Sheikh Saleh Al-Turki Empowers You and “ the Foundation and Sustenance “ Gives You His Trust

Total Page:16

File Type:pdf, Size:1020Kb

Sheikh Saleh Al-Turki Empowers You and “ the Foundation and Sustenance “ Gives You His Trust 2 Nesma — 40 Years of Impact © 2020 Copyright Nesma. All rights reserved. TABLE OF CONTENTS Leadership Messages 2 Reflections on Our Founder 4 Nesma at a Glance 6 Business 14 People 26 Community 38 Looking Forward 52 Leadership Messages Faisal Alturki President 2019 marks forty years since Tata Group (Nesma Tata), Our Vision my father, Saleh Ali Al-Turki, among others. Through these set out to establish a business partnerships, we have contributed in what he believed to be the to the introduction of high- To be the most most promising and competitive profile solutions and services respected industries for Saudi Arabia’s in the Kingdom. For instance, future: Engineering, Services, our partnership with Telecom diversified and Marketing. Highlighting the Australia kept Saudi Arabia’s company in our local focus of this business, he telecommunications networks prefaced the selected industry working through the Gulf War; countries names with the term “National,” NESMA Internet introduced DSL and NESMA was born. internet to the Kingdom; and the of operation GCC’s first branded shamagh (the Over the decades, the company traditional Arab male headdress) expanded into a variety of other to reflect on our history, values, was introduced by Nesma sectors, growing in parallel with and principles which have Shaheen in 1996. When our the new opportunities offered continuously guided our founders esteemed clients most needed by the Kingdom’s diversifying and leadership team these past us, Nesma & Partners fortified economy. Nesma’s footprint now forty years. Today, our vision – to Jeddah with dams and storm spans the construction; power be the most respected diversified water drainage to prevent deadly and energy; oil and gas; real company in our countries of floods, and Nesma International estate and property management; operation – and our core values Water & Energy delivered the hospitality and tourism; – quality, reliability, innovation, technology and know-how to operations and maintenance; value-for-money, and a sense of critically enhance the water port, marine and shipping competitive challenge – remain as supply in the Riyadh area. services; aviation and logistics; important as ever. and telecommunications and IT Above all, throughout these With Vision 2030 guiding the industries. We have also entered past four decades, we have path for the Kingdom in the several new geographic markets maintained our resolve to deliver coming decade, we want to since 1997, including Egypt, reliable, high-quality products and thank all our partners, suppliers, Turkey, the UAE, and Croatia. services with business integrity. company leaders, employees, Our relationships with our clients, Throughout our history, we have and community stakeholders for customers, and banking partners been privileged to join forces with being part of our journey, and we remain of utmost importance, leading international companies look forward to continuing to build along with our commitments such as Pan Am World Services on our shared 40-year legacy well to our employees and the (PANNESMA), the Port of into the future. communities in which we operate. London Authority (National Port Services), DHL Global Forwarding This publication, 40 Years of (Namma Cargo), and, recently, Impact, is an opportunity for us 2 Nesma — 40 Years of Impact Noura Alturki Vice President In August 2018, six months their lives, their children, their This unique ahead of our 40th anniversary, plans, and, at the same time, His Excellency Saleh Al-Turki to share his vision and goals culture, along was appointed Mayor of Jeddah, for the company. As a result, with Nesma’s and Nesma Holding achieved a managers and staff across all new milestone: succession from levels have had the opportunity values, remains the first to a second generation to internalize and embody the of leadership. It proved a values that shaped both our the cornerstone smooth transition, thanks to Founder’s personality and of the company’s Nesma’s existing foundation of Nesma’s culture. good governance – particularly reputation This unique culture, along with at the Board level – and the Nesma’s values, remains the and success. presence of strong, professional cornerstone of the company’s management at our subsidiary reputation and success. As the companies. values in our interactions with new Board of Directors picks colleagues, clients, and the This positive experience has up the torch of leadership, we community. renewed our commitment to have the same responsibility implementing an even stronger to preserve and instill our core During a time when change is system of governance across values and founding culture continuous, and in a business the Nesma Group through among new generations and that endlessly evolves, there supporting high functioning joiners across the evolving and is nothing more important boards that demonstrate expanding