The Saga of Two Icelandic Airports RKV and KEF GOING in DIFFERENT DIRECTIONS
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My Personal Callsign List This List Was Not Designed for Publication However Due to Several Requests I Have Decided to Make It Downloadable
- www.egxwinfogroup.co.uk - The EGXWinfo Group of Twitter Accounts - @EGXWinfoGroup on Twitter - My Personal Callsign List This list was not designed for publication however due to several requests I have decided to make it downloadable. It is a mixture of listed callsigns and logged callsigns so some have numbers after the callsign as they were heard. Use CTL+F in Adobe Reader to search for your callsign Callsign ICAO/PRI IATA Unit Type Based Country Type ABG AAB W9 Abelag Aviation Belgium Civil ARMYAIR AAC Army Air Corps United Kingdom Civil AgustaWestland Lynx AH.9A/AW159 Wildcat ARMYAIR 200# AAC 2Regt | AAC AH.1 AAC Middle Wallop United Kingdom Military ARMYAIR 300# AAC 3Regt | AAC AgustaWestland AH-64 Apache AH.1 RAF Wattisham United Kingdom Military ARMYAIR 400# AAC 4Regt | AAC AgustaWestland AH-64 Apache AH.1 RAF Wattisham United Kingdom Military ARMYAIR 500# AAC 5Regt AAC/RAF Britten-Norman Islander/Defender JHCFS Aldergrove United Kingdom Military ARMYAIR 600# AAC 657Sqn | JSFAW | AAC Various RAF Odiham United Kingdom Military Ambassador AAD Mann Air Ltd United Kingdom Civil AIGLE AZUR AAF ZI Aigle Azur France Civil ATLANTIC AAG KI Air Atlantique United Kingdom Civil ATLANTIC AAG Atlantic Flight Training United Kingdom Civil ALOHA AAH KH Aloha Air Cargo United States Civil BOREALIS AAI Air Aurora United States Civil ALFA SUDAN AAJ Alfa Airlines Sudan Civil ALASKA ISLAND AAK Alaska Island Air United States Civil AMERICAN AAL AA American Airlines United States Civil AM CORP AAM Aviation Management Corporation United States Civil -
Bsc Business Administration
BSc Business Administration How have current market conditions affected Icelandic airlines compared to international competitors and how to they perform differently? December 2018 Student: Þórunn Andrésdóttir Kt: 160493-2759 Instructor: Katrín Ólafsdóttir Scanned with CamScanner Abstract The behavior of the commercial aviation market has changed greatly in the last 4 decade which has caused the market to shift from an oligopoly market to a monopolistic competitive market. This shift has increased competition in the market as low-cost carriers, budget airlines, have entered the market causing the prices of airfare to drop. With increased competition on the market and new airlines entering the market with innovative ideas, it has created operation difficulties for airlines in the market. In particular the Icelandic airlines, as airline expenses have steadily been increasing. Rising jet fuel prices, increasing average wages and exchange rate deficit are among the changes in the market that are weighing heavily on airlines expenses. This thesis discusses how these market factors affect the Icelandic airlines and how their performance is different compared to the competition in the market. The analysis that was conducted showed that the Icelandic airlines spend more on jet fuel and employee’s salary than their competition. However, Icelandair’s unit cost was the second lowest in the analysis which indicates that the airline is more likely to survive if there will be a major decrease in airfare demand in the market. Key words: commercial aviation, Icelandic airlines, jet fuel, average wages, CASK, transatlantic routes. Preface This final project is a 12 ECTS thesis for a BSc degree in Business Administration at Reykjavík University. -
Total Icelandair Passenger Flights: Icelandair's Management Information System
The Impact of Coordination and Relationships in an Outsourcing Environment: The Airline Departure Process by T6mas Ingason B.S. Industrial Engineering University of Iceland Submitted to the Engineering Systems Division in Partial Fulfillment of the Requirements for the Degree of Master of Engineering in Logistics at the Massachusetts Institute of Technology June 2006 O 2006 T6mas Ingason All rights reserved The author hereby grants to MIT permission to reproduce and to distribute publicly paper and electronic copies of this thesis document in whole or in part. ~HWS Signature of Author ......................................................:. ..W .-. .."... .......................-C .a.. .....*.......... Engineering Systems Division May 12,2006 Certified by ................................................................................. ..-. ..*...................................b.. ... Dr. R. John Hansman, Jr. Professor of Aeronautics and Astronautics Director, International Center for Air Tr sportation / 2The#pervisor Accepted by ........................................................................................... Yossi Sheffi Professor of Civil Professor of Engineering Systems Director, MIT Center for Transportation and Logistics The Impact of Coordination and Relationships in an Outsourcing Environment: The Airline Departure Process Tbmas Ingason Submitted to the Engineering Systems Division on May 12,2006 in Partial Fulfillment of the Requirements for the Degree of Master of Engineering in Logistics Abstract Complicated business -
