DOCSLIB.ORG

Annual Report 2021

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Annual Report 2021 ANNUAL REPORT 2021 Alejandra Leslie Tracey Carol Lorna Aine Head of Communications Head of Inflight Safety, Chief Financial Ocer Chief Risk Ocer Deputy Director HR Head of Customers Security & Regulatory Compliance & Audiences Alejandra Leslie Tracey Carol Lorna Aine Head of Communications Head of Inflight Safety, Chief Financial Ocer Chief Risk Ocer Deputy Director HR Head of Customers Security & Regulatory CelebratingCompliance the Leaders & Audiences of Ryanair Danielle Shauna Izabella Rose Jennifer Chiara Head of Digital Head of HR Head of Customer Operations, Standards Captain Data Protection Ocer Head of Sales & Marketing Training & Quality Danielle Shauna Izabella Rose Jennifer Chiara Head of Digital Head of HR Head of Customer Operations, Standards Captain Data Protection Ocer Head of Sales & Marketing Training & Quality Sinead Laura Joelle Lisa Yvonne Tracy Director of Inflight Head of Product & Design Deputy Director of Security Deputy Director Head of Pilot Rostering Director of Customer Service & Compliance of Technical Services Sinead Laura Joelle Lisa Yvonne Tracy Director of Inflight Head of Product & Design Deputy Director of Security Deputy Director Head of Pilot Rostering Director of Customer Service & Compliance of Technical Services Aoife Lisa Sinead Ruth Sandra Heli Head of Inflight Retail Deputy Director HR General Manager Head of Brand Communications Head of Payroll Head of Internal Audit Ground Operations Aoife Lisa Sinead Ruth Sandra Heli Head of Inflight Retail Deputy Director HR General Manager Head of Brand Communications Head of Payroll Head of Internal Audit Ground Operations Here’s to our fantastic female leaders who have helped us navigate through this challenging year. CONTENTS 1 Financial Summary 3 Chairman's Report 5 Group CEO Report 11 Directors' Report 15 Corporate Governance Report 33 Environmental & Social Report 59 Report of the Remuneration Committee on Directors’ Remuneration 65 Statement of Directors’ Responsibilities in respect of the Annual Report and the Financial Statements 66 Responsibility Statement as required by the Transparency Directive and U.K. Corporate Governance Code 67 Independent auditor’s report to the members of Ryanair Holdings plc 75 Presentation of Financial & Certain Other Information 76 Cautionary Statement Regarding Forward-Looking Information 77 Detailed Index 80 Key Information 83 Risk Factors 102 Information on the Company 127 Operating and Financial Review and Prospects 129 Critical Accounting Policies 139 Directors, Senior Management and Employees 147 Major Shareholders and Related Party Transactions 148 Financial Information 152 Additional Information 165 Quantitative and Qualitative Disclosures about Market Risk 170 Controls and Procedures 173 Consolidated Financial Statements 236 Company Financial Statements 242 Directors and Other Information 243 Appendix RYANAIR GROUP Annual Report 2021 Financial Summary INCOME STATEMENT MAR 31, 2021 MAR 31, 2020 MAR 31, 2019 €’m €’m €’m Scheduled Revenue 1,036 5,566 5,261 Ancillary Revenue 600 2,929 2,436 Total Revenue 1,636 8,495 7,697 Fuel 543 2,762 2,427 Ex-Fuel Costs 1,932 4,605 4,254 Total Operating Costs 2,475 7,367 6,681 Interest (54) (50) (68) Hedge Ineffectiveness (216) (407) — (Loss)/Profit Before Tax (1,109) 671 948 Tax 94 (22) (63) (Loss)/Profit After Tax (1,015) 649 885 BALANCE SHEET MAR 31, 2021 MAR 31, 2020 MAR 31, 2019 €’m €’m €’m Non-Current Assets 8,870 10,253 9,447 Gross Cash 3,150 3,808 3,195 Current Assets 308 686 609 Total Assets 12,328 14,747 13,251 Current Liabilities 3,527 5,508 4,097 Non-Current Liabilities 4,154 4,325 3,939 Shareholder Equity 4,647 4,914 5,215 Total Liabilities & Equity 12,328 14,747 13,251 Net Debt 2,277 403 450 1 RYANAIR GROUP Annual Report 2021 Key Stats at a Glance (March 31, 2021): 149m guests 15,000 + pre-Covid-19 (27.5m FY21) Aviation Professionals 200m p.a. by FY26 Choice & Coverage Service from 2,000 + 86 225 Daily flights Bases Across Europe Airports Unrivaled Footprint 