Comms Systems for Gse Tracking ` Simplifying the Supply Chain Ground Support Equipment Reliable Equipment Delivered on Time

Total Page:16

File Type:pdf, Size:1020Kb

Comms Systems for Gse Tracking ` Simplifying the Supply Chain Ground Support Equipment Reliable Equipment Delivered on Time EXPLORING GSE, AIRFIELD EQUIPMENT AND INFRASTRUCTURE | WWW.AIRSIDEINT.COM SPRING 2017 #AIRSIDEINT REACHINGHIGH LIFTS & LOADERS THE HEIGHTS COMMS SYSTEMS FOR GSE TRACKING ` SIMPLIFYING THE SUPPLY CHAIN GROUND SUPPORT EQUIPMENT RELIABLE EQUIPMENT DELIVERED ON TIME YOUR SUPPLIER FOR USED/ REFURBISHED GSE & RENTAL SOLUTIONS 2017 25TH - 27TH APRIL SHERATON MILAN MALPENSA AIRPORT HOTEL PLATINUM SPONSOR Stand No. 45 & 47 CONTACT US DANNY VRANCKX BART KROONENBERG CEO COO Tel: +32471942780 Tel: +31653765332 [email protected] [email protected] www.aviaco-gse.com JAMES SHERIDAN EDITOR’S NOTE | CONTENTS Chairman [email protected] PARVEEN RAJA Publisher [email protected] Time is the enemy 2 IAN TALBOT Sales Manager Reaching the Heights (part one) 10 [email protected] Communications systems for GSE tracking 16 YASMIN LYDON Events Coordinator [email protected] Buyer’s Assessment 22 GEMMA KEEN Handling the pressure 26 Events and Circulation [email protected] Simplifying the supply chain 28 SHOBHANA PATEL Head of Finance Reaching the Heights (part two) 32 fi[email protected] SHELDON PINK Looking forward to GSE & Ramp-Ops 2017 38 Creative Director [email protected] Airport Show 2017 preview 42 SOHAIL AHMAD Conference Sales Airside update 46 [email protected] EDITORIAL CONTRIBUTORS Chris Aaron, Chris Lewis, Megan Ramsay, Martin Roebuck, David Smith elcome to the Spring 2017 issue of Airside International. This issue COVER PHOTO, COURTESY of the magazine is in a new A4 format that will display our content in what we believe will be an even better way. The new design, we think, is more appealing and does even better justice to our news GROUND SUPPORT EQUIPMENT W , articles and features. Address changes and subscription Any feedback on the new design would be welcomed, either by myself, orders to: [email protected] Ian Talbot or Parveen Raja. ISSN 2054-8958 It’s been another few months or turbulence in the world of geopolitics, PUBLISHED QUARTERLY BY accompanied as ever by economic flux, all of which has its bearing on the EVA International Media Ltd aviation and – consequently – the airside industries. But one thing that is Boswell Cottage, 19 South End completely predictable is that the industry continues to grow, in size and Croydon, London, CR0 1BE, UK complexity. Making sense of that is just part of what Airside International Tel: + 44 (0) 20 8253 4000 Fax: + 44 (0)20 8603 7369 is all about. m{x{PD{wDy ©9wz{ We hope you enjoy the issue. PRINTED BY Headley Brothers The Invicta Press, Lower Queens Road Ashford, Kent, TN24 8HH, UK DISTRIBUTED BY: Asendia EVA INTERNATIONAL MEDIA LTD PUBLISHERS & EVENTS SPECIALISTS Issue 37 © 2017 | www.airsideint.com | Content may not be reproduced in any format without MIKE BRYANT EDITOR written permission from EVA International Media Ltd [email protected] SPRING 2017 | AIRSIDEINT.COM 1 FEATURE | AIRPORT RUNWAY MAINTENANCE Time is the enemy With more and more aircraft using them, it is more important than ever that airports keep their runways in good condition. But at the same time, the ever-growing number of fl ights means that fi nding a window in which to do this vital work is increasingly diffi cult. Chris Lewis reports unways surely represent the most important and in electronic rather than paper format. Th e better things are critical feature of any airport; whereas taxiways and documented, the easier the maintenance task, says Chalk. other aspects of infrastructure are usually to some “Otherwise, you need to start drilling holes to fi nd exactly R extent duplicated, “if you don’t have a runway, you what you’ve got.” don’t have an airport,” points out Chris