1 PASSENGER OPERATIONS SEVERELY IMPACTED by COVID-19 EBIT Negative by USD 105.1 Million in Q2 2020, Down by USD 81.0 Millio
27 July 2020 | Icelandair Group Interim Report PASSENGER OPERATIONS SEVERELY IMPACTED BY COVID-19 ▪ EBIT negative by USD 105.1 million in Q2 2020, down by USD 81.0 million ▪ Net loss of USD 90.8 million in Q2 ▪ COVID-19-related one-off cost amounted to USD 43.8 million in Q2 and USD 224.8 million in the first 6 months of the year ▪ Equity amounted to USD 118.4 million at the end of June 2020. Equity ratio was 11% ▪ Cash and cash equivalent amounted to USD 153.6 million at the end of June 2020 ▪ Icelandair’s available seat kilometers (ASK) decreased by 97% between years and the number of passengers by 98% ▪ Cargo flight hours doubled from last year BOGI NILS BOGASON, PRESIDENT & CEO “The second quarter was severely impacted by the COVID-19 pandemic. We only operated three per cent of our planned passenger flight schedule but focused on keeping vital air routes open to Europe and North America. Revenue, which decreased by 85% between years, was driven by our cargo and aircraft leasing operations where our employees across the Group showed remarkable resourcefulness and flexibility to seize opportunities during this challenging time. In the second quarter, cargo flight hours doubled from last year. We had to take difficult but necessary measures in the quarter to reduce cost and prevent cash outflow. This included significant reduction in our workforce and changes to our organisational structure. The work on the financial restructuring of the Company is progressing and we aim to have reached agreements with all our key stakeholders by the end of July, followed by a share offering in August. -
Air Greenland Places Christmas Order for an A330neo
Air Greenland places Christmas order for an A330neo #A330neo @AirGreenlandSAS Toulouse, 18 December 2020 – Air Greenland, the flag-carrier for Greenland, is the latest airline to order Airbus’ next generation A330neo widebody aircraft. The new A330-800 will replace the airline’s ageing Airbus A330-200ceo to secure operations linking the Arctic island with Denmark from end of 2022 onwards and beyond. Air Greenland’s CEO’s Jacob Nitter Sørensen said: “The A330neo is a fundamental part of Air Greenland’s fleet strategy. The new aircraft will, for years to come, offer travellers to and from Greenland a unique inflight experience while leaving the lowest carbon footprint possible. The A330neo is a perfect fit for the very challenging task of providing safe and efficient all year passenger, cargo and freight services to and from Greenland.” “We’re pleased to see Air Greenland renew its confidence in the A330 Family and join the growing number of operators who are selecting the A330neo as a logical replacement for their ageing fleets,” said Christian Scherer, Airbus Chief Commercial Officer. “To imagine the airline’s distinctive red livery set against the Arctic’s environment provides some Christmas cheer at the end of a year that has been harsh for our entire industry.” The Airbus A330neo is a true new-generation aircraft, building on features popular for the A330ceo and developed for the latest technology A350. Equipped with a compelling Airspace cabin, the A330neo offers a unique passenger experience with the latest- generation, in-flight entertainment systems and connectivity. Powered by the latest Rolls- Royce Trent 7000 engines, and featuring a new wing with increased span and A350-inspired ‘Sharklets’, the A330neo also provides an unprecedented level of efficiency – with 25% lower fuel-burn per seat than previous-generation competitors. -
Financial Statements
Icelandair Group hf. Condensed Consolidated Interim Financial Statements 1 January – 30 September 2020 Icelandair Group hf. I Reykjavíkurflugvöllur I 102 Reykjavík Iceland I Reg. no. 631205-1780 Contents Endorsement and Statement by the Board of Directors and the CEO ................................................................ 3 Consolidated Statement of Comprehensive Income ........................................................................................... 5 Consolidated Statement of Financial Position .................................................................................................... 6 Consolidated Statement of Changes in Equity ................................................................................................... 7 Consolidated Statement of Cash Flows .............................................................................................................. 8 Notes to the Consolidated Financial Statements ................................................................................................ 9 1. Reporting entity ................................................................................................................................. 9 2. Basis of accounting ........................................................................................................................... 9 3. Use of judgements and estimates .................................................................................................... 9 4. Changes in accounting policies ....................................................................................................... -
Tourism in Iceland: Soft Landing Or a Belly Flop?
