DOCSLIB.ORG

Annual Report 2005

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Annual Report 2005 COVER FINAL 08/30/2005 10:17 AM Page 1 C M Y CM MY CY CMY K PEOPLE, PATRONAGE & PROFIT ANNUAL REPORT 2005 Composite ANNUAL FINANCIAL STATEMENTS CONTENTS Information page 46 Report of the Audit Committee 47 Statement by the Company Secretary 49 Report of the independent auditors 50 Directors’ report 52 Income statements 68 Balance sheets 69 Statements of changes in equity 70 Cash flow statements 72 Accounting policies 73 Notes to the annual financial statements 85 The annual financial statements set out on pages 46 to 127 were approved by the board of directors on 20 June 2005. 45 INFORMATION PAGE for the year ended 31 March 2005 DIRECTORS Prof GJ Gerwel Chairman Dr K Ngqula President and Chief Executive Officer Ms MMT Ramano Executive Vice President and Chief Financial Officer Prof R Doganis (Greek) Adv MTK Moerane Ms LM Mojela Mr MV Moosa Dr CC Okeahalam (British) Ms A Ngwezi Mr AP Nkuna Ms MDCDNC Ramos CURRENT SECRETARY Ms T Melk (appointed 1st April 2005) REGISTERED OFFICE / ADDRESS Airways Park Jones Road Johannesburg International Airport Kempton Park 1627 Private Bag X13 Johannesburg International Airport Kempton Park 1627 COUNTRY OF INCORPORATION South Africa REPORTING CURRENCY South African Rand (ZAR) PRIMARY MEASUREMENT CURRENCY South African Rand (ZAR) JOINT AUDITORS Deloitte & Touche APF Incorporated Private Bag X6 PO Box 260144 Gallo Manor Excom 2052 2023 BANKERS Nedbank, a division of Nedcor Limited Standard Bank Limited Citibank of South Africa (Proprietary) Limited HOLDING COMPANY Transnet Limited COMPANY REGISTRATION NO. 1997/022444/07 46 REPORT OF THE AUDIT COMMITTEE for the year ended 31 March 2005 We are pleased to present our report for the financial year ended 31 March 2005 as recommended by the King II Report on Corporate Governance and the Public Finance Management Act. The Audit Committee is composed of four non-executive directors. The committee held six scheduled meetings relating to the 2005 financial year. The Audit Committee reports that it has adopted appropriate formal terms of reference as its Audit Committee charter and has regulated its affairs in compliance with this charter, and has discharged all of its responsibilities as contained therein. In the conduct of its duties, the Audit Committee has, inter-alia, performed the following activities: • Received and reviewed reports from the internal auditors, and from forensic investigations concerning the effectiveness of the Group’s internal control systems. • Reviewed the report of the joint external auditors detailing their concerns arising out of their audit and ensured that there are appropriate responses from management, which will result in their concerns being addressed. • Considered the effectiveness of internal audit and the adherence of internal audit to its annual programme. • Considered the risk areas identified by management, internal and the joint external auditors that the Group is exposed to and deliberated the extent to which these risks are covered by the scope of the internal and the joint external auditors’ work programmes. • Considered the Group’s compliance with legal and regulatory provisions to the extent that such issues have been brought to the attention of the Audit Committee by either management, internal audit or the joint external auditors. • Reviewed and recommended for adoption by the Board such financial information that is publicly disclosed which for the year under review included: • The annual financial statements for the year ended 31 March 2005. • The interim results for the six-month period ended 30 September 2004. • Considered the independence and objectivity of the joint external auditors and ensured that the scope of their additional services provided were not such that they could be seen to have impaired their independence. • Made appropriate recommendations to the Board regarding the corrective actions to be taken as a consequence of audit findings. In the opinion of the Audit Committee, the internal controls of the Group (other than those required to meet all of the obligations of the Public Finance Management Act as set out under the heading “Section 51 and 55” in the Directors’ Report) are considered to be appropriate to: • ensure the Group’s assets are safeguarded; and • ensure that transactions undertaken are recorded in the Group’s records. Where weaknesses in specific controls have been identified, management has undertaken to implement the appropriate corrective action to mitigate the weaknesses identified. The Audit Committee is pleased to report that SAA is implementing a new Revenue Accounting System, which will remediate concerns and possible weaknesses inherent in the current system. None of these weaknesses constituted a material breakdown in the internal controls of the Group. However, the Audit Committee has noted that SAA’s risk management framework, certain of its policies and procedures and elements of the Company’s monitoring procedures need to be redefined and enhanced to ensure that they meet the needs of a modern international airline. 