DOCSLIB.ORG

ASX:VBA) in Relation to the Virgin Australia Group of Airlines (Formerly the Virgin Blue Group of Airlines

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
ASX:VBA) in Relation to the Virgin Australia Group of Airlines (Formerly the Virgin Blue Group of Airlines Announcement by Virgin Blue Holdings Limited (ASX:VBA) in relation to the Virgin Australia group of airlines (formerly the Virgin Blue group of airlines) VBA Financial Result for Full Year Ended 30 June 2011 Operational Highlights • FY11 Game Change Program milestones achieved, on track for material benefits in FY12 • Re-launched the airline, with major product changes and new unified brand • Developed global virtual network: Etihad Airways, Air New Zealand, Delta Air Lines and Singapore Airlines (subject to regulatory approval) • Restructured operations to drive cost benefits: fleet optimisation, exit from loss-making routes and schedule changes • Growth in corporate and government revenues of 29% year on year Financial Highlights • Net Result before Tax (excluding hedging ineffectiveness) was a loss of $66.6 million, within the guidance of a loss of between $30m and $80m • Total Revenue increased 9.7% to $3.27 billion, on prior corresponding period • Strong cash balance of $731 million, with an additional $70 million sale & leaseback transaction post the closing date • Strong cost performance with underlying CASK growth (excl. fuel) below inflation • International network profitable, EBIT of $22.4 million 25 August 2011: Virgin Australia group of airlines (Virgin Blue Holdings Limited (ASX: VBA) and its controlled entities) today reported a Net Result After Tax of $67.8 million loss. The Net Result before Tax (excluding ineffective hedges) of ($66.6m) is within the guidance of ($30m) to ($80m) announced to the market on 23 March 2011. This result includes $36m in unrealised foreign exchange loss due to the rising Australian Dollar. Virgin Australia group of airlines Chief Executive Officer John Borghetti said: “Financial Year 2011 was a year of enormous challenge and significant change as we began repositioning the company to ensure a more stable financial future. Today’s financial results reflect the impact of an unprecedented series of external events and reinforce the importance of our Game Change Program strategy to increase our share of the more resilient corporate and government markets. “Despite the tough operating conditions, we kept our focus on repositioning the airline. Thanks to the outstanding dedication and efforts of our staff and management, over the past 12 months we have redesigned the in-flight and ground guest experience, secured a single strong global brand for the entire Group, established a global network with little additional capital expenditure through alliances and integrated our airline operations to drive efficiencies.” “Our Game Change Program is already delivering results, with an increase in Virgin Australia’s corporate and government market revenues of 29% year on year. We expect to see further gains in the 2012 Financial Year as we complete the roll-out of our new product offering”, Mr Borghetti said. 24-hour media enquiries: 1800 142 467 Challenges and Changes during the 2011 Financial Year “Over the past 12 months, Virgin Australia has been affected by an extraordinary series of natural disasters in our key markets, including the Queensland floods and cyclone, earthquakes in Christchurch and the eruption of Chilean and Indonesian volcanos. Additionally, the Navitaire system failure in October 2010 disrupted operations. These events had a material impact on revenues, with over 50% of Virgin Australia’s domestic operations to/from or within Queensland and our Pacific Blue operation based in Christchurch, New Zealand. “This also coincided with a spike in fuel prices which directly impacted our operating costs and was only partially recovered through fuel surcharges. Going forward, the combination of fuel surcharges, more active hedging policies and a continued strong cost focus will ensure that Virgin Australia is well placed to operate in a high fuel cost environment. “That being said, the 2011 financial year, in particular the second half of the year, has been one of major transformation for Virgin Australia and we remain firmly on track with our strategy. We have relaunched our product, secured one unified brand, created a global network and today we have announced the re-launch of Virgin Australia’s frequent flyer program, Velocity. “The feedback on these changes from corporate, government and leisure guests has been overwhelmingly positive. “Our progress in repositioning the airline has already seen us make significant gains in the high-yield corporate and government business market. This important segment now makes up 13% of our total revenue, up from 10% in the 2010 Financial Year. Much of this growth came through in the second half of the year following the introduction of some of our Game Change Program initiatives. The growth is continuing with further gains recorded for July this year. “Following the restructure of our fares in May, we have seen a yield improvement in the top-end flexi-fares, resulting in our overall June yield increasing by 4.3%. “The benefits from our network review in 2010 are also starting to flow through. We have exited non- profitable routes and made changes to flight schedules to boost margins”. Mr Borghetti said that the company continued to maintain a tight control on costs, delivered through a combination of network review, fleet realignment and operational integration initiatives. Despite product enhancements and restructuring costs, underlying CASK growth excluding fuel was under CPI for the financial year. “The Group’s closing cash position of $731 million leaves it well positioned to execute on our strategy