement on the Corporate Governance and Steering System 2016 Finnvera’S Financial Review 2016 2
    Statement on the Corporate Governance and Steering System 2016 FINNVERA’s FinanciaL REVIEW 2016 2 Statement on the Corporate Governance and Steering System Finnvera’s Financial Review 2016 Statement on the Corporate Governance and Steering System Contents Statement on the Corporate Governance and Steering System .............. 3 Acts and rules governing the operations ........................................... 3 The goals of good corporate governance ........................................... 3 Ownership and ownership policy ..................................................... 4 Administrative bodies of Finnvera ........................................ ........... 4 General Meeting of Shareholders ........................................ 4 Supervisory Board ............................................................ 4 Board of Directors ............................................................ 5 Inspection Committee of the Board of Directors ..................... 7 Remuneration Committee of the Board of Directors ................ 7 Chief Executive Officer, Management Group and Corporate Management Team ............................................. 8 Salaries and fees .......................................................................... 8 Operating principles for internal control ............................................ 9 Risk management ......................................................................... 9 Controlling the financial reporting process ........................................ 9 Compliance function .....................................................................
    [Show full text]
  • Yhtiöittämisen Periaatteet Valtiolla
    Valtiovarainministeriö Yhtiöittämisen periaatteet valtiolla Esiselvitys 30.1.2018 Valtionhallinnon kehittämisosasto 30.1.2018 SISÄLLYS JOHDANTO .............................................................................................................................................. 2 1 Valtion yhtiöt ja omistajapolitiikan periaatteet ................................................................................ 3 1.1 Valtion omistamisen perusta ......................................................................................................... 3 1.2 Omistajaohjaus .............................................................................................................................. 4 1.3 Valtion yhtiöt .................................................................................................................................. 6 2 Valtion liikelaitokset ..................................................................................................................... 10 2.1 Euroopan yhteisön päätös Tieliikelaitosta koskien ...................................................................... 10 2.2 Valtion liikelaitoksia koskeva lainsäädäntö .................................................................................. 12 3 Rahastot ...................................................................................................................................... 14 3.1 Valtion talousarvion ulkopuoliset rahastot ................................................................................... 14 3.2 Itsenäiset
    [Show full text]
  • Fiscal Year 2017-2018
    CITY & COUNTY OF SAN FRANCISCO AIRPORT COMMISSION ANNUAL GIFT REPORT FISCAL YEAR 2017-2018 SPONSOR NAME ITEM GIVEN DONATION DATE CASH IN-KIND TOTAL NATURE OF DONOR RELATIONSHIP TO CITY David A. Abercrombie Delta: ticket jacket (1); Eastern: ticket (1). 7/3/2017 $ - $ 30.00 $ 30.00 None Ululani Jung Pan Am: vaccination log (1), credit union card (1); United: benefits handbook (1). 7/3/2017 $ - $ 50.00 $ 50.00 None Barbara Koppel AA: stewardess recruitment brochure. 7/3/2017 $ - $ 3.00 $ 3.00 None William True FAA: Commercial pilot manuals (2). 7/3/2017 $ - $ 10.00 $ 10.00 None Flying Tigers: stewardess jacket (1), wings (1), hat wing (1), luggage tag (1), lighter (1), charm (1), souvenir hat (1), digital Joanna Henrichs 7/6/2017 $ - $ 100.00 $ 100.00 None scans of photographs (9), scan of autographed place mat (1). Boeing: brochures (2); aviation periodicals: Aero modeller (66 issues), Aviation (3 issues), Aerial age weekly (1 bound volume), Model airplane news (52 issues), Jane’s all the world’s aircraft (5 issues) Rudolf H. Stahl aviation books (3): 7/6/2017 $ - $ 393.00 $ 393.00 None The Spokane aviation story The saga of Iron Annie The challenge of the Atlantic. Nancy Miller Digital scans of photographs from career of Pan Am stewardess Nancy Miller (6). 7/6/2017 $ - $ 6.00 $ 6.00 None PAA: digital scan of airmail flight cover (1), scan of Transpacific folio, archive resolution (1), scan of Transpacific folio, Michael Exstein 7/10/2017 $ - $ 1,200.00 $ 1,200.00 None working resolution (1). Hiller Aviation Museum PAA: amenity kits (2).
