DOCSLIB.ORG

Impacts of Low Cost Carriers on Singapore Teo

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Impacts of Low Cost Carriers on Singapore Teo IMPACTS OF LOW COST CARRIERS ON SINGAPORE TEO CHOON HON (B.Soc.Sci. (Hons), NUS) A THESIS SUBMITTED FOR THE DEGREE OF MASTER OF SOCIAL SCIENCES DEPARTMENT OF GEOGRAPHY NATIONAL UNIVERSITY OF SINGAPORE 2008 Impacts of Low Cost Carriers on Singapore ACKNOWLEDGEMENTS The decision to pursue this Masters degree was one that is fraught with many difficult choices to make. A lot of sacrifices were made but I am glad to have embarked on this journey and benefited from it. There were many challenges along the way but there were as many rewards too. I hoped that the experiences gained from writing this thesis will prepare me well for my “next lap in life” as I pursue a career in the education sector. I would like to express my gratitude to the following people, without whom, this thesis would not have been possible: Associate Professor K. Raguraman for your kind supervision, critical comments and proof reading. Thank you for your patience, encouragement and faith in me. It has been a great pleasure to be your student in the various modules that you have taught and as your supervisee for this thesis! My interest in transport geography grew because of your inspiration and I look forward to learning more from you in the future when I ponder over transport issues! All faculty members from the Department of Geography at NUS who have taught me before – Professors Brenda Yeo, Henry Yeung; Associate Professors Chang Tou Chuang, David Higgitt, Lu Xi Xi, Matthias Roth, Wong Poh Poh; and Dr Wang Yi-Chen. Thank you for your concerns, advice and constructive comments at one point or another during my academic sojourn in NUS! In particular, I would like to give special thanks to Associate Professor Wong Poh Poh whom I have learnt a lot from his undergraduate classes as well as his supervision for my Bachelor’s thesis. Ex-faculty members from the Department of Geography, NUS who have taught me before as well as faculty members whom I have worked with at one point or another throughout my graduate days – Associate Professor Peggy Teo; Drs Park Bae Gyoon (with Seoul National University), Paul Barter (with Lee Kuan Yew School of Public Policy) and Noorashikin Abdul Rahman. Thank you for your guidance and concern. Associate Professor Teofilo Daquila from the Southeast Asia Studies Programme and Dr Asato Saito from the Department of Japanese Studies, NUS. Both of you have been instrumental in shaping my undergraduate and graduate studies in NUS and I thank the both of you for your useful comments and suggestions when I was your student then. Associate Professor Becky Loo from the Department of Geography at the University of Hong Kong (HKU) for your constructive comments both during my undergraduate exchange at HKU as well as for this thesis. i Impacts of Low Cost Carriers on Singapore The administrative staff of the Department of Geography, NUS – Ms Wong Lai Wa, Ms Pauline Lee, Mrs Chong Mui Gek, Mr Yong Sock Ming, Mr Tow Fui and Mrs Irene Chee. Thanks for your excellent administrative support and help. My fellow current and former graduate students and friends – Songguang, Daryl, Seng Lee, Desmond, Andie, Monica, Harng Luh, Brian, November and Chih Yuan. Thanks for your support, encouragement and laughter! The Geography Honours Class of 2005/2006 for the fantastic memories! The NUS Geographical Society 37th and 38th Executive Committee for the fun, laughter and camaraderie when I was the Publicity Secretary and Publications Director respectively. All my ex-teachers, especially Ms Kalyani Kausikan for your faith and trust in me! My students from both GE2018 The Biophysical Environment of Singapore and GEK2001/SSA2202 Changing Landscapes of Singapore. I had the great pleasure of teaching all of you in my capacity as graduate tutor. All my anonymous survey respondents for taking the time to complete the survey. All my interview respondents for taking time off your busy schedule to fill me up with your expertise in the field of air transport. Special thanks to Mr. James Fong and Mr. Daniel Loo from the Civil Aviation Authority of Singapore for supplying me with useful data for my analysis. My two anonymous markers for your time in reading this thesis and giving your critical comments and insights. My parents for your unfailing love, care and concern showered upon me! ii Impacts of Low Cost Carriers on Singapore TABLE OF CONTENTS Page Acknowledgements i Table of contents iii Summary vi List of figures vii List of plates