Chalk at Th e length of time a runway can last before needing Mott MacDonald. signifi cant work undertaken on it depends on many factors, Chalk, the global practice leader for aviation at the global including the number and weight of aircraft using it, the engineering, management and development consultancy fi rm prevailing climatic conditions and the materials it is built from, based in Croydon in the UK, explains that shutting even one but as a very rough rule of thumb a bitumen runway might last runway at multiple-runway airports can be tricky at very busy 20 years, while the top layer will need replacing every 10 years. locations, so it’s oft en only something that can be done at night, Another factor that can aff ect the interval between usually within quite tight time windows. maintenance operations relates to the ground conditions As with most maintenance, doing work in good time oft en underneath the runway. Generally speaking, the stronger the pays greater dividends than letting things deteriorate to the underlying terrain (granite as opposed to light soil or crushed point that a major rebuild from the foundations up is required. coral, for example) the longer lasting the runway, although Th e problem, in most parts of the world, is persuading weak ground conditions can to some extent be compensated by airport paymasters that this is an eff ective use of public or a thicker bitumen layer on top. shareholders’ funds. Runway maintenance just isn’t exciting An important part of the equation, as noted above, is the compared with building new terminals or so many of the other number and type of aircraft that use a runway. Just as heavy demands on the public purse. lorries tend to cause more damage to roads than private cars, Some airports are better at planning maintenance than so larger, heavier widebody aircraft cause proportionately more others. Th e same applies to documenting their assets, although wear than narrowbody types. Another, related factor relates to an increasing proportion of such information is now available the number of wheels on those aircraft . Older narrowbodies 2 AIRSIDE INTERNATIONAL | SPRING 2017 AIRPORT RUNWAY MAINTENANCE | FEATURE On the apron at Dubai International Airport with fewer wheels like the B727 or Tristar used to cause a operation. French-owned Colas, for instance, works in a relatively large amount of damage, whereas some of the newer number of diff erent European countries. widebodies such as the B787 are relatively gentle by comparison. Expertise will probably have to be imported in less developed The materials used for runway maintenance, and indeed countries, possibly with a foreign fi rm acting as lead contractor. the actual techniques involved, haven’t changed much over While there are similarities to road repair and maintenance, the years, Chalk informs. Polymers are often added to the it’s unlikely that the local contractors will have the skills – or asphalt mix to allow it to be laid during a wider range of the necessary airside and security clearance – to carry out climatic conditions. runway operations themselves. Mott MacDonald itself works Th e laying equipment is essentially similar to that used for all over the world. roads, although runway operations have to take place under Runway maintenance periods are also a good chance to far greater time constraints – and clearly, quality control has to renew or replace fi xtures such as apron lighting infrastructure. be even higher. GPS and IT systems have replaced string lines, Light fi ttings will oft en have to be removed during runway improving accuracy as well as speeding operations. But the maintenance operations anyway, and many airports might milling or material and the asphalting process have remained take the opportunity to replace existing lights with superior largely unchanged. (perhaps LED) ones. Runway markings will also be removed; Modern, powerful