96% Operates in On-time performance 37 Countries 36 year Safety record • 422 Boeing 737s 83g CO2 emissions pax/km • 210 Gamechangers on order (66g pre-Covid due to • 29 A320s higher load factor) • 87% unencumbered fleet CDP S&P and Fitch B- Climate Protection Rating BBB Credit Ratings 2 RYANAIR GROUP Annual Report 2021 CHAIRMAN’S REPORT I wish to personally thank our dedicated team of over 15,000 aviation professionals and my Board colleagues who worked tirelessly throughout the past year to ensure that the Ryanair Group emerges strongly from the Covid-19 crisis. Dear Shareholder, Fiscal year 2021 (FY21) was the most challenging • CDP awarded Ryanair a very strong (first time) in Ryanair’s 36-year history. Covid-19 saw traffic “B-” climate protection score. collapse, almost overnight, from 149m to just 27.5m • Non-EU shareholder voting rights were restricted as many European Governments imposed flight post Brexit. bans, travel restrictions and national lockdowns in an effort to combat the pandemic. This created The Ryanair Group responded promptly, and enormous disruptions and uncertainty for both our effectively, to the Covid-19 crisis by working hard customers and our people and led to significant to assist millions of customers with flight changes, challenges for our industry. refunds and changed travel plans. Cost reduction and cash preservation were prioritized with the Highlights of FY21 include: Group lowering cash burn, participating in EU • Traffic fell 81% from 149m to 27.5m due to Government payroll support schemes, cancelling Covid-19 travel restrictions. share buybacks and deferring non-essential capital • Liquidity preservation prioritized with €3.15bn expenditure. Thanks to our strong balance sheet, and cash at year end (March 31). BBB investment grade rating, the Group successfully • Cost reductions implemented across all Group raised €1.95bn new finance (including €400m share airlines. placing, €850m Eurobond and £600m U.K. CCFF) • Unprecedented backlog of Covid-19 customer throughout FY21. Additionally, following the release requests /refunds processed. of full-year results in May, the Group issued €1.2bn, • Job losses minimized via engagement with our 5-year unsecured, bonds at our lowest ever coupon people and their unions. of 0.875%. This leaves the Group well positioned as • B737-8200 “Gamechanger” firm order increased it recovers operations this summer (thanks to the to 210 aircraft (from 135). successful European rollout of Covid-19 vaccines), 3 RYANAIR GROUP Annual Report 2021 and capitalizes on the many growth opportunities same time keeping our pilots, cabin crew and that are available across Europe for our lowest cost/ aircraft current and ready to resume service once low fares model. normality returns. Following my appointment as Chairman in June 2020, I asked Róisín Brennan to Following over two years of delays, Ryanair took become the non-executive director responsible for delivery of our first Boeing 737-8200 “Gamechanger” workforce engagement. Róisín held a series of panel aircraft in June. This aircraft, which has 4% more discussions with staff groups last year and updates seats, delivers 16% less fuel burn and 40% lower the Board quarterly. Additionally, I appointed Louise noise emissions, will enable the Ryanair Group to Phelan as Senior Independent Director and refreshed grow traffic to 200m p.a. within the next 5-years the Chairs and membership of the Nominations and while reducing our CO2 and noise footprint for the Remuneration Committees. next decade. In December, I travelled to Washington D.C. to sign a contract where the Group increased I wish to personally thank our dedicated team of its firm orders for the Gamechanger from 135 to over 15,000 aviation professionals and my Board 210 aircraft - while securing further, modest, price colleagues who worked tirelessly throughout the discounts. past year to ensure that the Ryanair Airlines Group emerges strongly from the Covid-19 crisis. As we ESG is a key focus area for the Board and Ryanair’s hopefully return to more normal operations this new Director of