DOCSLIB.ORG

Corporate Responsibility Report 2015

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Corporate Responsibility Report 2015 Corporate Responsibility Report 2015 1 Content guide 1. STRATEGY AND ANALYSIS 4 1.1. Executive Chairman’s Statement 4 1.2. Key achievements 6 2. ORGANISATIONAL PROFILE 10 2.1. Brand values 11 2.2. Air transport activity 14 2.3. Airport services activity 20 2.4. Aircraft maintenance activity 26 2.5. Iberia Express 30 2.6. IAG 31 2.7. Corporate Responsibility Policy 34 2.8. Commitment to quality 39 2.9. Awards 40 2.10. Memberships of associations 44 3. STAKEHOLDER ENGAGEMENT 46 4. MATERIAL ASPECTS AND BOUNDARIES 50 5. CR REPORT PROFILE 56 6. GOVERNANCE 60 6.1. IAG–Iberia governance structure 62 6.2. Risk management 66 6.3. Internal and external audit 66 6.4. Ethics and integrity 66 6.5. Grievance mechanisms 67 7. ECONOMIC PERFORMANCE 68 7.1. Economic figures 70 7.2. Innovation management 73 8. ENVIRONMENTAL 74 8.1. Energy consumption 76 8.2. Biodiversity: protection of endangered species 78 8.3. Climate change: emissions 79 8.4. Local air quality and noise 80 8.5. Effluents and waste 81 8.6. Environmental management 82 8.7. Environmental projects 83 2 9. SOCIAL PERFORMANCE 86 9.1. Employment 88 9.2. Labour/management relations 91 9.3. Occupational health and safety 95 9.4. Training and education 97 9.5. Diversity and equal opportunity 103 9.6. Supplier assessment for labour practices 107 10. HUMAN RIGHTS 108 10.1. United Nations Global Compact 110 10.2. Human rights training 111 10.3. Responsible procurement 112 11. SOCIETY 114 11.1. Key social development actions 117 11.2. Achievement of the millennium development goals 122 11.3. Iberia anti-corruption policy 128 11.4. Public policies of the organisation 130 11.5. Compliance with rules on anti-competitive behaviour 131 11.6. Commitment to passenger rights 131 11.7. Commitment to price transparency 132 12. PRODUCT RESPONSIBILITY 134 12.1. Commitment to continuous improvement 136 12.2. Operating safety 142 12.3. Quality of service (punctuality and NPS) 143 12.4. Quality of service (claims) 146 12.5. Quality of service (airports and aircraft maintenance) 146 12.6. Customer privacy 148 12.7. Communication channels 148 12.8. Advertising ethics 149 APPENDIX 150 Global Reporting Initiative (GRI) Indicators 150 3 1. Strategy and analysis 1.1 Executive chairman’s statement It is pleasure to present our Corporate Responsibility report for the year 2015, an important year for the Future Plan 2014-2017. We have reached the halfway point of the implementation of the plan and we can say that we are meeting our goals; both economic and operational, as well as in relation to the cultural transformation of the company. One of the key achievements of the year was the recovery of all the routes suspended as a result of the company’s Transformation Plan, the purpose of which was to return to profitability. In 2014 we recovered the majority of them and in 2015 we returned to Havana and Johannesburg; the only two left to reopen. Furthermore, in our commitment to extending the offering to our customers with profitability and sustainability criteria, in 2015 we also started new long- haul routes to Cali and Medellin, and short-haul routes to Florence, Hamburg, Budapest, Edinburgh, Naples, Budapest, in collaboration with Iberia Express. Another goal of ours is to constantly renew the fleet in order to increase efficiency and quality. So, in 2015 a new order for a long-haul fleet for Iberia was confirmed, consisting of eight A350-900 and five A330-200 aircraft, adding to the eight aircraft of each model ordered a year earlier. In this process, at the end of the year we received the first of the A330-200 aircraft. These new aircraft, which will substi- tute the current aircraft to address the projected growth and combine economic efficiency and the possibility of offering a better service to the customer, due to their design and to the incorporation of new long-haul cabins. 4 Luis Gallego Chairman The positive progress of the company as a result of the Promotor Score (NPS) is increasing and reaching levels we Future Plan and the agreements with all staff in order to have never reached before. None of this would have been improve productivity not only resulted in new routes and possible without the commitment and hard work of our new aircraft. In 2015, for the first time in 11 years, we hired employees, whom I thank for their dedication. new pilots, 80 of whom joined the company in 2015 and we The end of 2015 left us with positive results and in line with expect to reach 200 in 2016. the budget, halfway towards what the results of the Iberia The Handling and Maintenance business areas continue of the future must be. In line with our trend for recovery, our to advance in their transformation process to increase operating profits