Qantas Data Book 2012
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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. -
COMPANY BASED AIRCRAFT FLEET PAX EACH BAR S WEBSITE E-MAIL Pel-Air Aviation Adelaide Brisbane Melbourne Sydney Saab 340 16 34 Y
PAX BAR COMPANY BASED AIRCRAFT FLEET WEBSITE E-MAIL EACH S Adelaide Saab 340 16 34 Pel-Air Brisbane Additional access Yes www.pelair.com.au [email protected] Aviation Melbourne to REX Airline’s 50 n/a Sydney Saab aircraft Adelaide Citation CJ2 n/a 8 Brisbane Beechcraft n/a 10 Cairns Kingair B200 The Light Darwin Jet Aviation Melbourne n/a www.lightjets.com.au [email protected] Group Sydney Beechcraft Baron n/a 5 *Regional centres on request Broome Metro II n/a 12 Complete Darwin Merlin IIIC n/a 6 n/a www.casair.com.au [email protected] Aviation Jandakot Piper Navajo n/a 7 Network Fokker 100 17 100 Perth n/a www.networkaviation.com.au [email protected] Aviation A320-200 4 180 Challenger 604 1 9 Embraer Legacy n/a 13 Australian Essendon Bombardier n/a 13 Corporate Melbourne Global Express Yes www.acjcentres.com.au [email protected] Jet Centres Perth Hawker 800s n/a 8 Cessna Citation n/a 8 Ultra SA Piper Chieftain n/a 9 NSW King Air B200 n/a 10 Altitude NT n/a www.altitudeaviation.com.au [email protected] Aviation QLD Cessna Citation n/a 5-7 TAS VIC Piper Chieftain 1 7 Cessna 310 1 5 Geraldton Geraldton GA8 Airvan 4 7 n/a www.geraldtonaircharter.com.au [email protected] Air Charter Beechcraft 1 4 Bonanza Airnorth Darwin ERJ170 4 76 n/a www.airnorth.com.au [email protected] *Other cities/towns EMB120 5 30 on request Beechcraft n/a 10 Kirkhope Melbourne Kingair n/a www.kirkhopeaviation.com.au [email protected] Aviation Essendon Piper Chieftain n/a 9 Piper Navajo n/a 7 Challenger -
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. -
A New Regulatory Model for Foreign Investment in Airlines
Industry Agenda A New Regulatory Model for Foreign Investment in Airlines January 2016 World Economic Forum 91-93 route de la Capite CH-1223 Cologny/Geneva Switzerland Tel.: +41 (0)22 869 1212 Fax: +41 (0)22 786 2744 Email: [email protected] www.weforum.org World Economic Forum® © 2016 – All rights reserved. No part of this publication may be reproduced or Transmitted in any form or by any means, including Photocopying and recording, or by any information Storage and retrieval system. REF 020216 Contents 4 Executive Summary 5 1. An Overlooked Restraint on Travel and Tourism 6 2. The Nationality Rule: A Double- Bolted Locking Mechanism 7 a. Restrictions at the national level: The internal bolt 8 b. Treaty restrictions: The external bolt 9 3. Reasons for the Nationality Rule 9 a. Historical justification for the nationality rule 9 b. Aviation’s equivalent to a trade rule of origin 9 c. Preventing flags of convenience 11 4. The Nationality Rule as It Exists Today 11 a. Industry work-arounds of the nationality rule 12 b. Progress on unlocking the internal bolt 12 c. Progress on unlocking the external bolt 14 d. Regional liberalization 14 e. Recent enforcement actions 15 5. Proposals for Reform: A Dual- Track Solution 15 Track 1: Replacing the internal bolt with regulatory nationality 16 Track 2: Replacing the external bolt with the same test 17 6. Benefits and Risks of Liberalization 18 Endnotes 19 Acknowledgements A New Regulatory Model for Foreign Investment in Airlines 3 Executive Summary The World Economic Forum’s Global Agenda Council on The proposed solution is to replace hard numeric caps the Future of Travel & Tourism proposes a new regulatory and other restrictions on foreign investment in and foreign model for foreign investment in airlines. -
Qantas Domestic Australia Route Network