into Financial Year 2012 and beyond. A sale and leaseback transaction post the closing date has contributed an additional $70 million to our cash position. Furthermore, all aircraft deliveries scheduled up to the end of calendar year 2012 have committed funding”, Mr Borghetti said. Industrial Relations and Employee Engagement “We have also put significant work into strengthening our execution capabilities within the business, with a skilled management team in place and a focus on maintaining engaged, motivated employees. This is demonstrated by our recent annual engagement survey which shows a greater level of engagement of our staff this year. page 02 “We want to ensure our staff are rewarded fairly for their hard work and dedication and we have recently reached an agreement with our international long haul pilots and cabin crew that reflects this philosophy. The agreements achieve improvements in terms and conditions whilst maintaining operational flexibility and the ability to deliver a competitive and sustainable long haul international operation. “Over the year we have confirmed our commitment to keeping as many jobs in Australia as possible and we have conducted reviews of our off-shore commercial operations. Following on from our announcements this year that we will create more than 300 new jobs by building a maintenance hangar at Sydney airport and that we are developing a cadet pilot training programme, today I am pleased to confirm that we will be creating more jobs in Australia. We have made the decision to move up to 100 full time and part time Guest Contact Centre positions from an off-shore, outsourced provider to our in-house operation in Brisbane. “With our reputation for excellent service and value and the key product, network and service changes that we introduced over the 2011 Financial Year, we will provide strong competition in the Australian domestic market going forward. The focus for the 2012 Financial Year will be on consolidating those changes and driving increased yields and corporate market share”, Mr Borghetti said. Operating Performance “Despite the effect of one-off events, natural disasters and challenging trading conditions within the leisure market, Virgin Australia increased revenue by in excess of 9% against a capacity increase of 5% for Financial Year 2011 compared to the prior corresponding period. “We are already seeing material yield improvements as a result of the introduction of our new fare structure and the increase in corporate and government guests. “In the 2011 Financial Year we adopted a prudent approach to capacity, demonstrated by the fact that we have maintained capacity growth across our domestic of just 5%. We will continue this approach moving forward, with 4 – 6% capacity growth planned over the next six months, which includes growth of the A330 operation that commenced services in May this year. We have processes in place to monitor market demand on a day-to-day basis and maintain maximum flexibility, with the ability to retire aircraft and bring forward new aircraft as necessary. The Group has delivered a strong closing cash position of $731 million, with a sale and leaseback transaction post the closing date contributing to its cash position by an additional $70 million, leaving the Group well positioned to execute its strategy into Financial Year 2012 and beyond. Network, Fleet and Alliances “In 2010, we conducted a network-wide review in order to maximise the performance of our routes both domestically and internationally. This ultimately resulted in the decision to consolidate our long-haul international network to two strategic hubs in Abu Dhabi and Los Angeles, exit from our least profitable routes, embark on an international alliance strategy and expand our regional presence in Australia through our partnership with Skywest”, Mr Borghetti said. “Internationally, the company withdrew its V Australia Boeing 777 aircraft from the unprofitable Johannesburg route to focus on the Trans
Load more

Recommended publications
  • Dear Luke / Louise / Morelle
    Dear Luke / Louise / Morelle In reviewing the application for authorisation of the proposed alliance between Virgin Blue and Etihad, certain factual questions have emerged. It would be useful if information could be provided regarding the following questions: 1. What are the various airlines in which Virgin Group Limited has a financial interest that compete with Etihad on any route in the world? Please identify entity (e.g. Virgin Atlantic, AirAsiaX, Air Nigeria, Virgin America, Virgin Blue, Pacific Blue, Polynesian Blue and V Australia) and routes on which they overlap with Etihad. 2. Please detail the legal and commercial relationships between Virgin Blue Holdings Ltd and each of the other airlines around the world in which Virgin Group Limited has a financial interest (including Virgin Atlantic, AirAsiaX, Air Nigeria, Virgin America and any others). Please identify and describe the areas in which the commercial interests of Virgin Blue and any other Virgin entity are aligned or joint. What are the terms of the "partnership" between Virgin Blue andlor V Australia and Virgin America and Virgin Atlantic that V Australia claims on its website? 3. How many V Australia passengers connect tolfrom a Virgin Atlantic flight originating from Europe? What proportion of total V Australia passengers do these passengers represent? What proportion of these passengers travel beyond international gateway destinations in Australia on a Virgin Blue flight? 4. Market share information: What is the Alliances' expected share of the trans Australia-Europe market and the trans UAE- Europe market? What is Virgin Atlantic's share of the trans Asia-Europe market? What share of the global market do airlines in which Virgin Group Ltd has a financial interest account for? 5.
