DOCSLIB.ORG

Pdf, 12.16 Mb

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Pdf, 12.16 Mb Index 03 > FOREWORD 04 > INTERVIEW 07 > FINANCIAL RESULTS 08 > KEY FIGURES 09 > CSR MAIN ACCOMPLISHMENTS Governance 12 > OUR ORGANIZATION 20 > OUR APPROACH TO CORPORATE SOCIAL RESPONSIBILITY Environment 28 > MINIMIZING OUR ENVIRONMENTAL FOOTPRINT Society 44 > BUILDING A SUSTAINABLE RELATIONSHIP WITH OUR CUSTOMERS 52 > PROMOTING A RESPONSIBLE HUMAN RESOURCES POLICY 60 > CONTRIBUTING TO LOCAL DEVELOPMENT 68 > ANNEXES The information in this report relates to the 2011 fi nancial year, started on 1 January, 2011 and ended on 31 December, 2011. Where information relates to a different time frame, this is explicitly stated. Report published in April 2012. 2 Foreword “Air France-KLM remains committed to assuming its responsibilities.” ir transportation has seen considerable It is thanks to the mobilization of everyone across Group remains strongly mobilized in favor of a change over the past decade with the the company that we will return to the path of sus- worldwide system applying globally and equitably liberalization and opening of the world tainable and profi table growth while remaining true to all carriers and supports the efforts of ICAO in economy encouraging the emergence to our values. Amongst these values, and despite this respect. ofA new players. The competition from the low cost the crisis we are traversing, I remain personally This engagement in sustainable development, re- operators, Gulf State carriers and airlines in the very attached to Air France-KLM’s commitment to fl ected in our becoming a signatory of the United emerging countries represents a considerable sustainable development in its three inseparable Nations Global Compact and enshrined in our challenge. This is the new context currently fac- dimensions: economic, social and environmental. Corporate Social Responsibility Statement and ing us, compounded by the combined effects of Social Rights and Ethics Charter, I hereby reaffi rm. an unprecedented economic crisis and a steep Air transport must continue to pursue its mission rise in oil prices which are reaching record highs. of connecting people, to continue to act as a Despite the uncertainties of the current economic driver of economic activity and social progress, environment, Air France-KLM remains committed After three years of crisis and against a backdrop its development must be reconciled with respect to assuming its responsibilities. of signifi cant uncertainty, the European air transport for the environment. industry as a whole is increasingly fragile. Faced with this situation, it was crucial for Air France-KLM Air France-KLM has long been pursuing an ambi- JEAN-CYRIL SPINETTA to react and re-establish confi dence. tious environmental policy refl ected, notably, in the Chairman and Chief Executive Offi cer regular updating of its fl eet. of the Air France-KLM Group This is why the Group’s Board of Directors has set three priorities: restoring competitiveness implying In a constructive spirit, Air France-KLM has always a reduction in costs, restructuring the short and supported the application to aviation of a CO2 medium-haul operations, and rapidly reducing emission quotas system. Having been in force debt. These strategic orientations, which require since January 1, 2012, the EU-ETS directive now a change in business model, will be implemented applies to all fl ights to and from Europe. Faced by both Air France and KLM through a three-year with the strong opposition from non-European transformation plan, Transform 2015. States and the risk that the system potentially poses for the competitiveness of the European air transport industry, a compromise solution must be found. One avenue could be to limit its ap- plication, initially, to the European air space. The CSR REPORT 2011 3 Interview A look back at the Group’s situation in 2011 and the outlook for the next few years 2011 was marked by the slowdown in global eco- global sector. Global by its very nature but also KLM actively supports the creation of a fully- nomic growth and by signifi cant market volatility, due to its operating modes, the regulations that fl edged biofuels industry but we won’t be able particularly in Europe. The geopolitical events in govern the industry and the highly diverse social to achieve this alone. We are working with our Africa and the Middle East unleashed in Decem- models on which it is based. partners and all the players in the supply chain ber 2010, and the earthquake in Japan during Within a context of growing worldwide demand on the establishment of a fi nancially-viable market March 2011 also weighed on the economies of for air transportation, particularly in the emerging that is sustainable on a large scale. Air France these countries and those of their trading partners. countries, globalization has encouraged the emer- and KLM are amongst the fi rst airlines to have Alexandre de Juniac, Chairman and Chief Ex- gence of