47 REPORT OF THE AUDIT COMMITTEE (continued) for the year ended 31 March 2005 Our report in compliance with the PFMA section 55(2)b, is incorporated in our holding company’s submission to the Minister of the Department of Public Enterprise. The Audit Committee has evaluated the annual financial statements for the year ended 31 March 2005 and considers that they comply, in all material respects, with the requirements of the Companies Act, 61 of 1973 in South Africa, as amended, the Public Finance Management Act, 1 of 1999, as amended, and Statements of South African Generally Accepted Accounting Practice. The Audit Committee concurs that the adoption of the going concern premise in framing the annual financial statements is appropriate. The Audit Committee has therefore recommended the adoption of the annual financial statements by the Board of Directors at their meeting on 20th June 2005. Dr CC Okeahalam Chairperson: SAA Audit Committee 20 June 2005 48 STATEMENT BY THE COMPANY SECRETARY for the year ended 31 March 2005 The Company secretary, Ms T Melk, certified that the Company has lodged with the Registrar of Companies all such returns as are required for a private Company in terms of the Companies Act , 61 of 1973, as amended, and that all such returns are true, correct and up to date in respect of the financial year reported upon. COMPANY SECRETARY 20 June 2005 SECRETARY Name: Ms T Melk Business Address: Airways Park Jones Road Johannesburg International Airport Kempton Park 1627 Postal Address: Private Bag X13 Johannesburg International Airport Kempton Park 1627 49 REPORT OF THE INDEPENDENT AUDITORS to the members of South African Airways (Proprietary) Limited We have audited the annual financial statements of South African Airways (Proprietary) Limited and the Group set out on pages 52 to 127 for the year ended 31 March 2005. These annual financial statements of South African Airways (Proprietary) Limited and the Group are the responsibility of the South African Airways (Proprietary) Limited accounting authority. Our responsibility is to express an opinion on these financial statements based on our audit. The performance information is the responsibility of the accounting authority. Our responsibility is to express an opinion on whether the performance information furnished in terms of sub-section 55(2)(a) of the Public Finance Management Act, 1 of 1999, as amended, is fair in all material respects and, on a basis consistent with that of the preceding year. Scope We conducted our audit in accordance with Statements of South African Auditing Standards. Those standards require that we plan and perform the audit to obtain reasonable assurance that the financial statements are free of material misstatement. The audit was also planned and performed to obtain reasonable assurance that our duties in terms of sections 27 and 28 of the Public Audit Act, 25 of 2004, have been complied with. An audit includes: • examining, on a test basis, evidence supporting the amounts and disclosures in the annual financial statements; •assessing the accounting principles used and significant estimates made by management; and • evaluating the overall financial statement presentation. We believe that our audit provides a reasonable basis for our opinion. Audit opinion The annual financial statements fairly present, in all material respects, the financial position of South African Airways (Proprietary) Limited and the Group at 31 March 2005, and the results of their operations and cash flows for the year then ended, in accordance with South African Statements of Generally Accepted Accounting Practice and in the manner required by the Companies Act, 61 of 1973 in South Africa, the Public Finance Management Act, 1 of 1999, as amended, and the Public Audit Act, 25 of 2004. Emphasis of matter Without qualifying our audit opinion, we draw your attention to: The performance information as envisaged in sub-section 55(2)(a) of the Public Finance Management Act, 1 of 1999 and section 28(1)(c) of the Public Audit Act, 25 of 2004, has not been included in the annual financial statements and we are therefore unable to express an opinion thereon; and 50 REPORT OF THE INDEPENDENT AUDITORS (continued) to the members of South African Airways (Proprietary) Limited The transactions of South African Airways (Proprietary) Limited and the Group that had come to the auditors attention during the audit were in all material respects in accordance with the mandatory function of South African Airways (Proprietary) Limited, as determined by law or otherwise, with the exception of the South African Reserve Bank approval as outlined in the Directors’ Report on page 65. Deloitte & Touche APF Inc. Registered Accountants and Auditors Registered Accountants and Auditors Chartered Accountants (SA) Chartered Accountants (SA) Johannesburg 20 June 2005 51 DIRECTORS’ REPORT for the year ended 31 March 2005 INTRODUCTION The Directors have pleasure in presenting their report, which forms part of the annual financial statements of the Company and of the Group, for the year ended 31 March 2005.
