Aladiernon.° 116 - ABRIL 2008 No

Total Page:16

File Type:pdf, Size:1020Kb

Aladiernon.° 116 - ABRIL 2008 No Aladierno AladiernoN.° 116 - ABRIL 2008 No. 116 - APRIL 2008 De museos por Cantabria Visiting museums in Cantabria Dani Pedrosa Un genio sencillo A natural genius Castilla y León Tierra de castillos Land of castles EUROPEAN REGIONAL AIRLINE Nantes, la atrevida OF THE YEAR 2007-2008 COMPAÑÍA AÉREA REGIONAL Nantes, the bold one EUROPEA DEL AÑO 2007-2008 contenido content Bienvenido a bordo Welcome aboard Carta del presidente 5 President’s letter Museo de Prehistoria de Cantabria (portada). Nuestro mundo 6 Our World The Prehistory Museum of Cantabria (front page). De museos por Cantabria 8 Visiting museums in Cantabria Dani Pedrosa Dani Pedrosa Un genio sencillo 16 A natural genius Castilla y León Castilla y Leon Tierra de castillos 22 Land of castles Dani Pedrosa. Un siglo de aviación en Melilla 30 A century of aviation in Melilla Nantes, la atrevida 36 Nantes, the bold one Teruel Teruel Amantes de la vanguardia 42 Lovers of vanguard Hoces del río Duratón Hoces del Rio Duraton Paseando entre rapaces 46 Heavenly birds of prey Tierra de castillos. Land of castles. Noticias 52 News Nueva Business Class New Business Class AIR NOSTRUM 54 AIR NOSTRUM AIR NOSTRUM recomienda 58 AIR NOSTRUM recommends Aladierno Los anillos de Buren, Editada por Air Nostrum Líneas Aéreas en Nantes. Coordinación Air Nostrum: Antonio de Nó [email protected] The rings of Buren Director: Ignacio Nebot in Nantes. Redacción, Producción y Publicidad Grupo 85 Ediciones Paseo de Aragón, 96 46120 Alboraya (Valencia) Tel. 96 361 53 71 / Fax 96 361 22 80 e-mail: [email protected] COORDINADORES: Hoces del Diseño: Ibán Ramón río Duratón. Maquetación: José Manuel Aragón Hoces del Fotografía: Juan José Cruz Rio Duraton. Versión inglesa: e-mail: [email protected] Depósito Legal: M-38.190-1995 Abril 2008 April • Aladierno 3 BIENVENIDO A BORDO WELCOME ABOARD Estimados pasajeros: Dear Passengers, n primer lugar quería agradecerles nuevamente la confianza que would, first of all, to thank you, as I have on previous occasions, Esiguen depositando día a día en AIR NOSTRUM, y que nos ha I for the trust you deposit in AIR NOSTRUM. Thanks to this continual consolidado como un modelo a seguir de compañía aérea regional support, AIR NOSTRUM has become an authentic reference point in dentro de un sector caracterizado por una enorme competitividad. the Regional Aviation Sector, a sector characterised for its enormous Ese modelo bien definido nos ha permitido alcanzar la cifra de competitiveness. 1.182.482 pasajeros transportados en el aeropuerto de Valencia lo As a result of a well-defined company policy, we transported, during que nos sitúa de nuevo en la posición de líder. Este dato para 2007, a total of 1,182,482 passengers to and from the Manises nosotros significa personas, amigos, compañeros de camino a Airport in Valencia turning our Company, once again, into its leading los que me gustaría agradecer en nombre de AIR NOSTUM este airline. This figure represents 1,182,482 individuals, friends, travel reconocimiento, ya que sin cada uno de ellos no sería posible. companions, passengers who I would, on behalf of AIR NOSTRUM, Con esta arrolladora cifra, hemos consolidado nuestra posición like to thank since without all of you, none of this would be possible. de liderazgo en el aeropuerto de Manises, tanto en número de With this magnificent result, we have, once again, consolidated our pasajeros transportados, como en número de operaciones reali- position as leader at the Manises Airport not only with reference to zadas y en destinos ofertados. Así lo ponen de manifiesto los the number of passengers transported, but also the number of flight datos oficiales de AENA que indican que, en 2007, un 20,9% operations and flight offers. According to the results published de las personas que volaron a o desde Valencia eligieron a by the Spanish Airport Authorities, Aeropuertos Españoles y AIR NOSTRUM, lo que representa un incremento del 9% sobre Navegacion Aerea (AENA), a total 20.9% of the passengers flying el ejercicio anterior. En el caso de Alicante nos situamos en to and from Valencia chose AIR NOSTRUM, a 9% increase on primer lugar tanto en destinos nacionales ofertados como the previous exercise. You might also be interested to hear that en número total de operaciones realizadas. Así pues, en el AIR NOSTRUM has also been named leader in Alicante where it conjunto de la Comunidad Valenciana AIR NOSTRUM transportó transported 11% more passengers than during 2006, operating a un 11% más que en 2006 y, en el caso del número de vuelos, total 35,983 flights, representing an increase of 8%. la compañía ejecutó 35.983, un 8% más. This year we will be taking a step further with the inauguration of Este año vamos a dar un paso más puesto que está previsto que en la a new direct flight route between Valencia and Nice. This new