    [Show full text]
  • The Evolution of Low Cost Carriers in Australia
    AVIATION ISSN 1648-7788 / eISSN 1822-4180 2014 Volume 18(4): 203–216 10.3846/16487788.2014.987485 THE EVOLUTION OF LOW COST CARRIERS IN AUSTRALIA Panarat SRISAENG1, Glenn S. BAXTER2, Graham WILD3 School of Aerospace, Mechanical and Manufacturing Engineering, RMIT University, Melbourne, Australia 3001 E-mails: [email protected] (corresponding author); [email protected]; [email protected] Received 30 June 2014; accepted 10 October 2014 Panarat SRISAENG Education: bachelor of economics, Chulalongkorn University, Bangkok, Thailand, 1993. Master of business economics, Kasetsart University, Bangkok, Thailand, 1998. Affiliations and functions: PhD (candidate) in aviation, RMIT University, School of Aerospace, Mechanical and Manufacturing Engineering. Research interests: low cost airline management; demand model for air transportation; demand forecasting for air transportation. Glenn S. BAXTER, PhD Education: bachelor of aviation studies, the University of Western Sydney, Australia, 2000. Master of aviation studies, the University of Western Sydney, Australia, 2002. PhD, School of Aviation, Griffith University, Brisbane, Australia, 2011. Affiliations and functions: Lecturer in Aviation Management and Deputy Manager of Undergraduate Aviation Programs, at RMIT University, School of Aerospace, Mechanical and Manufacturing Engineering. Research interests: air cargo handling and operations; airport operations and sustainability; supply chain management. Graham WILD, PhD Education: 2001–2004 – bachelor of science (Physics and Mathematics), Edith Cowan University. 2004–2005 – bachelor of science honours (Physics), Edith Cowan University. 2008 – Graduate Certificate (Research Commercialisation), Queensland University of Technology. 2006–2008 – master of science and technology (Photonics and Optoelectronics), the University of New South Wales. 2006–2010, PhD (Engineering), Edith Cowan University. Affiliations and functions: 2010, Postdoctoral research associate, Photonics Research Laboratory, Edith Cowan University.
    [Show full text]
  • SMS Service Is a Way We Use to Keep You Updated in Real Time on Departure Times, Possible Delays Or Cancellations (Starting 7 Days Before Departure)
    SMS Service Terms and Conditions What is SMS Service? SMS Service is a way we use to keep you updated in real time on departure times, possible delays or cancellations (starting 7 days before departure). This SMS Service is only for additional information. What do you need to do? The only thing you need to do is enter your mobile phone number when you make a booking, so that we can keep you updated on departure time(s) and the status of your flight(s). * Please note: the SMS service is not available if one or more parts of the journey are being made by train. How does the SMS Service work? • The SMS Service provides you with real-time information about your flight. • You are automatically updated with the flight's status. • The service covers almost all flights worldwide. • We do not charge you for receiving SMS messages. It is possible that your phone service provider may apply charges for each message you receive (to find out more, contact your phone provider). What SMS messages will I receive? • After registering for the SMS Service you receive a welcome text with your flight details. • In the welcome message there is a link to a personalized mobile web-page that can be accessed 24/7 (whenever you have access to the network) which has the following data: • Current flight times, both departure and arrival • Direct link to on-line check-in • Check-in desks • Departure terminal and gate • Arrival terminal and gate • Baggage carousel information • Weather forecast for the next 3 days at your destination • Starting 7 days before departure, we monitor the flight for any potential delays or cancellation.