Qantas Domestic Route Network Effective 1 October 2018. Routes shown are indicative only 08:00 ARAFURA SEA 09:30 Thursday Island HORN ISLAND 10:00 Melville Island Maningrida GOVE (Nhulunbuy) DARWIN Oenpelli Jabiru ARNHEM WEIPA LAND Batchelor KAKADU CAPE GREAT Daly River Pine Creek Coen TIMOR SEA Groote Eylandt YORK Kalumburu Wadeye Katherine Ngukurr Gulf of PENINSULA CORAL Oombulgurri Carpentaria Wyndham Laura Cooktown SEA KIMBERLEY KUNUNURRA Borroloola Daly Waters MCARTHUR Mossman RIVER Port Douglas Mareeba Mungana CAIRNS Derby Newcastle Waters I NDIAN Kalkarindji Karumba Atherton BARRIER Normanton Burketown Tully BROOME Croydon OCEAN Halls Creek NORTHERN Doomadgee Georgetown Forsayth Ingham GULF TERRITORY TOWNSVILLE COUNTRY Tennant Creek Ayr Tanami Camooweal Kajabbi Bowen Charters Towers HAMILTON ISLAND PORT HEDLAND Julia Creek PROSERPINE Dampier GREAT SANDY DESERT MT ISA KARRATHA CLONCURRY Richmond Hughenden Marble Bar MACKAY REEF GREAT Onslow Barrow Creek Exmouth Pannawonica Telfer Dajarra QUEENSLAND LEARMONTH Solomon MORANBAH PILBARA Winton Saraji Tom Price Blair Athol Boulia Yeppoon PARABURDOO NEWMAN GIBSON DESERT EMERALD Jigalong ALICE SPRINGS LONGREACH Blackwater ROCKHAMPTON BARCALDINE GLADSTONE Areyonga CHANNEL Springsure Bedourie Biloela BLACKALL DIVIDING Moura Carnarvon Kaltukatjara Yaraka Monto BUNDABERG COUNTRY Theodore ULURU HERVEY BAY WESTERN Uluru Windorah Maryborough Finke SIMPSON DESERT Gayndah Birdsville Augathella Injune Warburton AUSTRALIA Amata Ernabella Gympie CHARLEVILLE Noosa Meekatharra ROMA Kingaroy Wiluna Quilpie -
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. -
WORLD-CLASS Hospitality with Eastern Charm 世界品位 東方魅力 中國東方航空股份有限公司
CHINA EASTERN AIRLINES CORPORATION LIMITED AIRLINES CORPORATION CHINA EASTERN WORLD-CLASS Hospitality WITH Eastern Charm 世界品位 東方魅力 中國東方航空股份有限公司 ANNUAL REPORT 2013 年報 ANNUAL REPORT 2013 ANNUAL 年報 www.ceair.com (A joint stock limited company incorporated in the People’s Republic of China with limited liability) (在中華人民共和國註冊成立的股份有限公司) (Stock Code 股份代號: 00670) Contents 2 Definitions 4 Financial Highlights (prepared in accordance with International Financial Reporting Standards) 5 Summary of Accounting and Business Data (prepared in accordance with PRC Accounting Standards) 6 Summary of Selected Operating Data 8 Fleet 10 Milestones 12 Chairman’s Statement 18 Review of Operations and Management’s Discussion and Analysis 27 Report of Directors 54 Corporate Governance 70 Report of the Supervisory Committee 72 Social Responsibilities 74 Financial Statements prepared in accordance with International Financial Reporting Standards • Independent Auditors’ Report • Consolidated Statement of Profit or Loss and Other Comprehensive Income • Consolidated Statement of Financial Position • Company’s Statement of Financial Position • Consolidated Statement of Cash Flows • Consolidated Statement of Changes in Equity • Notes of the Financial Statements 170 Supplementary Financial Information 173 Corporate Information 002 China Eastern Airlines Definitions Corporation Limited Annual Report 2013 In this report, unless the context otherwise requires, the following expressions have the following meanings: AFTK the number of tonnes of capacity available for the carriage -
Download 2017 Data Book Opens in New Window
POSITIONING FOR SUSTAINABILITY AND GROWTH QANTAS DATA BOOK 2017 DISCLAIMER The information contained in this investor Data Book is intended to be a general summary of Qantas Airways Limited, ABN 16 009 661 901, (Qantas) and its subsidiaries and related bodies corporate (Qantas Group) and their activities as at 11 September 2017 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 historical 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).