new players and intensifi ed competition operated commercial fl ights using biofuel and are ecutive Offi cer of Air France and Peter Hartman, across the entire range of products and services. resolutely committed to pursing this avenue. President and Chief Executive Offi cer of KLM, take The leading European airlines thus need to adapt a look back at the main trends shaping the Air their business models. WHAT IS THE AIR FRANCE-KLM France-KLM Group's activity in 2011 and at the At the same time, customer behaviour has seen GROUP’S CURRENT SITUATION outlook for the next few years. profound change with price becoming a key factor. AND HOW ARE THINGS LOOKING New technologies have completely transformed FOR THE NEXT FEW YEARS? COULD YOU GIVE US AN the relationship between customers and airlines OVERALL PICTURE OF with customers now expecting more responsive- ALEXANDRE DE JUNIAC— The deterioration in THE RECENT TRENDS FOR THE ness to keep them informed on a real-time basis. competitiveness and the insuffi cient profi tability AIR TRANSPORT INDUSTRY? at Air France-KLM led the Board of Directors to PETER HARTMAN— In this rapidly-changing set a series of strategic objectives and propose a ALEXANDRE DE JUNIAC— One of the main world, social and environmental considerations plan to transform the business over a three-year characteristics of air transportation is that it is a remain a top priority and air transportation stands period between 2012 and 2014. ready to assume its responsibilities. Within a con- We have been working with KLM on the practi- text of soaring fossil fuel prices, climate change cal implementation of the Transform 2015 plan represents a major challenge and an overall sector which will comprise two phases. The fi rst phase, response needs to be found at global level. Ahead announced in January 2012, has been refl ected of this, we continue to deploy all the levers at our disposal to reduce our carbon footprint. Over the medium to long term, signifi cant use of sustainable biofuel alternatives is key. Air France- “Sustainable development remains a cornerstone of the Group’s strategy, reflecting our commitment to corporate social responsibility.” PETER HARTMAN President and Chief Executive Offi cer of KLM “The Transform plan respects three principles: equitable application across all employee categories, maintaining investment in flight safety and improving the quality of the service offered to our customers.” ALEXANDRE DE JUNIAC Chairman and Chief Executive Offi cer of Air France in the implementation of immediate measures to ing productivity in all employee categories, redefi n- ate scale. To restore its profi tability, cargo is the reduce costs while the second, to be presented ing the product, and restructuring the main net- subject of specifi c measures within the framework in June, aims to completely transform the Group, work and those of the regional airline subsidiaries. of the transformation plan. Some of these meas- and particularly Air France, with an in-depth reform We also plan to improve the fi nancial performance ures are already under way, specifi cally network of its organization and working methods. of the long-haul fl eet. This will entail improving optimization and a new commercial strategy. For The plan respects three principles which I shall the productivity of all relevant staff, increasing example, KLM and Kenya Airways are the fi rst be monitoring very closely: equitable application capacity through better utilization of the existing airlines to offer a direct cargo service between the across all employee categories, maintaining our long-haul fl eet and reinforcing our presence in Guangdong industrial region in China and Nairobi. investment in fl ight safety and working conditions growing markets. This network, known as Safari Connection, con- and a resolute focus on improving the quality of nects Europe, China and Africa, thereby offering the service offered to our customers. HOW ARE THINGS LOOKING customers a rapid and effective cargo solution. FOR THE GROUP'S CARGO AND PETER HARTMAN— One of the Group’s priori- MAINTENANCE BUSINESSES? ALEXANDRE DE JUNIAC— For the aeronautics ties is to restructure the short and medium-haul maintenance sector, we want to consolidate our operations. The short and medium-haul network PETER HARTMAN— The cargo business was position within a very competitive environment. remains key to Air France-KLM’s development in seriously affected by the fall-off in demand during In 2011, we were able to maintain our market that it meets the needs of passengers traveling the 2011 second half despite the restructuring shares. This performance was all the more re- within Europe, while feeding the long-haul fl ights measures in place for the past year. IATA fi gures markable in that the economic crisis did not leave departing from the dual and complementary hubs show global air freight volumes declining by some the aeronautics maintenance market unscathed of Roissy-CDG and Amsterdam-Schiphol.
