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Malpensa Airport Regulations
MALPENSA AIRPORT REGULATIONS EDITION 3.2 DISCLAIMER THIS IS A COURTESY IN-HOUSE TRANSLATION AND SEA AEROPORTI DI MILANO DISCLAIMS ANY RESPONSIBILITY FOR ERRORS AND/OR MISINTERPRETATION, SINCE THE ONLY OFFICIAL VERSION OF AIRPORT REGULATIONS AND RELATIVE TECHNICAL ENCLOSURES IS THE ITALIAN ONE ISSUED BY CIVIL AVIATION AUTHORITY. Edition 3 Revision 2 Reference Document: RS - MXP 3.2 Rev.: CONTENTS REGULATIONS RS/MXP/3.2 MALPENSA AIRPORT Page effective Page 1-1 date: 24/11/2014 1 CONTENTS 1 CONTENTS ............................................................................................. 1-1 2 UPDATES ............................................................................................... 2-1 2.1 Revision status of the sections contained in Airport Regulations Edition 3 2-1 2.2 Updates Summary table of Edition 3 2-2 3 AIRPORT REGULATIONS ........................................................................ 3-1 3.1 Background information 3-1 3.2 Guidelines for the use of these Airport Regulations 3-2 3.3 Contents of the Airport Regulations 3-4 3.4 Responsibilities 3-5 3.5 Procedures for issuing and updating Airport Regulations 3-7 4 AIRPORT OPERATIONS – GENERAL RULES ............................................ 4-1 4.1 Airport capacity 4-2 4.1.1 Nominal capacity – Coordinated airport parameters ............................................. 4-2 4.1.2 Terminal capacity ................................................................................................ 4-3 4.1.3 Parameters for calculating check-in desk allocation ............................................ -
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0DUTXDUG %DKOV$*ɅɅ$QQXDO5HSRUW*ɅɅ$ * MAKING NEW DISCOVERIES > From atoms to stars, from the diversity of species to the complexity of individual organisms – the fascination of exploring the unknown, deepening insights, and furthering one’s own development has always been a driving force behind people’s actions. It all starts with questions and the quest for answers. This is true for Marquard & Bahls as well. Just as scientists question nature in all of its facets, we analyze the dynamics of our relevant markets and seek solutions – continuously and with a forward focus. This joy of discovery is the key to our future. N > &RQVROLGDWHG UHYHQXHV LQ PLOOLRQ Ȝ LQFOXGLQJ HQHUJ\ WD[HV 12,553 > (PSOR\HHV , > ([WHUQDO([WHUQDO VDOHVVDOHV LQ PLOOLRQPLOOLRQ W 21.121.1 > 7DQN FDSDFLW\FDSDFLW\ LQ PLOOLRQ FEPFEP 119.49.4 > 7KURXJKSXW7KURXJKSXW LQ PLOOLRQ W 1212.2 > 7KURXJKSXW7KURXJKSXW LQ PLOOLRQ O 15,32715,327 > 7KURXJKSXW7KURXJKSXW LQ PLOOLRQ W 9.0 > 'LUHFWLRQDO GULOOLQJGULOOLQJ GLVWDQFH LQ P 2,049,4772,049,477 4 Intro 6 Foreword 13 Holding 23 Trading 37 Tank Storage Logistics 53 Aviation Fuelling 63 Dry Bulk Handling 65 Upstream Services 71 Biogas 75 Carbon Trading 77 Fuel Analysis 78 Gas Supply 80 Report of the Supervisory Board 82 Sites Worldwide 85 Consolidated Financial Statements 92 Organigram 95 List of Abbreviations 96 Addresses >>>>>>>> eureka! „I’ve got it!“ Where previously there was a question mark, the answer is now clearly apparent. In 2015 we again found answers and solutions and continued to evolve our company, together. And the journey continues: New challenges lie ahead of us, new ideas and new objectives. -
AIBN Accident Boeing 787-9 Dreamliner, Oslo Airport, 18
Issued June 2020 REPORT SL 2020/14 REPORT ON THE AIR ACCIDENT AT OSLO AIRPORT GARDERMOEN, NORWAY ON 18 DECEMBER 2018 WITH BOEING 787-9 DREAMLINER, ET-AUP OPERATED BY ETHIOPIAN AIRLINES The Accident Investigation Board has compiled this report for the sole purpose of improving flight safety. The object of any investigation is to identify faults or discrepancies which may endanger flight safety, whether or not these are causal factors in the accident, and to make safety recommendations. It is not the Board's task to apportion blame or liability. Use of this report for any other purpose than for flight safety shall be avoided. Accident Investigation Board Norway • P.O. Box 213, N-2001 Lillestrøm, Norway • Phone: + 47 63 89 63 00 • Fax: + 47 63 89 63 01 www.aibn.no • [email protected] This report has been translated into English and published by the AIBN to facilitate access by international readers. As accurate as the translation might be, the original Norwegian text takes precedence as the report of reference. Photos: AIBN and Trond Isaksen/OSL The Accident Investigation Board Norway Page 2 INDEX ACCIDENT NOTIFICATION ............................................................................................................ 