próxima temporada de verano inauguremos una nueva ruta que flight route will be available from 25th July to 7th September and enlazará Valencia con Niza, con tres frecuencias semanales los martes, coincides with the European Formula I Grand Prix. We shall also jueves y domingos, y que operará del 25 de julio al 7 de septiembre, be introducing a new flight route to Venice, having recently coincidiendo con el Gran Premio de Europa de Fórmula 1. A la introduced a number of national flight routes to Melilla, apertura de esta nueva conexión se sumará otra con Venecia. A todo including a Valencia-Melilla route. ello hay que añadir la inaugurada en enero entre Valencia y Melilla. I am sure you will agree with me that these excellent results Todos estos datos demuestran que nuestra apuesta por la aviación demonstrate, once again, our dedication to regional aviation regional y nuestro compromiso con la calidad y el servicio sigue and commitment to quality. siendo una realidad. Best wishes and bon voyage. Un saludo y buen viaje. Emilio Serratosa Presidente de AIR NOSTRUM Chairman of AIR NOSTRUM LA CIFRA DE 1.182.482 PASAJEROS TRANSPORTADOS EN EL AEROPUERTO DE MANISES NOS SITÚA DE NUEVO EN LA POSICIÓN DE LÍDER WE HAVE, WITH A TOTAL OF 1,182,482 PASSENGERS, BECOME LEADER AT THE MANISES AIRPORT Abril 2008 April • Aladierno 5 Nuestro mundo 6 Aladierno • Abril 2008 April Our World Abril 2008 April • Aladierno 7 De museos por Cantabria Visiting museums in Cantabria 8 Aladierno • Abril 2008 April Bien pudiera decirse que esta Comunidad norteña es un museo en sí misma, ofreciendo al viajero un recorrido que le traslada del Paleolítico a nuestros días a través de cuevas prehistóricas, centros de interpretación o pequeños museos de sitio y grandes museos como Altamira o el de Prehistoria. aisaje y paisanaje se abrazan en Cantabria para dar la bienvenida Pal viajero y ofrecerle una propuesta de cultura y naturaleza que le sorprenderá. Y no es para menos, teniendo en cuenta que esta Comunidad contiene entre sus costas y montañas todo un catálogo de arte e historia, un cuidado legado milenario, rodeado de un mosaico paisajístico de gran calidad medioambiental. Podría decirse que Cantabria es un museo en sí misma. Y, además, un museo por dentro y por fuera, ya que puede presumir de ser la región que guarda en su interior la mayor densidad de cuevas con arte rupestre. Podría decirse que Cantabria es un museo en sí misma. Y, además, un museo por dentro y por fuera, ya que puede presumir de ser ‘la región que guarda en su interior la mayor densidad de cuevas con arte rupestre. Cantabria could be described as an open-air museum in itself, thanks to the autonomous region’s marvellous prehistoric caves. Cantabria, situated in northern Spain, could be described as an open-air museum in itself. Here, visitors will find themselves travelling from the Palaeolithic Era to the present day, thanks to the autonomous region’s marvellous prehistoric caves, information centres and large variety of small local museums and larger national museums such as the Altamira or Prehistory museums. he Cantabrian landscape and its inhabitants warmly welcome T visitors, offering them a wide and varied range of interesting cultural activities. It houses an exceptional variety of tourist sights located along its spectacular coastline and marvellous mountain areas, an authentic catalogue of art and history, a well-conserved millennial legacy located in a mosaic landscape of great ecological value. Yes, you could say that Cantabria is an open-air museum with numerous treasures abounding in its interior, thanks to the fact that it is said to house the largest number of cave paintings on the Iberian Peninsula. The impressive skill of the area’s primitive inhabitants has been conserved on the walls and ceilings of numerous prehistoric Después de sorprenderse con esos auténticos museos vivos con pinturas rupestres, el viajero con ansias de conocer Historia puede darse el lujo de hacerlo adentrándose en la red de museos de sitio y centros de interpretación diseminados por toda la región. ‘After an amazing visit to these spectacular subterranean museums and a tour of their beautiful works of art, visitors might like to continue this natural history and art tour by visiting the regional network of information centres and local museums. La explotación de los recursos económicos potenciales del territorio de Julióbriga determina el desarrollo de una vida civil con actividades agropecuarias, artesanales, metalúrgicas y textiles que han quedado reflejadas en el mobiliario y la decoración. The exploitation of the potential economic resources of the Juliobriga territory determined the development of a variety of farming, handicraft, metallurgical and textile activities that have left an important mark on its architecture and decorative elements. La destreza de los artistas primitivos se conserva en techos y paredes de cuevas que se caves.