Load more

Recommended publications
  • My Personal Callsign List This List Was Not Designed for Publication However Due to Several Requests I Have Decided to Make It Downloadable
    - www.egxwinfogroup.co.uk - The EGXWinfo Group of Twitter Accounts - @EGXWinfoGroup on Twitter - My Personal Callsign List This list was not designed for publication however due to several requests I have decided to make it downloadable. It is a mixture of listed callsigns and logged callsigns so some have numbers after the callsign as they were heard. Use CTL+F in Adobe Reader to search for your callsign Callsign ICAO/PRI IATA Unit Type Based Country Type ABG AAB W9 Abelag Aviation Belgium Civil ARMYAIR AAC Army Air Corps United Kingdom Civil AgustaWestland Lynx AH.9A/AW159 Wildcat ARMYAIR 200# AAC 2Regt | AAC AH.1 AAC Middle Wallop United Kingdom Military ARMYAIR 300# AAC 3Regt | AAC AgustaWestland AH-64 Apache AH.1 RAF Wattisham United Kingdom Military ARMYAIR 400# AAC 4Regt | AAC AgustaWestland AH-64 Apache AH.1 RAF Wattisham United Kingdom Military ARMYAIR 500# AAC 5Regt AAC/RAF Britten-Norman Islander/Defender JHCFS Aldergrove United Kingdom Military ARMYAIR 600# AAC 657Sqn | JSFAW | AAC Various RAF Odiham United Kingdom Military Ambassador AAD Mann Air Ltd United Kingdom Civil AIGLE AZUR AAF ZI Aigle Azur France Civil ATLANTIC AAG KI Air Atlantique United Kingdom Civil ATLANTIC AAG Atlantic Flight Training United Kingdom Civil ALOHA AAH KH Aloha Air Cargo United States Civil BOREALIS AAI Air Aurora United States Civil ALFA SUDAN AAJ Alfa Airlines Sudan Civil ALASKA ISLAND AAK Alaska Island Air United States Civil AMERICAN AAL AA American Airlines United States Civil AM CORP AAM Aviation Management Corporation United States Civil
    [Show full text]
  • Tariff Book April 2020 to 31 March 2021
    Tariff Book TRANSNET NATIONAL PORTS AUTHORITY April 2020 to March 2021 PORT TARIFFS Nineteenth Edition 1 April 2020 Issued by: Transnet National Ports Authority Finance / Economic Regulation PO Box 32696 Braamfontein 2017 ISBN 978-0-620-56322-2 The tariff book is available on the Internet Website Address: www.transnetnationalportsauthority.net DISCLAIMER Port of Port Elizabeth Transnet National Ports Authority can not assure that the Tariff Book is free of errors and will therefore not be liable for any loss or damages arising from such errors. Tariff Book April 2020—March 2021 Tariff Book April 2020 - March 2021 02 CONTENTS SECTION 6 SECTION 8 DEFINITIONS 5-8 SECTION 4 DRYDOCKS, FLOATING DOCKS, BUSINESS PROCESSES AND SYNCROLIFTS AND SLIPWAYS DOCUMENTATION SECTION 1 PORT FEES ON VESSELS, MISCELLA- NEOUS 1. General terms and conditions 33 1. Cargo Dues Order 1. LIGHT DUES 9 FEES AND SERVICES 2. Booking fees 33 1.1 Types of documentation 50 2. SOUTH AFRICAN MARITIME 10 3. Penalties 34 1.2 Timing of documentation 51 SAFETY AUTHORITY 1. Port fees on vessels 4. Preparation 34 2. Responsible party 52 (SAMSA) LEVY 1.1 Port dues 21 5. Docking and undocking of ves- 35 3. Late order fees 52 1.2 Berth dues 22 sels 4. Amending orders 53 SECTION 2 2. Port dues for small vessels, hulks 24 6. Drydock, floating dock and 36 5. Terminal Outturn report 53 and pleasure vessels syncrolift dues 6. VESSEL TRAFFIC SERVICES (VTS) 3. Miscellaneous services 7. Slipway 39 6.1 Port Revenue Offices 54 3.1 Fire and emergency services 26 8.