Load more

Recommended publications
  • CC22 N848AE HP Jetstream 31 American Eagle 89 5 £1 CC203 OK
    CC22 N848AE HP Jetstream 31 American Eagle 89 5 £1 CC203 OK-HFM Tupolev Tu-134 CSA -large OK on fin 91 2 £3 CC211 G-31-962 HP Jetstream 31 American eagle 92 2 £1 CC368 N4213X Douglas DC-6 Northern Air Cargo 88 4 £2 CC373 G-BFPV C-47 ex Spanish AF T3-45/744-45 78 1 £4 CC446 G31-862 HP Jetstream 31 American Eagle 89 3 £1 CC487 CS-TKC Boeing 737-300 Air Columbus 93 3 £2 CC489 PT-OKF DHC8/300 TABA 93 2 £2 CC510 G-BLRT Short SD-360 ex Air Business 87 1 £2 CC567 N400RG Boeing 727 89 1 £2 CC573 G31-813 HP Jetstream 31 white 88 1 £1 CC574 N5073L Boeing 727 84 1 £2 CC595 G-BEKG HS 748 87 2 £2 CC603 N727KS Boeing 727 87 1 £2 CC608 N331QQ HP Jetstream 31 white 88 2 £1 CC610 D-BERT DHC8 Contactair c/s 88 5 £1 CC636 C-FBIP HP Jetstream 31 white 88 3 £1 CC650 HZ-DG1 Boeing 727 87 1 £2 CC732 D-CDIC SAAB SF-340 Delta Air 89 1 £2 CC735 C-FAMK HP Jetstream 31 Canadian partner/Air Toronto 89 1 £2 CC738 TC-VAB Boeing 737 Sultan Air 93 1 £2 CC760 G31-841 HP Jetstream 31 American Eagle 89 3 £1 CC762 C-GDBR HP Jetstream 31 Air Toronto 89 3 £1 CC821 G-DVON DH Devon C.2 RAF c/s VP955 89 1 £1 CC824 G-OOOH Boeing 757 Air 2000 89 3 £1 CC826 VT-EPW Boeing 747-300 Air India 89 3 £1 CC834 G-OOOA Boeing 757 Air 2000 89 4 £1 CC876 G-BHHU Short SD-330 89 3 £1 CC901 9H-ABE Boeing 737 Air Malta 88 2 £1 CC911 EC-ECR Boeing 737-300 Air Europa 89 3 £1 CC922 G-BKTN HP Jetstream 31 Euroflite 84 4 £1 CC924 I-ATSA Cessna 650 Aerotaxisud 89 3 £1 CC936 C-GCPG Douglas DC-10 Canadian 87 3 £1 CC940 G-BSMY HP Jetstream 31 Pan Am Express 90 2 £2 CC945 7T-VHG Lockheed C-130H Air Algerie
    [Show full text]
  • WORLD AVIATION Yearbook 2013 EUROPE
    WORLD AVIATION Yearbook 2013 EUROPE 1 PROFILES W ESTERN EUROPE TOP 10 AIRLINES SOURCE: CAPA - CENTRE FOR AVIATION AND INNOVATA | WEEK startinG 31-MAR-2013 R ANKING CARRIER NAME SEATS Lufthansa 1 Lufthansa 1,739,886 Ryanair 2 Ryanair 1,604,799 Air France 3 Air France 1,329,819 easyJet Britis 4 easyJet 1,200,528 Airways 5 British Airways 1,025,222 SAS 6 SAS 703,817 airberlin KLM Royal 7 airberlin 609,008 Dutch Airlines 8 KLM Royal Dutch Airlines 571,584 Iberia 9 Iberia 534,125 Other Western 10 Norwegian Air Shuttle 494,828 W ESTERN EUROPE TOP 10 AIRPORTS SOURCE: CAPA - CENTRE FOR AVIATION AND INNOVATA | WEEK startinG 31-MAR-2013 Europe R ANKING CARRIER NAME SEATS 1 London Heathrow Airport 1,774,606 2 Paris Charles De Gaulle Airport 1,421,231 Outlook 3 Frankfurt Airport 1,394,143 4 Amsterdam Airport Schiphol 1,052,624 5 Madrid Barajas Airport 1,016,791 HE EUROPEAN AIRLINE MARKET 6 Munich Airport 1,007,000 HAS A NUMBER OF DIVIDING LINES. 7 Rome Fiumicino Airport 812,178 There is little growth on routes within the 8 Barcelona El Prat Airport 768,004 continent, but steady growth on long-haul. MostT of the growth within Europe goes to low-cost 9 Paris Orly Field 683,097 carriers, while the major legacy groups restructure 10 London Gatwick Airport 622,909 their short/medium-haul activities. The big Western countries see little or negative traffic growth, while the East enjoys a growth spurt ... ... On the other hand, the big Western airline groups continue to lead consolidation, while many in the East struggle to survive.