Recommended publications
  • RESUMEN DE PRENSA 31 De Octubre De 2016
    RESUMEN DE PRENSA 31 de octubre de 2016 EL DIFÍCIL DESPEGUE DE BINTER 31/10/2016 La expansión norteafricana de la aerolínea canaria tarda en dar beneficios palpables El País En el siglo primero antes de nuestra era, el general romano Quinto Sertorio viajó a las tierras de Hispania como comandante militar. Plutarco, en sus Vidas Paralelas, relató el encuentro del general con dos marineros que habían viajado por las islas atlánticas. Hablaban de tierras fértiles, con clima suave y la lluvia precisa para las cosechas. “Hay una creencia firme, incluso entre los bárbaros, que aquí están los Campos Elíseos y el hogar de los benditos que cantó Homero”. Hoy, el nombre de “islas afortunadas” o Macaronesia, que usaban los clásicos, se aplica a las islas Azores, Madeira, Canarias y Cabo Verde. Justo las islas que la aerolínea canaria Binter está en proceso de conquistar, a través de una malla aérea regional con base en el archipiélago español que facturó, en en el primer semestre de 2016, alrededor de 100 millones de euros. Además, aspira a hacerse con la fachada atlántica del noroeste africano. Binter fue la marca creada por Iberia en 1988 para operar los vuelos interinsulares en Baleares y Canarias, de los que hasta entonces se encargaba Aviaco. Cuando en los años noventa la antigua compañía de bandera empezó a vender activos para su proceso de privatización, las aerolíneas regionales fueron de las primeras en abandonar el grupo. Mientras que Binter Mediterráneo pasó a manos de Air Nostrum, en 2002 Binter Canarias fue a parar a manos de un consorcio de empresarios locales cuya figura más visible era Rodolfo Núñez, exconsejero de Obras Públicas del Gobierno regional y entonces presidente de CajaCanarias (hoy parte de CaixaBank), que ya había encabezado la compañía años atrás.
    [Show full text]
  • S/C/W/163 3 August 2000 ORGANIZATION (00-3257)
    WORLD TRADE RESTRICTED S/C/W/163 3 August 2000 ORGANIZATION (00-3257) Council for Trade in Services DEVELOPMENTS IN THE AIR TRANSPORT SECTOR SINCE THE CONCLUSION OF THE URUGUAY ROUND PART ONE Note by the Secretariat This Note has been produced at the request of the Council for Trade in Services in the framework of the review of the Air Transport Annex which stipulates in paragraph 5 that "The Council for Trade in Services shall review periodically, and at least every five years, developments in the air transport sector and the operation of this Annex with a view to considering the possible further application of the Agreement in this sector.". The Secretariat has been asked through the Council for Trade in Services to update document S/C/W/59, dated 5 November 1998 and document S/C/W/129, dated 15 October 1999. This Note addresses both the economic and regulatory developments in the sector, in both a historical (1993) and contemporary (1999) framework. Since the Annex provides no definition of the sector, the paper tries to encompass all aspects of air transport and air transport-related services following the model of the former Secretariat document S/C/W/59 on the same subject examined during the exchange of information program in 1998. It largely draws on this document as well as on ICAO publications and in particular, the annual report "The World of Civil Aviation" (first edition, 1992). Additional professional sources such as IATA documents and press sources have also been used. As indicated during the Council session held on July 2000, the Council requested due to time constraints, that the document be in three parts.
