Yearbook 2000
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AGS Bilancio 2019 Xa
AEROPORTO di GENOVA S.p.A. Sede Legale: Aeroporto “C. Colombo” – 16154 Genova Numero di iscrizione al Registro delle Imprese di Genova, C.F. e P.I.: 02701420107 Soggetto che esercita attività di direzione e coordinamento ex art. 2497 C.C.: Autorità di Sistema Portuale del Mar Ligure Occidentale AEROPORTO DI GENOVA S.P.A. al 31.12.2019 CONSIGLIO DI AMMINISTRAZIONE Presidente Paolo Cesare Odone Consiglieri Lelio Fornabaio Fausto Palombelli Barbara Pozzolo Renato Redondi COLLEGIO SINDACALE Presidente Roberta De Felice Sindaci Effettivi Simona Brambilla Antonio Calzone Gian Alberto Mangiante Antonio Rosina DIREZIONE Direttore Generale Piero Righi SOCIETA’ DI REVISIONE EY S.p.A. 2 BILANCIO 2019 INDICE Lettera agli Azionisti pag. 4 Relazione sulla gestione pag. 6 Bilancio al 31 dicembre 2019 pag. 49 Nota integrativa pag. 55 Relazione del Collegio Sindacale pag. 97 Relazione della Società di Revisione pag. 100 3 AEROPORTO DI GENOVA S.P.A. LETTERA DEL PRESIDENTE Signori Azionisti, è con particolare piacere che sottopongo alla vostra attenzione il bilancio al 31.12.2019, che registra un utile netto dopo imposte di 382.863 euro. Il 2019 è stato, per l’Aeroporto di Genova, un anno di consolidamento e progettazione. Consolidamento perché dopo il 2018, anno in cui il “Cristoforo Colombo” è stato il primo scalo in Italia per crescita, nell’anno appena trascorso i passeggeri sono ulteriormente aumentati, superando per la prima volta nella nostra storia la soglia del milione e mezzo di passeggeri. L’incremento di traffico è stato superiore alla media nazionale e ancor più significativo se paragonato ai dati degli scali nazionali nella fascia compresa tra 1 e 3 milioni di passeggeri all’anno. -
Airline Schedules
Airline Schedules This finding aid was produced using ArchivesSpace on January 08, 2019. English (eng) Describing Archives: A Content Standard Special Collections and Archives Division, History of Aviation Archives. 3020 Waterview Pkwy SP2 Suite 11.206 Richardson, Texas 75080 [email protected]. URL: https://www.utdallas.edu/library/special-collections-and-archives/ Airline Schedules Table of Contents Summary Information .................................................................................................................................... 3 Scope and Content ......................................................................................................................................... 3 Series Description .......................................................................................................................................... 4 Administrative Information ............................................................................................................................ 4 Related Materials ........................................................................................................................................... 5 Controlled Access Headings .......................................................................................................................... 5 Collection Inventory ....................................................................................................................................... 6 - Page 2 - Airline Schedules Summary Information Repository: -
The SAS Group Traffic Figures December 2012
The SAS Group Traffic figures December 2012 SAS Group's December 2012 traffic figures SAS Group • SAS Group carried 1.8 million passengers in December, (scheduled) Dec 12 Change Nov-Dec 12 Change down 2.6%, reflecting different holiday pattern. • SAS Group’s capacity (ASK) was up by 3% and the Group’s ASK (Mill.) 2 630 3,0% 5 867 4,9% traffic (RPK) increased by 2.4%. RPK (Mill.) 1 828 2,4% 4 051 4,5% • The SAS Group’s load factor decreased by 0.5 p.u. to Passenger load factor 69,5% -0,5 p u 69,0% -0,3 p u 69.5%. No. of passengers (Mill.) 1,831 -2,6% 4,225 0,3% Group market trends, RASK and yield development Traffic growth continued to be positive during December, but did not fully match additional capacity. Intercontinental and certain European continued to grow well. Currency