2008/09 Qantas Data Book
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Qantas Data Book 2013 Disclaimer
The Transformation Continues QANTAS DATA BOOK 2013 DISCLAIMER The information contained in this investor Data Book is intended to be a general summary of Qantas Airways Limited (Qantas) and its subsidiaries and related bodies corporate (Qantas Group) and their activities as at 16 September 2013 or otherwise as at the date specified in the relevant information and does not purport to be complete in any respect. The information in this document is not advice about shares in Qantas (or any other financial product), nor is it intended to influence, or be relied upon by, any person in making a decision in relation to Qantas shares (or any other financial product). The information in this Data Book does not take into account the objectives, financial situation or needs of any particular individual. Accordingly, you should consider your own objectives, financial situation and needs when considering the information in this document and seek independent investment, legal, tax, accounting or such other advice as you consider appropriate before making any financial or investment decisions. No responsibility is accepted by Qantas or any of its directors, officers, employees, agents or affiliates, nor any other person, for any of the information contained in this document or for any action taken by you on the basis of the information or opinions expressed in this document. The information in this document contains historic information about the performance of Qantas and Qantas securities. That information is historic only, and is not an indication or representation about the future performance of Qantas or Qantas securities (or any other financial product). -
2004/05 Half Year Results ASX Report
QANTAS AIRWAYS LIMITED AND CONTROLLED ENTITIES FINANCIAL REPORT FOR THE HALF-YEAR ENDED 31 DECEMBER 2004 ABN 16 009 661 901 ASX CODE: QAN QANTAS AIRWAYS LIMITED FINANCIAL REPORT ABN 16 009 661 901 HALF-YEAR ENDED 31 DECEMBER 2004 TABLE OF CONTENTS ASX Appendix 4D Results for Announcement to the Market 1 Other Information 2 Directors' Report 3 Financial Report Consolidated Statement of Financial Performance 5 Consolidated Statement of Financial Position 6 Consolidated Statement of Cash Flows 7 Notes to the Financial Statements Basis of Preparation of Half-Year Financial Report 8 Retained Profits 8 Dividends 8 Tax Reconciliation 9 Contingent Liabilities 9 Post Balance Date Events 9 International Financial Reporting Standards 9 Segment Reporting 13 Business Segment Reporting 14 Geographical Segment Reporting 15 Auditor's Independence Declaration 16 Directors' Declaration 17 Independent Review Report to the Members of Qantas Airways 18 Limited QANTAS AIRWAYS LIMITED ASX APPENDIX 4D ABN 16 009 661 901 HALF-YEAR ENDED 31 DECEMBER 2004 RESULTS FOR ANNOUNCEMENT TO THE MARKET 31 Dec 2004 31 Dec 2003 Change Change $m $m $m % Revenue from ordinary activities 6,431.0 5,801.8 629.2 up 10.8% Profit from ordinary activites after tax attributable to members 458.4 357.8 100.6 up 28.1% Net profit for the period attributable to members 458.4 357.8 100.6 up 28.1% DIVIDENDS 31 December 2004 interim dividend - to be paid 6 April 2005 Amount per security (cents) 10.0 Franked amount per security at 30% tax 10.0 Record date for determining entitlements to the dividend 9 March 2005 Date the dividend is payable 6 April 2005 Total dividend declared ($m) 186.8 Qantas operates a Dividend Reinvestment Plan (DRP) under which shareholders can reinvest the dividends payable on participating shares in newly issued Qantas shares. -
Passenger Notice Qantas Group Check-In
