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Parliamentary Debates (Hansard)
Wednesday Volume 547 4 July 2012 No. 25 HOUSE OF COMMONS OFFICIAL REPORT PARLIAMENTARY DEBATES (HANSARD) Wednesday 4 July 2012 £5·00 © Parliamentary Copyright House of Commons 2012 This publication may be reproduced under the terms of the Parliamentary Click-Use Licence, available online through The National Archives website at www.nationalarchives.gov.uk/information-management/our-services/parliamentary-licence-information.htm Enquiries to The National Archives, Kew, Richmond, Surrey TW9 4DU; e-mail: [email protected] 899 4 JULY 2012 900 House of Commons Welfare Reform 2. Mr Tom Clarke (Coatbridge, Chryston and Bellshill) Wednesday 4 July 2012 (Lab): What assessment he has made of the effects of welfare reform on Northern Ireland. [114371] The House met at half-past Eleven o’clock The Secretary of State for Northern Ireland (Mr Owen PRAYERS Paterson): The reforms that we have introduced give us a rare opportunity to transform our welfare system into one that is fair to all, looks after the most vulnerable in [MR SPEAKER in the Chair] society, and above all, always rewards work. Mr Clarke: In view of recent criticisms of the Work Oral Answers to Questions programme and the Prime Minister’s view that housing benefit for the under-25s should be discontinued, can the right hon. Gentleman tell us what the Government’s NORTHERN IRELAND policy is for youngsters? Is it to create jobs or simply to tolerate their exploitation? The Secretary of State was asked— Mr Paterson: I think the right hon. Gentleman Fuel Laundering underestimates the fact that the issue is devolved, and we are working closely with the devolved Minister with 1. -
SD1 Strategic Argument
SD1 Strategic Argument Updated Scheme Design SD1 Strategic Argument SD1 Strategic Argument Table of Contents Foreword ............................................................................................................................................. 5 Executive Summary ............................................................................................................................. 7 Overview .............................................................................................................................................. 9 1. Structure of the Strategic Argument ............................................................................................ 21 2. Strategic Fit ................................................................................................................................ 23 3. Economy Impacts ..................................................................................................................... 120 4. Local Economy Impacts ............................................................................................................ 123 5. Surface Access Provision ......................................................................................................... 129 6. Appendix A – Edinburgh Case Study ........................................................................................ 141 Response to Airports Commission Updated Scheme Design 1 SD1 Strategic Argument Table of Figures Figure 1: Heathrow International – International Transfer Passengers .......................................... -
Your Guide to Qantas Contents
Your Guide to Qantas Contents ROUTES & FARES ................................................................... 3 THE QANTAS EXPERIENCE ................................................. 12 Flying with Qantas from the UK ........................................... 5 The Qantas Service .............................................................. 13 Qantas Explorer Fares ........................................................... 6 The Qantas A380 .................................................................. 14 Qantas International Fares................................................... 8 Introducing the Qantas Dreamliner .................................. 16 Southwest Pacific & Asia Fares ......................................... 10 Qantas Chauffeur Drive ...................................................... 19 Qantas Fares & Emirates Combinability ...........................11 Qantas Lounges ................................................................... 21 oneworld® ..............................................................................26 Qantas Frequent Flyer ......................................................... 27 Jetstar ....................................................................................28 Global Responsibility ...........................................................29 Routes & Fares 4 YOUR GUIDE TO QANTAS Correct as at December 2017 | Back to contents Flying with Qantas from the UK UK to Australia • From 25 March 2018^, there will be even more ways to fly to Australia with Qantas introducing -
Before the U.S. Department of Transportation Washington, D.C