    [Show full text]
  • Global Reward Opportunity Plan Rules
    Global Reward Opportunity GROPlan Rules 1 Koninklijke Ahold Delhaize N.V. Global Reward Opportunity (GRO) Plan Rules Adopted by the Supervisory Board of Koninklijke Ahold Delhaize N.V. on August 23 2016 Applicable to grants made in and after 2016 2 Contents Rule Page 1. Definitions and interpretation 1 2. Introduction 5 3. Grant of Awards 6 4. Restrictions on the grant of Awards 7 5. Conditions attached to Awards 7 6. Vesting 9 7. Transfer of Shares or cash amount 10 8. Taxes and Costs 11 9. Holding period for Management Board members 12 10. Claw back and ultimum remedium 13 11. Lapse of Awards 13 12. Cessation of employment before the Vesting Date 14 13. Cash equivalent 15 14. Change in Control 15 15. Variation of share capital 16 16. Administration 16 17. Notices and communication 17 18. Data Protection 18 19. General 18 20. Amendments to this Plan 20 21. Governing law 20 COUNTRY SPECIFIC ADDENDA 21 1. Definitions and interpretation 1.1 In this Plan, the following words shall, where the context so permits, have the following meanings: Expression Meaning AGM means the annual general meeting of shareholders of the Company; Ahold Delhaize Group means the Company and the companies of which the Company has Control from time to time; Articles of Association means the articles of association of the Company, as amended from time to time; Auditors means the registered auditors as selected by the Company at any time for the purpose of this Plan; Award means the award of a Performance share or any other instrument as specified in the “Award Certificate”;
    [Show full text]
  • 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
    [Show full text]
  • Securities and Exchange Commission on September 29, 2004
    As filed with the Securities and Exchange Commission on September 29, 2004 SECURITIES AND EXCHANGE COMMISSION WASHINGTON, D.C. 20549 ——————— FORM 20-F REGISTRATION STATEMENT PURSUANT TO SECTION 12(b) OR (g) OF THE SECURITIES EXCHANGE ACT OF 1934 OR ⌧ ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the Fiscal Year Ended: March 31, 2004 OR TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 0-29304 (Commission file number) Ryanair Holdings plc (Exact name of registrant as specified in its charter) Ryanair Holdings plc (Translation of registrant’s name into English) Republic of Ireland (Jurisdiction of incorporation or organization) c/o Ryanair Limited Corporate Head Office Dublin Airport County Dublin, Ireland (Address of principal executive offices) Securities registered or to be registered pursuant to Section 12(b) of the Act. None Securities registered or to be registered pursuant to Section 12(g) of the Act: Title of each class Name of each national market on which registered American Depositary Shares, each Nasdaq National Market representing five Ordinary Shares Ordinary Shares, par value Nasdaq National Market* 1.27 euro cent per Share Securities for which there is a reporting obligation pursuant to Section 15(d) of the Act: None (Title of Class) Indicate the number of outstanding shares of each of the issuer’s classes of capital or common stock as of the close of the period covered by the annual report. 759,271,140 Ordinary Shares Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.
