Lufthansa Obtaining Inflight Receipts
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IATA CLEARING HOUSE PAGE 1 of 21 2021-09-08 14:22 EST Member List Report
IATA CLEARING HOUSE PAGE 1 OF 21 2021-09-08 14:22 EST Member List Report AGREEMENT : Standard PERIOD: P01 September 2021 MEMBER CODE MEMBER NAME ZONE STATUS CATEGORY XB-B72 "INTERAVIA" LIMITED LIABILITY COMPANY B Live Associate Member FV-195 "ROSSIYA AIRLINES" JSC D Live IATA Airline 2I-681 21 AIR LLC C Live ACH XD-A39 617436 BC LTD DBA FREIGHTLINK EXPRESS C Live ACH 4O-837 ABC AEROLINEAS S.A. DE C.V. B Suspended Non-IATA Airline M3-549 ABSA - AEROLINHAS BRASILEIRAS S.A. C Live ACH XB-B11 ACCELYA AMERICA B Live Associate Member XB-B81 ACCELYA FRANCE S.A.S D Live Associate Member XB-B05 ACCELYA MIDDLE EAST FZE B Live Associate Member XB-B40 ACCELYA SOLUTIONS AMERICAS INC B Live Associate Member XB-B52 ACCELYA SOLUTIONS INDIA LTD. D Live Associate Member XB-B28 ACCELYA SOLUTIONS UK LIMITED A Live Associate Member XB-B70 ACCELYA UK LIMITED A Live Associate Member XB-B86 ACCELYA WORLD, S.L.U D Live Associate Member 9B-450 ACCESRAIL AND PARTNER RAILWAYS D Live Associate Member XB-280 ACCOUNTING CENTRE OF CHINA AVIATION B Live Associate Member XB-M30 ACNA D Live Associate Member XB-B31 ADB SAFEGATE AIRPORT SYSTEMS UK LTD. A Live Associate Member JP-165 ADRIA AIRWAYS D.O.O. D Suspended Non-IATA Airline A3-390 AEGEAN AIRLINES S.A. D Live IATA Airline KH-687 AEKO KULA LLC C Live ACH EI-053 AER LINGUS LIMITED B Live IATA Airline XB-B74 AERCAP HOLDINGS NV B Live Associate Member 7T-144 AERO EXPRESS DEL ECUADOR - TRANS AM B Live Non-IATA Airline XB-B13 AERO INDUSTRIAL SALES COMPANY B Live Associate Member P5-845 AERO REPUBLICA S.A. -
Magisterarbeit / Master's Thesis
MAGISTERARBEIT / MASTER’S THESIS Titel der Magisterarbeit / Title of the Master‘s Thesis Wahrnehmung und Bewertung von Krisenkommunikation Eine Untersuchung am Beispiel des Flugzeugunglücks der Lufthansa-Tochter Germanwings am 24. März 2015 verfasst von / submitted by Raffaela ECKEL, Bakk. phil. angestrebter akademischer Grad / in partial fulfilment of the requirements for the degree of Magistra der Philosophie (Mag. phil.) Wien, 2016 / Vienna, 2016 Studienkennzahl lt. Studienblatt / degree programme code as it appears on the student record sheet: A 066 841 Studienrichtung lt. Studienblatt / degree programme as it appears on the student record sheet: Publizistik- und Kommunikationswissenschaft Betreut von / Supervisor: Univ.-Prof. Dr. Sabine Einwiller Eidesstattliche Erklärung Ich erkläre hiermit an Eides statt, dass ich die vorliegende Arbeit selbstständig und ohne Benutzung anderer als der angegebenen Hilfsmittel angefertigt habe. Die aus fremden Quellen direkt oder indirekt übernommenen Gedanken sind als solche kenntlich ge- macht. Die Arbeit wurde bisher in gleicher oder ähnlicher Form keiner anderen Prü- fungsbehörde vorgelegt und auch noch nicht veröffentlicht. Wien, August 2016 Raffaela Eckel Inhaltsverzeichnis 1 Einführung und Problemstellung ......................................................................................... 1 1.1 Theoretische Hinführung: Beitrag der Wissenschaft zu einer gelungenen Krisenkommunikation.................................................................................................... 2 1.2 -
246429 Master S Thesis___Ro
Link to Microsoft Excel-Model In order to gain a better understanding of the following analysis and valuation, it is recommended to consider the original excel model, which has been built in a self-explanatory manner and can be found via the following link: https://www.dropbox.com/s/csj7ii75mvzcng7/Valuation of LHA - Master Thesis.xlsx?dl=0 While the main findings and explanations can be found in the text, you are welcome to contact me via e-mail with any questions or if problems with opening the file occur: [email protected] _______________________________________________________________________________________ Abstract The ultimate goal of this report is to provide the marginal investor with a thorough strategic as well as financial analysis of Deutsche Lufthansa AG leading towards a recommendation whether to buy, sell or hold the company's stock on 30.12.2016. Included in this analysis is an assessment of the