viii List of tables ix CHAPTER ONE: INTRODUCTION AND BACKGROUND 1 1.1 Preamble 1 1.2 Low cost carriers and their development 4 1.2.1 Low cost carrier development in North America 5 1.2.2 Low cost carrier development in Europe 5 1.2.3 Low cost carrier development in Far East and Southeast Asia 6 1.3 Air transport, low cost carriers and Geography: The relationship 8 1.4 Aims, objectives and significance of study 10 1.5 Outline of thesis 12 CHAPTER TWO: LITERATURE REVIEW AND STUDY FRAMEWORK 14 2.1 Introduction 14 2.2 Academic writing on low cost carriers 14 2.2.1 Research on low cost carriers – understanding their key economics and operations 14 2.2.2 Research on low cost carriers – understanding their relationship with the external environment they are operating in 15 2.2.3 Research on low cost carriers – the need to understand beyond the “western model” 16 2.3 Academic writing on air hubs, their Geography, and their relationship with low cost carriers 17 2.4 Understanding the regulation in the air transport sector and their impacts on the development of low cost carriers 20 2.5 Chapter summary 26 iii Impacts of Low Cost Carriers on Singapore CHAPTER THREE: THE DEVELOPMENT OF LOW COST CARRIERS IN ASIA 27 3.1 Introduction 27 3.2 Economic Landscape of Far East and Southeast Asia 28 3.3 Development of low cost carriers in Far East and Southeast Asia 29 3.4 Background information on the individual low cost carriers in Far East and Southeast Asia 35 3.4.1 Indonesia 35 3.4.2 Hong Kong S.A.R. 36 3.4.3 Macau S.A.R. 38 3.4.4 Malaysia 39 3.4.5 Philippines 40 3.4.6 Thailand 41 3.4.7 Singapore 43 3.4.8 Section summary 45 3.5 Background information on selected airports in the region and their relationship with the low cost carriers 46 3.5.1 Soekarno-Hatta International Airport, Jakarta, Indonesia 46 3.5.2 Hong Kong International Airport, Hong Kong S.A.R. 48 3.5.3 Macau International Airport, Macau S.A.R. 50 3.5.4 Kuala Lumpur International Airport, Malaysia 51 3.5.5 Diosdadol Macapagal International Airport, Philippines 53 3.5.6 Suvarnabhumi Airport, Bangkok, Thailand; and Don Mueang Airport, Bangkok, Thailand 54 3.5.7 Changi Airport, Singapore 56 3.5.8 Fifth freedom rights and the growth of low cost carriers 58 3.6 Chapter summary 59 CHAPTER FOUR: METHODOLOGY 61 4.1 Introduction 61 4.2 Designing a research plan and sourcing for data 62 4.3 Mapping airport networks 64 4.4 Flight frequency, schedule and volume 69 4.5 Physical examination of the airports 70 4.6 Large-scale quantitative and qualitative survey 70 4.7 In-depth interviews 72 4.8 A study framework for analysing the impacts and sustainability of the low cost carrier industry 74 4.9 Chapter summary 76 CHAPTER FIVE: FINDINGS AND ANALYSIS 77 5.1 Introduction 77 5.2 Network analysis of LCCs serving Singapore 77 5.3 Overview of the spatial networks of LCCs 78 5.3.1 Detailed analysis of the spatial networks of LCCs 83 iv Impacts of Low Cost Carriers on Singapore 5.4 Analysis of flight frequencies, volumes and schedules 89 5.5 Physical examination of the airports in the region and qualitative interviews 101 5.6 Chapter summary 110 CHAPTER SIX: EVALUATION OF BUSINESS MODEL FOR LOW COST CARRIERS ~ ANALYSIS OF THE SINGAPORE-BANGKOK SECTOR 112 6.1 Introduction 112 6.2 Background on the business models of the low cost carriers 112 6.2.1 Air Asia (Thai Air Asia) 113 6.2.2 Valuair 113 6.2.3 Tiger Airways 114 6.2.4 Jetstar Asia 114 6.3 Methodology 115 6.4 Results and analysis 116 6.4.1 Responses 116 6.4.2 Categorisations and business models 118 6.4.3 The importance of selected frills 119 6.4.4 Reality strikes: the need to operate cost-effectively 121 6.5 The most preferred business model for LCCs 123 6.6 Travel experience and business model 125 6.7 Chapter summary 129 CHAPTER SEVEN: SUMMARY AND CONCLUSION 131 7.1 Summary 131 7.2 Implications of study and future research 133 7.3 Concluding comments 136 LIST OF REFERENCES 138 APPENDIX 147 v Impacts of Low Cost Carriers on Singapore SUMMARY The Singapore government has responded quite positively to the development of low cost carriers (LCCs) in recent years by developing the airport infrastructure and adopting liberal traffic rights policies. It is anticipating a healthy growth of LCCs here; and there is an expectation that the potential benefits brought about by them will be significant. This study provides an analysis of the markets and networks of the LCCs in Singapore and the impacts they make on the local air transport landscape. This is done with comparative studies of other airports in the region, particularly those in Southeast Asia which also cater to the LCCs.
