Finance & Resources Guidance Letter Ccwater FG5/2005
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British Airways Response
From: British Airways Customer Relations <[email protected]> Date: 17 April 2015 at 10:49 Subject: Your Response from BA Customer Relations To: [email protected] **Please DO NOT reply directly to this email by using the ‘reply’ function on your personal email settings, as it WILL NOT be received. If you wish to send us a reply please use the link at the bottom of the email** Dear Mr Dial Thank you for your letter dated 26 March addressed to Silla Maizey and the Executive Chairman, Keith Williams about been downgraded on flight BA0191 on 13 March. Keith has asked me to reply to you on his behalf and so this is not a standard email. I apologise on behalf of British Airways for not contacting you proactively about this matter and for the delay in my personal response. I see from your booking that you purchased the ticket to Austin on 04 November 2014 through you travel agent Opodo. I completely understand your frustration at booking this ticket so far in advance and arriving at the airport to find you've been downgraded from the Club World cabin. I hope our staff explained that there are occasions where our customers make a booking and then don’t turn up for their flight. We, along with other airlines, have an overbooking policy, which helps us avoid flying with empty seats and means we can keep the cost of our fares down. Ultimately this means we can fly a lot more passengers to their destinations. We collect data about how many people don’t turn up for each flight and we use this information to tell us if we should book more passengers than there are seats. -
(First Chamber) 17 December 2003 * in Case T-219/99, British Airways
BRITISH AIRWAYS v COMMISSION JUDGMENT OF THE COURT OF FIRST INSTANCE (First Chamber) 17 December 2003 * In Case T-219/99, British Airways pic, established in Waterside (United Kingdom), represented by W. Allan and O. Black, solicitors, W. Wood and H. Davies, barristers, with an address for service in Luxembourg, applicant, v Commission of the European Communities, represented by M. Erhart, acting as Agent, and A. Barav, barrister, with an address for service in Luxembourg, defendant, • Language (if the case: English. II - 5925 JUDGMENT OF 17. 12. 2003 — CASE T-219/99 supported by Virgin Atlantic Airways Ltd, established in Crawley (United Kingdom), represented by P. Binetter, solicitor, N. Green and C. West, barristers, intervener, APPLICATION for the annulment under Article 230 EC of Commission Decision 2000/74/EC of 14 July 1999 relating to a proceeding under Article 82 of the EC Treaty (IV/D-2/34.780 — Virgin/British Airways) (OJ 2000 L 30, p. 1), THE COURT OF FIRST INSTANCE OF THE EUROPEAN COMMUNITIES (First Chamber), composed of: B. Vesterdorf, President, M. Jaeger and H. Legal, Judges, Registrar: J. Palacio González, Principal Administrator, having regard to the written procedure and further to the hearing on 26 February 2003, II - 5926 BRITISH AIRWAYS v COMMISSION gives the following Judgment Background to the dispute 1 According to the first recital in the preamble to Commission Decision 2000/74/EC of 14 July 1999 relating to a proceeding under Article 82 of the EC Treaty (IV/D-2/34.780 — Virgin/British Airways) (OJ 2000 L 30, p. 1; 'the contested decision'), British Airways pic ('BA') is the largest British airline company. -
Chichester Local Development Framework: Tourism Research