credibility of current rumors about Lufthansa's potential engagement in M&A activity with Air Berlin. As consolidation is generally anticipated within the European airline industry, an informed assessment of the rumors' credibility is of relevance for the marginal investor. The applied DCF-valuation model derives at an estimate of 18,41€ for Deutsche Lufthansa AG's fair share price. As the stock is trading for 12,27€ on the valuation date, this report suggests that the market undervalues Lufthansa's stock. The additional constructions of a best and worst case scenario provide a potential range of share prices resembling possible deviations in estimated future growth rates of ASKs, load factors, unit yields, fuel and staff costs. -
Key Data on Sustainability Within the Lufthansa Group Issue 2012 Www
Issue 2012 Balance Key data on sustainability within the Lufthansa Group www.lufthansa.com/responsibility You will fi nd further information on sustainability within the Lufthansa Group at: www.lufthansa.com/responsibility Order your copy of our Annual Report 2011 at: www.lufthansa.com/investor-relations The new Boeing 747-8 Intercontinental The new Boeing 747-8 Intercontinental is the advanced version of one of the world’s most successful commercial aircraft. In close cooperation with Lufthansa, Boeing has developed an aircraft that is optimized not only in terms of com- fort but also in all dimensions of climate and environmental responsibility. The fully redesigned wings, extensive use of weight-reducing materials and innova- tive engine technology ensure that this aircraft’s eco-effi ciency has again been improved signifi cantly in comparison with its predecessor: greater fuel effi - ciency, lower emissions and signifi cant noise reductions (also see page 27). The “Queen of the Skies,” as many Jumbo enthusiasts call the “Dash Eight,” offers an exceptional travel experience in all classes of service, especially in the exclusive First Class and the entirely new Business Class. In this way, environmental effi ciency and the highest levels of travel comfort are brought into harmony. Lufthansa has ordered 20 aircraft of this type. Editorial information Published by Deutsche Lufthansa AG Lufthansa Group Communications, FRA CI Senior Vice President: Klaus Walther Concept, text and editors Media Relations Lufthansa Group, FRA CI/G Director: Christoph Meier Bernhard Jung Claudia Walther in cooperation with various departments and Petra Menke Redaktionsbüro Design and production organic Marken-Kommunikation GmbH Copy deadline 18 May 2012 Photo credits Jens Görlich/MO CGI (cover, page 5, 7, 35, 85) SWISS (page 12) Brussels Airlines (page 13) Reto Hoffmann (page 24) AeroLogic (page 29) Fraport AG/Stefan Rebscher (page 43) Werner Hennies (page 44) Ulf Büschleb (page 68 top) Dr. -
Annual Report 2015
Consistently safeguarding the future Annual Report 2015 Lufthansa Group The Lufthansa Group is the world’s leading aviation group. Its portfolio of companies consists of hub airlines, point-to-point airlines and aviation service companies. Its combination of business segments makes the Lufthansa Group a globally unique aviation group whose integrated value chain not only offers financial synergies but also puts it in a superior position over its competitors in terms of know-how. Key figures Lufthansa Group 2015 2014 Change in % Revenue and result Total revenue €m 32,056 30,011 6.8 of which traffic revenue €m 25,322 24,388 3.8 EBIT1) €m 1,676 1,000 67.6 Adjusted EBIT €m 1,817 1,171 55.2 EBITDA1) €m 3,395 2,530 34.2 Net profit / loss €m 1,698 55 2,987.3 Key balance sheet and cash flow statement figures Total assets €m 32,462 30,474 6.5 Equity ratio % 18.0 13.2 4.8 pts Net indebtedness €m 3,347 3,418 – 2.1 Cash flow from operating activities €m 3,393 1,977 71.6 Capital expenditure (gross) €m 2,569 2,777 – 7.5 Key profitability and value creation figures EBIT margin % 5.2 3.3 1.9 pts Adjusted EBIT margin % 5.7 3.9 1.8 pts EBITDA margin 1) % 10.6 8.4 2.2 pts EACC €m 323 – 223 ROCE % 7.7 4.6 3.1 pts Lufthansa share Share price at year-end € 14.57 13.83 5.3 Earnings per share € 3.67 0.12 2,958.3 Proposed dividend per share € 0.50 – Traffic figures 2) Passengers thousands 107,679 105,991 1.6 Freight and mail thousand tonnes 1,864 1,924 – 3.1 Passenger load factor % 80.4 80.1 0.3 pts Cargo load factor % 66.3 69.9 – 3.6 pts Flights number 1,003,660 1,001,961 0.2 Employees Average number of employees number 119,559 118,973 0.5 Employees as of 31.12. -