systems used to light the work site these get replaced more oft en than the surface itself. have eased the contractors’ task, given that levels of air traffi c Th e opportunity may also be taken to groove the runway intensity mean that most maintenance at major airports will surface to improve skid performance. take place in darkness. In the more developed parts of the It is rare for major work to take place on taxiways at the world, there are specialist contractors who will carry out same time as runways. Th ere is less pressure on taxiways and runway maintenance operations. US contractors, for example, it is usually reasonable to take some out of use during the tend to do business primarily in their home country, whereas daytime rather than at night. in Europe, for example, there is an element of cross-border The weather – principally rain and low temperatures – SPRING 2017 | AIRSIDEINT.COM 3 FEATURE | AIRPORT RUNWAY MAINTENANCE is the biggest hindrance to smooth-running maintenance work. Long-term forecasts are of very little use in trying to decide whether it will rain or be unusually cold on a particular day several months hence, though obviously maintenance planners do avoid periods such as monsoon seasons or times when winter freezes can be expected. In some respects, the weather can cause most problems in temperate climates (such as Britain’s), when rain can happen at any time, including midsummer. A runway maintenance Usually, planners will build a ‘weather margin’ into their schedules, which is usually – but not always – suffi cient to allow programme is crucial “so that the operation to take place within the planned time-scale. we can make replacements or DIY – OR CONTRACT OUT? maintenance at the right time” Th e extent to which airport authorities perform their own Dan Meincke, director of traffi c and maintenance varies hugely around the world. Dan Meincke, airside operations at Copenhagen Kastrup Airport director of traffi c and airside operations at Copenhagen Kastrup Airport, says that the airport authority, Københavns Luft havne, carries out daily technical maintenance itself but that asphalt coating is subcontracted via a framework agreement to a contractor. As with all signifi cant pieces of work at the airport, the task is subject to EU tenders.
Recommended publications
  • Investment Corporation of Dubai and Its Subsidiaries
    Investment Corporation of Dubai and its subsidiaries CONSOLIDATED FINANCIAL STATEMENTS 31 DECEMBER 2013 Investment Corporation of Dubai and its subsidiaries CONSOLIDATED INCOME STATEMENT Year ended 31 December 2013 2013 2012 Notes AED’000 AED’000 *(Restated) Continuing operations Revenues 39 178,262,800 150,990,148 Cost of revenues (145,651,253) (123,141,479) ————— ————— 32,611,547 27,848,669 Other income 3 5,169,751 4,459,073 Net gain from derivative instruments 48,345 181,176 General, administrative and other expenses (15,889,389) (13,881,252) Net impairment losses on financial assets 4 (4,984,691) (3,801,175) Other finance income 5 764,400 904,739 Other finance costs 6 (3,520,715) (2,496,589) Share of results of associates and joint ventures 15 2,497,841 2,620,836 ————— ————— PROFIT FOR THE YEAR BEFORE INCOME TAX FROM CONTINUING OPERATIONS 16,697,089 15,835,477 Income tax expense 7 (895,563) (984,833) ————— ————— PROFIT FOR THE YEAR FROM CONTINUING OPERATIONS 15,801,526 14,850,644 Discontinued operations Profit for the year / period from discontinued operations 23 (a) and 23 (c) 1,790,945 1,618,989 ————— ————— PROFIT FOR THE YEAR 8 17,592,471 16,469,633 ═══════ ═══════ Attributable to: The equity holder of ICD 14,591,403 13,973,267 Non-controlling interests 3,001,068 2,496,366 ————— ————— 17,592,471 16,469,633 ═══════ ═══════ * Certain comparatives as disclosed in note 2.3 have been restated due to the adoption of IFRS 10 by the Group. The attached notes 1 to 42 form part of these consolidated financial statements.