3 SUMMARY ......................................................................................................................................... 3 1. FACTUAL INFORMATION .............................................................................................. 4 1.1 History of the flight ............................................................................................................. -
Flying Green from a Carbon Neutral Airport: the Case of Brussels
sustainability Article Flying Green from a Carbon Neutral Airport: The Case of Brussels Kobe Boussauw 1,* and Thomas Vanoutrive 2 1 Cosmopolis Centre for Urban Research—Department of Geography, Vrije Universiteit Brussel, B-1050 Brussels, Belgium 2 Urban Studies Institute and Research Group for Urban Development, University of Antwerp, B-2000 Antwerp, Belgium; [email protected] * Correspondence: [email protected]; Tel.: +32-2-629-35-11 Received: 9 March 2019; Accepted: 2 April 2019; Published: 9 April 2019 Abstract: The aviation sector is one of the fastest growing emitters of greenhouse gases worldwide. In addition, airports have important local environmental impacts, mainly in the form of noise pollution and deterioration in air quality. Although noise nuisance in the vicinity of airports is recognized as an important problem of the urban environment which is often addressed by regulation, other environmental problems associated with aviation are less widely acknowledged. In the climate debate, the importance of which is rising, aviation has remained under the radar for decades. In the present paper, we use the case of Brussels Airport (Belgium) to demonstrate that the local perception of air travel-related environmental problems may be heavily influenced by the communication strategy of the airport company in question. Basing our analysis on publicly available data, communication initiatives, media reports, and policy documents, we find that (1) the noise impact of aviation is recognized and mainly described in an institutionalized format, (2) the impact of aviation on local air quality is ignored, and (3) the communication on climate impact shows little correspondence or concern with the actual effects. -
Erfiðleikar SAS Goup
Erfiðleikar SAS Höfundur: Róbert Ágústsson Leiðbeinandi: Jafet Ólafsson Háskólinn á Bifröst – Viðskiptadeild BS Ritgerð Vorið 2012 2 Staðfesting lokaverkefnis til B.S.c gráðu í Viðskiptafræði Heiti á Lokaverkefni: Erfiðleikar SAS Farið er yfir sögu og ákvarðanatökur þessa þekkta og rótgróna flugfélags í Skandinavíu ásamt því að skoða helstu áhrifaþætti um stjórnun flugfélags. Höfundur: Róbert Ágústsson Kt: 120275-4109 Hefur verið metið samkvæmt reglum og kröfum Háskólans á Bifröst og hlotið Lokaeinkunnina:_________ 3 Erfiðleikar SAS Höfundur: Róbert Ágústsson Leiðbeinandi: Jafet Ólafsson Háskólinn á Bifröst – Viðskiptadeild BS Ritgerð Vorið 2012 4 Útdráttur Flugfélagið SAS er eitt af rótgrónu flugfélögunum í heiminum. Það hefur verið við lýði fremur lengi og því upplifað þá þróun sem orðið hefur í fluggeiranum síðustu ár. Í ritgerðinni verður skoðað hvernig flugfélaginu hefur gengið í þeim öldusjó sem flugheimurinn er og ástæðna fyrir slæmu gengi leitað. Það verður gert t.d. með því að fara yfir sögu og stöðu SAS, sögu flugsins í Evrópu og helstu ákvarðanir stjórnenda fyrirtækisins. Aðferðafræðinni sem verður beitt er upplýsingaöflun þar sem safnað er saman gögnum úr ýmsum áttum, t.d. ársskýrslur, blaðagreinar, heimasíður flugfélaga sem og aðrar heimasíður o.fl. til þess að afla gagna og talna um viðkomandi efni. Einnig voru notaðar eigindlegar aðferðir við gagnaöflun eins og viðtöl úr blaðagreinum, til að fá sem nákvæmasta mynd af veruleikanum í flugheiminum. Ekki verður leitast við að kafa ofan í eitthvað eitt atriði, heldur reynt að skoða yfirborðið, heildina og söguna til þess að fá sem mesta yfirsýn yfir hvernig SAS hefur verið rekið síðustu ár, sem og hvernig það er rekið í dag. -