    [Show full text]
  • Airlines Codes
    Airlines codes Sorted by Airlines Sorted by Code Airline Code Airline Code Aces VX Deutsche Bahn AG 2A Action Airlines XQ Aerocondor Trans Aereos 2B Acvilla Air WZ Denim Air 2D ADA Air ZY Ireland Airways 2E Adria Airways JP Frontier Flying Service 2F Aea International Pte 7X Debonair Airways 2G AER Lingus Limited EI European Airlines 2H Aero Asia International E4 Air Burkina 2J Aero California JR Kitty Hawk Airlines Inc 2K Aero Continente N6 Karlog Air 2L Aero Costa Rica Acori ML Moldavian Airlines 2M Aero Lineas Sosa P4 Haiti Aviation 2N Aero Lloyd Flugreisen YP Air Philippines Corp 2P Aero Service 5R Millenium Air Corp 2Q Aero Services Executive W4 Island Express 2S Aero Zambia Z9 Canada Three Thousand 2T Aerocaribe QA Western Pacific Air 2U Aerocondor Trans Aereos 2B Amtrak 2V Aeroejecutivo SA de CV SX Pacific Midland Airlines 2W Aeroflot Russian SU Helenair Corporation Ltd 2Y Aeroleasing SA FP Changan Airlines 2Z Aeroline Gmbh 7E Mafira Air 3A Aerolineas Argentinas AR Avior 3B Aerolineas Dominicanas YU Corporate Express Airline 3C Aerolineas Internacional N2 Palair Macedonian Air 3D Aerolineas Paraguayas A8 Northwestern Air Lease 3E Aerolineas Santo Domingo EX Air Inuit Ltd 3H Aeromar Airlines VW Air Alliance 3J Aeromexico AM Tatonduk Flying Service 3K Aeromexpress QO Gulfstream International 3M Aeronautica de Cancun RE Air Urga 3N Aeroperlas WL Georgian Airlines 3P Aeroperu PL China Yunnan Airlines 3Q Aeropostal Alas VH Avia Air Nv 3R Aerorepublica P5 Shuswap Air 3S Aerosanta Airlines UJ Turan Air Airline Company 3T Aeroservicios
    [Show full text]
  • Memoria8.Pdf
    PR I N C I PA L E S PA RÁ M ET R O S GRUPO IBERIA MARGEN EBITDAR (EN %) 17,1% 2002 2001 % S/A.A. 13,8% 13,3% RESULTADOS (MILLONES €) INGRESOSDEEXPL OTACIÓN 4.699,5 4.738,2 (0,8) BAIIAR (EBITDAR) 804,8 655,3 22,8 RESULTADOS DEEXPLOTACIÓN 249,1 4,9 N.S. RESULTADOSANTESDE IMPUESTOS 194,1 (85,2) N.S. 2002 2001 2000 RESULTADOSNETOS ATRIBUIDOS A LA SOCIEDAD (RNDI) 157,1 50,2 212,9 GRUPO IBERIA RESULTADOS NETOSPOR ACCIÓN (CÉNT. €) (1) 17,21 5,50 212,9 DIVIDENDOS POR ACCIÓN (CÉNT. €) (1) 4,0 1,0 300,0 TRÁFICO DE PASAJEROS: PRODUCCIÓN E INGRESOS (2) AKOS (MILLONES) 55.405 58.467 (5,2) PKTS (MILLONES) 40.470 41.390 (2,2) (1) Número de acciones COEFICIENTEDEOCUP ACIÓN (%) 73,04 70,79 2,3 P. al 31 de diciembre en ambos ejercicios: 912.962.035 INGRESOSDE PASAJE (MILLONES €) 3.481,4 3.524,1 (1,2) (2) Datos correspondientes INGRESO MEDIOPOR PKT (CÉNT. €) 8,60 8,51 1,1 a Iberia, L.A.E. en ambos ejercicios. MAGNITUDES Y RATIOSFINANCIEROS (3) Importe en negativo significa disponibilidades líquidas superiores FONDOS PROPIOS (MILLONES €) 1.317,7 1.169,7 12,7 a la deuda remunerada (sin incluir ENDEUDAMIENTO NETO DEBALANCE (MILLONES €) (3) (714,8) (331,4) 115,7 los intereses del arrendamiento financiero). MARGEN EBITDAR (%) 17,1 13,8 3,3 P. (4) Rentabilidad sobre Recursos MARGEN RESULTADOS EXPLOTACIÓN (%) 5,3 0,1 5,2 P. Propios: Resultados consolidados / (Fondos propios + Socios externos). ROE (%) (4) 12,0 4,5 7,5 (5) Están excluidos los empleados de RECURSOS Binter Canarias, Binter Mediterráneo y VIVA air para que los elementos PLANTILLAMEDIAEQUIVALENTE (5) 25.754 27.067 (4,9) comparados sean homogéneos FLOTA OPERATIVA AL 31 DEDICIEMBRE 146 157 (7,0) en ambos ejercicios.