adjusted yield (Scandinavian Airlines) in November was down 0.1% versus previous year and RASK was up Summary of the December 2012 vs December 2011 0.3%. For December 2012 the yield (change vs last year) is airlines scheduled expected to be positive while the RASK will be slightly Change negative due to the different holiday pattern. Traffic Capacity Load of load The response to market campaigns is good and forward (RPK) (ASK) factor factor booking levels continue to be well above last year’s level. SAS Group 2,4% 3,0% 69,5% -0,5 p u Overall, the market demand continues to be good, but remains SAS 2,1% 2,8% 70,1% -0,5 p u unpredictable due to risk in the global economy. -
The Undisputed Leader in World Travel CONTENTS
Report & Accounts 1996-97 ...the undisputed leader in world travel CONTENTS Highlights of the year 1 Chairman’s Statement 2 THE NEXT Chief Executive’s Statement 5 Board Members 8 The Board and Board Committees DECADEIN FEBRUARY 1997 and the Report of the Remuneration Committee 10 British Airways celebrated 10 years of privatisation, with a Directors’ Report 14 renewed commitment to stay at the forefront of the industry. Report of the Auditors on Corporate Governance matters 17 Progress during the last decade has been dazzling as the airline Operating and Financial established itself as one of the most profitable in the world. Review of the year 18 Statement of Directors’ responsibilities 25 Report of the Auditors 25 Success has been built on a firm commitment to customer service, cost control and Group profit and loss account 26 the Company’s ability to change with the times and new demands. Balance sheets 27 As the year 2000 approaches, the nature of the industry and Group cash flow statement 28 competition has changed. The aim now is to create a new Statement of total recognised British Airways for the new millennium, to become the undisputed gains and losses 29 leader in world travel. Reconciliation of movements in shareholders’ funds 29 This involves setting a new direction for the Company with a Notes to the accounts 30 new Mission, Values and Goals; introducing new services and Principal investments 54 products; new ways of working; US GAAP information 55 new behaviours; a new approach to The launch of privatisation spelt a Five year summaries 58 service style and a brand new look. -
September, 2008
WWW.AIRCARGOWORLD.COM SEPTEMBER 2008 International Trends & Analysis INTERNATIONAL EDITION The World’s Top Cargo Airlines50 Cargo Security • India • Anti-Trust 2008 SUPPLY CHAIN INNOVATION AWARD FINALIST 6H>6 IDD J#H# EDGII"ID "9DDG# 96NN"9:;>C>I::# ,% A:HH I=6C6>G# As fuel prices send airfreight costs soaring, only OceanGuaranteed ® provides day-definite delivery from Asia to the U.S. that’s just as reliable, but at a fraction of the cost.With the combined resources and expertise of APL Logistics and Con-way Freight, OceanGuaranteed provides a unique single-source LCL/LTL solution with proven 99% on-time performance. In fact, your shipment is guaranteed to arrive on schedule, or we’ll pay 20% of the invoice.* Call 866-896-2005 or visit www.oceanguaranteed.com/22 for more information or to book a shipment today. *Conditions and restrictions apply. See website for full details. Service also available to Canada and Mexico. International Edition September 2008 CONTENTS Volume 11, Number 7 COLUMNS Top Cargo 12 North America Airlines With all the turmoil in Ohio, 22 The annual ranking of the growth at Toledo Express the world’s top 50 cargo air- Airport as a freight center is lines by traffic, with aircraft noteworthy orders and cargo revenue. 14 Pacific Yields on freighters may be down, but handling cargo in China remains a feast • JAL Slimmer 17 Europe Despite its bad timing of entering the market, Cargo 30 India B could be a survivor among India could become a plenty of airline failures key growth market for air 30 cargo, but overcapacity could spoil the party for freight operators. -
(Eu) 2015/ 1014