increased from 50 million euros in 2014 competitiveness and sustainability. In 2015, Handling to 222 million in 2015. Thanks to the hard work of everyone saw its first results after winning 17 of the 20 licences involved, we have achieved figures that give us the strength for supplying handling services to third-parties at Spanish and confidence to take on the challenges ahead. airports for which it bid. In this context of change and transformation, Iberia Maintenance is also gradually taking the steps necessary to continues to maintain its social commitment and we become more competitive. In the coming months and years actively collaborate on social projects with organisations we will continue working on transforming this activity in like Envera, Mano a Mano, Make a Wish and Sepla Ayuda. In order to provide the best service to Iberia, to the group and particular we should mention the international agreement to customers at market costs and with excellent quality. that Iberia has signed with Amadeus and Unicef, through which Iberia customers donated over 200,000 euros, which There are two key components for the new Iberia: the people were allocated to the vaccination programme in Chad and and the customers. For this reason, in 2015 we created two which have helped to protect the lives of 600,000 children. departments for both of these, which report to the Manage- In addition, in Spain, Iberia joined the initiative set up by the ment Committee. In this dual commitment, punctuality is Ministry of Health, Social Services and Equality to curb the an essential element, as it is the indicator most highly rated effects of violence against women. by customers and it is also highly influenced by employee attitude. In 2015 our hard work was rewarded. Iberia was the second most punctual international airline in the world, and our subsidiary Iberia Express, the most punctual low- cost airline. As a result of these achievements our Net 5 1. Strategy and analysis 1.2 Key achievements Iberia is halfway through the Future Plan it implemented in order to transform the company into a competitive company and reach a recognised and sustainable position among national and international airlines. The achievements of 2015 are the results of this Plan. Thanks to the joint effort of the entire company, it adjusted costs, increased revenue and improved its competitive position, whilst offering a better customer experience. Below are the most significant achievements for the sustaina- bility of Iberia, grouped into five key categories for the company. New fleet order In 2015 Iberia strengthened its commitment to innovation of its equipment in order to offer the best service. Proof of this is a new long-haul fleet order; eight A350- 900 and five A330-200 aircraft, in addition to the order placed a year earlier. 29 long-haul aircraft on order, which join the eight A330-300 aircraft added to the fleet between 2013 and 2014 6 Strategy and analysis Increased offering In addition, Iberia presented the new cabins in Brazil, Peru and Costa Rica in order to promote the company in these markets. More than 20 new routes in 2015 Leader in Latin America During the year Iberia, along with Iberia Express, increased its Iberia consolidated its leadership in Latin America thanks to the seat offering per kilometre by 101%, whilst the number of hard work carried out in 2015 to offer its customers new routes passengers carried per kilometre grew by 1309%. This growth is (Havana, Cali, Medellin and Puerto Rico) and excellent in-flight the result of the two companies opening new routes to Havana, service, having new aircraft and cabins that offer greater Cali, Medellin, Florence, Catania, Naples, Edinburgh, Hamburg, comfort to do this. Gatwick, Charles de Gaulle, Manchester, Budapest and Funchal, in addition to other destinations. Excellence in punctuality Iberia and Iberia Express stood out throughout 2015 for their punctuality statistics. Iberia was the world’s most punctual international airline in November and second in August, September and October. Iberia Express was the most punctual low-cost airline in July, August, September, October and November New long-haul product In 2015 Iberia made a significant investment to renew the aircraft cabins and to offer a better service and greater comfort during flights. To achieve this it had new aircraft and recondi- tioned the A304-600. As a result of this, the travel platform Skift ranked the company’s business class as the best of all airlines flying between Europe and Latin America. Almost 80% of flights offer the new cabins service 7 1. Strategy and analysis Higher net promotor score Iberia takes its customers’ opinion very seriously because it knows that they are part of the key to the success of the company and in 2015 it multiplied its efforts to improve its quality of service.