    [Show full text]
  • Tender Management Relating to Imposition of Public Service
    sustainability Article Tender Management Relating to Imposition of Public Service Obligations on Scheduled Air Routes: An Approach Involving Digital Transformation of Procurement Procedures in Spain Antonio Martínez Raya * and Víctor M. González-Sánchez Department of Applied Economics, Faculty of Economic and Business Sciences, UNED—National University of Distance Education, 28040 Madrid, Spain; [email protected] * Correspondence: [email protected]; Tel.: +34-91-3987829 Received: 31 May 2020; Accepted: 25 June 2020; Published: 1 July 2020 Abstract: The promotion of efficient and sustainable means of transport has been a key issue of public debate across the European Union (EU). Particularly, transport needs in peripheral and remote areas have a great importance for EU transport policies in order to ensure the mobility of goods and persons in these regions, and thus to achieve greater territorial cohesion in the member states concerned. Despite the remarkable efforts to improve the competitiveness of aviation in the EU single market, certain regional routes have traditionally suffered a lack of scheduled air routes. The internal market, once liberalized, has provided an instrument in order to ensure adequate transportation for the carriage of goods and persons in special cases. When this occurs, according to Regulation (CE) no. 1008/2008, national civil aviation authorities may impose a public service obligation (PSO) on specific air routes. In addition, this form of public intervention can lead to restriction on market access to one carrier, and even to the payment of compensation to the awarded airline through the launching of a tendering procedure for the operation of the required air service.
    [Show full text]
  • KOD FLYGPLATS AAC Al Arish, Egypt
    KOD FLYGPLATS AAC Al Arish, Egypt – Al Arish Airport AAM Mala Mala Airport AAN Al Ain, United Arab Emirates – Al Ain Airport AAQ Anapa Airport – Russia AAT Altay, China – Altay Airport AAX Araxa, Brazil – Araxa Airport ABC Albacete, Spain – Albacete Airport ABE Allentown-Bethlehem-Easton International, PA, USA ABK Kabri Dar, Ethiopia – Kabri Dar Airport ABL Ambler, AK, USA ABM Bamaga, Queensland, Australia ABQ Albuquerque, NM, USA – Albuquerque International A ABR Aberdeen, SD, USA – Aberdeen Regional Airport ABS Abu Simbel, Egypt – Abu Simbel ABT Al-Baha, Saudi Arabia – Al Baha-Al Aqiq Airport ABV Abuja, Nigeria – Abuja International Airport ABX Albury, New South Wales, Australia – Albury ABY Albany, GA, USA – Dougherty County ABZ Aberdeen, Scotland, United Kingdom – Dyce ACA Acapulco, Guerrero, Mexico – Alvarez International ACC Accra, Ghana – Kotoka ACE Lanzarote, Canary Islands, Spain – Lanzarote ACH Altenrhein, Switzerland – Altenrhein Airport ACI Alderney, Channel Islands, United Kingdom – The Bl ACK Nantucket, MA, USA ACT Waco, TX, USA – Madison Cooper ACV Arcata, CA, USA – Arcata/Eureka Airport ACY Atlantic City /Atlantic Cty, NJ, USA – Atlantic Ci ADA Adana, Turkey – Adana ADB Izmir, Turkey – Adnan Menderes ADD Addis Ababa, Ethiopia – Bole ADE Aden, Yemen – Aden International Airport ADJ Amman, Jordan – Civil ADK Adak Island, Alaska, USA, Adak Island Airport ADL Adelaide, South Australia, Australia – Adelaide ADQ Kodiak, AK, USA ADZ San Andres Island, Colombia AED Aleneva, Alaska, USA – Aleneva Airport AEP Buenos Aires, Buenos
    [Show full text]
  • List of Government-Owned and Privatized Airlines (Unofficial Preliminary Compilation)