Nesma family. than ensuring these guiding forward thinking, innovation, principles are as alive and well To do so in an organization as and transparency; to overseeing in the Nesma community for the large and diversified as ours, a workforce characterized by next 40 years as they have been featuring multiple industries accountability, inclusiveness, since the company was founded and geographies, requires that and diversity; and, finally, to 40 years ago. systems and processes are modeling good corporate put in place that ensure the citizenship in the communities adoption and perpetuation of around us. our values, even as we continue Throughout the first forty years to grow and prosper. From our of the company, many Nesma National Day celebrations to employees enjoyed personal the Nesma Insider, from our interactions and meaningful various employee forums to relationships with our Founder our business ethics training and President, who seized every programs, we will focus on opportunity to talk directly with empowering each one of us staff of all levels, to ask about here at Nesma to embody our Leadership Messages 3 Reflections on Our Founder His Excellency Saleh Al-Turki In 1979, at a time when modern In addition to growing the Finish the project on Saudi-based business and company from its first operation “ time, do the best you industry was in its formative and maintenance project, stages, His Excellency Saleh to the large and diversified can, and the clients Al-Turki had a vision to build an holding company it is today, His and profit will innovative Saudi company that Excellency Saleh Al-Turki has follow. was capable of meeting the also served the broader Saudi — His Excellency diverse needs of the rapidly- business community and held ” Saleh Al-Turki growing Kingdom. With a trusted positions in social welfare profound knowledge of the and education. Notably, he has a moment to recognize and honor country, and insight into the been Chairman of the Jeddah His Excellency Saleh Al-Turki, opportunities presented by the Chamber of Commerce, the whose vision, determination, and Kingdom’s development goals, Council of Saudi Chambers of support of the Nesma Group he set out to build a company Commerce, the Al-Birr Society CEOs and executives played that would be widely respected for Orphans, and the Tarahom such a crucial role in making our for its quality, reliability, and Society for prisoners’ welfare. success a reality, and whose know-how, while also prioritizing He has served on the boards of vibrant and charitable personality positive relationships with – the University of Prince Muqrin in acts as a legacy that will and meaningful advancement Medina, Dar Al-Hekma University, permanently inform our unique, prospects for – each and every Effat University, and the University familial culture. employee. of Business and Technology in Jeddah, as well as the Saudi Research Science Institute at King Honors and Awards Abdullah University for Science At Nesma, our sense and Technology. In 2010, he was • Al-Birr Society/ “ of ‘family’ is truly appointed Honorary Consul of Arab Orphan Day the most important the Republic of Austria, and in • Honorary Doctorate, thing. 2011 the Saudi Ministry of Social University of Mindanao, Affairs honored him as one of Philippines — His Excellency ” the Kingdom’s most important • Honorary Consul Saleh Al-Turki supporters of social work. He of the Republic is also a recipient of the King of Austria Salman Award for the Support His Excellency Saleh Al-Turki • King Salman Award of Young Entrepreneurs and the served as President and Prince Mohammad Bin Fahd • Prince Mohammed Bin Fahd Chairman of Nesma Holding Award for Service of Charitable Award until his appointment, under the Activities. leadership of King Salman bin Abdulaziz Al Saud, as Mayor of We cannot look back on Nesma’s Jeddah in August 2018. 40 Years of Impact without taking 4 Nesma — 40 Years of Impact Sheikh Saleh empowered me from the Having worked with Sheikh Saleh for such a “beginning, and his trust and the authority “long period of time, I have learned many things he gave me made me want to strive to from him and admire his business ethics and his succeed every day.” trust in his people.” — Rana Abdullah Zumai, Executive Manager, — Abdullah Al-Shahrani, Vice President, Corporate Corporate Communications You always need someone who is a visionary to be the glue that holds the company “ together. Sheikh Saleh was the glue of the company. His thinking, his philosophy, and his vision are what made Nesma grow.” — Dr. Marwan Gholmieh, CEO, Nesma Trading Sheikh Saleh is an intellectual person, Working with Sheikh Saleh studying“ society’s social and economic issues was “like graduating from the school of life. and trying to propose a solution to these He was like a parent, teacher, director, and dear normative problems.” friend, all rolled into one.” — Refaat Kamel, Assistant to the President — Mubarak Al-Shahrani, Chief Services Officer Usually the focus of businessmen is short-term profit and loss, but not Sheikh Saleh. “ He was looking to, and investing in, the future….