Chichester Local Development Framework: Tourism Research Final Summary Report for Tourism Development at Chichester District Council Prepared by Tourism South East February 2006 40 Chamberlayne Road Eastleigh Hampshire, SO50 5JH Tel: 023 8062 5400 www.industry.visitsoutheastengland.com Chichester Tourism LDF Research Report Contents Page 1 Background 2 2 Strategic objectives 2 3 The importance of tourism to Chichester District’s economy 3 4 Environment policy and tourism development in the countryside 3 5 Attractions 4 6 Seasonal Variations 4 7 Rural Accommodation 6 8 Hotel Development 16 9 Cycling and Equestrian Tourism 19 10 The Manhood Peninsula 21 11 Access 25 Appendices Appendix One – Rural Accommodation Appendix Two – Hotel Futures Study Appendix Three – Cycling and Equestrian Tourism Appendix Four – Manhood Peninsula Appendix Five – TSE Guidance Notes: rural pubs, B&Bs, Hotel investment. Tourism South East Development Services 1 Chichester Tourism LDF Research Report 1 Background Tourism South East (TSE) was commissioned by Chichester District Council’s (CDC) Tourism Development Team to provide an independent view on tourism development in Chichester District. The aim of the project was to carry out product development research; the outcomes of which would be used by the Tourism Development Team to inform their internal reporting on tourism spatial policy to the Local Development Framework (LDF) Committee. This client summary and appendices of detailed research is not therefore intended to directly inform the LDF Committee, but rather to provide technical detail for officers. 1.1 Key Outputs of the Summary Report TSE was asked to concentrate on specific geographical divisions of the District (the rural area to the North of the City, the City itself and the Manhood Peninsula), addressing the following four core product areas for spatial policy: 1. -
2001/2002 Annual Report & Accounts
2001/2002 Annual Report & Accounts Key Results 2001-02 2000-01 Group results Turnover m down 10.1% 8,340 9,278 Operating (loss)/profit m n/m (110) 380 (Loss)/profit before taxation m n/m (200) 150 Attributable (loss)/profit for the year m n/m (142) 67 Equity shareholders’ funds m down 5.1% 2,207 2,325 Basic (loss)/earnings per share p n/m (13.2) 6.2 Key financial statistics Airline operations yield p/RPK up 4.7% 6.67 6.37 Operating margin % down 5.4 points (1.3) 4.1 Net debt/total capital ratio % up 1.5 points 66.0 64.5 Operating statistics Passengers carried group ’000 down 10.0% 40,004 44,462 Revenue passenger kilometres group m down 13.7% 106,270 123,197 Revenue tonne kilometres group m down 13.9% 14,632 16,987 Available tonne kilometres group m down 9.3% 22,848 25,196 Passenger load factor group % down 1.0 points 70.4 71.4 British Airways share price Key results 1 Group profit and loss account 21 Net (loss)/income under US GAAP 57 Statement from the Chairman 2 Balance sheets 22 Shareholders’ equity under US GAAP 59 St a t ement from the Chief Exec u t i v e 4 Group cash flow statement 23 Operating and financial statistics 60 Operating and financial review 5 Statement of total recognised gains Five year summaries 61 Board members, and leadership team 11 and losses 24 Aircraft fleet 63 Directors’ report 12 Reconciliation of movements Shareholder information 64 Remuneration report 16 in shareholders’ funds 24 Glossary IBC Directors’ remuneration and Summary statements in euro 25 share interests 17 Notes to the accounts 26 Statement of directors’ responsibilities 20 Principal investments 54 Report of the auditors to the members United States generally accepted accounting of British Airways Plc 20 principles (US GAAP) information 55 British Airways 01/02 Annual Report 1 Urgent reaction to the post-September crisis included moves to Chairman’s Statement re s u s c i t a t e the market with an innova t i v e range of special offers and in c e n t i v es. -
June 2005 Global Hotel Management Agreement Trends
244161_JLL_HotelTopics 25/5/05 4:43 PM Page 1 June 2005 Global Hotel Management Agreement Trends BEST WESTERN HOLIDAY INN DAYS INN MARRIOTT HOTELS, RESORTS AND SUITES COMFORT INNS & SUITES RAMADA SHERATON HOTELS SUPER 8 HAMPTON INN HILTON HOTELS RADISSON HOTELS & RESORTS MOTEL 6 HOLIDAY INN EXPRESS QUALITY INNS, HOTELS & SUITES HYATT REGENCY COURTYARD BY MARRIOTT GOLDEN TULIP MERCURE TRAVELODGE HILTON INTERNATIONAL IBIS HOWARD JOHNSON NOVOTEL WESTIN DOUBLETREE HOTELS ECONO LODGE RIU HOTELS CROWNE PLAZA INTER-CONTINENTAL EMBASSY SUITES LA QUINTA INNS FAIRFIELD INN RESIDENCE INN RED ROOF INN RENAISSANCE HOTELS & RESORTS CLUB MED VILLAS & VILLAGES WYNDHAM HOTELS & RESORTS STERLING HOTELS SUMMIT HOTELS & RESORTS LE MERIDIEN PRINCE HOTELS