Load more

Recommended publications
  • Contents [Edit] Africa
    Low cost carriers The following is a list of low cost carriers organized by home country. A low-cost carrier or low-cost airline (also known as a no-frills, discount or budget carrier or airline) is an airline that offers generally low fares in exchange for eliminating many traditional passenger services. See the low cost carrier article for more information. Regional airlines, which may compete with low-cost airlines on some routes are listed at the article 'List of regional airlines.' Contents [hide] y 1 Africa y 2 Americas y 3 Asia y 4 Europe y 5 Middle East y 6 Oceania y 7 Defunct low-cost carriers y 8 See also y 9 References [edit] Africa Egypt South Africa y Air Arabia Egypt y Kulula.com y 1Time Kenya y Mango y Velvet Sky y Fly540 Tunisia Nigeria y Karthago Airlines y Aero Contractors Morocco y Jet4you y Air Arabia Maroc [edit] Americas Mexico y Aviacsa y Interjet y VivaAerobus y Volaris Barbados Peru y REDjet (planned) y Peruvian Airlines Brazil United States y Azul Brazilian Airlines y AirTran Airways Domestic y Gol Airlines Routes, Caribbean Routes and y WebJet Linhas Aéreas Mexico Routes (in process of being acquired by Southwest) Canada y Allegiant Air Domestic Routes and International Charter y CanJet (chartered flights y Frontier Airlines Domestic, only) Mexico, and Central America y WestJet Domestic, United Routes [1] States and Caribbean y JetBlue Airways Domestic, Routes Caribbean, and South America Routes Colombia y Southwest Airlines Domestic Routes y Aires y Spirit Airlines Domestic, y EasyFly Caribbean, Central and
    [Show full text]
  • 2020 Fall Lusitano Bulletin
    MACAU “20 Years of Progress and Development” An Online Photography Exhibition presented by Instituto Internacional Macau (IIM) President’s Message …………………………………...…….....2 2020 Calendar of Events……………….........……....…….…...3 Notice of Annual General Meeting & Elections………........4 The Portuguese Historical Museum……………….……........4 Books available from Lusitano Club…..…………………….5 Celebrating 20 Years of Macau SAR......................................11 Scholarship Recipient “Emma Casey”.....................................12 Macanese Families by Maria Roliz…………..............................14 Encontro “Macau 2019” Memories….....................................15 International Call for Macanese Cuisine Recipes …….....16 Recipes by Priscilla Canavarro…………..………………...........17 The “Gallo” by Ken Harper……...……..………………...........18 Seeking Junior Membership Help with Club Website….....20 45th Annual Luso-American Education Conference……..20 Macau Cultural Center / Word Scramble ………………...22 Portuguese Citizenship…………………..................................23 Contact for Lusitano Directors & Officers..………..........23 President’s Message Dear members and friends, We are now entering in the final stretch of this challenging year of turbulent times. We have missed seeing all of you this summer as we usually do at all our activities. We hope you all had a wonderful and decent summer with your families. We always have you as members on our minds and keeping you safe. We again have reached out to the membership to see how you and your families are doing. We hope as of this writing, all of you are still doing well. We are here to help, direct and or if you just need someone to talk to. Our children and grandchildren are now returning back to school even though most if not all will start virtually. We appreciate and thank all the teachers who are having to learn a new way to teach.