27.6.2015 EN Official Journal of the European Union L 162/65 COMMISSION IMPLEMENTING REGULATION (EU) 2015/1014 of 25 June 2015 amending Regulation (EC) No 474/2006 establishing the Community list of air carriers which are subject to an operating ban within the Community (Text with EEA relevance) THE EUROPEAN COMMISSION Having regard to the Treaty on the Functioning of the European Union, Having regard to Regulation (EC) No 2111/2005 of the European Parliament and the Council of 14 December 2005 on the establishment of a Community list of air carriers subject to an operating ban within the Community and on informing air passengers of the identity of the operating carrier, and repealing Article 9 of Directive 2004/36/CE (1), and in particular Article 4(2) thereof, Whereas: (1) Commission Regulation (EC) No 474/2006 (2) established the list of air carriers which are subject to an operating ban within the Union, referred to in Chapter II of Regulation (EC) No 2111/2005. (2) In accordance with Article 4(3) of Regulation (EC) No 2111/2005, some Member States and the European Aviation Safety Agency (‘EASA’) communicated to the Commission information that is relevant in the context of updating that Union list. Relevant information was also communicated by certain third countries. On the basis of that information and the verifications carried out by the Commission, the Union list should now be updated. (3) The Commission informed all air carriers concerned, either directly or through the authorities responsible for their regulatory oversight, about the essential facts and considerations which would form the basis for a decision to impose on them an operating ban within the Union or to modify the conditions of an operating ban imposed on an air carrier which is included in the Union list. -
European Air Law Association 23Rd Annual Conference Palazzo Spada Piazza Capo Di Ferro 13, Rome
European Air Law Association 23rd Annual Conference Palazzo Spada Piazza Capo di Ferro 13, Rome “Airline bankruptcy, focus on passenger rights” Laura Pierallini Studio Legale Pierallini e Associati, Rome LUISS University of Rome, Rome Rome, 4th November 2011 Airline bankruptcy, focus on passenger rights Laura Pierallini Air transport and insolvencies of air carriers: an introduction According to a Study carried out in 2011 by Steer Davies Gleave for the European Commission (entitled Impact assessment of passenger protection in the event of airline insolvency), between 2000 and 2010 there were 96 insolvencies of European airlines operating scheduled services. Of these insolvencies, some were of small airlines, but some were of larger scheduled airlines and caused significant issues for passengers (Air Madrid, SkyEurope and Sterling). Airline bankruptcy, focus on passenger rights Laura Pierallini The Italian market This trend has significantly affected the Italian market, where over the last eight years, a number of domestic air carriers have experienced insolvencies: ¾Minerva Airlines ¾Gandalf Airlines ¾Alpi Eagles ¾Volare Airlines ¾Air Europe ¾Alitalia ¾Myair ¾Livingston An overall, since 2003 the Italian air transport market has witnessed one insolvency per year. Airline bankruptcy, focus on passenger rights Laura Pierallini The Italian Air Transport sector and the Italian bankruptcy legal framework. ¾A remedy like Chapter 11 in force in the US legal system does not exist in Italy, where since 1979 special bankruptcy procedures (Amministrazione Straordinaria) have been introduced to face the insolvency of large enterprises (Law. No. 95/1979, s.c. Prodi Law, Legislative Decree No. 270/1999, s.c. Prodi-bis, Law Decree No. 347/2003 enacted into Law No. -
Scandinavian Airlines Systems Annual Report 1958-59
" — j7._____z. rzvZZZZ __*- r f annual report IN MEMORIAM Annual Report # for the f iscal Year October 1, 1958 — September 30, 1959 PER KAMPMANN SAS has suffered a great loss through the death, on April 7, 1959, of Mr. Per Kampmann, Board Chairman of the Danish parent company, Det Danske Luftfartselskab A/S, DDL. Early in life, Mr. Kampmann became one of the leaders of Danish civil aviation and made important contributions to the growth of DDL. His activities in civil aviation were marked by a Jinn belief in its fu ture. and by an exceptional ability to foresee the extent and nature of conditions likely to affect the future development of the industry. Even before the second