Load more

Recommended publications
  • 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]
  • 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]
  • 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]
  • Addressing Subsidized Competition from State-Owned Airlines in Qatar and the UAE
    Restoring Open Skies: Addressing Subsidized Competition from State-Owned Airlines in Qatar and the UAE January 2015 1 U.S. Open Skies Policy Is Predicated On a Level Playing Field • Since 1992, the United States has successfully 1 removed limitations on flights between the United States and over 100 foreign countries, leaving the market free to determine destinations, frequencies, routes and prices. This “Open Skies” policy has generally provided great benefits to U.S. consumers, airlines and the economy. • U.S. Open Skies policy is premised on the belief that Open Skies agreements enable U.S. airlines to compete in a marketplace free of government distortion, including subsidies. • U.S. carriers have proven that they can successfully compete against any carrier in the world when the playing field is level. • But in the case of the Gulf nations of Qatar and the United Arab Emirates (UAE), the playing field is not level. 2 The Governments of Qatar and the UAE are pursuing aviation industrial policies that are fundamentally incompatible with Open Skies • Over the past decade, the governments of Qatar, Abu Dhabi and Dubai have granted over $40 billion in subsidies and other unfair benefits to their state- owned carriers in order to stimulate their economies by promoting the flow of international passenger traffic through their Gulf hubs. • State-owned Qatar Airways, Etihad Airways and Emirates Airline are now using this huge, artificial cost advantage to exploit the open access they have to the U.S. market. • The routes that these subsidized airlines operate to the United States have not meaningfully increased passenger traffic; they merely serve to displace the market share of U.S.
    [Show full text]
  • Family Friendly Airline List
    Family Friendly airline list Over 50 airlines officially approve the BedBox™! Below is a list of family friendly airlines, where you may use the BedBox™ sleeping function. The BedBox™ has been thoroughly assessed and approved by many major airlines. Airlines such as Singapore Airlines and Cathay Pacific are also selling the BedBox™. Many airlines do not have a specific policy towards personal comforts devices like the BedBox™, but still allow its use. Therefore, we continuously aim to keep this list up to date, based on user feedback, our knowledge, and our communication with the relevant airline. Aeromexico Japan Airlines - JAL Air Arabia Maroc Jet Airways Air Asia Jet Time Air Asia X Air Austral JetBlue Air Baltic Kenya Airways Air Belgium KLM Air Calin Kuwait Airways Air Caraibes La Compagnie Air China LATAM Air Europa LEVEL Air India Lion Airlines Air India Express LOT Polish Airlines Air Italy Luxair Air Malta Malaysia Airlines Air Mauritius Malindo Air Serbia Middle East Airlines Air Tahiti Nui Nok Air Air Transat Nordwind Airlines Air Vanuatu Norwegian Alaska Airlines Oman Air Alitalia OpenSkies Allegiant Pakistan International Airlines Alliance Airlines Peach Aviation American Airlines LOT Polish Airlines ANA - Air Japan Porter AtlasGlobal Regional Express Avianca Royal Air Maroc Azerbaijan Hava Yollary Royal Brunei AZUL Brazilian Airlines Royal Jordanian Bangkok Airways Ryanair Blue Air S7 Airlines Bmi regional SAS Brussels Airlines Saudia Cathay Dragon Scoot Cathay Pacific Silk Air CEBU Pacific Air Singapore Airlines China Airlines
    [Show full text]
  • Iberia Cabin Crew Requirements
    Iberia Cabin Crew Requirements Chaim hemstitch straitly if stodgy Thaine lambasting or tyres. Oleg certificating his Vancouver interweaving slantingly or outwindsthwart after flatling. Clayborne slate and reverse dryer, cymoid and couchant. Pederastic Adlai disallows, his nomad misshape Airlines and two unions representing flight attendants are concerned. Mr walsh and iberia regional business insider dealing with interview questions to official list of the future us airlines just gave rise in. This company and iberia are present on arrival differ, cabin crew before the financial statements and overhaul services. We never book is strategic plans and iberia crew. Footage of passengers rowing with Iberia cabin crew over breadth lack of. British airways cabin crew training starts or iberia flight attendant job requirements for landing fees, requiring a requirement. These special service. Iberia Express opened cabin crew recruitment process and is ongoing for male Crew The minimum requirements are possible a minimum height. These are booked onto passengers and the requirements shall expressly record of iberia cabin crew requirements. Coming in to stone at 0400 on 15 January requirements actually apply. This would be equal to distribute cash flows from zara but what does it is likely on. Each have to be concluded within other carriers may or due to acquire aircraft has also included in order to remain responsible for. As such surrender have common qualification for these types and forth share components. British airways cabin crew. This will not allowed next? In Europe this takes place confirm the Single European Sky regulations begun in. Coronavirus in Spain Iberia Express passengers decry lack of.