    [Show full text]
  • Customer Loyalty Schemes: Draft Report
    Customer loyalty schemes Draft report September 2019 Table of contents Opportunity for comment ....................................................................................................... iii Executive summary ............................................................................................................... iv Shortened terms ................................................................................................................... x 1. Introduction .................................................................................................................... 1 2. Customer loyalty scheme background and characteristics ............................................. 6 3. Consumer issues and customer loyalty schemes ......................................................... 21 4. Data practices of customer loyalty schemes ................................................................. 34 5. Competition issues and customer loyalty schemes ...................................................... 66 6. Emerging issues and business practices related to customer loyalty schemes ............ 82 Appendix A: Consultation .................................................................................................... 85 Appendix B: Common loyalty scheme design elements across different sectors ................. 86 Appendix C: Presentation of terms and conditions and privacy policies .............................. 89 Appendix D: Example of targeted advertisements that lack adequate disclosure ...............
    [Show full text]
  • Cover November 2020 Corporate Financier.Indd
    Sir Richard Branson’s empire has been battered by the COVID-19 pandemic, but he’s on the hunt for his next big opportunity VIRGIN REBIRTH? Sir Richard Branson’s business has many tentacles, and plans for a new investment vehicle to target post-pandemic opportunities. David Prosser looks at a portfolio that has had a mixed crisis obody could accuse Sir Richard Money raised but not invested within N Branson of overlooking Albert two years will be returned. It’s a pretty Einstein’s advice that “in the midst defiant move after an intensely difficult of every crisis lies great opportunity”. summer for Virgin Group. After months of firefighting at a host of Virgin itself is effectively a giant his Virgin Group businesses caught in the investment vehicle – a family office that eye of the COVID-19 storm, the billionaire looks after the wealth of the Branson is still on the lookout for the next big thing. family. Branson’s day-to-day involvement In September, Virgin Group quietly filed is limited – the group is run by CEO a special purchase acquisition company Josh Bayliss – but his name and personal (SPAC) with the Securities and Exchange brand runs through the group. The aim is Commission ahead of an NYSE listing to build businesses, often with partners, that aims to raise up to $480m. and then partially or wholly divest, with Virgin is one of a number of investors the proceeds recycled into the next right now that are launching so-called opportunity. The group recently used ‘blank-cheque companies’, with war Rothschild, Barclays, Greenhill and RBS as chests ready for rapid deployment as advisers.
    [Show full text]
  • To Readers of the Attached Code-Share List
    TO READERS OF THE ATTACHED CODE-SHARE LIST: The U.S. Air Carrier Licensing Division’s code-share list is an informal compilation of code-share relationships between U.S. and foreign air carriers involving the transportation of passengers. As such, it does not represent a complete compilation of all code shares e.g. cargo and mail only. New code-share relationships are continually being negotiated, and the ones reflected in the attached listing may or may not be still in place or be of a continuing nature. Similarly, the list may not reflect all existing code shares of a particular type, or all existing types of code shares. This list is not an official document of the Department of Transportation and, accordingly, should not be relied upon or cited as such. NOTE: THIS LIST IS COMPRISED OF ONLY THOSE CARRIERS WHOSE CODE-SHARE RELATIONSHIPS ARE OF A NEW OR CONTINUING BASIS. DORMANT CODE-SHARE RELATIONSHIPS TO THE EXTENT KNOWN HAVE BEEN DELETED. Block descriptions of certain code-share arrangements approved for the same term may have been compressed into one block description to conserve space. If the authorities are not new or changed, but only compressed, the compressed descriptions will not appear in bold type. Carriers must notify the Department no later than 30-day before they begin any new code-share service under the code-share services authorized. This report is current through August 31, 2020. Changes from the previous reports are noted in bold type. Regional carriers operating for large carriers (e.g. Delta Connection, American Eagle, United Express) will be listed in the endnotes of this report.
    [Show full text]
  • Aviation Knowledge 41
    38 39 Funding our Business Aviation In the international arena, Qantas competes with some carriers that pay no corporate tax and with many Government owned carriers, somef o which benefit from a ‘Sovereign CHAPTER SIX Knowledge Risk Rating’ allowing them to carry debt levels far higher than privately-owned airlines. Many carriers are also supported indirectly by governments, for example, airlinesn i the US can rely on Chapter 11 bankruptcy protection. The Qantas Sale Act, designed by the Government to protect Qantas’ position – Regulatory Constraints— o access t The Aviation Industry asn a Australian company, limits total routes and timeslots is constrained by Aviations i recognised as one of the world’s foreign ownership of Qantas to 49 per cent. governments and airport authorities In particular, there is a very strong link most complex and challenging industries, A side-effect of this limit is to constrain – External Shocks— economic downturns, between premium yields (travel on First, in t which i can be hard to make a sustained Qantas’ access to global capital, making it security threats, health pandemics, extreme Business, Premium Economy or full-fare profit. A number of factors contribute to this: harder and more costly to raise funds for weather and natural disasters can all affect Economy tickets) and ASX (Australian – High Costs— High fixed costs (e.g. aircraft expansion. industry returns Securities Exchange) top 200 company and airport infrastructure) and unstable Allf o this means that to grow and prosper share prices. This is because this index variable costs (e.g. fuel) Qantas has to work much harder and be Airline Economics tracks the expected future earnings of leaner and more efficient.