Joint Success
JOINT SUCCESS Marquard & Bahls AG Annual Report 2019 Group Figures 2019 Marquard & Bahls 13,875 million € consolidated revenues (including energy taxes) 6,715 employees Oiltanking 19.8 million cbm tank capacity 154.8 million t throughput Mabanaft 18.1 million t sales Skytanking 24.7 million cbm throughput EVERYTHING IS CONNECTED Marquard & Bahls and its subsidiaries are part of an economic chain that connects companies and people around the world: employees, suppliers, business partners, and customers. Together, we ensure that energy and chemicals are ready and available for use wherever they are needed. We know what we do – and also what comes next, once P our traders have done their business, P the products leave our tank terminals, and P our fuelling operators have done their job. This annual report shows you how our products and services are used by our customers. Every day. Worldwide. Together, we create a whole that is far greater than the sum of its individual parts: joint success. 4 Joint Success CONTENT 5 Entrée 6 Interview with the Executive Board 11 Holding 19 Tank Storage Logistics 37 Trading 53 Aviation Fuelling 65 Fuel Analysis 68 Sites Worldwide 70 Report of the Supervisory Board 71 Consolidated Financial Statements 2019 72 Consolidated Statement of Financial Position 74 Consolidated Statement of Comprehensive Income 76 Auditor’s Opinion 80 Organigram 82 Addresses 5 WHAT DRIVES US? In 2019, Marquard & Bahls made crucial progress. Both the Marquard & Bahls Group and the operating units – Oiltanking, Mabanaft, Skytanking – reorganized themselves and developed strategies for the years ahead. In the process we also asked ourselves fundamental questions: What drives us? What do we want to accomplish? How do we live our values? Our vision is to be a successful, ethical investor who supports human development. -
Marquard & Bahls AG Annual Report 2017
Marquard & Bahls AG Annual Report 2017 Group Figures 2017 Marquard & Bahls 13,509 million € Consolidated revenues (including energy taxes) 7,727 Employees Mabanaft 27.2 million t Sales Oiltanking 21.1 million cbm Tank capacity 159.5 million t Throughput Skytanking 18.1 million cbm Throughput UBT 7.3 million t Throughput Bunkering Pigging Knock resistance Dispenser Inerting Gas displacement Backwardation Flashpoint Stripping Hydrant system Difference in rates Cogeneration Throughput Clean Development Mechanism Hedging Definitions of the terms in the word cloud and of the terms shown in silver in the running text can be found in the glossary starting on page 90. We Speak Energy Language communicates information, ideas and emotions, advances developments, and brings people together worldwide. Whether written or spoken, conveyed by signs or gestures, language is both individual and connecting. This is true at Marquard & Bahls as well. Our language is energy. 03 Entrée 04 Foreword 08 Holding 16 Trading 30 Tank Storage Logistics 46 Aviation Fuelling 56 Dry Bulk Handling 62 Biogas 64 Carbon Trading 68 Fuel Analysis 70 Energy Services 74 Sites Worldwide 78 Report of the Supervisory Board 79 Consolidated Financial Statements 2017 80 Consolidated Statement of Financial Position 82 Consolidated Statement of Comprehensive Income 84 Auditor's Opinion 86 Organigram 90 Glossary 94 Addresses 3 independent, sound, individual Successfully Charting Our Course for 70 Years Marquard & Bahls was founded in 1947. A lot has happened since then. What began as a national trading company with a handful of employees is now an international group of companies. We have more than 7,700 employees serving our customers in 36 countries around the world. -
Shaping Our Future