    List of Government-owned and Privatized Airlines (unofficial preliminary compilation) Governmental Governmental Governmental Total Governmental Ceased shares shares shares Area Country/Region Airline governmental Governmental shareholders Formed shares operations decreased decreased increased shares decreased (=0) (below 50%) (=/above 50%) or added AF Angola Angola Air Charter 100.00% 100% TAAG Angola Airlines 1987 AF Angola Sonair 100.00% 100% Sonangol State Corporation 1998 AF Angola TAAG Angola Airlines 100.00% 100% Government 1938 AF Botswana Air Botswana 100.00% 100% Government 1969 AF Burkina Faso Air Burkina 10.00% 10% Government 1967 2001 AF Burundi Air Burundi 100.00% 100% Government 1971 AF Cameroon Cameroon Airlines 96.43% 96.4% Government 1971 AF Cape Verde TACV Cabo Verde 100.00% 100% Government 1958 AF Chad Air Tchad 98.00% 98% Government 1966 2002 AF Chad Toumai Air Tchad 25.00% 25% Government 2004 AF Comoros Air Comores 100.00% 100% Government 1975 1998 AF Comoros Air Comores International 60.00% 60% Government 2004 AF Congo Lina Congo 66.00% 66% Government 1965 1999 AF Congo, Democratic Republic Air Zaire 80.00% 80% Government 1961 1995 AF Cofôte d'Ivoire Air Afrique 70.40% 70.4% 11 States (Cote d'Ivoire, Togo, Benin, Mali, Niger, 1961 2002 1994 Mauritania, Senegal, Central African Republic, Burkino Faso, Chad and Congo) AF Côte d'Ivoire Air Ivoire 23.60% 23.6% Government 1960 2001 2000 AF Djibouti Air Djibouti 62.50% 62.5% Government 1971 1991 AF Eritrea Eritrean Airlines 100.00% 100% Government 1991 AF Ethiopia Ethiopian
    [Show full text]
  • Spain and Morocco: the Spanish Enclaves in North Africa, Potential Mediterranean Security Dilemma
    DUDLEY KNOX LIBRARY NAVAL POSTGRADUATE SCHOOL MONTEREY, CALIF. 93940 NAVAL POSTGRADUATE SCHOOL Monterey, California - THESIS SPAIN AND MOROCCO: THE SPANISH ENCLAVES IN NORTH AFRICA, POTENTIAL MEDITERRANEAN SECURITY DILEMMA by Richard H. Porritt, Jr. December 1982 Thesis Advisors: R. H. S. Stolfi D. P. Burke Approved for public release, distribution unlimited T Us Unclassified SECURITY CLASSIFICATION OF THIS »*OI (**>*> Of I«i«mO READ INSTRUCTIONS REPORT DOCUMENTAT10N PAGE BEFORE COMPLETINC FORM » KICi'itNT'S CATALOG NUMBER f rIrort numiir 2. OOVT ACCESSION MO. s. tyrc of report * perioo covCRto 4. title fan* Sumtlif) Master's Thesis Spain and Morocco: The Spanish Enclaves in December 1982 North Africa, Potential Mediterranean Security « PERFORMING OUC. REPORT NUMBER Dilemma • CONTRACT OR GRANT NLMBERf*) . AUTmOMi'U Richard H. Porritt, Jr. and aooress tO. RROGRAM ELEMENT. PROJECT. TASK "i performing organization mSm AREA A WORK UNIT NUMBERS Naval Postgraduate School Monterey, California 93940 12. REPORT DATE II CONTROLLING O^lCI NAME AND AOORESS December 1982 School Naval Postgraduate 11. NUMBER OF PAGES Monterey, California 93940 187 CmntftUn* OUtcm) IS. SECURITY CLASS. >ol Ihlm rm+ori) U. MONITORING AGENCY NAME * AOORESSflf SmmbM Irom Unclassified IS*. DECLASSIFICATION/ DOWNGRADING SCHEDULE I*. DISTRIBUTION STATEMENT (ml tM* H»P*tl) Approved for public release, distribution unlimited. «*•"•*« •trarwd In Slock 30. II <tltl»rmnt lr*m Hmpoft) 17. DISTRIBUTION STATEMENT (•! tmm 18. SURRLCMENTARY NOTES nmcmmmmrr ImmntHy mr •!•«* ntmm+r) it. KEY WOROS (Conttnv «-» ?•»•»•• •(«• H BM Enclaves, Spain, Morocco, Gibraltar, Mediterranean, NATO, Ceuta, Mel ill a, Strait of Gibraltar, chokepoints, Spanish/Moroccan relations, U.S. /Spanish relations, U.S. /Moroccan relations, Soviet/Moroccan relations, naval strategy, U.S.