EXTENDED STAY AMERICA MELIA HOTELS SOFITEL DISNEY HOTELS FORMULE 1 CLARION CAMPANILE FOUR POINTS SCANDIC HOTELS KNIGHTS INN FAIRMONT HOTELS SLEEP INN & SUITES BAYMONT INNS HOMESTEAD VILLAGE SHANGRI-LA HOTELS WASHINGTON HOTELS NIKKO HOTELS POSTHOUSE COUNTRY INNS & SUITES BY CARLSON BARCELO SOL HOTELS ETAP OMNI HOTELS SUBURBAN LODGE JIN JIANG FOUR SEASONS HOTELS CONCORDE DORINT HOTELS MICROTEL INN & SUITES IBEROSTAR AMERISUITES TRAVEL INN SHERATON LUXURY COLLECTION ADAM'S MARK RITZ-CARLTON TRYP HOTELS SUNROUTE OCCIDENTAL HOTELS HUSA WESTCOAST PREMIERE CLASSE HOMEWOOD BY HILTON RODEWAY INN TREFF THISTLE HOTELS GRAND HYATT FIESTA HOTELS MARITIM LTI HOTELS ORBIS HOTELS HAWTHORN SUITES TOKYU INNS GRECOTEL BEST INNS & SUITES NH HOTELES RICA HOTELS VILLAGER G.S.M. HOTELS CANDLEWOOD SUITES SUN DRURY INN RINGHOTELS -
Interim Results 1998-99
PRELIMINARY FINANCIAL RESULTS 2000-2001 Three months ended Twelve months ended March 31 Increase/ March 31 Increase/ 2001 2000 (Decrease) 2001 2000 (Decrease) Turnover £m 2,121 2,107 0.7% 9,278 8,940 3.8% Operating profit / (loss) £m (61) (125) 51.2% 380 84 nm Operating margin % (2.9) (5.9) 3.0pts 4.1 0.9 3.2pts Profit/(loss) before tax £m (65) (175) 62.9% 150 5 nm Retained loss for the period £m (215) (306) 29.7% (79) (216) 63.4% Capital and reserves at period end £m 3,419 3,340 2.4% 3,419 3,340 2.4% Earnings per share Basic p (7.2) (15.7) 54.1% 10.6 (2.0) nm Diluted p n/a n/a n/a 10.5 n/a n/a Dividends per share p 12.8 12.8 17.9 17.9 n/a: Not applicable nm : Not meaningful Shareholder Value Waterside (HBA1) PO Box 365, Harmondsworth West Drayton, Middlesex UB7 OGB Tel: +44 (0) 208 738 6947 Fax: +44 (0) 208 738 9602 Page 1 GROUP PROFIT AND LOSS ACCOUNT Three months ended Twelve months ended March 31 Increase/ March 31 Increase/ 2001 £m 2000 £m (Decrease) 2001 £m 2000 £m(Decrease) Traffic Revenue Scheduled Passenger 1,787 1,760 1.5% 7,803 7,465 4.5% Scheduled Cargo 133 134 (0.7)% 579 556 4.1% Non-scheduled services 7 8 (12.5)% 50 71 (29.6)% 1,927 1,902 1.3% 8,432 8,092 4.2% Other revenue 194 205 (5.4)% 846 848 (0.2)% TOTAL TURNOVER 2,121 2,107 0.7% 9,278 8,940 3.8% Employee costs 611 607 0.7% 2,376 2,481 (4.2)% Depreciation 183 172 6.4% 715 648 10.3% Aircraft operating lease costs 58 52 11.5% 221 190 16.3% Fuel and oil costs 280 219 27.9% 1,102 804 37.1% Engineering and other aircraft costs 163 141 15.6% 662 661 0.2% Landing fees and -
Family Tree: Global Hotel Companies and Their Brands
Family Tree: Global hotel companies and their brands This family tree is organized by parent company and lists hotel brands that had properties open as of 31 December 2014. PARENT COMPANY BRAND PARENT COMPANY BRAND 25Hours Hotels 25Hours Hotels Arcadia Hotels Af Arcadia Hotels Af 7 Days Inn 7 Days Inn Archipelago International Aston International A Victory Hotels A Victory Hotels Archipelago International Fave Hotels Abad Group Abad Hotels & Resorts Archipelago International Kamuela Villas Abba Abba Archipelago International Neo Hotels Abotel Abotel Archipelago International Quest Hotels Abou Nawas Abou Nawas Arcona Hotels Arcona Hotels Absolute Hotel Services Group Eastin Arcotel Hotels Arcotel Hotels Absolute Hotel Services Group Eastin Easy Aristos Hotels Aristos Hotels Absolute Hotel Services Group U Hotels & Resorts Arora Arora Accor Adagio City Aparthotel Aryaduta Hotel Group Aryaduta Hotel Accor All Seasonshotels As Hotels As Hotels Accor Caesar Park Hotels Ascott Group Ascott Accor Coralia Ascott Group Citadines Accor Etap Hotel Ascott Group Somerset Hotels Accor Grand Mercure Ashok Ashok Accor Hotel F1 Atahotels Atahotels Accor Hotel Formule 1 Atlantic Hotels Atlantic Hotels Accor Hotel Ibis Atton Hotels S.a. Atton Hotel S.a. Accor Ibis Budget Austria Trend Hotels & Resorts Austria Trend Hotels & Resorts Accor Ibis Styles Avari Hotels Avari Hotels Accor Libertel Axel Hotels Axel Hotels Accor Mercure Hotels Ayre Hoteles Ayre Accor Mgallery Hotel Collection Ayres Hotels Ayres Accor Novotel Hotels Azalai Hotels Azalai Hotels Accor -
Serviced Visitor Accommodation in Lincolnshire