Tourism in Iceland: Soft landing or a belly flop? Arion Research October 2018 Table of contents • Key findings (p. 3) • From zero to hero (p. 4) • Airlines operating environment and impact on tourist arrivals (p. 11) • The downside risk is significant (p. 21) • Are we getting ahead of ourselves in hotel construction? (p. 28) – How do Icelandic hotels fare in international comparison? (p. 38) – Airbnb showing signs of growing pains (p. 49) • How quickly the tide turns (p. 54) Key findings • Increased capacity of the Icelandic airlines has played a large role in the sensational growth in tourist arrivals to Iceland. • Although oil prices have surged since 2016, airfares have not followed. According to estimates, the Icelandic airlines will pay around one thousand ISK with each passenger in 2018, a development that is unsustainable in the long run. Airfares are simply too cheap and they need to increase. Analysis of tourist’s price elasticity of demand indicate that rising airfares could lead to decrease in number of tourists, especially if the ISK remains strong. • We predict very little growth in tourism in the coming years. In our base case tourist arrivals will increase by 1.4% next year and 2.4% in 2020. There is quite a lot of uncertainty, but we consider the downward risk to be greater. For example, if growth in VIA passengers continues at the same rate in 2019 as it has done in 2018, number of inbound tourists could slightly decrease. Global trade tension could also slow growth in passenger transport, a development which would affect Iceland. -
363 Part 238—Contracts With
Immigration and Naturalization Service, Justice § 238.3 (2) The country where the alien was mented on Form I±420. The contracts born; with transportation lines referred to in (3) The country where the alien has a section 238(c) of the Act shall be made residence; or by the Commissioner on behalf of the (4) Any country willing to accept the government and shall be documented alien. on Form I±426. The contracts with (c) Contiguous territory and adjacent transportation lines desiring their pas- islands. Any alien ordered excluded who sengers to be preinspected at places boarded an aircraft or vessel in foreign outside the United States shall be contiguous territory or in any adjacent made by the Commissioner on behalf of island shall be deported to such foreign the government and shall be docu- contiguous territory or adjacent island mented on Form I±425; except that con- if the alien is a native, citizen, subject, tracts for irregularly operated charter or national of such foreign contiguous flights may be entered into by the Ex- territory or adjacent island, or if the ecutive Associate Commissioner for alien has a residence in such foreign Operations or an Immigration Officer contiguous territory or adjacent is- designated by the Executive Associate land. Otherwise, the alien shall be de- Commissioner for Operations and hav- ported, in the first instance, to the ing jurisdiction over the location country in which is located the port at where the inspection will take place. which the alien embarked for such for- [57 FR 59907, Dec. 17, 1992] eign contiguous territory or adjacent island. -
Ársskýrsla Flugmálastjórnar Íslands 2007