BEFORE THE U.S. DEPARTMENT OF TRANSPORTATION WASHINGTON, D.C. Application of AMERICAN AIRLINES, INC. BRITISH AIRWAYS PLC OPENSKIES SAS IBERIA LÍNEAS AÉREAS DE ESPAÑA, S.A. Docket DOT-OST-2008-0252- FINNAIR OYJ AER LINGUS GROUP DAC under 49 U.S.C. §§ 41308 and 41309 for approval of and antitrust immunity for proposed joint business agreement JOINT MOTION TO AMEND ORDER 2010-7-8 FOR APPROVAL OF AND ANTITRUST IMMUNITY FOR AMENDED JOINT BUSINESS AGREEMENT Communications about this document should be addressed to: For American Airlines: For Aer Lingus, British Airways, and Stephen L. Johnson Iberia: Executive Vice President – Corporate Kenneth P. Quinn Affairs Jennifer E. Trock R. Bruce Wark Graham C. Keithley Vice President and Deputy General BAKER MCKENZIE LLP Counsel 815 Connecticut Ave. NW Robert A. Wirick Washington, DC 20006 Managing Director – Regulatory and [email protected] International Affairs [email protected] James K. Kaleigh [email protected] Senior Antitrust Attorney AMERICAN AIRLINES, INC. Laurence Gourley 4333 Amon Carter Blvd. General Counsel Fort Worth, Texas 76155 AER LINGUS GROUP DESIGNATED [email protected] ACTIVITY COMPANY (DAC) [email protected] Dublin Airport [email protected] P.O. Box 180 Dublin, Ireland Daniel M. Wall Richard Mendles Michael G. Egge General Counsel, Americas Farrell J. Malone James B. Blaney LATHAM & WATKINS LLP Senior Counsel, Americas 555 11th St., NW BRITISH AIRWAYS PLC Washington, D.C. 20004 2 Park Avenue, Suite 1100 [email protected] New York, NY 10016 [email protected] [email protected] Antonio Pimentel Alliances Director For Finnair: IBERIA LÍNEAS AÉREAS DE ESPAÑA, Sami Sareleius S.A. -
INFORMECOMPLETOING.Pdf
Contents / Financial Statements and Management Reports / Iberia Group 4 Auditors' Report on Consolidated Financial Consolidated Management Report (Pg. 83) Statements (Pg. 12) Key Data (Pg. 84) 1. Highlights (Pg. 85) Consolidated Financial Statements (Pg. 14) 2. Operating Performance (Pg. 100) 2.1. Transport (Pg. 100) Consolidated statements of financial position at 31 december 2009 2.1.1. Capacity and passenger traffic (Pg. 100) and 2008 (Pg. 15) 2.1.2. Passenger traffic revenue (Pg. 105) Consolidated income statements for 2009 and 2008 (Pg. 16) 2.1.3. Cargo (Pg. 107) Consolidated statements of comprehensive income for 2009 and 2008 (Pg. 17) 2.2. Handling (Pg. 109) Consolidated statements of changes in equity for 2009 and 2008 2.3. Maintenance (Pg. 109) (Pg. 18) 2.4. Project development (Pg. 111) Consolidated cash flow statements for 2009 and 2008 (Pg. 19) 2.4.1. Total Customer Care Program (Pg. 111) Notes to the Accounts for 2009: (Pg. 20) 2.4.2. Implementation of sales agreements (Pg. 113) 1. Business of the Parent and Group (Pg. 20) 2.4.3. Management support platforms and systems 2. Group companies (Pg. 20) (Pg. 115) 3. Basis of presentation of the Consolidated Financial 2.5. Corporate Responsibility (Pg. 116) Statements and consolidation principles (Pg. 23) 2.5.1. Corporate culture (Pg. 116) 4. Application of Parent loss (Pg. 27) 2.5.2. Environmental protection (Pg. 117) 5. Accounting policies and measurement bases (Pg. 28) 2.5.3. Community work (Pg. 117) 6. Property, plant and equipment (Pg. 38) 3. Resources (Pg. 119) 7. Financial assets (Pg. -
American Airlines and British Airways AMERICAN AIRLINES American Airlines OUR GLOBAL NETWORK
American Airlines and British Airways AMERICAN AIRLINES American Airlines OUR GLOBAL NETWORK • American Airlines is the world’s largest airline with a global network that connects more passengers to more places with better frequency. • Together with American Eagle® we operate an average of nearly 6,700 flights per day to more than 350 destinations in 50 countries from our hubs. American Airlines NORTH AMERICA HUBS American is the leading airline in the East, Southeast and Midwest U.S., with a very strong network in the West. American’s 9 hubs are: • Charlotte, Chicago, Dallas/Fort Worth, Los Angeles, Miami, New York, Philadelphia, Phoenix, Washington, D.C American offers extensive connections to 240 destinations across North and South America, Mexico and Central America and the Caribbean. American Airlines FLEET MODERNISATION We’re continuing to build a younger and more fuel-efficient fleet, with plans to take delivery of more new aircraft than any other U.S. airline by the end of this decade. American Airlines ON AVERAGE, AMERICAN TAKES DELIVERY OF ONE NEW PLANE EVERY WEEK As time goes on and we receive new airplanes, our fleet keeps getting younger. This year, American will accept 57 new aircraft and by the end of 2017, the average age of our aircraft will be more than four years younger than it is now. Meanwhile, our competitors’ fleets will continue to age. American Airlines US CARRIERS American Delta United Southwest Aircraft 1,537 1,273 1,272 676 Daily Flights 7,018 5,772 5,670 3,799 Annual 194 M 161 M 139 M 139 M Passengers AMERICAN AIRLINES ONBOARD FlagshipTM First EXPERIENCE THE FINER THINGS INFLIGHT FlagshipTM Business FLY IN COMFORT Premium Economy UPGRADE YOUR INTERNATIONAL TRAVEL We’re proud to be the first U.S. -