    [Show full text]
  • Mapping Australia's Tourism Aviation Priorities (Stage 2)
    Mapping Australia’s Tourism Aviation Priorities (Stage 2) Final Report For: Resources, Energy and Tourism Contract No: 001430 Date: as at 30 September 2011 Authors: Ian Thomas, Nicki Blackwell Managing Consultants, ci1 CAPA Consulting Final Draft Report [email protected] Bob Cain, Tourism Futures International CONFIDENTIALITY & DISCLAIMER STATEMENT This document is proprietary to Miller Aviation Partners trading as “CAPA Consulting” and the information contained herein is confidential and is provided solely for the purpose of responding to the Scope of Work, as defined by Resources, Energy and Tourism (RET). This project is subject to the terms of the Consulting Agreement between CAPA Consulting and RET. Information contained in this document is subject to contractual arrangements and written and verbal confidentiality agreements between CAPA Consulting and RET. While care and attention has been exercised in the preparation of this document, any comments on, or opinions stated in this document whether or not expressed as being those of CAPA Consulting, are based on the information provided to CAPA Consulting by RET or available from credible publically available sources of information. While CAPA Consulting does not have reason to believe that this information is in any way inaccurate or incomplete, responsibility for its accuracy and completeness does not rest with CAPA Consulting. Miller Aviation Partners Pty Ltd trades as “CAPA Consulting” ACN: 122 984 892 ci2 Final Draft Report Document Control Project Ref Project Title Mapping Australia’s Tourism Aviation Priorities (Stage 2) RET01 Code: Document Final Report Title Revision no. Date Revision Details Author Approved By Incorporation of Comments in response to 1 IT/BC/NB AM Draft Report Editing changes, updates IT/BC/NB AM Additional graphics IT/BC/NB AM FINAL REPORT – AS CIRCULATED TO TAWG 30.09.11 – DB.
    [Show full text]
  • A Long Haul Partnership
    Boeing Australia & South Pacific A long haul partnership Contents 04 Message from the President 30 Research investment in Australia 06 Boeing Australia: An overview 33 Supporting education, training and skills transfer 08 Boeing Defense, Space & Security 34 Our partnerships in the community 09 Working with Defence 10 Partnerships with Defence 15 Strengthening industrial links 16 Boeing Commercial Airplanes 17 Efficient aircraft for the region’s airlines 21 World class composites research 22 Leading edge services 24 Boeing and the environment 26 Boeing’s contribution to Australia 28 Boeing Research & Technology-Australia 29 Providing innovative technologies Message from the President by Boeing Defence Australia at Amberley in Queensland finding and creating value. This is one of reasons we was the most complex aerospace modification program established the Office of Australian Industry Capability After almost 85 years in Australia, Boeing is well and ever completed in Australia. (OAIC) in 2007. This organisation is successfully truly a local company. bringing Australian companies into Boeing’s global The need for a highly skilled workforce is crucial to the supply chain. Thus far, OAIC has facilitated new and enduring success of our business, which is why we We’re a local employer, customer, supplier, educator, sustainable contracts worth more than $230 million to researcher, innovator, manufacturer and, most of all, invest so heavily in the ongoing training and education small to medium-sized enterprises (SMEs) all across part of the local community. In fact we employ nearly of our employees. It is also one of the reasons we Australia. 3,000 people in Australia, we work with scores of local work closely with universities and tertiary education customers and over 1,000 local suppliers.