General Purchasing Conditions
Lufthansa Aviation Training Group General Purchasing Conditions 1. Scope 3.2 Delivery dates and particulars of delivery times are binding. For legal relations related to all ordered goods, work and Adherence to the delivery date or the delivery time depends services between the supplier and Lufthansa Aviation Training crucially on the receipt of the goods at LAT. If the contractual Group consisting of service involves the manufacture, erection or assembly of a Lufthansa Aviation Training GmbH work, its acceptance shall be crucial. The supplier shall notify Lufthansa Aviation Training Germany GmbH LAT at once of any foreseeable delay in deliveries. Partial Lufthansa Aviation Training Berlin GmbH deliveries and premature deliveries shall be subject to prior Lufthansa Aviation Training Operations Germany GmbH review with LAT. Lufthansa Aviation Training Crew Academy GmbH 3.3 In the event that the supplier defaults, LAT shall be entitled Lufthansa Aviation Training Pilot Academy GmbH to the full rights set forth in the provisions of statute. If the Lufthansa Aviation Training Austria GmbH contractor is in default with adherence to a contractually agreed delivery date, it shall pay the client a contractual (“LAT”), exclusively these General Purchasing Conditions shall penalty amounting to 0.2% of the net order sum, though max apply. These Conditions may be supplemented by additional 5.0% of the net order sum, for each working day that culpably agreements covering specific orders. Any amendments and exceeds the delivery supplements hereto shall be in writing to be effective. Contrary date. The assertion of claims going beyond this by the client is general business conditions shall not apply even if they are not not excluded; the forfeited contractual penalty shall be offset expressly rejected in a specific case. -
Airline Alliances
AIRLINE ALLIANCES by Paul Stephen Dempsey Director, Institute of Air & Space Law McGill University Copyright © 2011 by Paul Stephen Dempsey Open Skies • 1992 - the United States concluded the first second generation “open skies” agreement with the Netherlands. It allowed KLM and any other Dutch carrier to fly to any point in the United States, and allowed U.S. carriers to fly to any point in the Netherlands, a country about the size of West Virginia. The U.S. was ideologically wedded to open markets, so the imbalance in traffic rights was of no concern. Moreover, opening up the Netherlands would allow KLM to drain traffic from surrounding airline networks, which would eventually encourage the surrounding airlines to ask their governments to sign “open skies” bilateral with the United States. • 1993 - the U.S. conferred antitrust immunity on the Wings Alliance between Northwest Airlines and KLM. The encirclement policy began to corrode resistance to liberalization as the sixth freedom traffic drain began to grow; soon Lufthansa, then Air France, were asking their governments to sign liberal bilaterals. • 1996 - Germany fell, followed by the Czech Republic, Italy, Portugal, the Slovak Republic, Malta, Poland. • 2001- the United States had concluded bilateral open skies agreements with 52 nations and concluded its first multilateral open skies agreement with Brunei, Chile, New Zealand and Singapore. • 2002 – France fell. • 2007 - The U.S. and E.U. concluded a multilateral “open skies” traffic agreement that liberalized everything but foreign ownership and cabotage. • 2011 – cumulatively, the U.S. had signed “open skies” bilaterals with more than100 States. Multilateral and Bilateral Air Transport Agreements • Section 5 of the Transit Agreement, and Section 6 of the Transport Agreement, provide: “Each contracting State reserves the right to withhold or revoke a certificate or permit to an air transport enterprise of another State in any case where it is not satisfied that substantial ownership and effective control are vested in nationals of a contracting State . -
Sustainability 2019 2 INTRO