    [Show full text]
  • Annual Report2000.Pdf
    ANNUAL R E P O RT 2 0 0 0 IBERIA L.A.E. AND IBERIA GR O U P IBERIA L.A.E. AND IBERIA GR O U P I B E R I A,L Í N E A S AÉ R E A S D E E S PA Ñ A , S . A . I B E R I A G R O U P LETTER FROMTHE CHAIRMAN . 6 LEGAL INFORMATION . 99 LEGAL INFORMATION . 9 CONSOLIDATED FINANCIAL STATEMENTS . 103 FINANCIAL STATEMENTS . 13 -CONSOLIDATED BALANCE SHEETS AS OF DECEMBER 31,2000 AND 1999 . 104 -BALANCE SHEETSAS OF DECEMBER 31,2000 AND 1999 . 14 -CONSOLIDATEDSTATEMENTS OF INCOME FOR 2000 AND 1999 . 106 -STATEMENTS OF INCOME FOR 2000 AND 1999 . 16 NOTES TO 2000 CONSOLIDATEDFINANCIAL STATEMENTS . 109 NOTES TO 2000 FINANCIAL STATEMENTS . 19 -DESCRIPTION OFTHE CONTROLLING COMPANYAND OFTHE GROUP . 111 -COMPANY DESCRIPTION . 21 -DEPENDENT COMPANIES . 112 -BASIS OF PRESENTATION OFTHE FINANCIAL STATEMENTS . 22 -ASSOCIATEDCOMPANIES . 113 -DISTRIBUTION OF INCOME . 22 -BAS I S O FP R E S E N TAT I O NO FT H E CO N S O L I D ATE D FI N A N C I A L ST ATE M E N T S . 114 -VALUATION STANDARDS . 23 -DISTRIBUTION OFTHE CONTROLLING COMPANY’S INCOME . 115 -INTANGIBLEASSETS . 28 -VALUATION STANDARDS . 115 -PROPERTY, PLANTAND EQUIPMENT . 30 -INTANGIBLEASSETS . 122 -LONG-TERM FINANCIAL INVESTMENTS . 38 -PROPERTY, PLANTAND EQUIPMENT . 123 -ACCOUNTS RECEIVABLE . 44 -LONG-THERM FINANCIAL INVESTMENTS . 132 -SHORT-TERM FINANCIAL INVESTMENTS . 45 -GOODWILL / NEGATIVE GOODWILL IN CONSOLIDATION . 136 -SHAREHOLDERS’ EQUITY . 45 -SHORT-TERMFINANCIAL INVESTMENTS . 137 -PROVISION FORTHIRD-PARTY LIABILITY .
    [Show full text]
  • Growth Borne of Innovation 2012 Highlights What Is Ferrovial? € Million • Founded in 1952 Revenue 7,686 EBIDTA 927 • Global Infrastructure Company Net Result 710
    Growth borne of innovation 2012 Highlights What is ferrovial? € million • Founded in 1952 Revenue 7,686 EBIDTA 927 • Global infrastructure company Net result 710 • Transport infrastructure world *Net cash position 1,489 leader by invested capital since Construction Backlog 8,699 1985: $72.000 million* Service Backlog 12,784 • With operations covering: airports, toll roads, services & construction + • Included in the Ibex 35 Index and in the Dow Jones and FTSE4Good • Sold 16.34% HAH** Consolidated by equity method • HAH (34%) • Edinburgh & Stansted (Jan’13) • 407 ETR (43%) Sustainability indexes • 407 ETR **Formerly BAA *Source: Public Works Financing 2012 * 2013 TO INVEST IN FUTURE GROWTH TOLL ROADS CONSTRUCTION SERVICES AIRPORTS 2 Ferrovial two main assets, Highway 407 ETR and Heathrow Airport, both now What is ferrovial? consolidated by equity method, set new traffic records and distributed dividends Revenue 2012: € 7,686 million Business divisions Geographic distribution HAH (33,65%) 407 ETR (43%) Spain 5% 38%5%32% Services UK HAH 2012 407 ETR 2012 38% 5757% Toll Roads United States & Canada Revenues Revenues % Construction 57% Poland Airports € 2,646 million € 734 million 38% Rest of the world 5% 23% 38% HAH 2012 407 ETR 2012 + EBITDA EBITDA EBITDA 2012: € 927 million 38%38% € 1,355 million € 608 million Business divisions Geographic distribution 1GBP=1.20€ 1CAD=0.76€ Services Spain Toll Roads UK Construction United States&Canada Airports Poland Rest of the world 3 What is ferrovial? Business model: Integrated infrastructure management (DBFOM) Construction Maintenance Infrastructure’s operator Operation CONSTRUCTION (DB) TOLL ROADS (FOM) AIRPORTS (FOM) SERVICES (FOM) • Civil engineering • Urban services & waste • Concession and • Ownership • Building • Facility management operation • Operation • Industrial • Infrastructure maint.