Sustainability briefs the Board summer, we look forward to welcoming our guests quarterly. In FY21 Ryanair received a (first time) back onboard. Finally, I would like to thank you, our “B-” industry leading climate protection rating from shareholders, for your ongoing support. independent ratings agency CDP and announced an ambitious goal to power 12.5% of flights with Yours sincerely, sustainable aviation fuels (SAF) by 2030. Throughout the Covid-19 crisis we minimized job losses through agreed pay cuts (with pay restoration from years Stan McCarthy 3 to 5 of multi-year agreements) and participation Chairman in Government job support schemes, while at the July 23, 2021 4 RYANAIR GROUP Annual Report 2021 CEO REPORT We are pleased to present our Annual Report for the year to March 31, 2021, a year during which our business was devastated by the Covid-19 pandemic, which posed an unprecedented crisis for the world in general, but more especially for the airline industry, which was substantially grounded for We are all determined to ensure that much of the past 12 months. as our business and air travel recovers, we can continue to offer the lowest fares, with the most on-time flights, but now with a much reduced environmental impact. Dear Shareholder, We are pleased to present our Annual Report for challenges for our guests and our people, who faced the year to March 31 2021, a year during which our constantly changing Government guidelines, travel business was devastated by the Covid-19 pandemic, bans, and movement restrictions. which posed an unprecedented crisis for the world in general, but more especially for the airline industry, The recent development of multiple Covid vaccines which was substantially grounded for much of the since December 2020 offers the world, and the airline past 12 months. industry, real confidence that vaccination programs will enable intra-EU air travel and tourism to recover Covid-19 Pandemic strongly during Summer 2021.
Load more

Recommended publications
  • Cargo City Offer
    So many reasons to do business cargocity.katowice-airport.com INTRODUCTION Today Central Europe, including Poland and the Sile- providing space for efficient logistical and warehousing sian Voivodeship, plays an evermore essential role in activities. Today, Katowice Airport plays a leading role international industrial and service supply chains. The among Polish regional airports and it is the airport of companies operating in this region export their goods choice for special cargo charters. all over the world. They are able to take advantage of the existing infrastructure of road, maritime, railway Perceiving the needs of our customers and partners, as and air transport for forwarding their goods from door- well as bearing in mind the potential development of air to-door. Central Europe is also becoming a lucrative cargo in southern Poland, GTL completed in 2013 its de- market for goods from all over the world, due – first of velopment strategy for Katowice Airport Cargo City. By all – to internet trade. 2020, Katowice Airport Cargo City will be a key logistic node in Central Europe. For more than 10 years, the joint stock company GTL SA (Upper Silesian Aviation Group), the company which This vision will become a reality, due to – among other manages Katowice Airport, has been ranked among factors – extensive co-operation with GTL’s partners, the proven and reliable partners of such companies as who are extending their operations within Katowice FedEx, DHL, TNT, UPS, the Post Office, and a dozen Airport Cargo City. other forwarding agents, rising each day to the task of 1 MAIN ASSETS The Airport operates 24/7 Availability of all services 24h/7, air traffic control, fuel operators, handling operators, Customs Services, customs clearance agencies Efficient ground service personnel Limited Utilization Area without noise limits The biggest technical aircraft maintenance base, with the widest scope of certification services, connected with aircraft maintenance in Poland Good weather conditions (the airport is 303 meters above sea level).