ÁRSSKÝRSLA FLUGMÁLASTJÓRNAR ÍSLANDS 2007 Ágúst 2008 Efnisyfirlit Efnisyfirlit ........................................................................................................................... 2 1.0 Flugmál á árinu 2007 ................................................................................................ 3 2.0 Alþjóðleg samskipti .................................................................................................. 5 3.0 Skipurit og starfsmenn .............................................................................................. 6 4.0 Stefnumótun Flugmálastjórnar Íslands ..................................................................... 7 4.1 Hlutverk og meginmarkmið.................................................................................. 7 4.2 Gildi ...................................................................................................................... 8 4.3 Stefnumið............................................................................................................ 10 4.4 Ímynd .................................................................................................................. 12 4.5 Eðli samskipta við viðskiptavini og hagsmunaaðila og væntingar þeirra........... 12 5.0 Sérverkefnastofa ..................................................................................................... 13 6.0 Stjórnsýslusvið........................................................................................................ 14 6.1 Laga- og reglugerðarmál.................................................................................... -
U.S. Department of Transportation Federal
U.S. DEPARTMENT OF ORDER TRANSPORTATION JO 7340.2E FEDERAL AVIATION Effective Date: ADMINISTRATION July 24, 2014 Air Traffic Organization Policy Subject: Contractions Includes Change 1 dated 11/13/14 https://www.faa.gov/air_traffic/publications/atpubs/CNT/3-3.HTM A 3- Company Country Telephony Ltr AAA AVICON AVIATION CONSULTANTS & AGENTS PAKISTAN AAB ABELAG AVIATION BELGIUM ABG AAC ARMY AIR CORPS UNITED KINGDOM ARMYAIR AAD MANN AIR LTD (T/A AMBASSADOR) UNITED KINGDOM AMBASSADOR AAE EXPRESS AIR, INC. (PHOENIX, AZ) UNITED STATES ARIZONA AAF AIGLE AZUR FRANCE AIGLE AZUR AAG ATLANTIC FLIGHT TRAINING LTD. UNITED KINGDOM ATLANTIC AAH AEKO KULA, INC D/B/A ALOHA AIR CARGO (HONOLULU, UNITED STATES ALOHA HI) AAI AIR AURORA, INC. (SUGAR GROVE, IL) UNITED STATES BOREALIS AAJ ALFA AIRLINES CO., LTD SUDAN ALFA SUDAN AAK ALASKA ISLAND AIR, INC. (ANCHORAGE, AK) UNITED STATES ALASKA ISLAND AAL AMERICAN AIRLINES INC. UNITED STATES AMERICAN AAM AIM AIR REPUBLIC OF MOLDOVA AIM AIR AAN AMSTERDAM AIRLINES B.V. NETHERLANDS AMSTEL AAO ADMINISTRACION AERONAUTICA INTERNACIONAL, S.A. MEXICO AEROINTER DE C.V. AAP ARABASCO AIR SERVICES SAUDI ARABIA ARABASCO AAQ ASIA ATLANTIC AIRLINES CO., LTD THAILAND ASIA ATLANTIC AAR ASIANA AIRLINES REPUBLIC OF KOREA ASIANA AAS ASKARI AVIATION (PVT) LTD PAKISTAN AL-AAS AAT AIR CENTRAL ASIA KYRGYZSTAN AAU AEROPA S.R.L. ITALY AAV ASTRO AIR INTERNATIONAL, INC. PHILIPPINES ASTRO-PHIL AAW AFRICAN AIRLINES CORPORATION LIBYA AFRIQIYAH AAX ADVANCE AVIATION CO., LTD THAILAND ADVANCE AVIATION AAY ALLEGIANT AIR, INC. (FRESNO, CA) UNITED STATES ALLEGIANT AAZ AEOLUS AIR LIMITED GAMBIA AEOLUS ABA AERO-BETA GMBH & CO., STUTTGART GERMANY AEROBETA ABB AFRICAN BUSINESS AND TRANSPORTATIONS DEMOCRATIC REPUBLIC OF AFRICAN BUSINESS THE CONGO ABC ABC WORLD AIRWAYS GUIDE ABD AIR ATLANTA ICELANDIC ICELAND ATLANTA ABE ABAN AIR IRAN (ISLAMIC REPUBLIC ABAN OF) ABF SCANWINGS OY, FINLAND FINLAND SKYWINGS ABG ABAKAN-AVIA RUSSIAN FEDERATION ABAKAN-AVIA ABH HOKURIKU-KOUKUU CO., LTD JAPAN ABI ALBA-AIR AVIACION, S.L. -