    [Show full text]
  • CASO PRÁCTICO Iberia
    CASO PRÁCTICO Iberia: Cómo adaptarse a un entorno cambiante Diego Abellán Martínez Junio 2006 ©: Quedan reservados todos los derechos. (Ley de Propiedad Intelectual del 17 de noviembre de 1987 y Reales Decretos) Documentación elaborada por el profesor para EOI. Prohibida la reproducción total o parcial sin autorización escrita de la EOI Iberia: Cómo adaptarse a un entorno cambiante ÍNDICE: 1. INTRODUCCIÓN. 3 1.1. Historia de Iberia. 3 1.2. Plan de viabilidad 1994-1996. 7 1.3. Plan Director I 1997-1999. 8 1.4. Plan Director II: 2000-2002. 12 2. SECTOR DE TRANSPORTE AÉREO DE PASAJEROS. 18 2.1. Nuevos entrantes en el mercado, las compañías de bajo coste (low 19 cost carriers). 2.2. Evolución de la demanda y capacidad en la industria de transporte 30 de aviación comercial. 2.3. Impacto del precio del petróleo. 33 2.4. Situación financiera de las líneas aéreas. 36 2.5. Fabricación de aviones comerciales: un mercado de dos. 42 2.6. El nuevo modelo aeroportuario europeo. 46 2.7. Transporte ferroviario en la Unión Europea. 50 2.8. Mercado español de aviación comercial. 52 3. PLAN DIRECTOR 2003-2005. 57 4. CONCLUSIONES. 65 5. PREGUNTAS 67 ANEXOS 70 Iberia: Cómo adaptarse a un entorno cambiante 1. INTRODUCCIÓN. El equipo gestor de Iberia tendrá una reunión la próxima semana para establecer las líneas estratégicas para el período 2006-2008. Como miembro del equipo de trabajo estas preparando el informe estratégico que será presentado al Consejo de Administración de Iberia. Deberás determinar cuáles son los principales factores de éxito en la industria de aviación comercial y qué estrategias y actuaciones tendrá que realizar la aerolínea española para mantener su posición de liderazgo en el sector del transporte aéreo de viajeros.
    [Show full text]
  • Opening up of the Spanish Domestic Market Under Liberalization
    February 2003 English and French only OPENING UP OF THE SPANISH DOMESTIC MARKET UNDER LIBERALIZATION (Submitted by Spain) 1. INTRODUCTION 1.1 Key geographical features of the Spanish domestic market are the location of its 40 million inhabitants and the uneven topography of its territory: Madrid and its region (5,4 million inhabitants) situated in the geographical centre of the Iberian Peninsula, two groups of islands being important tourist resorts, i.e. the Canary and Balearic Islands (2,8 million inhabitants and 11 airports), and a population spread out on the periphery of mainland Spain (26 million inhabitants and 26 airports). Such features ensure that air transport is a transport mode of strategic importance. 1.2 In 1993, the Spanish market was fully liberalized. Before that date, scheduled air services were reserved for the airlines of the Public Group Iberia, under a state concession. Non-scheduled services were practically liberalized but reserved for national airlines. The following table illustrates the situation in 1992 and 2001. Table 1 1992 2001 Scheduled services Non-scheduled Scheduled services Non-scheduled services services Grupo Público Aviaco (partially) Iberia L.A.E. Air Europa IBERIA Viva Air Spanair Futura Iberia L.A.E. Air Europa Air Europa LTE Aviaco Spanair Aebal Iberworld Binter Canarias Futura Air Europa Express Islandflug Binter Mediterráneo LTE Air Nostrum Viva Air (non- scheduled) Oasis Binter Canarias Centenial Binter Mediterráneo -2- 1.3 In 1992, the Public Group Iberia was formed by five airlines. Non-scheduled traffic accounted for 15% of overall domestic traffic and was served by eight airlines. 1.4 In 2002, Iberia L.A.E remains as the sole operator of the privatized Group after the take-over of two of them (Aviaco and Viva Air) and the selling of two others (Binter Canarias and Binter Mediterráneo).
    [Show full text]