    [Show full text]
  • Aviation Week & Space Technology
    STARTS AFTER PAGE 34 Using AI To Boost How Emirates Is Extending ATM Efficiency Maintenance Intervals ™ $14.95 JANUARY 13-26, 2020 2020 THE YEAR OF SUSTAINABILITY RICH MEDIA EXCLUSIVE Digital Edition Copyright Notice The content contained in this digital edition (“Digital Material”), as well as its selection and arrangement, is owned by Informa. and its affiliated companies, licensors, and suppliers, and is protected by their respective copyright, trademark and other proprietary rights. Upon payment of the subscription price, if applicable, you are hereby authorized to view, download, copy, and print Digital Material solely for your own personal, non-commercial use, provided that by doing any of the foregoing, you acknowledge that (i) you do not and will not acquire any ownership rights of any kind in the Digital Material or any portion thereof, (ii) you must preserve all copyright and other proprietary notices included in any downloaded Digital Material, and (iii) you must comply in all respects with the use restrictions set forth below and in the Informa Privacy Policy and the Informa Terms of Use (the “Use Restrictions”), each of which is hereby incorporated by reference. Any use not in accordance with, and any failure to comply fully with, the Use Restrictions is expressly prohibited by law, and may result in severe civil and criminal penalties. Violators will be prosecuted to the maximum possible extent. You may not modify, publish, license, transmit (including by way of email, facsimile or other electronic means), transfer, sell, reproduce (including by copying or posting on any network computer), create derivative works from, display, store, or in any way exploit, broadcast, disseminate or distribute, in any format or media of any kind, any of the Digital Material, in whole or in part, without the express prior written consent of Informa.
    [Show full text]
  • Accident Survenu Le 22 Juin 2003 À Guipavas (29) Au Bombardier Canadair CL-600 2B 19 Immatriculé F-GRJS
    ALYSES POUR LA SECURITE DE L'AVIATION CIVILE Accident survenu le 22 juin 2003 à Guipavas (29) au Bombardier Canadair CL-600 2B 19 immatriculé F-GRJS RRITOIRE, DU TOURISME ET DE LA MER - BUREAU D'ENQUETES ET D'AN ET DE LA MER - BUREAU D'ENQUETES DU TOURISME RRITOIRE, exploité par Brit Air RAPPORT f-js030622 MINISTERE DE L'EQUIPEMENT, DES TRANSPORTS, DE L’AMENAGEMENT DU TE DE L’AMENAGEMENT DES TRANSPORTS, MINISTERE DE L'EQUIPEMENT, AVERTISSEMENT Ce rapport exprime les conclusions du BEA sur les circonstances et les causes de cet accident. Conformément à l'Annexe 13 à la Convention relative à l'aviation civile internationale, à la Directive 94/56/CE et au Code de l’Aviation civile (Livre VII), l'enquête n'est pas conduite de façon à établir des fautes ou à évaluer des responsabilités individuelles ou collectives. Son seul objectif est de tirer de cet événement des enseignements susceptibles de prévenir de futurs accidents. En conséquence, l'utilisation de ce rapport à d'autres fins que la prévention pourrait conduire à des interprétations erronées. F-GRJS – 22 juin 2003 - 2 - Table des matières AVERTISSEMENT ________________________________________________ 2 GLOSSAIRE _____________________________________________________ 6 SYNOPSIS_______________________________________________________ 8 ORGANISATION DE L'ENQUETE ____________________________________ 9 1 - RENSEIGNEMENTS DE BASE___________________________________ 10 1.1 Déroulement du vol ___________________________________________ 10 1.2 Tués et blessés ______________________________________________
    [Show full text]
  • Social Rights and Ethics Charter Editorial by Alexandre De Juniac
    Social Rights and Ethics Charter Editorial By Alexandre De Juniac The epitome of the values and rights underpinning the AIR FRANCE KLM Group’s identity and cohesion, the Social Rights and Ethics Charter applies to all employees of the two companies and their subsidiaries. An ambitious action plan spanning the Group as a whole, this Charter tackles various issues such as labour relations, ethics requirements and the respect for the environment and sustainable development principles. It highlights our vision of an open, united world, based on both economic responsibility and social and environmental progress. Negotiated with and signed by the staff representatives within the AIR FRANCE KLM European Works Council, this Charter is a prime example of how successful our contractual policy proves to be when it comes to achieving fair, balanced development. Every employee is now encouraged to become acquainted with this Charter and proactively endorse it. 1 Preamble The AIR FRANCE KLM Group and the AIR FRANCE KLM European Works Council (AFKL EWC) have jointly set out in this document the values and fundamental rights which underpin the identity of these two companies, and guide their social and ethics policy. These values and rights are the foundation for social, economic and cultural cohesion within each company and within the Group, which is essential to be able to share in the benefi ts of growth. The purpose of this Charter is to foster a climate of enhanced mutual trust and respect in a work environment in which no form of discrimination or harassment may be tolerated. The development of a work environment favorable to the good economic and commercial performance of the Group and each of its companies, to progress in labour relations and personnel advancement requires continuous and extensive cooperation on the part of all.