Serviced Visitor Accommodation in Lincolnshire Development Strategy & Action Plan FINAL April 2009 DRAFT Locum Consulting 9 Marylebone Lane London W1U 1HL United Kingdom Tel +44 (0)20 7487 1799 Fax +44 (0)20 7487 1797 [email protected] www.locumconsulting.com Date: 13 January 2012 Job: J0895 File: j0895 lincolnshire hotel development strategy 310309.doc All information, analysis and recommendations made for clients by Locum Consulting are made in good faith and represent Locum’s professional judgement on the basis of information obtained from the client and elsewhere during the course of the assignment. However, since the achievement of recommendations, forecasts and valuations depends on factors outside Locum’s control, no statement made by Locum may be deemed in any circumstances to be a representation, undertaking or warranty, and Locum cannot accept any liability should such statements prove to be inaccurate or based on incorrect premises. In particular, and without limiting the generality of the foregoing, any projections, financial and otherwise, in this report are intended only to illustrate particular points of argument and do not constitute forecasts of actual performance. Locum Consulting is the trading name of Locum Destination Consulting Ltd. Registered in England No. 3801514 J0895 Lincolnshire Hotel Development Strategy Contents 1. Introduction 7 2. Summary of Action Plan 8 2.1 Hotel and Pub Excellence Programme 8 2.2 Planning and Economic Development Initiatives 9 2.3 Planning and Economic Development Initiative specifically -
Letter from Sean Doyle, CEO British Airways, to Committee in Response
Sean L Doyle Chief Executive Officer Waterside (HBB3) PO Box 365 Harmondsworth UB7 0GB UK [email protected] 9th December 2020 Huw Merriman MP Chair of the Transport Committee House of Commons London SW1A 0AA By email to: [email protected] [email protected] Dear Huw Many thanks for your recent letter. I am glad that Alex Cruz was able to reassure the Committee on the issues raised when he appeared before you in September. I have set out below a response to the questions you asked in relation to progress in British Airways’ restructuring due to Covid-19, customer service manager contracts and slots. I have also included some information on the topic of the age profile of pilots leaving the business which I understand the Committee was interested in. Restructuring due to Covid-19 The impact of the pandemic on airlines across the world has been severe and British Airways has been working tirelessly to get through the immediate, and ongoing, crisis, as well as prepare for a very different future. In doing so all our efforts have been directed towards saving jobs and making sure that we are fit to meet the challenges ahead. Since the Committee session in September, agreements have been reached with the Trade Unions representing the main staff groups across British Airways. As you point out, those agreements avoid the signing of new contracts through agreed variations to existing contracts, as we have endeavoured to achieve from the outset of the consultation process. From our cabin crew community, no Cabin Service Managers (CSMs) were required to sign new contracts or were given new contracts for old. -
Le Marché Hôtelier Au Royaume-Uni ……………………………………………………………
Le marché hôtelier au Royaume-Uni Par la Mission Économique de Londres Octobre 2002 Document réalisé par Marie BANCAL Revu par Alain GAUGRIS Mission Economique1 de Londres 21 Grosvenor Place - Londres SW1X 7HU Tél. : 00 44 207 235 7080 - Fax : 00 44 207 235 8598 - http://www.dree.org/gb Résumé Le Royaume-Uni est le pays d’Europe où il y a le plus d’hôtels (50 549 en 2000). Grandes chaînes internationales et petits établissements indépendants se côtoient sur un marché atomistique, théâtre de nombreuse fusions et acquisitions ces dernières années. Des chaînes telles que Heritage, Posthouse, Principle ou encore Swallow, sont ainsi passées d’un groupe à un autre, au gré des recompositions de portefeuille. Parallèlement à cette concentration, deux tendances se confirment : la multiplication des franchises et la