Shaping Our Future Marquard & Bahls AG | Annual Report 2018 Group Figures 2018 Marquard & Bahls 14,728 million € consolidated revenues (including energy taxes) 7,561 employees Oiltanking 20.3 million cbm tank capacity 153.1 million t throughput Mabanaft 20.8 million t sales Skytanking 23.2 million cbm throughput Shaping Our Future 3 “The best way to predict the future is to create it.” Abraham Lincoln The world is in a state of flux. And this applies equally to us, to the society in which we live, and to the markets in which we operate. And change itself is changing, becoming faster, more diverse, and making the future more difficult to predict – but also increasing the number of opportunities it offers. Taking advantage of the opportunities here and now and being part of change is the best way to shape the course of things. To do this is our aspiration and the path we are on. Because we can only keep our future in our own hands if we keep developing ourselves. 4 Content 05 Entrée 06 Interview with the Executive Board 11 Holding 19 Tank Storage Logistics 31 Trading 43 Aviation Fuelling 50 Dry Bulk Handling 51 Biogas 52 Carbon Trading 53 Fuel Analysis 54 Energy Services 56 Sites Worldwide 58 Report of the Supervisory Board 59 Consolidated Financial Statements 2018 60 Consolidated Statement of Financial Position 62 Consolidated Statement of Comprehensive Income 64 Auditor’s Opinion 68 Organigram 70 Addresses Shaping Our Future 5 independent sound reliable Welcome to Marquard & Bahls Over the decades, we have grown into a leading independent company in the fields of tank storage logistics for oils, gases and chemicals; trading with petroleum products and gas; and aviation fuelling services. -
Valuation of SAS AB
Valuation of SAS AB With the DCF approach and a relative valuation method Master Thesis MSc. Applied Economics and Finance Hand in June 24th 2013 Minna Emilie Riishøj Katrine Staub Jensen _________________________ _________________________ Supervisor: Morten Høgh-Petersen Characters 271,565 / Pages 120 Copenhagen Business School 2013 Valuation of SAS Executive summary SAS is the largest airline company in Scandinavia and 50% of the shares are owned by the Norwegian, Swe- dish and Danish governments. The preceding years SAS has been subject to major financial troubles and was in the fall 2012 very close to bankruptcy. An important reason for the airline’s survival was the credit facili- ties provided by banks and the three governments. In this paper we estimate the fundamental value of the SAS share based on a discounted cash flow analysis and a relative valuation analysis. Furthermore, we dis- cuss how the ownership structure might play a role in this context. The analysis reveals that SAS is facing considerable strategic as well as financial challenges. Important rea- sons are found in very expensive collective agreements, the nature of the regulatory environment and strong competitive forces. Especially the entrance of low cost carriers (LCCs) has intensified competition the pre- ceding years. Furthermore, SAS is subject to high systematic risk, and hence high sensitivity to fluctuations in business cycles. These issues are reflected in very low profit margins. The estimation of WACC and the cash flow forecast are based on these considerations. The DCF approach provides us with a theoretical share price of 4.60 SEK. Compared to the market price of 13.75 SEK our re- sult indicates that the share is highly overvalued by the market. -
B2065df2c95f7d42.Pdf
1 Disclaimer The information contained in this fact book is intended to be a general summary of the listed parent company SAS AB (Reg no 556606-8499) and its subsidiaries, hereinafter referred to as ‘SAS’ or the ‘SAS Group’ and its activities as at 31 October 2017 or otherwise the date specified in the relevant information and does not purport to be complete in any respect. The information in this document is not advice about investing in shares in SAS (or any other financial instrument or product), nor is it intended to influence, or be relied upon by any person in making an investment decision in relation to SAS shares (or any other financial instrument or product). The information in this fact book does not consider the objectives, financial situation or needs of any particular individual. Accordingly, you should consider your own objectives, financial situation and needs when considering the