    [Show full text]
  • Bespiegeling
    | BEDRIJVEN DIE DEELNEMEN IN DE STICHTING DUURZAME VOEDINGSMIDDELENKETEN (DuVo) | BESPIEGELING Albert Heijn, Zaandam Heineken Nederland, Zoeterwoude www.ah.nl www.heineken.nl Albron, de Meern H.J. Heinz, Zeist | 1 www.albron.nl www.hjheinz.com 3 INTER Campina, Zaltbommel Koninklijke Numico, Zoetermeer VIEW www.campina.com www.numico.com S MET MA Cehave Landbouwbelang, Veghel Nutreco, Amersfoort www.chv-lbb.nl www.nutreco.com A T SCHAPPELIJKE SMA Koninklijke Cosun, Breda Sara Lee International, Utrecht www.cosun.com www.saralee-de.com CSM, Amsterdam Unilever Nederland, Rotterdam www.csm.nl www.unilever.com AKMAKER Bespiegeling DSM, Heerlen Koninklijke Wessanen, Utrecht www.dsm.com www.wessanen.com S 13 interviews met maatschappelijke smaakmakers The Greenery, Barendrecht over voeding en duurzaamheid | www.thegreenery.com S tichting DuV O | Stichting DuVo Juji 2006 p/a Prins Hendrikkade 141 1011 AS Amsterdam Zie ook: www.duvo.nl | DUURZAAMHEID IN DE VOEDINGSMIDDELENKETEN Bespiegeling 13 interviews met maatschappelijke smaakmakers over voeding en duurzaamheid Uitgave Stichting DuVo Juli 2006 Stichting DuVo De Stichting Duurzame Voedingsmiddelenketen (DuVo) DuVo bestaat momenteel uit vijftien bedrijven, brengt een aantal gerenomeerde bedrijven uit alle alle vertegenwoordigd zowel in het Bestuurdersoverleg schakels van de keten samen bij hun zoektocht naar (vergadering van bestuursvoorzitters) als in de mogelijkheden om de duurzaamheid van hun handelen Stuurgroep (overleg waar initiatieven worden voorbereid te verbeteren. De resultaten van die inspanningen delen en waarin op de uitvoering wordt toegezien). zij met belangstellenden, door het organiseren van dialoogbijeenkomsten, door het publiceren van artikelen Amsterdam, juli 2006 en door het jaarlijks uitbrengen van een boekje. DuVo ziet als voornaamste doel de leden te inspireren en daardoor te helpen bij het voeren van hun eigen duurzaamheidsbeleid.
    [Show full text]
  • Air Transport Industry Analysis Report
    Annual Analyses of the EU Air Transport Market 2016 Final Report March 2017 European Commission Annual Analyses related to the EU Air Transport Market 2016 328131 ITD ITA 1 F Annual Analyses of the EU Air Transport Market 2013 Final Report March 2015 Annual Analyses of the EU Air Transport Market 2013 MarchFinal Report 201 7 European Commission European Commission Disclaimer and copyright: This report has been carried out for the Directorate General for Mobility and Transport in the European Commission and expresses the opinion of the organisation undertaking the contract MOVE/E1/5-2010/SI2.579402. These views have not been adopted or in any way approved by the European Commission and should not be relied upon as a statement of the European Commission's or the Mobility and Transport DG's views. The European Commission does not guarantee the accuracy of the information given in the report, nor does it accept responsibility for any use made thereof. Copyright in this report is held by the European Communities. Persons wishing to use the contents of this report (in whole or in part) for purposes other than their personal use are invited to submit a written request to the following address: European Commission - DG MOVE - Library (DM28, 0/36) - B-1049 Brussels e-mail (http://ec.europa.eu/transport/contact/index_en.htm) Mott MacDonald, Mott MacDonald House, 8-10 Sydenham Road, Croydon CR0 2EE, United Kingdom T +44 (0)20 8774 2000 F +44 (0)20 8681 5706 W www.mottmac.com Issue and revision record StandardSta Revision Date Originator Checker Approver Description ndard A 28.03.17 Various K.