    [Show full text]
  • Challenges and Developments Facing SA Coal Logistics”
    “Challenges and developments facing SA Coal Logistics” IHS Energy SA Coal Conference 1 February 2019 Mandisa Mondi, General Manager: Coal BU - Transnet Freight Rail Transnet Freight Rail is a division of Transnet SOC Ltd Reg no.: 1990/000900/30 An Authorised Financial 1 Service Provider – FSP 18828 Overview SA Competitiveness The Transnet Business and Mandate The Coal Line: Profile Export Coal Philosophy Challenges and Opportunities New Developments Conclusions Transnet Freight Rail is a division of Transnet SOC Ltd Reg no.: 1990/000900/30 2 SA Competitiveness: Global Reserves Global Reserves (bt) Global Production (mt) Despite large reserves of coal that remain across the world, electricity generation alternatives are USA 1 237.29 2 906 emerging and slowing down dependence on coal. Russia 2 157.01 6 357 European countries have diversified their 3 114.5 1 3,87 China energy mix reducing reliance on coal Australia 4 76.46 3 644 significantly. India 5 60.6 4 537 However, Asia and Africa are still at a level where countries are facilitating access to Germany 6 40.7 8 185 basic electricity and advancing their Ukraine 7 33.8 10 60 industrial sectors, and are likely to strongly Kazakhstan 8 33.6 9 108 rely on coal for power generation. South Africa 9 30.1 7 269 South Africa remains in the top 10 producing Indonesia 10 28 5 458 countries putting it in a fairly competitive level with the rest of global producers. Source: World Energy Council 2016 SA Competitiveness : Coal Quality Country Exports Grade Heating value Ash Sulphur (2018) USA 52mt B 5,850 – 6,000 14% 1.0% Indonesia 344mt C 5,500 13.99% Australia 208mt B 5,850 – 6,000 15% 0.75% Russia 149.3mt B 5,850 – 6,000 15% 0.75% Colombia 84mt B 5,850 – 6,000 11% 0.85% S Africa 78mt B 5,500 - 6,000 17% 1.0% South Africa’s coal quality is graded B , the second best coal quality in the world and Grade Calorific Value Range (in kCal/kg) compares well with major coal exporting countries globally.
    [Show full text]
  • Capacity Creation Is the Top Priority in South African Ports Transnet Port Terminals, Durban, South Africa
    CONTAINER HANDLING Capacity creation is the top priority in South African ports Transnet Port Terminals, Durban, South Africa Nowhere in South Africa is the rapid upsurge in economic activity and growth more evident than in its commercial ports. Historically neglected and under-funded prior to 1994, during the country’s economic sanctions and apartheid era, South Africa’s ports have since been experiencing booming business, and state- owned transport and freight entity Transnet Limited has been at pains to ensure it creates capacity ahead of demand in its busy terminals. Introduction Transnet’s port operating division, Transnet Port Terminals, has steadily increased its overall investment from a mere R131m in 2001/02 (GBP £10.6 billion) to more than R3.2bn (£259 million in 2008/09.) The division will now spend R6.5 billion (approximately £528 million) over the next five years on capital investments. These Ngqura container terminal’s rail-mounted gantry cranes with Liebherr ship-to- shore cranes in the background. are aimed at reducing the cost of doing business and enhancing its competitiveness as a global logistics player. Approximately 31 per cent of this will go towards increasing capacity, to achieve the company’s growth initiatives. Beefing up box capacity Capacity expansion programmes are currently underway at the major container terminals in South Africa. In Durban and Cape Town, as well as at the new deepwater Port of Ngqura, which launched to commercial trade in October 2009, such projects will assist in meeting the target of a 32 per cent increase in container capacity over five years, with spare capacity to deal with any growth in volumes.
    [Show full text]
  • 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 ......................................... .. .. ...... .. .. .. ...................