FACT SHEET ONLINE lufthansagroup.com/en/responsibility FACT SHEET FACT Sustainability 2019 Sustainability 2 INTRO The responsible and sustainable treatment of resources, the environment and society is a prerequisite for the long-term financial stability and attractiveness of the Lufthansa Group for its customers, employees, investors and partners. With its measures and concepts, the Lufthansa Group aims to strengthen the positive effects of its business activities and further reduce the negative impacts in order to consolidate its position as a leading player in the airline industry, including in the area of corporate responsibility. You will find further information, the strategic direction and targets in the non-financial declaration of the annual report 2019. ↗ investor-relations.lufthansagroup.com The Executive Board has been extended to include a position responsible for Customer & Corporate Responsibility since 1 January 2020. This will establish responsibility for environment, climate and society directly at the Executive Board level. The Company has applied the principles of the UN Global Compact for sustainable and responsible corporate governance since 2002. A Supplier Code of Conduct has supplemented the Code of Conduct, which has been binding for all corporate bodies, managers and employees since 2017. The Lufthansa Group supports the Sustainable Development Goals (SDGs) of the Agenda 2030, as adopted by the UN member states in 2015 and is concentrating on the seven SDGs 4, 5, 8, 9, 12, 13 and 17 due to the impacts of its business -
Atmosfair Airline Index 2011
atmosfair Airline Index 2011 Copyright © atmosfair, Berlin 2011 How is the Airline Index used? - Even efficient flights can quickly exceed a single person’s climate appropriate CO budget 1. Avoidance 2 (see graphic). Is my flight necessary? - Have I chosen the most direct flight? (Rule of thumb: a direct flight in Efficiency Class E is better for the climate than a transfer flight in Class C) 2. Optimization - The airline index shows you the efficiency points of an airline broken down by short, medium and long distance flights. First, ascertain your flight distance and then, in the appropriate distance class, the most efficient airline. - The airline with the most efficiency points will generally also be the most efficient on your specific flight from point A to point B. Deviations are possible, but generally do not exceed one efficiency class. - atmosfair can offset the CO quantity that you generate with your flight by building up and 3. Compensation 2 expanding the generation of renewable energies. Make your contribution to fighting global warming online with the multiple test winner www.atmosfair.de Food, habitation, energy mobility C G C G C G Climate impact*: 100 kg CO2 210 kg CO2 360 kg CO2 1.600 kg CO2 2.000 kg CO2 850 kg CO2 1.450 kg CO2 1.600 kg CO2 2.600 kg CO2 1 year 1 passenger 1 year Personal 1 passenger 1 passenger operation of Distance 700 km car usage climate Distance 3.300 km Distance 6.550 km a fridge (e.g. Düsseldorf - Mailand) budget** (e.g. -
Miles & More Axis Bank Co Brand Credit Cards Terms and Conditions
Miles & More Axis Bank Co Brand Credit Cards Terms and Conditions for Earning of Award Miles o The award miles earned will automatically be transferred to the Cardholder’s Miles & More membership account which is registered with Axis Bank, every billing cycle and will also reflect in the customer’s monthly credit card statement. o Miles will only be earned on Eligible spends transactions. Eligible spends transactions are defined as spends excluding reversals, fraud transactions, fee payments, cash withdrawals, interest charges, transactions converted to EMI and transactions classified under Merchant Category Code (MCC) as Fuel. o AXIS Bank will calculate the award miles to be credited to the cardholders, on the basis of their spend through the Miles & More Credit Card. AXIS Bank will, accordingly, send a request to Miles & More International GmbH (“MMI”) to credit the miles in the cardholder’s Miles & More account. Once the award miles have been credited by Miles & More to the Miles & More account registered with Axis Bank, the cardholders’ rights and duties shall be governed exclusively by the conditions for participation in the Miles & More programme. o The Welcome Miles will be credited to the cardholder’s Miles & More membership account after the first purchase transaction on the credit card in the same or the next billing cycle in which the first purchase has taken place. o Award miles shall be credited by Miles & More subject to the condition that the cardholder is a member of the Miles & More programme, i.e. that a Miles & More account has been opened in the name of the cardholder. -