    [Show full text]
  • COM(79)311 Final Brussels / 6Th July 1979
    ARCHIVES HISTORIQUES DE LA COMMISSION COLLECTION RELIEE DES DOCUMENTS "COM" COM (79) 311 Vol. 1979/0118 Disclaimer Conformément au règlement (CEE, Euratom) n° 354/83 du Conseil du 1er février 1983 concernant l'ouverture au public des archives historiques de la Communauté économique européenne et de la Communauté européenne de l'énergie atomique (JO L 43 du 15.2.1983, p. 1), tel que modifié par le règlement (CE, Euratom) n° 1700/2003 du 22 septembre 2003 (JO L 243 du 27.9.2003, p. 1), ce dossier est ouvert au public. Le cas échéant, les documents classifiés présents dans ce dossier ont été déclassifiés conformément à l'article 5 dudit règlement. In accordance with Council Regulation (EEC, Euratom) No 354/83 of 1 February 1983 concerning the opening to the public of the historical archives of the European Economic Community and the European Atomic Energy Community (OJ L 43, 15.2.1983, p. 1), as amended by Regulation (EC, Euratom) No 1700/2003 of 22 September 2003 (OJ L 243, 27.9.2003, p. 1), this file is open to the public. Where necessary, classified documents in this file have been declassified in conformity with Article 5 of the aforementioned regulation. In Übereinstimmung mit der Verordnung (EWG, Euratom) Nr. 354/83 des Rates vom 1. Februar 1983 über die Freigabe der historischen Archive der Europäischen Wirtschaftsgemeinschaft und der Europäischen Atomgemeinschaft (ABI. L 43 vom 15.2.1983, S. 1), geändert durch die Verordnung (EG, Euratom) Nr. 1700/2003 vom 22. September 2003 (ABI. L 243 vom 27.9.2003, S.
    [Show full text]
  • 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.
    [Show full text]
  • IAG Results Presentation
    IAG results presentation Full Year 2019 28 February 2020 2019 Highlights Willie Walsh, Chief Executive Officer Continued progress against strategic objectives FY 2019 strategic highlights • Strengthen portfolio of world-class brands and operations − Announced planned acquisition of Air Europa, subject to regulatory approvals − British Airways new Club Suite on 5 aircraft (4 A350s, 1 B777) and in-flight product enhancements (amenities, catering, new World Traveller Plus seat, Wi-Fi rollout. Revamped lounges – Geneva, Johannesburg, Milan, New York JFK, SFO − Iberia Madrid lounge refurbishment and completion of premium economy long-haul rollout − Strong NPS increase by 9.5 points to 25.8, driven by British Airways and Vueling, target of 33 by 2022 − LEVEL expansion at Barcelona and roll-out to Amsterdam • Grow global leadership positions − North America traffic (RPK) growth of 3.6% − New destinations – Charleston (BA), Minneapolis (Aer Lingus), Pittsburgh (BA) − LEVEL – new route Barcelona to New York − Latin America and Caribbean traffic growth of 15.6% − Iberia - higher frequencies on existing routes − LEVEL – new route Barcelona to Santiago − British Airways – increased economy seating ex-LGW on Caribbean routes − Intra-Europe traffic growth of 3.8% - Domestic +10.1% (mainly Spain), Europe +2.2% − Asia traffic growth of 5.0% – British Airways new routes to Islamabad and Osaka, signed joint business agreement with China Southern Airlines • Enhance IAG’s common integrated platforms − Launched ‘Flightpath net zero’ carbon emissions by 2050
    [Show full text]
  • Come Join Us Our Own Club Tiare Program Allows Travelers to Earn Miles Toward Free Travel and Upgrades on Our flights to Our Destinations Worldwide
    Frequent Flyer Programs Come Join Us Our own Club Tiare Program allows travelers to earn miles toward free travel and upgrades on our flights to our destinations worldwide. We are a redemption only partner with American Airlines AAdvantage program and Delta Airlines Skymiles Program. Call these airlines directly for details. Your travel professional: Toll-Free Reservations: 877.824.4846 | airtahitinui.com TAHITI LOS ANGELES PARIS TOKYO AUCKLAND SYDNEY WELCOME Ia Orana! Your journey to The Islands of Tahiti and beyond awaits on our new fleet of Tahitian Dreamliners. With a new Premium Economy cabin, more comfort everywhere, and service that exemplifies the Tahitian spirit of hospitality, first time passengers and returning guests alike will experience a refreshed and immersive experience. We look forward to welcoming you aboard soon! Best Airline in the South Pacific 2018 Best International Leisure Airline 2018 The Islands of Tahiti Tahiti is perhaps the last Eden on Earth. The land we call home is, for us, a constant source of inspiration. It’s a land of calmness and relaxation. Legendary natural beauty and serenity captures forever the hearts of even the most seasoned travelers—just as it did with Bougainville, Cook and Gauguin to name a few. Privacy and seclusion draw honeymooners to unspoiled beaches and calm lagoons. Treasures, from black pearls to vanilla beans, to the smiles of a warm and joyful people, give a glimpse into the essence of Polynesia—a lifestyle that is culturally rich and diverse, attuned to its environment, safe and welcoming. 118 islands and atolls rise in serenity from the heart of the South Pacific, each with a character as unique as its shape, to form the land of French Polynesia.