    [Show full text]
  • Doskonalenie Wybranych Obszarów Obsługi Klienta Na Przykładzie Portu Lotniczego
    Nowoczesne Systemy Zarządzania Instytut Organizacji i Zarządzania Zeszyt 13 (2018), nr 3 (lipiec-wrzesień) Wydział Cybernetyki ISSN 1896-9380, s. 53-66 Wojskowa Akademia Techniczna w Warszawie Modern Management Systems Institute of Organization and Management Volume 13 (2018), No. 3 (July-September) Faculty of Cybernetics ISSN 1896-9380, pp. 53-66 Military University of Technology Doskonalenie wybranych obszarów obsługi klienta na przykładzie portu lotniczego The improving of selected areas of customer service on the example of the airport Marta Daroń Politechnika Częstochowska, Wydział Zarządzania Marlena Wilk Politechnika Częstochowska, Wydział Zarządzania Abstrakt. W artykule przedstawiono najważniejsze zagadnienia związane z obsługą klienta i jej wpływem na poziom satysfakcji klienta. Dokonano krótkiej charakterystyki rynku usług transportu lotniczego w Polsce i porównano najważniejsze porty lotnicze pod względem wielkości, posiadanej infrastruktury, obsługiwanych kierunków i linii lotniczych, z którymi one współpracują. Za cel pracy przyjęto dokonanie analizy wybranych obszarów obsługi klienta (pasażera) na jednym z opisanych portów lotniczych. Narzędziem badawczym był kwestionariusz ankiety skierowany do pasażerów oraz do pracowników mających kontakt z podróżnymi w trakcie korzystania z usług oferowanych przez port lotniczy. Dzięki konfrontacji odpowiedzi dwóch grup respondentów, możliwe stało się wskazanie obszarów wymagających doskonalenia w obsłudze klienta. Słowa kluczowe: doskonalenie, obsługa klienta, transport lotniczy, zarządzanie, jakość. Abstract. In the article there are presented the most important issues related to customer service and its impact on the level of customer satisfaction. A short description of the air transport services market in Poland was made and the most important airports were compared in terms of size, infrastructure, and the supported directions and airlines with which they cooperate.
    [Show full text]
  • Transatlantic Airline Fuel Efficiency Ranking, 2017
    WHITE PAPER SEPTEMBER 2018 TRANSATLANTIC AIRLINE FUEL EFFICIENCY RANKING, 2017 Brandon Graver, Ph.D., and Daniel Rutherford, Ph.D. www.theicct.org [email protected] BEIJING | BERLIN | BRUSSELS | SAN FRANCISCO | WASHINGTON ACKNOWLEDGMENTS The authors thank Tim Johnson, Andrew Murphy, Anastasia Kharina, and Amy Smorodin for their review and support. We also acknowledge Airline Data Inc. for providing processed BTS data, and FlightGlobal for Ascend Fleet data. This study was funded through the generous support of the Bekenstein Foundation. International Council on Clean Transportation 1225 I Street NW Suite 900 Washington, DC 20005 USA [email protected] | www.theicct.org | @TheICCT © 2018 International Council on Clean Transportation TRANSATLANTIC AIRLINE FUEL EFFICIENCY RANKING, 2017 TABLE OF CONTENTS EXECUTIVE SUMMARY ............................................................................................................ iii 1. INTRODUCTION .................................................................................................................... 2 2. METHODOLOGY ................................................................................................................... 3 2.1 Airline selection .................................................................................................................................3 2.2 Fuel burn modeling..........................................................................................................................5 2.3 Fuel efficiency calculation ............................................................................................................6
    [Show full text]
  • Airline Routes: How You Can Influence Their Development Paul Ouimet
    strategic transportation & tourism solutions Session ME302 Airline Routes: How You Can Influence Their Development Paul Ouimet 49th ICCA Congress & Exhibition October 25, 2010 Presentation Outline 1. What airlines are looking for… 2. Implementing an Air Service Development program… 3. What you can do to attract new services… 2 Global Air Passenger Traffic Millions Financial Credit IATA Crisis, Global forecasts Recession 7.1% 9/11, & H1N1 Outbreak Economic increase Downturn in 2010 Asian & SARS Economic outbreak Gulf War Flu and Recession Source: International Civil Aviation Organization (ICAO) and International Air Transport Association (IATA). Global Air Passengers by Sector Total Passengers Millions 34% 24% 66% 76% Source: International Civil Aviation Organization (ICAO). Airline Financial Performance Global Air Carriers Operating Profit/Loss US$ (millions) Source: International Civil Aviation Organization (ICAO) and International Air Transport Association (IATA). Global Air Traffic and Capacity % Change Source: International Air Transport Association (IATA). Consolidation: Mergers & Failures Gol Lufthansa EasyJet KLM Varig Swiss Air France go Martinair Austrian KLM dba SkyBus Brussels Air Canada Oasis Hong Kong Delta Canadian US Airways Northwest America West Silverjet ATA Ryanair Southwest AirTran XL Airways MaxJet buzz Zoom FlyLAL United Continental Aviacsa Sterling EOS MyAir SkyEurope Aloha Centralwings Nationwide 7 Growth of Low Cost Carriers 8 Growth of Low Cost Carriers LCC Capacity Share by Region (YTD Aug-2009) 9 strategic transportation & tourism solutions What airlines are looking for… The Airline Reality . Airline planners require detailed, accurate information to make new route decisions . But airlines do not have the resources to fully evaluate every market – Legacy carriers have scaled back staff – LCCs face innumerable expansion opportunities .