    [Show full text]
  • U.S. Department of Transportation Federal
    U.S. DEPARTMENT OF ORDER TRANSPORTATION JO 7340.2E FEDERAL AVIATION Effective Date: ADMINISTRATION July 24, 2014 Air Traffic Organization Policy Subject: Contractions Includes Change 1 dated 11/13/14 https://www.faa.gov/air_traffic/publications/atpubs/CNT/3-3.HTM A 3- Company Country Telephony Ltr AAA AVICON AVIATION CONSULTANTS & AGENTS PAKISTAN AAB ABELAG AVIATION BELGIUM ABG AAC ARMY AIR CORPS UNITED KINGDOM ARMYAIR AAD MANN AIR LTD (T/A AMBASSADOR) UNITED KINGDOM AMBASSADOR AAE EXPRESS AIR, INC. (PHOENIX, AZ) UNITED STATES ARIZONA AAF AIGLE AZUR FRANCE AIGLE AZUR AAG ATLANTIC FLIGHT TRAINING LTD. UNITED KINGDOM ATLANTIC AAH AEKO KULA, INC D/B/A ALOHA AIR CARGO (HONOLULU, UNITED STATES ALOHA HI) AAI AIR AURORA, INC. (SUGAR GROVE, IL) UNITED STATES BOREALIS AAJ ALFA AIRLINES CO., LTD SUDAN ALFA SUDAN AAK ALASKA ISLAND AIR, INC. (ANCHORAGE, AK) UNITED STATES ALASKA ISLAND AAL AMERICAN AIRLINES INC. UNITED STATES AMERICAN AAM AIM AIR REPUBLIC OF MOLDOVA AIM AIR AAN AMSTERDAM AIRLINES B.V. NETHERLANDS AMSTEL AAO ADMINISTRACION AERONAUTICA INTERNACIONAL, S.A. MEXICO AEROINTER DE C.V. AAP ARABASCO AIR SERVICES SAUDI ARABIA ARABASCO AAQ ASIA ATLANTIC AIRLINES CO., LTD THAILAND ASIA ATLANTIC AAR ASIANA AIRLINES REPUBLIC OF KOREA ASIANA AAS ASKARI AVIATION (PVT) LTD PAKISTAN AL-AAS AAT AIR CENTRAL ASIA KYRGYZSTAN AAU AEROPA S.R.L. ITALY AAV ASTRO AIR INTERNATIONAL, INC. PHILIPPINES ASTRO-PHIL AAW AFRICAN AIRLINES CORPORATION LIBYA AFRIQIYAH AAX ADVANCE AVIATION CO., LTD THAILAND ADVANCE AVIATION AAY ALLEGIANT AIR, INC. (FRESNO, CA) UNITED STATES ALLEGIANT AAZ AEOLUS AIR LIMITED GAMBIA AEOLUS ABA AERO-BETA GMBH & CO., STUTTGART GERMANY AEROBETA ABB AFRICAN BUSINESS AND TRANSPORTATIONS DEMOCRATIC REPUBLIC OF AFRICAN BUSINESS THE CONGO ABC ABC WORLD AIRWAYS GUIDE ABD AIR ATLANTA ICELANDIC ICELAND ATLANTA ABE ABAN AIR IRAN (ISLAMIC REPUBLIC ABAN OF) ABF SCANWINGS OY, FINLAND FINLAND SKYWINGS ABG ABAKAN-AVIA RUSSIAN FEDERATION ABAKAN-AVIA ABH HOKURIKU-KOUKUU CO., LTD JAPAN ABI ALBA-AIR AVIACION, S.L.
    [Show full text]
  • 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”.
    [Show full text]
  • Moving More Freight on Rail
    COPYRIGHT AND CITATION CONSIDERATIONS FOR THIS THESIS/ DISSERTATION o Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use. o NonCommercial — You may not use the material for commercial purposes. o ShareAlike — If you remix, transform, or build upon the material, you must distribute your contributions under the same license as the original. How to cite this thesis Surname, Initial(s). (2012) Title of the thesis or dissertation. PhD. (Chemistry)/ M.Sc. (Physics)/ M.A. (Philosophy)/M.Com. (Finance) etc. [Unpublished]: University of Johannesburg. Retrieved from: https://ujdigispace.uj.ac.za (Accessed: Date). A PROJECT REPORT IN FULFILMENT OF THE REQUIREMENTS FOR THE DEGREE OF BACHELOR OF SCIENCE In THE FACULTY OF ENGINEERING AND THE BUILT ENVIRONMENT DEPARTMENT OF QUALITY AND OPERATIONS MANAGEMENT Methods for Improving the Turn-around Time of Iron Ore Wagon Utilisation at Transnet THEMBISILE ANNAH MABHENA SUPERVISOR: PROF. CHARLES MBOHWA CO-SUPERVISOR: STEPHEN AKINLABI EXTERNAL EXAMINER: ----------------------------- December 2015 1 AGREEMENT PAGE In presenting this report in fulfilment of the requirements for a degree at the University of Johannesburg, I agree that permission for extensive copying of this report for scholarly purposes may be granted by the head of my department, or by his or her representatives. It is understood that copying or publication of this report for financial gain would not be allowed without my written permission. _____________________________________________________ Department of Quality and Operations Management The University of Johannesburg APB Campus P O Box 524 Auckland Park 2006 Johannesburg South Africa Date: 20 October 2015 Signature _________________ 2 ABSTRACT Transnet Freight Rail (Transnet Freight Rail) focuses on optimising supply chains in the Ore industry by providing integrated logistical solutions.