KEFLAVIK International Airport Airport Area Development Strategy – Part 2
Invest in Iceland Agency KEFLAVIK International Airport Airport Area Development Strategy – Part 2 Task 1 : Best Practice Amsterdam, Berlin, Frankfurt – Task 2 : Update Stakeholder Mapping and Mission Statement – Task 3 : Options for Corporate Governance Model – Task 4 : Master Plan Review – Task 5 : Definition of Key Clusters Final Report June 2007 PwC Overall Table of Contents KEFLAVIK INTERNATIONAL AIRPORT AIRPORT AREA DEVELOPMENT STRATEGY TASK 1 : BENCHMARK/ BEST PRACTICE AMSTERDAM/ BERLIN/ FRANKFURT TASK 2 : UPDATE STAKEHOLDER MAPPING AND MISSION STATEMENT TASK 3 : OPTIONS FOR CORPORATE GOVERNANCE MODEL TASK 4 : MASTER PLAN REVIEW TASK 5 : DEFINITION OF KEY CLUSTERS TASK 6 : MONEY STREAMS RELATED TO CORPORATE GOVERNANCE MODEL TASK 7 : MARKET AND COMPETITIVE ANALYSIS KEY CLUSTERS June 2007 PricewaterhouseCoopers Final report Slide 2 Task 1 : Benchmark/ Best Practice Overall Table of Contents Amsterdam – Berlin - Frankfurt Task 1 : Benchmark/ Best Practice Amsterdam/ Berlin/ Frankfurt 7 Purpose and Methodology 8 Main Findings 11 Development Companies : Structure 12 Development Companies : Structure Amsterdam 15 Development Companies : Structure Berlin 18 Development Companies : Structure Frankfurt 20 Employment and Value added for the region 23 Sales and Marketing 26 Master planning 32 Key findings 34 June 2007 PricewaterhouseCoopers Final report Slide 3 Overall Table of Contents Task 2 : Update Stakeholder Mapping and Mission Statement 37 Purpose and Methodology 38 Stakeholder Identification 42 Stakeholder Understanding 43 Public Parties -
Keflavik Airport Makes Ties with Tampa
7 September 2017 Keflavik Airport makes ties with Tampa Continuing to record significant growth in passenger numbers, Keflavik Airport has welcomed the latest addition to its ever-growing route network with the arrival of Icelandair’s new link to Tampa. With the 5,779-kilometre route operated twice-weekly on the carrier’s 183-seat 757-200s, the Icelandic hub celebrated the inaugural flight of the airport pair yesterday. Becoming Keflavik’s 18th US destination – its 23rd in North America – the new service further consolidates the US as the airport’s largest country market served in terms of S17 seat capacity. Facing no direct competition on the link to Florida’s Gulf Coast, Icelandair adds its 13th US destination from its base, now offering almost 20,000 weekly seats to the US from Iceland’s largest airport. Expecting to reach 8.7 million passengers this year, Keflavik has seen its traffic nearly double since 2015. Photo caption: Celebrating the latest addition to its ever-growing route network, Keflavik Airport welcomes the inaugural flight of Icelandair’s twice-weekly service to Tampa with a traditional fire truck water arch. Notes for Editors Isavia handles the operation and development of all airports in Iceland, including its four international airports – Keflavik, Reykjavik, Akureyri and Egilsstaðir. Keflavik welcomed more than 6.8 million passengers in 2016, flying on the airport’s scheduled services to 100 destinations across 27 countries. This year the airport serves 112 destinations across 30 countries. Monthly passenger traffic growth at Keflavik in June 2017 was 22%. Keflavik won anna.aero’s Euro ANNIE award for the fastest growing airport in Europe in the 5-10 million annual passenger category in July 2017.