    [Show full text]
  • To Access the List of Registered Aircraft As on 2Nd August
    Current Aircraft Registry List as at 8/2/2021 CofR Reg MTOM TC Holder Aircraft Description Pax No Operator MSN Classification No Mark /kg Cherokee 160 Ltd. 24, Id-Dwejra, De La Cruz Avenue, 1 41 ABW Piper Aircraft Inc. Piper PA-28-160 998 4 28-586 Aeroplane (land) Qormi QRM 2456, Malta Malta School of Flying Company Ltd. Aurora, 18, Triq Santa Marija, Luqa, 2 62 ACL Textron Aviation Inc. Cessna 172M 1043 4 17260955 Aeroplane (land) LQA 1643, Malta Airbus Financial Services Limited 6, George's Dock, 5th Floor, IFSC, 3 1584 ACX Airbus S.A.S. A340-313 275000 544 Aeroplane (land) Dublin 1, D01 K5C7,, Ireland Airbus Financial Services Limited 6, George's Dock, 5th Floor, IFSC, 4 1583 ACY Airbus S.A.S. A340-313 275000 582 Aeroplane (land) Dublin 1, D01 K5C7,, Ireland Air X Charter Limited SmartCity Malta, Building SCM 01, 5 1589 ACZ Airbus S.A.S. A340-313 275000 4th Floor, Units 401 403, SCM 1001, 590 Aeroplane (land) Ricasoli, Kalkara, Malta Nazzareno Psaila 40, Triq Is-Sejjieh, Naxxar, NXR1930, 001-PFA262- 6 105 ADX Reno Psaila RP-KESTREL 703 1+1 Microlight Malta 12665 European Pilot Academy Ltd. Falcon Alliance Building, Security 7 107 AEB Piper Aircraft Inc. Piper PA-34-200T 1999 6 Gate 1, Malta International Airport, 34-7870066 Aeroplane (land) Luqa LQA 4000, Malta Malta Air Travel Ltd. dba 'Malta MedAir' Camilleri Preziosi, Level 3, Valletta 8 134 AEO Airbus S.A.S. A320-214 75500 168+10 2768 Aeroplane (land) Building, South Street, Valletta VLT 1103, Malta Air Malta p.l.c.