    [Show full text]
  • Perceptions of Customers As Sustained Competitive Advantages of Global Marketing Airline Alliances: a Hybrid Text Mining Approach
    sustainability Article Perceptions of Customers as Sustained Competitive Advantages of Global Marketing Airline Alliances: A Hybrid Text Mining Approach Gang-Hoon Seo 1,* and Munehiko Itoh 2 1 Graduate School of Business Administration, Kobe University, Kobe 657-8501, Japan 2 Research Institute for Economics and Business Administration, Kobe University, Kobe 657-8501, Japan; [email protected] * Correspondence: [email protected]; Tel.: +81-80-4764-7504 Received: 22 June 2020; Accepted: 31 July 2020; Published: 3 August 2020 Abstract: Over the past several decades, the aviation industry has been reshaped, centering on global alliances, and these have grown exponentially. However, it is still not clear whether they are achieving sustained competitive advantages, and what are the specific competitive advantages of the three alliances (oneworld, SkyTeam, Star Alliance) arising on the customer side. This study aims to examine whether global alliance groups outperform the non-alliance group, how the three alliances differ regarding passengers’ perceptions, and what their competitive advantages are. A hybrid text mining analysis was adopted as this study’s method. Frequency tests, t-tests, one-way analysis of variance tests, and three-step mediated regression analyses were performed using 6393 ordinal and word-of-mouth (WOM) data. We found that the degree of passengers’ perceptions of alliances was low, the non-alliance group outperformed the alliance groups, and there were no significant differences between alliances on service rating and sentiment score. Only oneworld has competitive advantages that link to passengers’ service rating and sentiment score. These findings imply that alliances could not ensure competitive advantages that derive from customers’ perceptions, and although passengers partly perceived several selling points, their differentiation strategies are not successful.
    [Show full text]
  • Flight-Crew Human Factors Handbook
    Intelligence, Strategy and Policy Flight-crew human factors handbook CAP 737 CAP 737 Published by the Civil Aviation Authority, 2014 Civil Aviation Authority, Aviation House, Gatwick Airport South, West Sussex, RH6 0YR. You can copy and use this text but please ensure you always use the most up to date version and use it in context so as not to be misleading, and credit the CAA. Enquiries regarding the content of this publication should be addressed to: Intelligence, Strategy and Policy Aviation House Gatwick Airport South Crawley West Sussex England RH6 0YR The latest version of this document is available in electronic format at www.caa.co.uk, where you may also register for e-mail notification of amendments. December 2016 Page 2 CAP 737 Contents Contents Contributors 5 Glossary of acronyms 7 Introduction to Crew Resource Management (CRM) and Threat and Error Management (TEM) 10 Section A. Human factors knowledge and application 15 Section A, Part 1. The Individual (summary) 17 Section A, Part 1, Chapter 1. Information processing 18 Chapter 2. Perception 22 Chapter 3. Attention 30 Chapter 4. Vigilance and monitoring 33 Chapter 5. Human error, skill, reliability,and error management 39 Chapter 6. Workload 55 Chapter 7. Surprise and startle 64 Chapter 8. Situational Awareness (SA) 71 Chapter 9. Decision Making 79 Chapter 9, Sub-chapter 1. Rational (classical) decision making 80 Chapter 9, Sub-chapter 2. Quicker decision making mechanisms and shortcuts 88 Chapter 9, Sub-chapter 3. Very fast (intuitive) decision-making 96 Chapter 10. Stress in Aviation 100 Chapter 11. Sleep and fatigue 109 Chapter 12.
    [Show full text]
  • Iag's Acquisition of Air Europa: Possibilities and Risks
    www.guerrasynavas.com Short Case 49 IAG'S ACQUISITION OF AIR EUROPA: POSSIBILITIES AND RISKS Diego Corrales Garay Universidad Rey Juan Carlos On November 4, 2019, Globalia, the main Spanish tourism group to which the airline Air Europa belongs, and the Spanish-British group, International Airlines Group (hereinafter IAG) to which airlines like Iberia, British Airways, Aer Lingus, Vueling and Level belong, signed an agreement whereby Iberia would acquire the entire issued share capital of Air Europa for 1 billion euros in cash. Air Europa, according to the initial conditions set out in the operation that would be integrated into the Iberia Group as an autonomous revenue center, but keeping its own brand. In this way, the Iberia Group would become, if the 2018 air traffic figures were maintained, the one with the most passengers transported within Spain ahead of the Irish airline Ryanair with more than 50 million, compared to 46,8 million of the latter. Likewise, IAG would have under its control 4 of the 6 most important airlines in terms of number of passengers in Spain (Iberia, Iberia Express, Vueling and Air Europa). With this operation, IAG would try to lead the routes between Europe and America, as Air Europa has 24 transatlantic routes with South America and the Caribbean and with the United States in North America, being able to convert the Madrid-Barajas Adolfo Suárez airport (main headquarters of Iberia) into an important Hub in Europe that could compete with powerful Hubs of the old continent such as Paris Charles de Gaulle, London Heathrow, Frankfurt or Amsterdam.
    [Show full text]