    [Show full text]
  • Everything but Fly the Planes Our Company
    Everything but fly the planes Our services on the ground keep the world in the air. In 1959, dnata began ground-handling operations with just five staff members. Today, we‟re the world‟s fourth largest combined air services provider with over 20,000 employees across five continents. We provide everything an airline needs beyond its planes, pilots and crews. Our Company - dnata In 1959, dnata was a small ground-handling operation with just five staff members. Today, we‟re one of the largest combined air services providers in the world with over 20,000 employees across the globe. Our vision for the future is to be the most admired - admired for our excellent customer service, our dedication to safety, and our imagination in developing innovative products. Today, our business can be found in 38 countries offering customers our expertise in ground handling, cargo, travel, and flight catering. Our Businesses The dnata group covers just about every aspect of the travel and aviation industry. We don‟t just deliver your baggage or the holiday of a lifetime – we help keep the promises you make to your family, clients and business partners. Ground handling Cargo Travel Flight Catering Careers at dnata India Are you keen to work for an organisation that aims to provide quality products and services to its customer? dnata may be the place for you. As a Group we are successful because we hire, engage and retain talented employees from around the world who match the „people‟ capabilities we need. However, equally important is that these talented employees have their own priorities and career aspirations met as individuals.
    [Show full text]
  • Review ANNUAL REPORT 2017/18 37 38 CHANGI AIRPORT GROUP
    36 CHANGI AIRPORT GROUP BUSINESS & OPERATIONS Review ANNUAL REPORT 2017/18 37 38 CHANGI AIRPORT GROUP GLOBAL Connectivity Connecting Singapore to over 400 cities in about 100 countries and territories worldwide EUROPE Eastern/Central Western Europe Albania Austria Azerbaijan Belgium NORTH Bulgaria Denmark AMERICA Croatia Estonia Czech Republic Faroe Islands Canada Hungary Finland United States Poland France Romania Germany Russia Great Britain (UK) SOUTH Serbia Greece AMERICA Slovenia Iceland Brazil Turkey Ireland Colombia Ukraine Italy Lithuania Luxembourg Netherlands Norway Portugal Spain Sweden Switzerland 2 City Links 50 City Links 131 City Links SOUTH NORTH EUROPE AMERICA AMERICA ANNUAL REPORT 2017/18 39 AFRICA East Africa South Africa ASIA Burundi Botswana Central Asia South Asia Ethiopia Mozambique Turkmenistan Bangladesh Kenya South Africa Uzbekistan Bhutan Mauritius Zimbabwe India Rwanda Middle East Maldives Seychelles West Africa Bahrain Nepal Tanzania Benin Qatar Sri Lanka Uganda Burkina Faso Saudi Arabia SOUTHWEST Cote d’Ivoire United Arab Emirates Southeast Asia PACIFIC North Africa Ghana Brunei Darussalam Australia Egypt Niger Northeast Asia Cambodia Cook Islands Nigeria China Indonesia Fiji Hong Kong SAR Laos New Zealand Central Africa Japan Malaysia Norfolk Island Chad Macau Myanmar Papua New Guinea Congo South Korea Philippines Samoa Republic of Congo Taiwan Thailand Solomon Islands Timor Leste Tonga Vietnam Vanuatu 28 City Links 125 City Links 72 City Links AFRICA ASIA SOUTHWEST PACIFIC 40 CHANGI AIRPORT GROUP AIR TRAFFIC
    [Show full text]
  • Analysis of Global Airline Alliances As a Strategy for International Network Development by Antonio Tugores-García
    Analysis of Global Airline Alliances as a Strategy for International Network Development by Antonio Tugores-García M.S., Civil Engineering, Enginyer de Camins, Canals i Ports Universitat Politècnica de Catalunya, 2008 Submitted to the MIT Engineering Systems Division and the Department of Aeronautics and Astronautics in Partial Fulfillment of the Requirements for the Degrees of Master of Science in Technology and Policy and Master of Science in Aeronautics and Astronautics at the Massachusetts Institute of Technology June 2012 © 2012 Massachusetts Institute of Technology. All rights reserved Signature of Author__________________________________________________________________________________ Antonio Tugores-García Department of Engineering Systems Division Department of Aeronautics and Astronautics May 14, 2012 Certified by___________________________________________________________________________________________ Peter P. Belobaba Principal Research Scientist, Department of Aeronautics and Astronautics Thesis Supervisor Accepted by__________________________________________________________________________________________ Joel P. Clark Professor of Material Systems and Engineering Systems Acting Director, Technology and Policy Program Accepted by___________________________________________________________________________________________ Eytan H. Modiano Professor of Aeronautics and Astronautics Chair, Graduate Program Committee 1 2 Analysis of Global Airline Alliances as a Strategy for International Network Development by Antonio Tugores-García
    [Show full text]
  • Airlines Codes
    Airlines codes Sorted by Airlines Sorted by Code Airline Code Airline Code Aces VX Deutsche Bahn AG 2A Action Airlines XQ Aerocondor Trans Aereos 2B Acvilla Air WZ Denim Air 2D ADA Air ZY Ireland Airways 2E Adria Airways JP Frontier Flying Service 2F Aea International Pte 7X Debonair Airways 2G AER Lingus Limited EI European Airlines 2H Aero Asia International E4 Air Burkina 2J Aero California JR Kitty Hawk Airlines Inc 2K Aero Continente N6 Karlog Air 2L Aero Costa Rica Acori ML Moldavian Airlines 2M Aero Lineas Sosa P4 Haiti Aviation 2N Aero Lloyd Flugreisen YP Air Philippines Corp 2P Aero Service 5R Millenium Air Corp 2Q Aero Services Executive W4 Island Express 2S Aero Zambia Z9 Canada Three Thousand 2T Aerocaribe QA Western Pacific Air 2U Aerocondor Trans Aereos 2B Amtrak 2V Aeroejecutivo SA de CV SX Pacific Midland Airlines 2W Aeroflot Russian SU Helenair Corporation Ltd 2Y Aeroleasing SA FP Changan Airlines 2Z Aeroline Gmbh 7E Mafira Air 3A Aerolineas Argentinas AR Avior 3B Aerolineas Dominicanas YU Corporate Express Airline 3C Aerolineas Internacional N2 Palair Macedonian Air 3D Aerolineas Paraguayas A8 Northwestern Air Lease 3E Aerolineas Santo Domingo EX Air Inuit Ltd 3H Aeromar Airlines VW Air Alliance 3J Aeromexico AM Tatonduk Flying Service 3K Aeromexpress QO Gulfstream International 3M Aeronautica de Cancun RE Air Urga 3N Aeroperlas WL Georgian Airlines 3P Aeroperu PL China Yunnan Airlines 3Q Aeropostal Alas VH Avia Air Nv 3R Aerorepublica P5 Shuswap Air 3S Aerosanta Airlines UJ Turan Air Airline Company 3T Aeroservicios
    [Show full text]
  • Guide for Establishing and Maintaining Pest Free Areas
    JUNE 2019 ENG Capacity Development Guide for Establishing and Maintaining Pest Free Areas Understanding the principal requirements for pest free areas, pest free places of production, pest free production sites and areas of low pest prevalence JUNE 2019 Capacity Development Guide for Establishing and Maintaining Pest Free Areas Understanding the principal requirements for pest free areas, pest free places of production, pest free production sites and areas of low pest prevalence Required citation: FAO. 2019. Guide for establishing and maintaining pest free areas. Rome. Published by FAO on behalf of the Secretariat of the International Plant Protection Convention (IPPC). The designations employed and the presentation of material in this information product do not imply the expression of any opinion whatsoever on the part of the Food and Agriculture Organization of the United Nations (FAO) concerning the legal or development status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. The mention of specific companies or products of manufacturers, whether or not these have been patented, does not imply that these have been endorsed or recommended by FAO in preference to others of a similar nature that are not mentioned. The designations employed and the presentation of material in the map(s) do not imply the expression of any opinion whatsoever on the part of FAO concerning the legal or constitutional status of any country, territory or sea area, or concerning the delimitation of frontiers. The views expressed in this information product are those of the author(s) and do not necessarily reflect the views or policies of FAO.