    [Show full text]
  • Download the Report
    ANNUAL REPORT 2000 IRISH TAKEOVER PANEL Report for the year ended June 30, 2000 IRISH TAKEOVER PANEL Report for the year ended June 30, 2000 This third annual report of the Irish Takeover Panel is made to Mary Harney, T.D., Minister for Enterprise, Trade and Employment as required by section 19 of the Irish Takeover Panel Act, 1997 Irish Takeover Panel (Registration No. 265647), 8 Upper Mount Street, Dublin 2 Telephone: (01) 6789020 Facsimile: (01) 6789289 Contents Page Members of the Panel, Directors and Director General 3 Introduction 5 Chairperson’s Statement 7 Director General’s Report 9 Directors’ Report 13 Statement of Directors’ Responsibilities 15 Auditors’ Report 16 Financial Statements 18 Appendix 1 ­ Administrative Appendix 24 Appendix 2 ­ Takeovers supervised by Irish Takeover 31 Panel, July 1, 1999 to June 30, 2000 Appendix 3 ­ List of Relevant Companies as 32 at June 30, 2000 Euro denominated memoranda Financial Statements 33 2 Members of the Panel Irish Association of Investment Managers Irish Clearing House Limited ­ Nominated by the Irish Bankers Federation Irish Stock Exchange Limited Law Society of Ireland Brian Walsh ­ Nominated by the Consultative Committee of Accountancy Bodies ­ Ireland Directors of the Panel Chairperson Daniel O’Keeffe, S.C. } } Appointed by the Governor of the Central } Bank of Ireland Deputy Chairperson William M. McCann, FCA } Leonard Abrahamson Appointed by the Irish Stock Exchange (Alternate: Brendan O’Connor) Ann Fitzgerald Appointed by the Irish Association of Investment Managers Daniel J. Kitchen Appointed by the Consultative Committee of Accountancy Bodies ­ Ireland Brian J. O’Connor Appointed by the Law Society of Ireland (Alternate: Laurence Shields) Roisin Brennan Appointed by the Irish Bankers Federation (Alternate: John Butler) Director General (and Secretary of the Panel) Miceal Ryan 3 4 Introduction The Irish Takeover Panel (“the Panel”) is the statutory body responsible for monitoring and supervising takeovers and other relevant transactions in Ireland.
    [Show full text]
  • Ryanair Buys Malta Air Startup to Target African Markets 11 June 2019
    Ryanair buys Malta Air startup to target African markets 11 June 2019 DAC overseeing the Irish group's main operations, Lauda for its Austrian-based business and Buzz, or Polish unit. Malta Air will now be the fourth division. "Ryanair is pleased to welcome Malta Air to the Ryanair Group of airlines which now includes Buzz (Poland), Lauda (Austria), Malta Air, and Ryanair (Ireland)," O'Leary added on Tuesday. "Malta Air will proudly fly the Maltese name and flag to over 60 destinations across Europe and North Africa as we look to grow our Maltese based fleet, routes, traffic and jobs over the next three years." © 2019 AFP Air Malta is Ryanair's ticket into more African markets Irish no-frills airline Ryanair said Tuesday that it will buy Maltese startup Malta Air, forming a new division that reaches more markets in north Africa from the Mediterranean island. "Ryanair Holdings ... today announced it has agreed to purchase Malta Air," the Dublin-based company said in a statement. The Dublin-based company will move its Malta- based fleet of six Boeing 737 aircraft into the new subsidiary. Ryanair will seek to increase the division's total fleet to ten aircraft over the next three years, creating some 350 jobs. The deal, whose value was not disclosed, is expected to complete at the end of June. The news comes as Ryanair overhauls its operations into distinct operations, mirroring a set- up by British Airways owner IAG. Under group boss Michael O'Leary will be Ryanair 1 / 2 APA citation: Ryanair buys Malta Air startup to target African markets (2019, June 11) retrieved 26 September 2021 from https://phys.org/news/2019-06-ryanair-malta-air-startup-african.html This document is subject to copyright.
    [Show full text]
  • Dublin Airport Economic Impact Study
    Dublin Airport Economic Impact Study Final Report Prepared by InterVISTAS Consulting April 2017 on behalf of daa Dublin Airport Economic Impact Study ii Dublin Airport Economic Impact Study Contents Executive Summary 3 1. Defining Economic Impact 5 1.1 Categories of Economic Impact 6 2. Methodology for the Economic Impact Study 9 2.1 Updating the Previous Economic Impact Study 10 3. Overview of Dublin Airport 12 3.1 Air Passenger Movements 13 3.2 Overview of Dublin Airport’s Air Services 15 3.3 Measuring Airport Connectivity 18 4. Current Economic Contribution of Dublin Airport 25 4.1 Direct, Indirect and Induced Impacts 26 4.2 Catalytic Impacts 27 4.3 Total Impacts 29 Glossary of Terms and Abbreviations 32 Appendix A: 34 Further Information on the Input-Output Tables and the Economic Multipliers Appendix B: 37 Overview of Catalytic Impacts 1 Dublin Airport Economic impact Study Dublin Airport Economic Impact Study Executive Summary The current economic impact of Dublin daa had previously commissioned a study of the Airport: combining the direct, indirect, economic impact of Dublin Airport based on 2013 traffic and employment levels. These economic impact induced and catalytic impacts, Dublin Airport estimates have been updated to reflect 2016 traffic and currently generates or facilitates 117,300 activity levels, and are summarised in Figure ES-1. jobs and generates €8.3 billion in Gross Value Added (GVA).1 Direct employment supported by ongoing operations at Dublin Airport (e.g., daa, airlines, air traffic control, ground handlers, airport security, immigration, customs, airport As a small, open economy, Ireland is crucially dependent retail, etc.) amounts to 19,200 jobs.