    [Show full text]
  • Executive Summary Macau Became a Special Administrative Region
    Executive Summary Macau became a Special Administrative Region (SAR) of the People's Republic of China (PRC) on December 20, 1999. Macau's status, since reverting to Chinese sovereignty, is defined in the Sino-Portuguese Joint Declaration (1987) and the Basic Law, Macau's constitution. Under the concept of “One Country, Two Systems” articulated in these documents, Macau enjoys a high degree of autonomy in economic matters, and its economic system is to remain unchanged for fifty years. The Government of Macau (GOM) maintains a transparent, non-discriminatory, and free-market economy. The GOM is committed to maintaining an investor-friendly environment. In 2002, the GOM ended a long-standing gaming monopoly, awarding two gaming concessions to consortia with U.S. interests. This opening has encouraged substantial U.S. investment in casinos and hotels, and has spurred exceptionally rapid economic growth over the last few years. Macau is today the undisputed gaming capital of the world, having surpassed Las Vegas in terms of gambling revenue in 2006. U.S. investment over the past decade is estimated to exceed US$10 billion. In addition to gaming, Macau is positioning itself to be a regional center for incentive travel, conventions, and tourism. The American business community in Macau has continued to grow. In 2007, business leaders founded the American Chamber of Commerce of Macau. 1. Openness to, and Restrictions Upon, Foreign Investment Macau became a Special Administrative Region (SAR) of the People's Republic of China (PRC) on December 20, 1999. Macau's status, since reverting to Chinese sovereignty, is defined in the Sino-Portuguese Joint Declaration (1987) and the Basic Law, Macau's constitution.
    [Show full text]
  • Annual Report 2005 Annual Report 2005 > Our Customers Our Future Our Brand Our Business Our Priority X Spirit of Australia Qantas Annual Report 2005
    Qantas Annual Report 2005 Report Annual > Our Customers Our Brand Our Priority Spirit of Australiax Our Future Our Business Qantas AnnualReport2005 Qantas Annual Report 2005 ~Corporate Directory~ REGISTERED OFFICE QANTAS SHARE REGISTRY STOCK EXCHANGE Qantas Airways Limited Level 8 Australian Stock Exchange ABN 16 009 661 901 580 George Street 20 Bridge Street Sydney NSW 2000 Sydney NSW 2000 Qantas Centre Australia Australia Level 9, Building A 203 Coward Street or DEPOSITARY FOR AMERICAN Mascot NSW 2020 Locked Bag A14 Australia Sydney South NSW 1235 DEPOSITARY RECEIPTS Australia The Bank of New York Telephone 61 2 9691 3636 ADR Division Facsimile 61 2 9691 3339 Freecall 1800 177 747 101 Barclay Street Website www.qantas.com International 61 2 8280 7390 New York NY USA Our Brand Priority Our Our Facsimile 61 2 9287 0303 Telephone 1 212 815 2218 Email [email protected] Facsimile 1 212 571 3050 Website www.qantas.com GENERAL COUNSEL & Our Customers COMPANY SECRETARY > Our Future Our Business Brett Johnson Designed and produced by Armstrong Miller+McLaren – www.amm.com.au Photography by Bob Armstrong and Mike Armstrong Qantas Annual Report 2005 ~Our Customers~ 1~ Customers are at the centre of everything we dox This year, we carried more than 32 million people to We know that different travellers have different 145 destinations in 40 countries around the world. needs, which is why we offer different experiences for the business traveller, the leisure traveller, the Our goal is to give each customer the best possible regional flyer and, with Jetstar, a whole new group travel experience, from the time they choose to of customers who are first-time flyers.