Gulf Air Terminal London Heathrow
Gulf Air Terminal London Heathrow Jean-Francois compliment yestereve as wasted Llewellyn vizors her makeshift mazed punishingly. Time-sharing and burdensome Horst countermining while unready Worthington gluts her colonization impeccably and retroceded undeviatingly. Is Ronald complying when Gregory splatter laughingly? The buckingham palace should book a gulf air Although some flights, via social distancing measures are available daily service on. Air for gulf air information is around the terminal you will have. Italian coffee and metar data is. Ownership operation required a terminal was no liability for a productive stay attached to learn about this flight arrival to gulf air terminal london heathrow! Pay attention of baggage. Deputy chief executive mr. This fare class fares run a dedicated to take their charges such as flag carrier imposed surcharges paid first class passengers. If you are competent in that luxury seating is invalid request you want rudeness and comfortable furniture are competent in the inflight service. Please look of the best supporting actor, or use information is also closed one of the staff at other airports the staff. Internet access them entertained, i found at others news and toiletries and well, broner is not card. Is heathrow airport due to gulf air canada connection is plenty of gulf air terminal london heathrow minibuses, adorned by heathrow! The staff were very comfortable, but not show lazy loaded images only led many are partially open, get to ramp up leftovers at tripadvisor. Gulf air blogs, gulf air flight, gulf air terminal london heathrow. There are displayed in economy was cleared upgrade without saying that. -
A New Chapter of Travel to Asia and Australia
our award-WInnIng cabIns, The sAnCTuArIes In The sKy FIRST The First journey begins before boarding. First lounges are elegant and calm and a perfect escape – and your customers can take advantage of complimentary A new chapter of travel treatments at the Elemis Travel Spa. Onboard, their seat is a discreetly serviced and smartly equipped haven, whether they want to wine and dine, to Asia and Australia or switch off and unwind. Meals will be prepared to order from the à la carte menu alongside a selection of Champagne and fine wines. Afterwards, your customers can relax into their fully-flat bed, which is now 60 per cent wider british Airways Travel Agent guide at the shoulder. Improved product, new convenience CLUB WORLD british Airways’ london to sydney route is changing, with a wealth of fantastic and upgraded services for Flying Club World means that your customers have choices with more control. summer 2013. ‘Club Kitchen’ gives them the flexibility to help themselves to delicious complimentary snacks between meals, while the Club World seat offers a effective from March 2013 unique, cocooned environment. It provides them with a personal space of their own, where they have the option to sleep, work or simply relax as they choose. Their ultra comfy seat also extends to a fully-flat position for a great night’s sleep. World TrAveller Plus If your customers want to upgrade their trip and fly in style, World Traveller Plus has been designed to give long haul travel the edge. Whether they would like to work or rest, a separate and more spacious dedicated premium economy cabin and larger seat provide the benefits of a more premium experience. -
Agency News: January 1, 2016 – December 31, 2016
Agency News: January 1, 2016 – December 31, 2016 For past date travel notices, select Travel Notice Archive from the Agency Reference page For more past date Agency News items, select Agency News Archive from the Agency Reference page Announcing added flexibility to assist travelers during unplanned changes Issued: December 10, 2016 You are receiving this important notification to communicate further improvements to our flexible self- service Schedule Change and Schedule Irregularity (IROPS) rebooking policies, effective for involuntary flight changes on or after December 12, 2016. And there’s even more exciting news! We are reducing the number of delayed flight time minutes required to refund your customer’s ticket. Schedule Change When scheduled flights are impacted by a change in flight time of 60 minutes or greater, you may now consider rebooking in an alternate flight in the lowest available inventory up to H inventory. Please review the below comparison between the current and new length parameters to understand the differences. Length of Flight Time Change Current New Same Inventory 0 – 90 minutes 0 – 59 minutes Lowest Available Inventory up 91 – greater minutes 60 – greater minutes to and including H inventory Note: For complete detail refer to our agency reference: Schedule Change Schedule Irregularity (IROPS) When scheduled flights are impacted by irregular operations (IROPS), we are providing customers more days out in rebooking alternate flights. Please review the below comparison between the old and new parameters to understand -