world war, Mr. Kampmann was deeply inter ested in the idea of a closer co-operation between the airlines of (he Scandinavian countries. In spite of the difficulties imposed by war conditions, Mr. Kampmann, Board Chairman of DDL since 1940, continued liis planning for the /moling of commercial aviation re sources in Scandinavia. Consequently, at the end of the war, the ground was well prepared in Denmark for the realization of these /dans. In 1946, Mr. Kampmann became the first Chairman ofthe Board of Scandinavian Airlines System. For the rest of his life, lie continued to serve SAS as one of the three Board Chairmen. Per Kampmann is one of the great names in the history of Scandinavian SCA/V0JJVAVM/V A fAUWES SESEE/M civil aviation. SAS deeply feels the loss of a prominent leader and will DENMARK - NORWAY - SWEDEN remember him with gratitude. -
Tendencje Rozwojowe Aliansów Strategicznych W Transporcie Lotniczym
Transport lotniczy Tendencje rozwojowe aliansów strategicznych w transporcie lotniczym Iwona Anna Czarnecka Alianse lotnicze są formą współpracy linii lotniczych (często konkurujących ze sobą). Uczestnictwo w aliansie to określone korzyści, ale także liczne zagrożenia. A jednak wynikający z procesów liberalizacji proces łączenia się przewoźników w alianse wykazuje tendencję rozwojową. Na przestrzeni lat zmieniają się cele i zakres aliansów. Integracja staje się głębsza i przyjmuje formę fuzji i przejęć. Obserwujemy budowę struktury kapitałowej. Widoczne jest ograniczenie konkurencji na rynku lotniczym wynikające z konsolidacji przewoźników wokół największych i najmocniejszych linii lotniczych. Wprowadzenie połączeń. Taką strategię przyjęły m.in. linie: mi innych aliansów. Teoria gier zastosowana BA, Lufthansa, KLM. Strategia przystępowa- do analizy współpracy linii lotniczych przez Kryzys finansowy, który ogarnął świat nia do aliansów, skupionych wokół najwięk- T. Busacker’a i J. P. Clark’a pokazała okolicz- w 2008 roku wpłynął także na branżę lot- szych linii lotniczych, była wybierana przez ności sprzyjające dobrej współpracy w ra- niczą. Przewoźnicy ponieśli ogromne straty. coraz większą liczbę przewoźników, zwłasz- mach aliansu: Nowe warunki funkcjonowania wymuszo- cza tych średnich i małych, dla których sta- • umowa zawarta pomiędzy członkami ne przez kryzys pokazują, że należy dokonać nowiła szansę utrzymania się na rynku. powinna mieć długotrwały charakter, co rewizji naszego podejścia do aliansów lotni- Do podejmowania współpracy -
Flight Explorer for Its Enable Airlines to Broaden Their Markets Are Served at the Right Real-Time Tracking, Reporting Analysis Capabilities to Include Key Times
A MAGAZINE FOR AIRLINE EXECUTIVES 2009 Issue No. 1 2008 Issue No. 2 Taking your airline to new heights A Clear Vision A Conversation With … Sean Durfy, Chief Executive Officer, WestJet Airlines, Page 16. Special Section Survival Guide 38 8 Japan Airlines takes steps to improve 21 Delta Air Lines/Northwest Airlines merger 44 its environmental performance impacts regional carriers Airlines have three basic options to raise capital making contact Taking your airline to new heights 2009 Issue No. 1 To suggest a topic for a possible For more information about Editor in Chief future article, change your products and services featured in this Stephani Hawkins address or add someone to the issue of Ascend, please visit our Web site at www.sabreairlinesolutions.com Managing Editor mailing list, please send an B. Scott Hunt or contact one of the following e-mail message to the Ascend Sabre Airline Solutions regional Art Direction/Design staff at [email protected]. representatives: Charles Urich Contributors Khaled Al-Eisawi, Edward Bowman, Stan Boyer, Steve Clampett, Dennis Crosby, Jeanette Frick, Greg Gilchrist, Carla Jensen, Christine Kretschmar, Gordon Locke, Craig MacFarlane, Tim Maher, Kazuya Ohta, Dave Roberts, Tim Sutton, Jeremy Sykes, Fionna Wee. Asia/Pacific Latin America David Chambers Kamal Qatato Publisher Vice President Vice President George Lynch 3 Church Street, #15-02 Samsung Hub 3150 Sabre Drive 3150 Sabre Drive Southlake, Texas 76092 Southlake, Texas 76092 Singapore 049483 SG www.sabreairlinesolutions.com Phone: +65 6511 3210 Phone: +1 682 605 5399 E-mail: [email protected] Awards Middle East and Africa Europe Maher Koubaa Alessandro Ciancimino Regional Head Vice President 77 Rue de la Boetie 2008 Awards for Publication Excellence, Via Appia Nuova 990 Paris, France 75008 International Association of Business 00178 Rome, Italy Communicators Bronze Quill and Silver Phone: +33 1 44 20 7657 Phone: +39 348 3708240 Quill, Hermes Creative Award, The E-mail: [email protected] E-mail: [email protected]. -