    [Show full text]
  • 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.
    [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]
  • Aviation Strategy for FIFA World Cup 2010
    Department of Transport Aviation Sub-Sector Task Team Aviation Strategy for FIFA World Cup 2010 Version 0.3 June 2009 i List of Contents List of Contents Abbreviations 1. Introduction ………………………………………………………………… 1 1.1 Background ………………………………………………………….. 1 1.2 Drafting Team …..…………………………………………………… 2 2. Overview of Aviation Sector in South Africa …………….………………..4 3. FIFA Soccer World Cup 2010 …………………………………………….. 7 4. Principles Underpinning Strategy ……………………………………….. 10 5. Strategic Thrust …………………………………………………………… 11 4.1 Vision ………………………..…………………………… ……… 11 4.2 Mission ……………………………………………………………. 11 4.3 Strategic Objectives ……………………………………………….. 11 6. Aviation Strategy 2010 ……………………………………………………. 13 5.1 Airports ……………………………………………………………... 13 5.2 Airspace Management ……………………………………………… 14 5.3 Airline Services …………………………………………………….. 15 5.4 Safety and Security ……………………………………………….....17 7. Implementation and Coordination ………………………………………. 21 ii List of Abbreviations ACSA Airports Company South Africa Limited ASGISA Accelerated and Shared Growth Initiative for South Africa ASSTT Aviation Sub-Sector Task Team ATM Air Traffic Movement ATNS Air Traffic & Navigation Services Company CAA Civil Aviation Authority DFA Department of Foreign Affairs DOT Department of Transport GNSS Global Navigation Satellite System IFR Instrument Flight Rules INTOP Initial Transport 0perational Plan KMIA Kruger Mpumalanga International Airport LCC Low Cost Carrier LOC Local Organising Committee SAAF South African Air Force SADC Southern African Development Community SAPS South African Police Services SASAR South African Search and Rescue Organisation SCP Security Check Point SOP Standard Operating Procedure iii SECTION 1 INTRODUCTION 1.1 Background South Africa has been selected by the world soccer governing body FIFA to host the 2010 World Cup™. The tournament will take place during the period of 11 June to 11 July 2010. The Local Organising Committee (LOC) anticipates that approximately 350 000 – 450 000 international spectators will visit South Africa for the World Cup tournament.
    [Show full text]
  • Freight Rail 2018 TRANSNET Freight Rail 2
    A A U D Freight Rail 2018 TRANSNET Freight Rail 2 Highlights • Transnet Freight Rail has continued to actively seek opportunities to service existing customers and new customers, which has resulted in a 3,3% volume growth compared to 2,3% in the previous financial year. This was despite the subdued economic climate characterised by low GDP growth and lower than expected commodity prices. This commendable performance was accomplished through collaboration with customers and value chain partners as well as dedication and a continuous improvement culture embedded in accountability among employees. • Export coal line railed 77 mt against the target of 76 mt. This reflects a historic tonnage performance achievement for this corridor since its opening in 1977, and surpasses the record of 76,2 mt achieved in 2015. • General freight tonnages recorded 3,1% growth against the previous financial year (well above the national economic growth rate). This is evidence of the successful implementation of the road-to-rail strategy, which targets rail-friendly traffic in various market segments to grow rail volumes and market share. General freight commodities that contributed to this growth included the following: – Non-ferrous metals achieved a 115% improvement, recording volumes of 2,8 mt against the target of 1,3 mt. – The Manganese portfolio achieved a record throughput of 13,7 mt against a target of 11,1 mt. This represents an improvement of 23,7% against target and growth of 13,5% year on year (2017: 12,1 mt). – The Containers and Automotive business unit exceeded the volume target of 9,0 mt by railing 9,8 mt, reflecting an improvement of 9,0% against target and growth of 7,4% year on year (2017: 9,2 mt).
    [Show full text]