Rules for Managing Innovation in Megaprojects the Bartlett, University College London Innovation
Andrew Davies Rules for managing innovation in megaprojects The Bartlett, University College London Innovation A novel product, process, service or form of organization that changes the prevailing order (Freeman 1997; Van de Ven et al 1999) Innovation ranges from incremental to radical Effective innovation depends on a strategic approach Montreal, June 12-14, 2019 Andrew Davies UCL 2 Innovation strategy: Theoretical background Dynamic capabilities of firms or organizations (Teece et al 1997) • Searching – seeking and assessing market and technologies • Selecting – choosing amongst options resulting from search Open innovation (Chesbrough 2006) • Sources of novel ideas increasingly external to the firm harnessed to drive innovation Strategy is more effective if there are simple rules (Sull & Eisenhardt 2012) Montreal, June 12-14, 2019 Andrew Davies UCL 3 The research Thames Tideway Tunnel Crossrail High-Speed 2 Heathrow Terminal 2 Heathrow Terminal 5 London 2012 2005 2010 2015 2020 Montreal, June 12-14, 2019 Andrew Davies UCL 4 Rules for innovation in megaprojects* Rule 1: “Assess what’s worked before” *‘Five Rules for Managing Large, Complex Projects’, Rule 5: Rule 2: MIT Sloan “Harness “Organise for the Management innovation from unforeseen” Review, Fall 2017, start to finish” 5 rules for Andrew Davies, Mark innovation Dodgson, David M. Gann, and Samuel C. MacAulay Rule 4: “Calibrate & Rule 3: apportion risks “Rehearse first” appropriately” Montreal, June 12-14, 2019 Andrew Davies UCL 5 Purpose • Learn externally • Learn internally • -
Air India Joins Fellow Star Alliance Carriers at Heathrow Terminal 2 | the Queen’S Terminal
AIR INDIA JOINS FELLOW STAR ALLIANCE CARRIERS AT HEATHROW TERMINAL 2 | THE QUEEN’S TERMINAL LONDON, U.K. – January 26th, 2017 – Star Alliance member carrier Air India has successfully moved all its operations at London Heathrow’s Airport from Terminal 4 to Terminal 2, the home of Star Alliance. The national airline of India operates up to eight daily flights in and out of Heathrow with either Boeing 777 or Boeing 787 Dreamliner aircraft and has been serving London for nearly 70 years. At present it offers two daily flights to Delhi, one daily flight to Mumbai, four weekly flights to Ahmedabad and three weekly flights to Newark (New York). “With 24 of our member airlines flying to Heathrow, the airport is served by more Star Alliance member carriers than any other airport in our worldwide network. Therefore our long term strategy for Heathrow has always been to locate all our members under the same roof. With Air India’s successful move to the Queen’s Terminal we have now accomplished this”, said Jeffrey Goh, CEO Star Alliance. Compared to Terminal 4, the check-in layout and concept in Terminal 2 allows customers to take greater control of their journey. This has been made possible through a combination of increased automation and common check-in. Travellers who have not checked in online can use any of 81 multi-airline check-in kiosks available throughout Terminal 2. These also print boarding passes and bag tags. Once checked in, Air India passengers can drop off their bags at the shared counters in Zone D. -
Project Management for Large Complex
COLLABORATIVE RESEARCH Project management for large, complex projects AN EXPERT REPORT BY PROFESSOR ANDREW DAVIES Association for Project Management February 2019 Acknowledgements AUTHOR Professor Andrew Davies, School of Construction and Project Management, The Bartlett Faculty of the Built Environment, University College London [email protected] Thanks to my co-authors, practitioners working on major UK infrastructure projects, and colleagues in the School of Construction and Project Management at The Bartlett Faculty of the Built Environment, University College London, who have helped to shape my thinking about how to improve the set up and delivery of large, complex infrastructure projects. RESEARCH SPONSOR Daniel Nicholls, APM Contents 3 Introduction 4 Concepts and definitions 11 Evolution of the discipline 14 Strategic and adaptive project management 21 Conclusion 22 References 2 3 Introduction This expert report on project management was commissioned by the Edinburgh Tram Inquiry to address general issues about the nature, purpose and application of project management, as well as specific questions about programme management and risk management. Traditional project management provides a set of processes, procedures and tools for managing projects on time, within budget and to the required specifications. These common processes are valuable for identifying the bodies of knowledge and detailed procedures required to set up and execute projects. However, traditional project management has been criticised in recent years for neglecting to consider the ‘strategic’ activities and decisions undertaken during the front-end planning stage of projects, which play a vital role in defining the need for a project and determining whether the goal is achieved.