Passenger Notice Qantas Group check-in times International Terminal Australian and New Zealand Terminals** QF 001 – 399 International First / Business Closes 60 minutes before departure International Economy / Premium Economy Closes 90 minutes before departure Domestic Business / Economy Closes 60 minutes before departure Check in opens 3 hours before departure Qantas codeshare services (QF Flight numbers operated by Jetstar)^ Closes 60 minutes before departure Check in Closes 30 mins before departure Jetstar Services^ JQ 001 - 399 and 3K/VF 500 - 699^ Check in opens 3 hours before departure Jetstar Business / Economy (JQ)^ Closes 60 minutes before departure Check in Closes 30 minutes before departure Check in opens 2 hours before departure Jetstar flights operated by Jetstar Asia (3K) and ValuAir (VF)~ Closes 40 minutes before departure * Latest check-in with bags 30 minutes. Boarding will commence 20 minutes prior to departure. ** Please check with your local Qantas office for check-in time at all non-Australian / New Zealand ports. Ensure you adhere to check-in times or your fare may be forfeited. ^ Jetstar flights JQ1-JQ399 depart from international terminals, except JQ61, JQ73 and JQ81 which depart from domestic terminals. ~ Jetstar flights that operate under a 3K flight number between Perth and Singapore and Singapore and Auckland check-in opens 3 hours prior to departure and closes 1 hour prior to departure. Carry On Baggage Allowances (except infants~) - Qantas, QantasLink (QF) and Jetstar (JQ,3K,VF) only^ Weight Route Piece Allowance -
Aviation in the Pacific International Aviation Services Are Crucial to Trade, Growth, and Development in the Pacific Region
Pacific Studies Series About Oceanic Voyages: Aviation in the Pacific International aviation services are crucial to trade, growth, and development in the Pacific region. Improved access provided by international aviation from every other region in the world to an increasing number of islands is opening new opportunities. Tourism contributes substantially to income and employment in many Pacific countries, usually in areas outside of the main urban centers, and enables air freight services for valuable but perishable commodities that would otherwise not be marketable. Although some features of the Pacific region make provision of international aviation services a challenge, there have also been some notable successes that offer key lessons for future development. Case studies of national aviation sector experience show the value of operating on commercial principles, attracting international and OCEANIC V private-sector capital investment, assigning risk where it can best be managed, and liberalizing market access. Integration of the regional market for transport services, combined with harmonized but less restrictive regulations, would facilitate a greater range of services at more competitive prices. Pacific island country governments have the ability to create effective operating environments. When they do so, experience O shows that operators will respond with efficient service provision. YAGES: About the Asian Development Bank Av ADB aims to improve the welfare of the people in the Asia and Pacific region, IATI particularly the nearly 1.9 billion who live on less than $2 a day. Despite many success stories, the region remains home to two thirds of the world’s poor. ADB is O N IN THE PACIFIC a multilateral development finance institution owned by 67 members, 48 from the region and 19 from other parts of the globe. -
Appendix 25 Box 31/3 Airline Codes
March 2021 APPENDIX 25 BOX 31/3 AIRLINE CODES The information in this document is provided as a guide only and is not professional advice, including legal advice. It should not be assumed that the guidance is comprehensive or that it provides a definitive answer in every case. Appendix 25 - SAD Box 31/3 Airline Codes March 2021 Airline code Code description 000 ANTONOV DESIGN BUREAU 001 AMERICAN AIRLINES 005 CONTINENTAL AIRLINES 006 DELTA AIR LINES 012 NORTHWEST AIRLINES 014 AIR CANADA 015 TRANS WORLD AIRLINES 016 UNITED AIRLINES 018 CANADIAN AIRLINES INT 020 LUFTHANSA 023 FEDERAL EXPRESS CORP. (CARGO) 027 ALASKA AIRLINES 029 LINEAS AER DEL CARIBE (CARGO) 034 MILLON AIR (CARGO) 037 USAIR 042 VARIG BRAZILIAN AIRLINES 043 DRAGONAIR 044 AEROLINEAS ARGENTINAS 045 LAN-CHILE 046 LAV LINEA AERO VENEZOLANA 047 TAP AIR PORTUGAL 048 CYPRUS AIRWAYS 049 CRUZEIRO DO SUL 050 OLYMPIC AIRWAYS 051 LLOYD AEREO BOLIVIANO 053 AER LINGUS 055 ALITALIA 056 CYPRUS TURKISH AIRLINES 057 AIR FRANCE 058 INDIAN AIRLINES 060 FLIGHT WEST AIRLINES 061 AIR SEYCHELLES 062 DAN-AIR SERVICES 063 AIR CALEDONIE INTERNATIONAL 064 CSA CZECHOSLOVAK AIRLINES 065 SAUDI ARABIAN 066 NORONTAIR 067 AIR MOOREA 068 LAM-LINHAS AEREAS MOCAMBIQUE Page 2 of 19 Appendix 25 - SAD Box 31/3 Airline Codes March 2021 Airline code Code description 069 LAPA 070 SYRIAN ARAB AIRLINES 071 ETHIOPIAN AIRLINES 072 GULF AIR 073 IRAQI AIRWAYS 074 KLM ROYAL DUTCH AIRLINES 075 IBERIA 076 MIDDLE EAST AIRLINES 077 EGYPTAIR 078 AERO CALIFORNIA 079 PHILIPPINE AIRLINES 080 LOT POLISH AIRLINES 081 QANTAS AIRWAYS -