Recommended publications
  • IATA CLEARING HOUSE PAGE 1 of 21 2021-09-08 14:22 EST Member List Report
    IATA CLEARING HOUSE PAGE 1 OF 21 2021-09-08 14:22 EST Member List Report AGREEMENT : Standard PERIOD: P01 September 2021 MEMBER CODE MEMBER NAME ZONE STATUS CATEGORY XB-B72 "INTERAVIA" LIMITED LIABILITY COMPANY B Live Associate Member FV-195 "ROSSIYA AIRLINES" JSC D Live IATA Airline 2I-681 21 AIR LLC C Live ACH XD-A39 617436 BC LTD DBA FREIGHTLINK EXPRESS C Live ACH 4O-837 ABC AEROLINEAS S.A. DE C.V. B Suspended Non-IATA Airline M3-549 ABSA - AEROLINHAS BRASILEIRAS S.A. C Live ACH XB-B11 ACCELYA AMERICA B Live Associate Member XB-B81 ACCELYA FRANCE S.A.S D Live Associate Member XB-B05 ACCELYA MIDDLE EAST FZE B Live Associate Member XB-B40 ACCELYA SOLUTIONS AMERICAS INC B Live Associate Member XB-B52 ACCELYA SOLUTIONS INDIA LTD. D Live Associate Member XB-B28 ACCELYA SOLUTIONS UK LIMITED A Live Associate Member XB-B70 ACCELYA UK LIMITED A Live Associate Member XB-B86 ACCELYA WORLD, S.L.U D Live Associate Member 9B-450 ACCESRAIL AND PARTNER RAILWAYS D Live Associate Member XB-280 ACCOUNTING CENTRE OF CHINA AVIATION B Live Associate Member XB-M30 ACNA D Live Associate Member XB-B31 ADB SAFEGATE AIRPORT SYSTEMS UK LTD. A Live Associate Member JP-165 ADRIA AIRWAYS D.O.O. D Suspended Non-IATA Airline A3-390 AEGEAN AIRLINES S.A. D Live IATA Airline KH-687 AEKO KULA LLC C Live ACH EI-053 AER LINGUS LIMITED B Live IATA Airline XB-B74 AERCAP HOLDINGS NV B Live Associate Member 7T-144 AERO EXPRESS DEL ECUADOR - TRANS AM B Live Non-IATA Airline XB-B13 AERO INDUSTRIAL SALES COMPANY B Live Associate Member P5-845 AERO REPUBLICA S.A.