    [Show full text]
  • Vueling Airlines Soars on Modern Digital Infrastructure Increases Performance, Reliability and Innovation Across Business and Customer Operations
    Customer Success Story Transportation/Aviation Vueling Airlines Soars on Modern Digital Infrastructure Increases performance, reliability and innovation across business and customer operations Spain’s largest airline entrusts Equinix to build and manage a scalable, resilient digital infrastructure for world-class service delivery About Vueling Airlines Vueling—part of the International Challenge Airlines Group (IAG)—is one of Vueling needed a professionally managed IT infrastructure that would enable the leading low-cost airlines the airline to scale quickly and efficiently, while using emerging technologies in Europe, with a fleet of 120 such as AI, sensors, and facial and voice recognition to enrich customer airplanes and 120 destinations service delivery. This meant building a digital-ready infrastructure that could in Europe, North Africa and increase performance and reliability across the company—from network the Middle East. In addition to devices, to IaaS/web hosting and flight operations, to reservations and sales its headquarters in Barcelona, systems, to business continuity and disaster recovery (BC/DR) environments. Vueling has operations in Madrid and cities throughout Spain. Vueling.com Solution Vueling partnered with Equinix Managed Services and Smart Backup About Equinix ® to build and manage its entire IT infrastructure on Platform Equinix in Equinix is the world’s digital ™ ® Barcelona (BA1) and Madrid (MD2) International Business Exchange (IBX ) infrastructure company. Digital data centers. Equinix helped Vueling securely and directly interconnect to leaders harness our trusted customers, value-chain partners (for example, Navitaire reservation system) platform to bring together and and Equinix’s IaaS infrastructure using Equinix Cross Connect, in addition to interconnect the foundational accessing Amazon Web Services (AWS) via AWS Direct Connect.
    [Show full text]
  • The Emirates Group Annual Report | 2016-2017
    THE EMIRATES GROUP ANNUAL REPORT ǀ 2016-17 Overview Emirates dnata Group Financial His Highness Sheikh Mohammed bin Rashid Al Maktoum Information Vice President and Prime Minister of the UAE and Ruler of Dubai Additional Information We live in a time of rapid change that has seen extraordinary new achievements, knowledge, and discoveries. Countries, cities, businesses, and individuals have to constantly evolve, adapt and learn at the same pace at which global transformations are occurring. In the 45 years since the birth of the United Arab Emirates, our country has taken great leaps forward in terms of developing our social, economic and political infrastructure. As we continue this journey with big hopes and ambitions, we have identified, through the UAE Vision 2021 and Dubai Plan 2021, the goals that will contribute to building a world-class modern civilization that will enable us to become the best country and city in the world. 2 Overview Emirates dnata Group Financial Information Additional Information This year, the UAE considerably enhanced its standing in the World Bank’s annual enabled us to weather a myriad of external challenges over the years. We have “Doing Business” report, moving up from 34th to 26th in the rankings for ease of also invested, based on our capabilities and potential, in shaping a future that meets doing business, the highest among Arab countries. We were also recognised by the our aspirations. World Bank as one of the top 10 most improved business environments. In the Global Optimism, and the relentless pursuit of excellence and sustainable success, are part of Entrepreneurship Index Report 2016, the UAE was ranked 19th in the world, ahead the ethos embedded in our national institutions and companies, both at an individual of many countries that have a strong history and reputation such as Norway, South and collective level.
    [Show full text]