Singapore Airlines 2001 (A)
This document is downloaded from DR‑NTU (https://dr.ntu.edu.sg) Nanyang Technological University, Singapore. Singapore Airlines 2001 (A) Allampalli, D. G.; Toh, Thian Ser 2001 Toh, T. S., & Allampalli, D. G. (2001). Singapore Airlines 2001 (A). Singapore: The Asian Business Case Centre, Nanyang Technological University. https://hdl.handle.net/10356/100011 © 2001 Nanyang Technological University, Singapore. All rights reserved. No part of this publication may be copied, stored, transmitted, altered, reproduced or distributed in any form or medium whatsoever without the written consent of Nanyang Technological University. Downloaded on 24 Sep 2021 00:44:01 SGT AsiaCase.com the Asian Business Case Centre SINGAPORE AIRLINES 2001 (A) Publication No: ABCC-2001-004A Print copy version: 15 Apr 2004 Toh Thian Ser and D. G. Allampalli The case describes how Singapore Airlines (SIA) evolved from a fl edging player in the 1960s into an industry leader. In the process, SIA rewrote the rules for competition and earned accolades for its excellent aviation record, young fl eet of planes and a reputation for delighting customers. Bilateral air service agreements negotiated between individual nations limited the routes of a given airlines and hence the airlines’s growth. The global airlines industry responded to this challenge with a mix of acquisition, strategic alliances (for example, the STAR alliance) and related diversifi cation strategies. But would these strategies be sustainable in the near future for SIA? What course of action should SIA undertake? Associate Professor Toh Thian Ser and D. G. Allampalli of The Asian Business Case Centre prepared this case. The case is based on public sources. -
2007 Annual Report
A New Era Annual Report 2007 1944 1947 1968 1984 2007 The original kangaroo The winged kangaroo The flying kangaroo The flying kangaroo was A new interpretation symbol, which appeared symbol first appeared was placed in a circle refined to a more slender, of the logo was revealed. on Qantas aircraft in 1947 to coincide and the aircraft livery stylised presentation. The modern kangaroo was adapted from the with Qantas’ introduction was modified on the The wings on the was designed to reflect Australian one penny coin. of Lockheed L749 Boeing 707 V-jets. The kangaroo were removed the changing structure Constellations. words “Overseas Airline” to help strengthen of the A380 and other were removed from the the design and the new generation aircraft, fuselage, leaving the typeface for the airline’s and keeping with the words ”Australia” and name was changed airline’s increasing focus “Qantas.” The Australian from hand-drawn to on contemporary design flag was moved from a standard typeface. for its inflight and on-the- the rear of the aircraft, ground products. to sit in between these two words. Contents 01 About Qantas 49 Performance Summary 02 Our Key Objectives 50 Discussion and Analysis 04 Financial Highlights of Performance Summary 05 Operational Highlights 54 Directors‘ Report 06 Report from the Chairman 72 Financial Statements & the Chief Executive and Notes Officer 134 Shareholder Information 10 Qantas 135 Qantas Group Five Year 18 Jetstar Summary 22 Portfolio Businesses 136 Sustainability Information 30 Sustainability 141 Financial Calendar 40 Board of Directors 44 2007 Corporate Governance Statement About Qantas Tenacity and the ability to survive adverse conditions have characterised the history of Qantas since its first tentative flights across outback Queensland in the early 1920s. -
Jetstar in Asia