    [Show full text]
  • AFRAA Annual Report 2019
    IRLINES ASS A PAGNIES O OM AERI C 20N S C EN 19 E N I A D ES A N A T C IO F I T R I I O R IA C C A I N F O N S E S A S A ANNUAL AFRAA REPORT Amadeus Airline Platform Bringing SIMPLICITY to airlines You can follow us on: AmadeusITGroup amadeus.com/airlineplatform AFRAA Executive Committee (EXC) Members 2019 AIR MAURITIUS (MK) RWANDAIR (WB) PRESIDENT OF AFRAA CHAIRPERSON OF THE EXECUTIVE COMMITTEE Mr. Somas Appavou Ms. Yvonne Makolo Chief Executive Officer Chief Executive Officer CONGO AIRWAYS (8Z) KENYA AIRWAYS (KQ) CAMAIR-CO (QC) Mr. Desire Balazire Esono Mr. Sebastian Mikosz Mr. Louis Roger Njipendi Kouotou 1st Vice Chairman of the EXC 2nd Vice Chairman of the EXC Chief Executive Officer Chief Executive Officer Chief Executive Officer ROYAL AIR MAROC (AT) EGYPTAIR (MS) TUNISAIR (TU) Mr. Abdelhamid Addou Capt. Ahmed Adel Mr. Ilyes Mnakbi Chief Executive Officer Chairman & Chief Executive Officer Chief Executive Officer ETHIOPIAN AIRLINES (ET) AIR ZIMBABWE (UM) AIR NAMIBIA (SW) MAURITANIA AIRLINES (L6) Mr. Tewolde GebreMariam Mr. Joseph Makonise Mr. Xavier Masule Mrs. Amal Mint Maoulod Chief Executive Officer Chief Executive Officer Chief Executive Officer Chief Executive Officer ANNUAL REPORT 2019 I Foreword raffic growth in Africa has been consistently increasing since 2011. The demand for air passenger services remained strong in 2018 with a 6.9% year Ton year growth. Those good results were supported by the good global economic environment particularly in the first half of the year. Unlike passenger traffic, air freight demand recorded a very weak performance in 2018 compared to 2017.
    [Show full text]
  • Terminal-Info Stand: 15.03.2018
    Terminal-Info Stand: 15.03.2018 Fluggesellschaften am Flughafen Airline Code Terminal Halle Schalter Terminal Hall Counter 51-461 Adria Airways JP A Lufthansa Aegean Airlines A3 B 660-665 Aer Lingus EI E 904-905 Aeroflot SU D 806-810 Air Algérie AH E 952-954 Air Arabia Maroc 3O D 897-899 Air Astana (TSE) KC C 769-772 Air Astana (GUW / URA) KC C 797-798 Air Cairo SM D 855-857 Air Canada AC B 674-677 Air China CA B 516-524 51-461 Air Dolomiti EN A Lufthansa Air Europa UX E 912-914 Air France AF D 801-805 Air India AI B 501-505 Air Malta KM C 733-736 Air Moldova MLD E 902-903 Air Namibia SW E 917-920 Air Serbia JU E 950-951 airBaltic BT D 886-887 Alitalia AZ C 720-722 American Airlines AA E 955-968 ANA NH B 678-681 Asiana Airlines OZ C 708-718 Austrian 51-461 Airlines OS A Lufthansa Azores Airlines S4 E 911-913 Belavia B2 D 819-820 51-461 bmi regional BM A Lufthansa British AirwaysBA E 907-910 Bulgaria Air FB C 701-702 Bulgarian Air Charter BUC D wechselnd Cathay PacificCX E 915-920 China AirlinesCI D 813-820 China Eastern Airlines MU D 851-857 China Southern Airlines CZ D 815-820 COBALT CO E 912-914 Condor DE C 752-789 Croatia 51-461 Airlines OU A Lufthansa CSA Czech Airlines OK D 858 Delta DL D 841-853 easyJet EZY C 704-705 51-461 EgyptAir MS A Lufthansa EL AL LY C 791-795 Ellinair EL B 542-544 Emirates EK E 992-999 Ethiopian Airlines ET B 510-514 Etihad Airways EY B 543-548 Eurowings EW B 476-479 Finnair AY E 980-982 FlyEgypt FEG D 883-885 Freebird Airlines FHY E wechselnd Gulf Air GF D 883-885 Iberia IB E 901-903 Icelandair FI E 956-958
    [Show full text]
  • ICAO Regional Workshop on CORSIA, 7 to 8 April 2019 Cairo, Egypt (MID)