    [Show full text]
  • Skyteam Global Airline Alliance
    Annual Report 2005 2005 Aeroflot made rapid progress towards membership of the SkyTeam global airline alliance Aeroflot became the first Russian airline to pass the IATA (IOSA) operational safety audit Aeroflot annual report 2005 Contents KEY FIGURES > 3 CEO’S ADDRESS TO SHAREHOLDERS> 4 MAIN EVENTS IN 2005 > 6 IMPLEMENTING COMPANY STRATEGY: RESULTS IN 2005 AND PRIORITY TASKS FOR 2006 Strengthening market positions > 10 Creating conditions for long-term growth > 10 Guaranteeing a competitive product > 11 Raising operating efficiency > 11 Developing the personnel management system > 11 Tasks for 2006 > 11 AIR TRAFFIC MARKET Global air traffic market > 14 The passenger traffic market in Russia > 14 Russian airlines: main events in 2005 > 15 Market position of Aeroflot Group > 15 CORPORATE GOVERNANCE Governing bodies > 18 Financial and business control > 23 Information disclosure > 25 BUSINESS IN 2005 Safety > 28 Passenger traffic > 30 Cargo traffic > 35 Cooperation with other air companies > 38 Joining the SkyTeam alliance > 38 Construction of the new terminal complex, Sheremetyevo-3 > 40 Business of Aeroflot subsidiaries > 41 Aircraft fleet > 43 IT development > 44 Quality management > 45 RISK MANAGEMENT Sector risks > 48 Financial risks > 49 Insurance programs > 49 Flight safety risk management > 49 PERSONNEL AND SOCIAL RESPONSIBILITY Personnel > 52 Charity activities > 54 Environment > 55 SHAREHOLDERS AND INVESTORS Share capital > 58 Securities > 59 Dividend history > 61 Important events since December 31, 2005 > 61 FINANCIAL REPORT Statement
    [Show full text]
  • 2015 Budget Address: Continuing the Quest For
    BUDGET ADDRESS 2015 Continuing the Quest for Wealth and Job Creation, Equity, Resilience, and Fiscal Consolidation in a Small Multi-Island Economy in the Midst of Exogenous Challenges by Dr. The Hon. Ralph E. Gonsalves Prime Minister of St. Vincent and the Grenadines Delivered on January 28th , 2015 at the House of Assembly, Kingstown, St. Vincent and the Grenadines Office of the Prime Minister St. Vincent and the Grenadines January 28, 2015 2015 BUDGET SPEECH Continuing the Quest for Wealth and Job Creation, Equity, Resilience, and Fiscal Consolidation in a Small Multi-Island Economy in the Midst of Exogenous Challenges PREAMBLE TO BUDGET 2015 THE TRAGEDY AT ROCK GUTTER Mr. Speaker, Honourable Members, I was scheduled to deliver this budget address on the afternoon of Monday, January 12, 2015. A horrific tragedy which occurred at Rock Gutter, located between Fancy and Owia, on the morning of January 12th changed it all. The convening of Parliament was, tentatively, postponed for one day; and then after further consultations with Cabinet colleagues, the Honourable Leader of the Opposition, His Excellency the Governor-General, and the Honourable Speaker, the postponement was extended to a period after the funeral for our loved ones, who died in that tragic accident. So, here we are today, January 28, 2015, at the commencement of our annual budgetary exercise, in accordance with our nation’s Constitution and statute law, having passed the Estimates of Revenue and Expenditure for 2015 in this Honourable House on December 22, 2014. 1 Mr. Speaker, on the early morning of January 12, 2015, twenty one (21) of our nationals boarded a mini-bus at Fancy.
    [Show full text]