information in this document and seek independent investment, legal, tax, accounting or such other advice as you consider appropriate before making any financial or investment decision. No responsibility is accepted by SAS or any of its directors, officers, employees, agents or affiliates, nor any other person, for any of the information contained in this document or for any action taken by you based on the information or opinions expressed in this document. The information in this document contains historic information about the performance of SAS and shares in SAS. That information is historic only, and is not an indication or representation about the future performance of SAS or shares in SAS (or any other financial instrument or product). -
2017 Iata Strategic Partner Special
AIRLINES INTERNATIONAL INTERNATIONAL IATA STRATEGIC PARTNER IATA STRATEGIC PARTNER SPECIAL 2017 PARTNER STRATEGIC IATA SPECIAL A guide to aviation industry suppliers 2 017 Headline sponsor P01 OFC-64 OBC IATA SP Guide 2017_Front_Covers_v1gh.indd 1 28/03/2017 08:08 Energising Skies Bharat Petroleum Corporation Ltd. Aviation Business Unit Plot no. A-5&6, Sector-1, Noida (UP)-201301, India Phone No. 0120-2474480/82 Fax No. 0120-2474481/83 www.bharatpetroleum.in email : [email protected] P02-05 IATA SP Guide 2017_Contents_Foreword_v2.indd 2 28/03/2017 08:09 IATA STRATEGIC PARTNER SPECIAL CONTENTS 06-07 Help shape aviation’s future: The IATA Strategic Partnerships program helps bring suppliers’ wide-ranging expertise to the world’s airlines 08-09 A global market: Aviation’s worldwide reach is captured in this infographic 10 -13 Get the most from your strategic partnerships: TIps for developing and managing relationships with partners 14-17 Q&A: Airline profi tability is on the up again. What developments can airlines make and how can they sustain and build their businesses? 18-25 Company profi les: JR Technologies, Mainami Kuko Service Company, Teijin Aramid, Narita International Airport Corporation 26-62 IATA Strategic Partners: Listed by area of aviation expertise Headline sponsor 3 PP02-0502-05 IIATAATA SSPP GGuideuide 22017_Contents_Foreword_v2.indd017_Contents_Foreword_v2.indd 3 228/03/20178/03/2017 008:098:09 P02-05 IATA SP Guide 2017_Contents_Foreword_v2.indd 4 28/03/2017 08:09 FOREWORDS A FORCE FOR GROWTH ALEXANDRE DE JUNIAC, Director General and CEO, IATA viation is the business of freedom improving the passenger experience, and and that business spans a tremendous modernizing distribution. -
Denmark State Aid SA.58342 (2020/N) – Sweden COVID-19: Recapitalisation of SAS AB
EUROPEAN COMMISSION Brussels, 17.8.2020 C(2020) 5750 final In the published version of this decision, PUBLIC VERSION some information has been omitted, pursuant to articles 30 and 31 of Council This document is made available for Regulation (EU) 2015/1589 of 13 July 2015 information purposes only. laying down detailed rules for the application of Article 108 of the Treaty on the Functioning of the European Union, concerning non-disclosure of information covered by professional secrecy. The omissions are shown thus […] Subject: State Aid SA.57543 (2020/N) – Denmark State Aid SA.58342 (2020/N) – Sweden COVID-19: Recapitalisation of SAS AB Excellences, 1. PROCEDURE (1) Following pre-notification contacts,1 by electronic notifications of 11 August 2020, the Kingdom of Denmark (“Denmark”) and the Kingdom of Sweden (“Sweden”) notified to the Commission their participation in the recapitalisation (the “Measure”) of SAS AB (“SAS”). SAS is the parent company of SAS 1 Denmark and Sweden submitted a draft notification form on 12 June 2020. Following informal exchanges with the Commission, Denmark and Sweden submitted additional information on 16 June 2020. The Commission sent Denmark and Sweden requests for information on 16, 19, 23 and 30 June 2020, to which Denmark and Sweden replied on 18, 22, 23 June 2020 and 2 July 2020. The Commission sent further requests for information on 2, 6 and 10 July 2020 to which Denmark and Sweden replied on 3, 8, 13 and 23 July 2020. Further information was submitted by Denmark and Sweden on 24, 27, 30 and 31 July 2020 and 1 and 2 August 2020.