    ICAO Regional Workshop on CORSIA, 7 to 8 April 2019 Cairo, Egypt (MID) LIST OF PARTICIPANTS Dialogue States/Organization Credentials Group CANADA Mr. Gilles Bourgeois 1. D Chief, Environmental Protection and Standards (Facilitator) Transport Canada EGYPT Mr. Mohammed Abo El Khair 2. Senior ATSEP D Egypt National Air Navigation Services Company (NANSC) Mr. Elsayed Abdelghafar 3. General Director, Ground Handling Facility Equipment D Egyptian Civil Aviation Authority Amr Nagaty 4. Airwothness Inspector B Egyptian Civil Aviation Authority Mr. Mostafa Ali 5. Airworthiness Inspector A Egyptian Civil Aviation Authority Mr. Tamer Ibrahim Mahmoud 6. Airworthiness Inspector C Egyptian Civil Aviation Authority Mr. Ahmed Hafez 7. OCC Manager A Fly Egypt Airline Mr. Ahmed Attour 8. Aircraft performance engineer C Nileair Mr. Mostafa Mowafy 9. Head of Environmental Regulations A EgyptAir Holding Company Mr. Ibrahim Farhat 10. Head of Statistics and Operation Research B EgyptAir Holding Company ICAO Regional Workshop on CORSIA, 7 to 8 April 2019 Cairo, Egypt (MID) Mr. Mohamed Elshenawy 11. General Manager, Fuel and Emissions D EgyptAir Holding Company Mr. Ahmed Ebrahim 12. Navigation and Traffic General Manager A Petroleum Air Services Mr. Ahmed Goda 13. Industry Affairs Specialist C EgyptAir Holding Company Mr. Sherif Zolfokar 14. Power Plant Manager D Petroleum Air Services Mr. Ayman Anwar 15. Quality Assurance Manager B Air Cairo Mr. Amr Elhennawy 16. Operations Engineer C Nesma Airlines Mr. Fathy Kabil 17. Safety and Quality Director B Air Cairo Mr. Mostafa Darwish 18. Quality Assurance Manager D Air Arabia Mr. Reda Elbllat 19. Technical Services Engineer D Air Arabia Mr. Wael Khalifa 20.
    [Show full text]
  • Annual Report Table of Contents
    Kingdom of Saudi Arabia Aviation Investigation Bureau 2018 ANNUAL REPORT TABLE OF CONTENTS FOREWORD BY THE DIRECTOR GENERAL 2 OVERVIEW 3 Vision 3 Mission 3 Core Values 3 AIB STRATEGIC GOALS 2018-2020 4 ORGANIZATIONAL STRUCTURE 5 2018 AT A GLANCE 6 STATISTICS 7 Notifications 7 Notification Trends 7 Notifications Culture Rate 8 Significant Notifications 9 FLIGHT RECORDERS DOWNLOADS & ANALYSIS 11 Recorders Download & Analysis of Technical Assistance 12 INVESTIGATIONS 13 AIB Investigations 13 Safety Reports 14 Significant Ongoing Investigations 15 Significant Completed Safety Investigations 22 SAFETY STUDIES 32 SAFETY RECOMMENDATIONS 33 AIB Closing Recommendations achievement 33 AIB COOPERATION 34 2018 Memorandums Of Cooperation (MOC's) 34 REGIONAL 34 INTERNATIONAL 34 AIB PARTICIPATIONS 36 International Recorder Investigator Group (IRIG) 36 Observer’s Participation 36 Commercial Air Transport Safety Investigation Training (BEA) 37 4th MID REGION SAFETY SUMMIT 37 MEBAA 38 DEVELOPMENT 39 Administrative 39 LAB Engineering Laboratories Department 40 Upgrades and new Equipment 41 Data analysis tools 43 New Communication Strategy 43 APPENDICES 44 Appendix A Abbreviation 44 Appendix B Occurrences Classification Definitions 45 Appendix C Type of Investigations Definitions 46 Appendix D Records Downloads & Analysis 47 Appendix E Training 48 1 2018 ANNUAL REPORT AIB Foreword by the Director General On behalf of the AIB team, I am honoured to present to His Excellency, the Minister of Transport and the Chairman of the Board of Directors of the General Authority of Civil Aviation (GACA), the annual report for the year 2018. This is the fifth annual report to be published since the AIB has meticulously developed its procedures and establishment of AIB in 2013 as an independent body policies in accordance with national and international reporting directly to the Chairman of the Board of GACA.