    [Show full text]
  • Comparison of World Airline Rankings with Different Criteria: Best Airline Ranking and EVAMIX Method Rank
    American Research Journal of Humanities Social Science (ARJHSS)R) 2019 American Research Journal of Humanities Social Science (ARJHSS) E-ISSN: 2378-702X Volume-02, Issue-03, pp-38-46 March-2019 www.arjhss.com Research Paper Open Access Comparison of World Airline Rankings with Different Criteria: Best Airline Ranking and EVAMIX Method Rank Assoc. Prof. Dr. Ozlem Deniz Basar, Istanbul Commerce UniversityDepartment of Statistics Sutluce Mah., Imrahor Cad., No :90, Beyoglu / Istanbul / Turkey Phone : +90-212-444-0413/4613 ABSTRACT:- Competition in the transportation sector is in constant rise as in all sectors today. It is crucial for airlines, which are one of the most important shareholders in the transportation sector, to be recognized and reliable in order to have a place in the market. For this reason, different companies prepare and share a world airline ranking with public each year. These rankings are prepared using different criteria and methodologies. Hence, each of these rankings differs from each other. This study considers the Best Airline Ranking prepared by Airhelp in 2018. The first 15 airlines in this ranking are re-ranked with the EVAMIX method using unused criteria and the results are compared with the Best Airline Ranking. In the conclusion of the study, it is found out that rankings changed significantly; hence, it is greatly important to determine what is desired to measure when the airlines are compared. Keywords: Airline, Ranking, EVAMIX, Critic Method I. INTRODUCTION It is of importance to meet the changing consumer demands, reach and serve more customers in the aviation sector as in all other sectors.
    [Show full text]
  • Cycling the Lakes of Austria and Slovenia
    Overview Selected Tour Start Date: Saturday, September 4th, 2021 Bicycle Tours in Austria: Cycling the Lakes of Austria and Slovenia OVERVIEW This cycling tour has you border hopping through Austria, Slovenia and also features a quick jaunt to Italy for lunch. We'll experience the fascinating influences of Slavic, German and Italian cultures. Join us to relish alpine landscapes with a hint of the Mediterranean. We'll bicycle along idyllic alpine lakes in Austria's Carinthia region and northern Slovenia. Quiet roads and river paths lead us through picturesque villages, traditional farmhouses, imposing medieval castles and cozy hotels. We'll introduce you to some of Europe's most overlooked and pleasant cities. If you would like to explore further the beauty of Slovenia, check out our Cycling the Lakes of Austria and Slovenia Plus! Ljubljana which extends this itinerary by three days. HIGHLIGHTS Lake Ossiach, Drava river path , Tarvisio, Klagenfurt, Villach, Lake Faak, Lake Bled, Border hopping between Austria, Slovenia, Julian Alps TOUR FACTS Classic: Learn more about our Classic tours at https://www.experienceplus.com/tours/bike-tour- Tour Style styles/classic-tours Includes 8 days, 7 nights accommodation; meals as noted in itinerary; and the usual (see below). Countries Austria, Slovenia Begin/End Klagenfurt, Austria / Bled, Slovenia Klagenfurt Airport (KLU), Vienna International Airport (VIE), Munich Airport (MUC), Ljubljana Jože Arrive/Depart Pučnik Airport (LJU/LJLJ) Total Distance 220 km (136 miles) Avg. Daily Distance 44 km (27 miles) per riding day Gentle cycling along bike paths, through mountain valleys and around lakes. You will Tour Level encounter some short (a mile or less) steeper climbs.