    [Show full text]
  • This Document Has Been Downloaded from Tampub – the Institutional Repository of University of Tampere
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Trepo - Institutional Repository of Tampere University This document has been downloaded from TamPub – The Institutional Repository of University of Tampere Post-print The permanent address of the publication is http://urn.fi/URN:NBN:fi:uta-201405281513 Author(s): Kankaanpää, Jari; Oulasvirta, Lasse; Wacker, Jani Title: Steering and Monitoring Model of State-Owned Enterprises Year: 2014 Journal Title: International Journal of Public Administration Vol and number: 37 : 7 Pages: 409-423 ISSN: 0190-0692 Discipline: Business and management; Political science School /Other Unit: School of Management Item Type: Journal Article Language: en DOI: http://dx.doi.org/10.1080/01900692.2013.858355 URN: URN:NBN:fi:uta-201405281513 All material supplied via TamPub is protected by copyright and other intellectual property rights, and duplication or sale of all part of any of the repository collections is not permitted, except that material may be duplicated by you for your research use or educational purposes in electronic or print form. You must obtain permission for any other use. Electronic or print copies may not be offered, whether for sale or otherwise to anyone who is not an authorized user. Steering and Monitoring Model of State-Owned Enterprises Introduction Privatisation of stated-owned enterprises (SOEs) gained considerable momentum in developing and developed countries in the 1980s and 1990s (The World Bank, 2006, p. 3). Despite wide-ranging privatisation programmes, SOEs are still and will be an important part of many economies, especially in developing economies (La Porta, Lopez-de-Silanes, & Shleifer, 1999; Ezzamel, Wilmott, & Worthington, 2008; Vagliasindi, 2008; Ennser-Jedenastik, 2013).
    [Show full text]
  • American Airlines Inflight Magazine November 2018
    American airlines inflight magazine november 2018 Continue This article needs additional quotes to verify. Please help improve this article by adding quotes to reliable sources. Non-sources of materials can be challenged and removed. Find sources: Airborne Magazine - News Newspaper Book Scientist JSTOR (February 2012) (Learn how and when to delete this template message) Issue of Navi, Air Canada's onboard business class magazine. An on-board magazine (or flight log) is a free magazine distributed through the airline's seats or in the airport lounge. Review Many airlines or several key content establishment companies produce on-board logs to provide detailed information about their fleet, as well as articles about destinations or other interesting travel information and destinations. Publishing and media are a niche in the world of magazines. Airline names control distribution costs, and readership figures come from existing and ever-increasing passenger traffic. Most airlines use outside publishers to produce their magazines, and ink is now the world's leading company in the sector. In a recent Harris Poll, 94% of business passengers read airline magazines seat in front of them, and readers average about 30 minutes of flying with magazines, according to a 2009 Arbitron study. Despite the challenges facing the publishing industry, it is a healthy sector, and on a large scale, onboard magazines have suffered less than magazines in general. While the quality of magazines on board varies from carrier to carrier, their upscale, valuable and captivating readers appeal to advertisers, in all sectors including luxury manufacturers, car manufacturers, beauty and fashion brands, as well as global destinations.