    [Show full text]
  • RASG-MID/6-WP/15 17/08/2017 International Civil Aviation Organization Regional Aviation Safety Group
    RASG-MID/6-WP/15 17/08/2017 International Civil Aviation Organization Regional Aviation Safety Group - Middle East Sixth Meeting (RASG-MID/6) (Bahrain, 26-28 September 2017) Agenda Item 3: Regional Performance Framework for Safety SMS IMPLEMENTATION BY AIR OPERATORS (Presented by IATA) SUMMARY This paper provides the status of SMS implementation by Air operators registered in MID States and provides recommendation for the way forward to complete SMS implementation. Action by the meeting is at paragraph 3. REFERENCES - SST-3 Meeting Report 1. INTRODUCTION 1.1 Currently, implementation of safety management at the Service Provider level is variable, and is proving challenging to put in place the system as intended by Annex 19. 1.2 The MID-SST was established to support the RASG-MID Steering Committee (RSC) in the development, monitoring and implementation of Safety Enhancement Initiatives (SEIs) related to identified safety issues, including implementation of State Safety Programs (SSP) and Safety Management Systems (SMS). 2. DISCUSSION 2.1 The Third meeting of the MID Safety Support Team (MID-SST/3) held in Abu Dhabi, UAE, 10-13, recognized the need to monitor the status of SMS implementation by air operators, maintenance organizations and training organizations involved in flight training; in order to take necessary actions to overcome the challenges faced and to improve safety. 2.2 In this regard, the meeting agreed that IATA with the support of the ICAO MID Office will provide feedback and a plan of actions to address SMS implementation by air operators. RASG-MID/6-WP/15 - 2 - 2.3 The meeting may wish to note that Safety Management Systems (SMS) is an integral part of the IOSA program.
    [Show full text]
  • Annual Report 2014-2015 Content
    Annual report 2014-2015 Content Overview 04 Chairman's letter 05 Board of Directors EGYPTAIR's 06 Group Corporate Structure Highlights Financial Review 07 Portfolio Nutshell 09 Executive Summary 17 Subsidiaries Financial Results 11 2015/16 Highlights 27 Financial Consolidated Results 12 Quality in Practice 13 Human Resources 14 Signposts of The Year Performance Review 30 Fleet Management 33 Alliances 91 Corporate Social 36 Training Center & IT Responsibilities 42 Subsidiaries performance 04 Chairman's letter 05 Board of Directors 06 Group Corporate Structure 07 Portfolio Nutshell Overview Chairman's letter Dear valued stakeholders While sectors evolve and economies change, we adapt and our business last. EGYPTAIR Holding strives to attain success in ways that reflect integrity of the people we invest in. We continue to seek new opportunities with a focus on rebalancing the group portfolio. Thus, we stepped towards implementing a major restructuring plan, which includes modernizing the fleet, developing the airlines’ network, and following a cost-reduction plan. Throughout 2016, EGYPTAIR faced various challenges that impacted the operating and financial performance of the group. Looking at this year’s (2015/2016) figures in context of the liquidity challenges the company achieved total revenue 17.912 billion. As for Revenue Passenger Km, it hit 17.442 billion with an annual total of 8.51m. We operate 220 daily departures, serving 72 airports in 47 countries. Rather than aiming directly for growth we are currently going through restructuring and implementing a turnaround strategy to ensure the right resources, processes and plans are in place to optimize areas as ( Pricing and revenue management, Network planning, Crew management,…) Fleet renewal plan has been conducted aiming to yield significant economies in terms of fuel and maintenance.