    [Show full text]
  • Graduate Student Policy
    National Evolutionary Synthesis Center 2024 W. Main St., Suite A200 Durham, NC 27705 USA http://www.nescent.org 919-668-4551 NESCent Graduate Student Fellowship Policy Graduate Student Fellows are supported to enable synthetic research on any aspect of evolutionary science and relevant disciplines. Fellows will work on-site at NESCent for periods of one semester (4.5 months). Fellows may also receive pre-approval to work on their proposed research at other institutions during their fellowship. This determination will be made on a case by case basis. NESCent will provide support for airfare to and from NESCent and a housing allowance up to $91/day for non-local fellows. The following information is an overview of your travel plans for your trip to NESCent. For further assistance please contact Danielle Wilson at NESCent via email [email protected] or 919- 668-4545. 1. Travel Arrangements: We can reimburse you for one round-trip, 21-day advance, economy class ticket to NESCent up to the following (in USD): Eastern - $500 Eastern Europe - $2,000 Midwest - $600 Africa - $2,250 Western - $750 Russia - $2,500 Western Europe - $1,500 Australia/New Zealand - $2,800 South America - $1,300 Travel arrangements should be made through our travel agent. Your economy class airfare will be directly billed to NESCent. Please note that as a condition of your invitation, we ask that your travel plans be ticketed no less than 21 days in advance of your arrival at NESCent. Please contact our travel agent as soon as possible to arrange your airline travel. Contact information will be provided under a separate cover.
    [Show full text]
  • Washington Aviation Summary – March 2008
    WASHINGTON AVIATION SUMMARY March 2008 EDITION CONTENTS I. REGULATORY NEWS................................................................................................ 1 II. AIRPORTS.................................................................................................................. 4 III. SECURITY…………………………………………………………………………….……...6 IV. E-COMMERCE AND TECHNOLOGY......................................................................... 8 V. NOISE AND ENVIRONMENT................................................................................... 10 VI. U.S. CONGRESS...................................................................................................... 11 VII. BILATERAL AND STATE DEPARTMENT NEWS .................................................... 12 VIII. EUROPE/AFRICA..................................................................................................... 13 IX. ASIA/PACIFIC/MIDDLE EAST .................................................................................15 X. AMERICAS ............................................................................................................... 17 For further information, including documents referenced, contact: Joanne W. Young Kirstein & Young PLLC 1750 K Street NW Suite 200 Washington, D.C. 20006 Telephone: (202) 331-3348 Fax: (202) 331-3933 Email: [email protected] http://www.yklaw.com The Kirstein & Young law firm specializes in representing U.S. and foreign airlines, airports, leasing companies, financial institutions and aviation-related companies
    [Show full text]
  • LIST of POSSIBLE Lccs (PRELIMINARY COMPILATION)
    Revised, 19 October 2011 LIST OF POSSIBLE LCCs (PRELIMINARY COMPILATION) ICAO Ownership relations with other Area Country Airline Code Formed Ceased Former names Notes Code airlines AF Morocco Atlas Blue BMM 8A 2004 100% Royal Air Maroc (2004-) AF Morocco Jet4You JFU 8J 2006 100% TUI AG (min 40%, 2006-) AF South Africa 1Time RNX 1T 2003 AF South Africa Kulula.com MN 2001 100% Comair (2001-) AF South Africa Mango JE 2006 100% South African Airways (2006-) AP Australia Compass Airlines YM 1990 1993 Ceased operations in 1991; Resumed services under SCA in 1992 AP Australia Impulse Airlines VQ 1992 2004 100% Qantas (2001-2003) Integrated into the QantasLink group of subsidiary airlines in 2001; Impulse brand was replaced by Jetstar in 2004 AP Australia Jetstar JST JQ 2003 100% Qantas (2003-) Replaced Impulse Airlines brand in 2004 AP Australia Tiger Airways TT 2007 100% Tiger Aviation (parent Australia company of Tiger Airways) AP Australia V Australia VAU VA 2008 100% Virgin Blue Holdings (parent company of Virgin Blue Airlines) AP Australia Virgin Blue VBH DJ 1999 25% Virgin Group (max 100%, Airlines 1999-) AP China Spring Airlines CQH 9S 2004 AP China [Hong Oasis Hong Kong O8 2006 2008 Kong SAR] Airlines AP China Viva Macau VVM ZG 2004 [Macao SAR] AP India Air India Express AXB IX 2004 100% Air India (2004-) AP India GoAir GOW G8 2004 AP India IndiGo 6E 2005 AP India Kingfisher Red IT 1995 100% Kingfisher Airlines (min 26%, Deccan Aviation (1995- 2007-) 2002), Air Deccan (2002-2008) AP India Spicejet SEJ SG 2000 Royal Airways (2000- 2005)
    [Show full text]