Jetstar Group Jetstar in Asia Jayne Hrdlicka, Jetstar CEO Seattle, 6 October 2013 1 Jetstar Group Model ‘Virtuous circle’ drives growth and innovation for strong, independent airlines OPPORTUNITIES INVESTMENT IN FOR GROWTH INNOVATION Maximised profitability Strong, LOW FARES Cost discipline engaged team SEGMENT plus scale LEADER Market‐leading Customer ancillary advocacy revenue 2 What is good for the customer is good for Jetstar Group airlines ‘’Low fares are just part of the story’’ CUSTOMER PROMISE JETSTAR ECONOMICS Low fares Price leadership Best products and services Increased revenue and margin Consistent experience Standardised, replicable model More places to fly, more often Scale across attractive markets CUSTOMER ADVOCACY INCREASED PROFITABILITY 3 Growth 4 The Asian Century Jetstar Group Airlines1 positioned for success across the region More people live inside the orange region than outside2 2008‐2012 ASK3 Growth: • 7% in Asia vs 3% in Rest of World • 28% for Asia low‐cost carriers vs 9% for Rest of World LCCs4 Population Rising New ‘Once‐in‐a‐century’ Growth Incomes Travellers LCC Opportunity 1. Jetstar Group Airlines are Jetstar (Australia & New Zealand), Jetstar International (Australia), Jetstar Asia (Singapore), Jetstar Japan, Jetstar Pacific (Vietnam), and Jetstar Hong Kong. Jetstar Hong operations subject to regulatory approval. 2. Source: World Population Prospects, the 2012 Revision. United Nations Department of Economic and Social Affairs, Population Division, Population 5 Estimates and Projections Section. 3. Available -
A Chronological History
A Chronological History December 2016 Pedro Heilbron, CEO of Copa Airlines, elected as new Chairman of the Star Alliance Chief Executive Board November 2016 Star Alliance Gold Track launched in Frankfurt, Star Alliance’s busiest hub October 2016 Juneyao Airlines announced as future Connecting Partner of Star Allianceseal partnership August 2016 Star Alliance adds themed itineraries to its Round the World product portfolio July 2016 Star Alliance Los Angeles lounge wins Skytrax Award for second year running Star Alliance takes ‘Best Alliance’ title at Skytrax World Airline Awards June 2016 New self-service check-in processes launched in Tokyo-Narita Star Alliance announces Jeffrey Goh will take over as Star Alliance CEO from 2017, on the retirement of Mark Schwab Swiss hosts Star Alliance Chief Executive Board meeting in Zurich. The CEOs arrive on the first passenger flight of the Bombardier C Series. Page 1 of 1 Page 2 of 2 April 2016 Star Alliance: Global travel solutions for conventions and meetings at IMEX March 2016 Star Alliance invites lounge guests to share tips via #irecommend February 2016 Star Alliance airlines launch new check-in processes at Los Angeles’ Tom Bradley International Terminal (TBIT) Star Alliance Gold Card holders enjoy free upgrades on Heathrow Express trains Star Alliance supports Ramsar’s Youth Photo Contest – Alliance’s Biosphere Connections initiative now in its ninth year January 2016 Gold Track priority at security added as a Star Alliance Gold Status benefit December 2015 Star Alliance launches Connecting -
Prof. Paul Stephen Dempsey
AIRLINE ALLIANCES by Paul Stephen Dempsey Director, Institute of Air & Space Law McGill University Copyright © 2008 by Paul Stephen Dempsey Before Alliances, there was Pan American World Airways . and Trans World Airlines. Before the mega- Alliances, there was interlining, facilitated by IATA Like dogs marking territory, airlines around the world are sniffing each other's tail fins looking for partners." Daniel Riordan “The hardest thing in working on an alliance is to coordinate the activities of people who have different instincts and a different language, and maybe worship slightly different travel gods, to get them to work together in a culture that allows them to respect each other’s habits and convictions, and yet work productively together in an environment in which you can’t specify everything in advance.” Michael E. Levine “Beware a pact with the devil.” Martin Shugrue Airline Motivations For Alliances • the desire to achieve greater economies of scale, scope, and density; • the desire to reduce costs by consolidating redundant operations; • the need to improve revenue by reducing the level of competition wherever possible as markets are liberalized; and • the desire to skirt around the nationality rules which prohibit multinational ownership and cabotage. Intercarrier Agreements · Ticketing-and-Baggage Agreements · Joint-Fare Agreements · Reciprocal Airport Agreements · Blocked Space Relationships · Computer Reservations Systems Joint Ventures · Joint Sales Offices and Telephone Centers · E-Commerce Joint Ventures · Frequent Flyer Program Alliances · Pooling Traffic & Revenue · Code-Sharing Code Sharing The term "code" refers to the identifier used in flight schedule, generally the 2-character IATA carrier designator code and flight number. Thus, XX123, flight 123 operated by the airline XX, might also be sold by airline YY as YY456 and by ZZ as ZZ9876. -