    [Show full text]
  • USSABC Economic Brief: Saudi Arabian Civil Aviation Poised for Strong Growth
    April 2019 www.us-sabc.org USSABC Economic Brief: Saudi Arabian Civil Aviation Poised for Strong Growth The Saudi Arabian civil aviation sector has garnered significant investments over time and is expected to continue as the number of flights and passengers steadily increases. This buoyant demand has spurred the need to prioritize airport infrastructure capabilities along with maintaining world-class services offerings compared to regional peers. The civil aviation sector’s influence on the economy continues to grow as most recent data indicates that the sector contributes approximately 4.6 percent to the Kingdom’s GDP. Furthermore, civil aviation’s output accounts for approximately SAR128 billion ($34 billion) in gross value added to GDP. With regards to employment opportunities, the civil aviation sector supports 530,000 jobs, of which 100,000 are direct, 90,000 are in the supply chain, 37,000 in employee spending, and 300,000 jobs in tourism. Saudi Arabia boasts 27 airports consisting of 10 international and 17 domestic hubs. National airlines include Saudia (national carrier), Flynas, SaudiGulf, Nesma Airlines, and flyadeal. Moreover, an additional 105 foreign airlines fly in and out of the Kingdom’s international airports. According to the Gen- eral Authority of Civil Aviation (GACA), the most popular direct flight links are: Source: GACA Albara’a Alwazir Economist | [email protected] 2 www.us-sabc.org The number of total flights (arrivals and departures) has steadily increased between 2013-2018 growing from 565,631 to 771,828. We expect the total number of flights to increase by a compounded annual growth rate (CAGR) of 6.5 percent to 989,716 by 2022 as ongoing expansions of the Holy Mosque in Makkah will accommodate the growing number of religious pilgrims.
    [Show full text]
  • Flyadeal: a Replicate of Southwest Or Continental Lite
    ss sine and Bu M f a o n Alabdulaal et al., Arabian J Bus Manag Review 2018, 8:2 l a a g e n r m u e o n J t Arabian Journal of Business and R n a e i v b i a e r w A ISSN: 2223-5833 Management Review Research Article Open Access Flyadeal: A Replicate of Southwest or Continental Lite Haider A Alabdulaal*, Razan Al Ghassab and Salman Alkhalawi Prince Mohammed Bin Salman, College of Business and Entrepreneurship, Makkah, Saudi Arabia Abstract According to Michel Porter there are two generic strategies-cost leadership and differentiation. Using the case of a newly established Saudi airline company Flydeal we attempt to analyze how one of these strategies is selected and applied in real-life business, instigate how activities and business processes are used to support the selected strategy, try to identify sources of competitive advantage and discuss if the new company will be able to sustain it. Keywords: Airline; Flydeal; Performance; Leadership strategy air market-create a cheap ticket product line or create a value airline offspring [4,5]. Interestingly, copying low-cost airlines along with Introduction operating regular flights in the region is considered a new strategy Strategic choice of Saudia Airlines: “Strategy is simply resource (Flynas, FlyDubai, Turkish Airlines); while it is well known that this allocation. When you strip away all the noise, that's what it comes down strategy have failed in the United States [6]. For example, Continental to. Strategy means making clear cut choices about how to compete.
    [Show full text]
  • Codes and Contacts
    CODES AND CONTACTS In 2013, the ACH Manual of Procedure was revised. The sections containing Membership Contact Information, City Codes and Airline Codes were moved into its own publication; Codes and Contacts. Codes and Contacts is a “living document”. As changes to the content of Codes and Contacts are made, the date in the lower left hand corner will be updated to reflect the latest update date. ACH will continue to distribute Communications to its Participants regarding changes. This document is designed for an electronic, rather than a print environment. Because of this, it is strongly recommended that you take advantage of the comprehensive set of bookmarks embedded within this document. Airlines Clearing House, Inc. 1301 Pennsylvania Ave., NW, Washington D.C. 20004-1738 [email protected] T: 202-626-4142 F: 202-626-4065 Codes and Contacts Table of Contents Table of Contents Contents TABLE OF CONTENTS .......................................................... 1 AIR CANADA ............................................................................................................................................................... 16 ALASKA AIRLINES, INC. .................................................................................................................................................. 17 AMERICAN AIRLINES, INC. ............................................................................................................................................. 18 AMERIJET INTERNATIONAL, INC. ....................................................................................................................................