    [Show full text]
  • Aviation Rankings' Misjudgment: Inspiration of Egypt Air and Cairo International Airport Cases
    Journal of the Faculty of Tourism and Hotels-University of Sadat City, Vol. 4, Issue (2/1), December, 2020 Aviation Rankings' Misjudgment: Inspiration of Egypt Air and Cairo International Airport Cases 1Farouk Abdelnabi Hassanein Attaalla 1Faculty of Tourism and Hotels, Fayoum University Abstract This study aims to make a comprehensive assessment of the three most popular aviation rankings; Skytrax, AirHelp and TripAdvisor from a critical perspective supported by a global field study conducted in the same methodology as these three rankings have been done. This study is based on the descriptive statistics to analyze field data gathered about EgyptAir and other airlines, Cairo International Airport and other airports and comparing these results with what is published in these three rankings in 2018. The current study reveals that the results of these three global rankings are characterized by shortcomings and lack of value and unfairness. Finally, the study suggests a model for fairness and equity in the rankings of airlines and airports. Keywords: Air Rankings, Egypt Air, Cairo International Airport, Equity. 1- Introduction Through scanning the international airlines and airports rankings for the recent five years from 2013 to 2018, it is found that no understandable and embarrassing absence for Egypt Air (MS) and Cairo International Airport (CAI). However, Arabic airlines and Airports such as Qatar Airways, Emirates Airways, Oman Air, Etihad Airways, Saudia Airlines, Royal Jordanian and Air Maroc, Hamad International Airport and Queen Alia International Airport have occupied different ranks through these years. Their ranks may be one of the top 10 airline and airport positions, while others occupy one of the top 100 airlines and airports in the world.
    [Show full text]
  • American Airlines in Europe American Operates up to 434 Weekly Flights Between Europe and the United States
    American Airlines in Europe American operates up to 434 weekly flights between Europe and the United States. Overview • From its hubs in the United States, American offers connections to nearly 350 cities in over 50 countries worldwide, with approximately 6,700 daily flights. • American now offers up to 62 daily flights between Europe and Chicago O’Hare (ORD), Charlotte (CLT), Dallas Fort Worth (DFW), Los Angeles (LAX), Miami (MIA), New York (JFK), Philadelphia (PHL) and Raleigh/ Durham (RDU). • American has dedicated sales offices in Amsterdam, Dublin, Frankfurt, London, Madrid, Milan, Paris, Rome and Zürich. • American has a dedicated reservations center in Liverpool, England, handling European reservations queries, AAdvantage customers, special assistance and ticketing. • American has dedicated Admirals Club lounges in London Heathrow, Terminal 3 (LHR) and Paris Charles de Gaulle, Terminal 2A (CDG American also has a Flagship First Class lounge and an Arrivals Lounge in Heathrow Terminal 3, the only one of its kind in the airline’s network. • Beginning May 6th, 2017, American will launch new seasonal services from Rome Fiumicino Airport (FCO) and Amsterdam Schiphol Airport (AMS) to Dallas/ Fort Worth and from Barcelona El Prat Airport (BCN) to Chicago O’Hare. Leadership in Europe • Olympia Colasante, Managing Director – London Heathrow • Andy Kynoch, Director – European Operations • Ivonne Brauburger, Director – European Sales • Mark Danis, Manager – UK Corporate Sales • Tim Isik, Manager – UK Channel Sales • Isabelle Gannoun, Manager – Sales France • Jose Blazquez, Regional Manager – Sales Spain & Portugal • Roberto Antonucci, Regional Manager – Sales Italy & Southeast Europe • Markus Boecker, Regional Manager – Sales Germany & Switzerland • Caitriona Toner, Manager – Sales Ireland • Javier Equisoain Blanco, Manager – Regional Sales Benelux Updated Jan.
    [Show full text]