Thesis Supervisor Rtmaan, Graduate Program Committee
Privatization in Germany: The Case of Lufthansa by Mark R. Hutchinson B.S., Political Science Boston College, 1992 Submitted to the Department of Political Science in Partial Fulfillment cl the Requirements for the Degree of MASTER OF SCIENCE in Political Science at the Massachusetts Institute of Technology June 1995 1995 Mark R. Hutchinson All rights reserved The author hereby grants to MIT permission to reproduce and to distribute publicly paper and electronic copies of this thesis document in whole or ip part. Signature of Author . I V Department of Political Vieke, M-ay 10, 1995 Certified by . Richard M. Locke Associate Professor of Industrial Relations and Political Science Department of Political Science Thesis Supervisor Accepted by . MASSACHUSURIL6 Barry -Posen RTMAan,Graduate Program Committee JUN 2 1995 ,%KL;HIVES 2 Privatization in Germany: The Case of Lufthansa by Mark R. Hutchinson Submitted to the Department of Political Science on May 10, 1995 in partial fulfillment of the requirements for the Degree of Master of Science in Political Science ABSTRACT Privatization has been adopted by both advanced anddeveloping states for a range of reasons. Principle theories of privatization focus on the role of economic heory, budgetary needs, ideology, party political motives to divide social democratic movements, and internationalization as the driving force behind privatization. The case of the privatization of Lufthansa is examined to test these various theories to determine which forces are most important in Germany. The case study, based on primary and secondary sources, as well as extensive interviews with corporate and union officials, indicates that a combination of budgetary crisis (due to the costs of unification) and increasing competition in the global airline industry led to the privatization of Lufthansa. -
Annual Report 2016 Lufthansa Group
Annual Report 2016 Lufthansa Group The Lufthansa Group is the world’s leading aviation group. Its portfolio of companies consists of network airlines, point-to-point airlines and aviation service companies. Its combination of business segments makes the Lufthansa Group a globally unique aviation group. T001 Key figures Lufthansa Group 2016 2015 Change in % Revenue and result Total revenue €m 31,660 32,056 – 1.2 of which traffic revenue 1) €m 24,661 25,506 – 3.3 EBIT €m 2,275 1,676 35.7 Adjusted EBIT €m 1,752 1,817 – 3.6 EBITDA €m 4,065 3,395 19.7 Net profit / loss €m 1,776 1,698 4.6 Key balance sheet and cash flow statement figures Total assets €m 34,697 32,462 6.9 Equity ratio % 20.6 18.0 2.6 pts Net indebtedness €m 2,701 3,347 – 19.3 Cash flow from operating activities €m 3,246 3,393 – 4.3 Capital expenditure (gross) €m 2,236 2,569 – 13.0 Key profitability and value creation figures EBIT margin % 7.2 5.2 2.0 pts Adjusted EBIT margin % 5.5 5.7 – 0.2 pts EBITDA margin % 12.8 10.6 2.2 pts EACC €m 817 323 152.9 ROCE % 9.0 7.7 1.3 pts Lufthansa share Share price at year-end € 12.27 14.57 – 15.8 Earnings per share € 3.81 3.67 3.8 Proposed dividend per share € 0.50 0.50 0.0 Traffic figures 2) Passengers thousands 109,670 107,679 1.8 Available seat-kilometres millions 286,555 273,975 4.6 Revenue seat-kilometres millions 226,633 220,396 2.8 Passenger load factor % 79.1 80.4 – 1.4 pts Available cargo tonne-kilometres millions 15,117 14,971 1.0 Revenue cargo tonne-kilometres millions 10,071 9,930 1.4 Cargo load factor % 66.6 66.3 0.3 pts Total available tonne-kilometres millions 43,607 40,421 7.9 Total revenue tonne-kilometres millions 32,300 29,928 7.9 Overall load factor % 74.1 74.0 0.1 pts Flights number 1,021,919 1,003,660 1.8 Employees Average number of employees number 123,287 119,559 3.1 Employees as of 31.12.