    [Show full text]
  • The Region's Leading Mro Exhibition for Commercial Aviation Maintenance
    THE REGION’S LEADING MRO EXHIBITION FOR COMMERCIAL AVIATION MAINTENANCE 10 February 2019 11-12 February 2019 MRO Middle East Summit MRO Middle East & AIME Exhibition Post Show Report Conrad Hotel, Dubai Dubai World Trade Centre, UAE THE MIDDLE EAST’S ONLY AIRCRAFT INTERIORS EVENT It’s what’s inside that counts MROMIDDLEEAST.AVIATIONWEEK.COM | WWW.AIME.AERO SUMMARY MRO Middle East and Aircraft Interiors Middle East (AIME) took place on February 10-12, 2019 in Dubai, UAE. The three-day event is the largest of its kind in the region, gathering the entire airline supply chain. Fast Facts: 5,004 330 83 542 Total Exhibitors Countries Airline Attendees Represented Attendees Top industries represented include: Attendees by Job Role Airframe Manufacturers VP, Director, Head 35% Airline Operator Avionics/Instruments Manager 35% Cabin Interiors/Flight Ops/Infl ight Entertainment & Connectivity Components/Rotables Consulting Services Distributor/Supplier Engineering Logistics/Freight Forwarding C-Level 17% Supply Chain Other 13% This is the best platform “for us to showcase our capabilities and our high quality and standards. This year’s show has been very successful, we have already signed two collaborations, one with a customer and one with a potential customer. We have already booked to return in 2020 with a bigger presence than today. Abdul Khaliq Saeed” CEO, Etihad Airways Engineering ABOUT THE EXHIBITION Two co-located exhibitions serving the entire airline industry. Aviation Week Network and Tarsus F&E LCC Middle East hosted the two-day international exhibition which combines MRO Middle East with Aircraft Interiors Middle East (AIME) at the Dubai World Trade Center, UAE on February 11-12, 2019.
    [Show full text]
  • Airlineregister Sommerflugplan 2017
    Terminal-Info Stand: 30.05.2017 Fluggesellschaften am Flughafen Airline Code Terminal Halle Schalter Terminal Hall Counter 51-461 Adria Airways JP A Lufthansa Aegean Airlines A3 B 660-664 Aer Lingus EI E 904-905 Aeroflot SU D 805-808 Air Algérie AH E 952-954 Air Arabia Maroc 3O D 809-811 Air Astana KC C 769-772 Air Cairo SM D 886-888 Air Canada AC B 674-677 Air China CA B 516-524 Air Europa UX D 857-859 Air France AF D 801-803 Air India AI B 501-505 Air Moldova MLD E 902-903 Air Namibia SW E 917-920 Air Serbia JU E 947-948 airBaltic BT D 886-887 airberlin AB E 984-985 Alitalia AZ E 949-951 AlMasria Universal Airlines UJ D 890-892 American Airlines AA E 955-968 ANA NH B 678-681 Asiana Airlines OZ C 708-718 Austrian 51-461 Airlines OS A Lufthansa Azores Airlines S4 E 911-913 Belavia B2 D 819-820 51-461 bmi regional BM A Lufthansa British Airways BA E 907-910 Bulgaria Air FB C 701-702 Bulgarian Air Charter BUC E 952-953 Cathay Pacific CX E 915-920 China Airlines CI D 813-820 China Eastern Airlines MU D 851-856 China Southern Airlines CZ D 815-820 752-753, 759-768, Condor DE C 773-785 Croatia 51-461 Airlines OU A Lufthansa CSA Czech Airlines OK D 856 Delta DL D 841-854 51-461 EgyptAir MS A Lufthansa EL AL LY C 791-795 Ellinair EL C 770-772 Emirates EK E 992-999 Ethiopian Airlines ET B 510-514 Etihad Airways EY B 543-548 Finnair AY E 980-982 FlyEgypt FEG D 890-892 Freebird Airlines FHY E 941-943 Gulf Air GF D 883-885 Iberia IB E 901-903 Icelandair FI E 955-958 IranAir IR C 706-710 Iraqi Airways IA E 961-964 JAL Japan Airlines JL D 816-820
    [Show full text]