    [Show full text]
  • Media Data 2017
    HELLO VIENNA MEDIA DATA 2017 partner of MEDIA DATA austrian inflight magazine & city guide media data target group partner airlines media data 2017 city guide inside rates shopping food & beverages health leisure culture sightseeing events www.hello-vienna.eu 02 HELLO VIENNA | AIRLINES HELLO VIENNA | AIRLINES 03 Partner Hello Vienna Austrian Inflight Magazine Airlines & City Guide AEROFLOT UKRAINE INTERNATIONAL AIRLINES Aeroflot is not only the market leader In numbers: 3,263 passengers per The leading national airline of Ukraine, The number of passengers travelling in Russian civil aviation, but also the week flying to Vienna. The fleet of the Ukraine International Airlines (UIA), to Vienna is about 900 per week. largest national airline of the country. company is one of the youngest of the offers the most non-stop routes With Moscow as its main hub, and large airlines. Among the 161 wide- between Europe and Ukraine, with The fleet of the UIA includes various also St. Petersburg, Kalinigrad, Perm body aircrafts the majority are planes an excellent route network. planes of the type Boeing 737, and Wladiwostok as further important of the series Airbus A320, A330 and Boeing 767 and Embraer E-190. locations. Boeing B737 and B777. The airport Kiew-Boryspil functions as an international hub, be it for In 2014 Aeroflot transported nearly passengers journeying on inland, or for 24 million passengers (around 13 passengers travelling over Europe. percent more than in the same period of the previous year). In Vienna 28 Presently 13 UIA planes fly to Vienna planes land per week, with seat per week.
    [Show full text]
  • Finavia Responsibility Report 2019
    RESPONSIBILITY AT FINAVIA A PART OF SOCIETY SAFETY PERSONNEL ENVIRONMENT GRI 2019 Responsibility report RESPONSIBILITY REPORT 2019 1 RESPONSIBILITY AT FINAVIA A PART OF SOCIETY SAFETY PERSONNEL ENVIRONMENT GRI Finavia in brief Finavia is an airport company which operates and develops 21 airports in different parts of Finland. We serve Finnish and international passengers and airlines. Our key mission is to ensure smooth travel from Finland to different parts of the world and back. By developing airports and smooth connections, we create jobs and support Finland’s international competitiveness. We bear our responsibility for the impact of our activities on people, the environment and society at large. Safety, security, sustainable development and connectivity are at the core of our responsibility. At Finavia, responsibility consists of details, and every single detail counts. RESPONSIBILITY REPORT 2019 2 Content RESPONSIBILITY AT FINAVIA ..................... 4 FINAVIA’S ENVIRONMENTAL WORK .... 43 Key events ........................................................................... 4 Finavia’s climate programme.....................................45 Responsibility at Finavia .................................................5 Goals and achievements of environmental Responsibility goals ..........................................................8 responsibility ...................................................................47 Stakeholder cooperation .............................................10 Environmental investments .......................................49
    [Show full text]
  • Aviation World Descends on Dubai
    Aviation world descends on Dubai By Rick Lundstrom on February, 2 2015 | Inflight Entertainment Dubai – Two halls of the massive Dubai World Trade Centre hummed with activity through the day, as Emirati royalty and the aviation world from far and wide, gathered for the first day of the Aircraft Interiors Middle East and Maintenance Repair and Overhaul event, held side by side. A dedicated hall for inflight entertainment and connectivity greeted visitors for the second year, in addition to the dedicated space for companies from France and another from the Netherlands. Throughout the day, industry experts in panel discussion talked maintenance repair issues and the importance of Wi-Fi in aircraft in an airline’s passenger services mix. 1 Copyright DutyFree Magazine. All rights reserved. H.H. Sheikh Ahmed Bin Saeed Al Maktoum, President of the Dubai Civil Aviation Authority, Chairman of Dubai Airports, and Chief Executive and Chairman of Emirates Airline and Group made an afternoon stop at the stands. Supplying the high-tech dazzle for the opening day was the Immersive seat, developed by Thales Avionics, B/E Aerospace and BMW Design Works. During the day Christopher Mondragon took visitors to the Thales stand through the high-tech seat designed for first class. When immersed in the Immersive, passengers have the option of navigating the inflight entertainment system through gesture movement, eye tracking or a specially designed mouse pointer. They are also immersed in high definition “spatial sound” audio that adjusts to their height. They can view entertainment and information in front of them, on the side, and with the possibility of adding more through a wired surface on the tray table.
    [Show full text]