Strategic Airline Alliances: Advantages for Major Airlines Being Aligned
STRATEGIC AIRLINE ALLIANCES: ADVANTAGES FOR MAJOR AIRLINES BEING ALIGNED Jorge J. Villar Department of Aerospace Engineering, Universidad Politécnica de Madrid, Spain Javier Tafur Department of Industrial Engineering, Business Administration and Statistics, Universidad Politécnica de Madrid, Spain Guozhu Jia School of Economics and Management, Beijing University of Aeronautics and Astronautics (Beihang University), China Fernando Zobel 3, 3º C 16002 Cuenca Spain Telephone: (0086)13691243311, (0034)659928918 E-mail: [email protected] Abstract Some factors including the deregulation in the U.S and the liberalization in Europe of the airline industry are essential to understanding why the number of partnership agreements between airlines has increased during the last 25 years. These events, coupled with the continuous economic downturn and the 9/11 catastrophe seem to be the perfect framework for the tendency to develop airline strategic alliances. However, it has been observed that this trend was not followed during the period 2005- 2008. The purpose of this paper is to analyze if a benefit was experienced by the major airlines who became a member of the current 3 big alliances compared to the major airlines that decided not to become a member or were not admitted into the alliances during 2005-2008. The methodology of this report includes an analysis of several airlines’ performance figures. These performance figures include the revenue passenger kilometers (RPKs), the passenger load factor (PLF) and also the market share (MS). The figures will be compared between the aligned airlines and others which have similar business models. The value of this paper is to reveal whether being aligned provides advantages to major airlines under a bearish airline market in a globalized environment. -
RESUMEN DE PRENSA 31 De Octubre De 2016
RESUMEN DE PRENSA 31 de octubre de 2016 EL DIFÍCIL DESPEGUE DE BINTER 31/10/2016 La expansión norteafricana de la aerolínea canaria tarda en dar beneficios palpables El País En el siglo primero antes de nuestra era, el general romano Quinto Sertorio viajó a las tierras de Hispania como comandante militar. Plutarco, en sus Vidas Paralelas, relató el encuentro del general con dos marineros que habían viajado por las islas atlánticas. Hablaban de tierras fértiles, con clima suave y la lluvia precisa para las cosechas. “Hay una creencia firme, incluso entre los bárbaros, que aquí están los Campos Elíseos y el hogar de los benditos que cantó Homero”. Hoy, el nombre de “islas afortunadas” o Macaronesia, que usaban los clásicos, se aplica a las islas Azores, Madeira, Canarias y Cabo Verde. Justo las islas que la aerolínea canaria Binter está en proceso de conquistar, a través de una malla aérea regional con base en el archipiélago español que facturó, en en el primer semestre de 2016, alrededor de 100 millones de euros. Además, aspira a hacerse con la fachada atlántica del noroeste africano. Binter fue la marca creada por Iberia en 1988 para operar los vuelos interinsulares en Baleares y Canarias, de los que hasta entonces se encargaba Aviaco. Cuando en los años noventa la antigua compañía de bandera empezó a vender activos para su proceso de privatización, las aerolíneas regionales fueron de las primeras en abandonar el grupo. Mientras que Binter Mediterráneo pasó a manos de Air Nostrum, en 2002 Binter Canarias fue a parar a manos de un consorcio de empresarios locales cuya figura más visible era Rodolfo Núñez, exconsejero de Obras Públicas del Gobierno regional y entonces presidente de CajaCanarias (hoy parte de CaixaBank), que ya había encabezado la compañía años atrás.