SAS-Annual-Report-1998-English.Pdf
Annual Report 1998 The SAS Group SAS Danmark A/S • SAS Norge ASA • SAS Sverige AB A strong traffic system Table of contents SAS offers its customers a global traffic system. This is a network which provides Important events during 1998 1 SAS assets 49 them with convenient and efficient travel Comments from the President 2 SAS’s brand 50 connections between continents, coun- A presentation of SAS 4 The aircraft fleet 51 tries and towns, and which enables SAS to SAS and the capital market 5 Risk management and credit ratings 54 continue to be successful in an increasing- SAS International Hotels 12 ly competitive market. Data per share Financial reports 57 SAS participates actively in the creation SAS Danmark A/S 13 The structure of the SAS Group 58 and development of Star Alliance™, the SAS Norge ASA 14 Comments from the Chairman 59 world’s strongest airline alliance involving SAS Sverige AB 15 Report by the Board of Directors 60 the partnership of SAS, Air Canada, Luft- Ten-year financial overview 16 SAS Group’s Statement of Income 62 hansa, Thai Airways International, United SAS Group’s Balance Sheet 64 Airlines and Varig Brazilian Airlines. Air New The international market situation 19 SAS Group’s Statement of Changes Zealand and Ansett Australia become active International trends 20 in Financial Position 66 members from March 28; All Nippon Airways Development of the industry 22 Accounting and valuation principles 69 later in 1999. Customer needs and preferences 25 Notes 71 In the Scandinavian market, SAS offers Auditors Report 77 an unbeatable network together with its Markets and traffic 27 SAS’s Board of Directors 78 regional partners Cimber Air, Widerøe, Markets 28 SAS’s Management 80 Skyways, Air Botnia and Maersk. -
Airplus Company Account: Airline Acceptance
AirPlus Company Account: Airline Acceptance IATA ICAO Country GDS ONLINE (Web) Comments Code Code Acceptance DBI Acceptance DBI Aegean Airlines A3 AEE GR a a a online acceptance: web & mobile Aer Arann RE REA IE a a Aer Lingus P.L.C. EI EIN IE a a a * Aeroflot Russian Intl. Airlines SU AFL RU a a a Aerogal 2K GLG EC a a Aeromar VW TAO MX a a a Aeroméxico AM AMX MX a a a Air Algérie AH DAH DZ a a Air Alps A6 LPV AT a a Air Astana KC KZR KZ a a Air Austral UU REU RE a a Air Baltic BT BTI LV a a Air Busan BX ABL KR a a Air Canada AC ACA CA a a a * Air Caraibes TX FWI FR a a a Air China CA CCA CN a a a a online acceptance in China only Air Corsica XK CCM FR a a Air Dolomiti EN DLA IT a a a Air Europa UX AEA ES a a Air France AF AFR FR a a a * Air Greenland GL GRL GL a a a Air India AI AIC IN a a Air Macau NX AMU MO a a Air Malta KM AMC MT a a a Air Mauritius MK MAU MU a a Air New Zealand NZ ANZ NZ a a a Air Niugini PX ANG PG a a a Air One AP ADH IT a a a Air Serbia JU ASL RS a a a Air Seychelles HM SEY SC a a Air Tahiti Nui VT VTA PF a a Air Vanuatu NF AVN VU a a Air Wisconsin ZW WSN US a a a Aircalin (Air Calédonie Intl.) SB ACI FR a a Air-Taxi Europe - TWG DE a a * AirTran Airways FL TRS US a a a * Alaska Airlines AS ASA US a a a Alitalia AZ AZA IT a a a * All Nippon Airways (ANA) NH ANA JP a a a American Airlines AA AAL US a a a * APG Airlines GP - FR a a a Arik Air W3 ARA NG a a Asiana Airlines OZ AAR KR a a a * Austrian Airlines OS AUA AT a a a a Avianca AV AVA CO a a Azul Linhas Aéreas Brasileiras AD AZU BR a a a Bahamasair UP BHS BS a a Bangkok Airways PG BKP TH a a Bearskin Airlines JV BLS US a a Beijing Capital Airlines JD CBJ CN a a Biman Bangladesh BG BBC BD a a BizCharters (BizAir Shuttle) - - US a a Blue Panorama BV BPA IT a a * Boliviana de Aviación OB BOV BO a a a British Airways BA BAW UK a a a a only one DBI field for online bookings available Brussels Airlines SN BEL BE a a a a Canadian North Inc.