présence accrue des investisseurs institutionnels. Au niveau de l’offre, après avoir connu une croissance exceptionnelle, le marché des hôtels économiques semble aujourd’hui arriver à maturité. Le rythme des ouvertures se ralentit, les sites intéressants se faisant plus rares, et les concurrents plus nombreux. Les boutiques hôtels sont, au contraire, en pleine expansion. Ce nouveau concept d’hôtels design à taille humaine séduit de plus en plus de clients, à la recherche d’une alternative à la standardisation. Les appart’hôtels rencontrent également un succès croissant. Très répandue sur le continent américain, la formule séduit de plus en plus au Royaume-Uni. La clientèle des hôtels britanniques est essentiellement nationale et d’affaire : les deux tiers des clients sont en déplacement d’affaire et près des trois quarts sont britanniques. -
BA349 Cover Vaw5
www.britishairways.com 99/20001999/2000 Annual Report & Accounts General enquiries: 0845 77 999 77 Year at a glance • Worst result in eighteen years but dividend held. • e-business strategy unveiled, including plans to increase on-line commercial activity, smarter • Delivery of the new strategy under way, with ways to work and plans for several e-ventures new aircraft, new products and training for a new to capitalise on the airline’s assets. service style. • Further progress made with oneworld alliance • Significant investment announced in 21st Century partners, including combining sales functions in Travel, with flat beds in Club World, a new World the Far East and schedule changes with Qantas, Traveller Plus cabin, upgrades to Club Europe, and investment in a 9% stake in Iberia. Concorde and First and ongoing implementation • A Y2K bug-free entry into the new Millennium, ™ of the seat-back video and other improvements oneworld – the alliance of British Airways, American Airlines, with the British Airways London Eye adding to to World Traveller. the celebrations. • The Business Efficiency Programme exceeds Cathay Pacific, Finnair, Iberia and Qantas will be further strengthened • Bob Ayling resigned as Chief Executive its £1 billion target. in March 2000, after 15 years’ service with in 2000 when it is joined by Aer Lingus and LanChile. • Nine major new initiatives to improve the the airline. Rod Eddington appointed profitability of the company launched. Chief Executive, with effect from 1 May 2000. Our vision is to make global travel -
Oxford Hotel & Short Stay Accommodation Futures
OXFORD HOTEL & SHORT STAY ACCOMMODATION FUTURES Final Report Prepared for: Oxford City Council November 2007 Oxford Hotel & Short Stay Accommodation Futures CONTENTS EXECUTIVE SUMMARY.................................................................... i 1. INTRODUCTION .......................................................................1 1.1 Background to the Study........................................................................................ 1 1.2 Objectives of the Study........................................................................................... 1 1.3 Study Methodology ................................................................................................. 2 2. THE UK HOTEL SECTOR ............................................................4 2.1 National Demand Trends........................................................................................ 4 2.2 National Supply Trends............................................................................................ 6 3. CURRENT HOTEL AND SHORT STAY ACCOMMODATION SUPPLY .........................................................................................11 3.1 Hotels and Guest Accommodation.................................................................... 11 3.2 Hostels ...................................................................................................................... 18 3.3 Serviced Apartments and Self-Catering ............................................................ 18 3.4 College Accommodation ...................................................................................