    [Show full text]
  • REPORT of the SIXTH MEETING of the SOUTH EAST ASIA SUB-REGIONAL ADS-B IMPLEMENTATION WORKING GROUP (SEA ADS-B WG/6) Singapore
    INTERNATIONAL CIVIL AVIATION ORGANIZATION ASIA AND PACIFIC OFFICE REPORT OF THE SIXTH MEETING OF THE SOUTH EAST ASIA SUB-REGIONAL ADS-B IMPLEMENTATION WORKING GROUP (SEA ADS-B WG/6) Singapore, 24 to 25 February 2011 Table of Contents HISTORY OF THE MEETING Page Introduction .......................................................................................................................................... i-1 Attendance ........................................................................................................................................... i-1 Opening of the Meeting ....................................................................................................................... i-1 Language and Documentation ............................................................................................................. i-1 SUMMARY OF DISCUSSIONS Agenda Item 1: Adoption of Agenda ...................................................................................................... 1 Agenda Item 2: Review the outcome of the ADS-B SITF/9, APANPIRG/21 on ADS-B ..................... 1 Agenda Item 3: Review Terms of Reference .......................................................................................... 3 Agenda Item 4: Updating States’ activities and mandates issued ........................................................... 4 Agenda Item 5: Review of sub-regional implementation ....................................................................... 6 - Near-term implementation plan, including operational
    [Show full text]
  • Bsc (Honours) Hospitality Business Management
    Sheffield Business School BSc (Honours) Hospitality Business Management Title Cathay Pacific Airways Limited how to build up a good relationship with the customers. Name Ha Chun Sing 91206555 Month Year April 2011 Ha Chun Sing - 91206555 - Hospitality Business Management 1 Sheffield Hallam University Sheffield Business School Title Cathay Pacific Airways Limited how to build up a good relationship with the customers. FULL NAME Ha Chun Sing 91206555 Supervisor: Miss Dorothy Tusi In partial fulfilment of the requirements for the degree of Bachelor of Science in Hospitality Business Management Month Year April 2011 Ha Chun Sing - 91206555 - Hospitality Business Management 2 Executive Summary In this research mainly focus on how to build up a good relationship with the customers. Moreover, in this research I choose Cathay Pacific Airways Limited to see how to satisfy the customers’ need and want and build up a good relationship with the customers. As we know Cathay Pacific is one of the large airways in Hong Kong. And Cathay Pacific Airways Limited had established in 1946. In Hong Kong it has around 65 year’s histories. It pass through a long time still can exist in this industry, it must have something, it was doing very well. In the past Oasis Hong Kong Airlines had used low price to satisfy the customers’ need. However, after a few years it was gone bankrupt, at that moment Cathay Pacific still can exist without low price tickets. Cathay Pacific should satisfy the customers others need and want not only low price ticket so that it can exist for 65 years.
    [Show full text]
  • Low-Cost Long-Haul Carriers: a Hypothetical Analysis of a ‘Kangaroo Route’
    Low-cost long-haul carriers: A hypothetical analysis of a ‘Kangaroo route’ Author Whyte, Randall, Lohmann, Gui Published 2015 Journal Title Case Studies on Transport Policy Version Accepted Manuscript (AM) DOI https://doi.org/10.1016/j.cstp.2015.01.003 Copyright Statement © 2015, Elsevier. Licensed under the Creative Commons Attribution-NonCommercial- NoDerivatives 4.0 International Licence, which permits unrestricted, non-commercial use, distribution and reproduction in any medium, providing that the work is properly cited. Downloaded from http://hdl.handle.net/10072/69183 Griffith Research Online https://research-repository.griffith.edu.au Low-cost long-haul carriers: a hypothetical analysis of a ‘Kangaroo route’ Abstract Given the success of short-haul, low-cost airlines in most regional markets, it was expected that low- cost airlines would next venture into long-haul markets; however, most attempts in the past decade have, like their predecessors, failed. The purpose of this paper is to demonstrate that a long-haul, low- cost operation based on a hypothetical airline that operates between Melbourne (Australia) and London (UK) can achieve a cost advantage compared to full-service airlines, but this advantage is not as great as the difference between low-cost carriers that operate in short-haul markets compared to full-service airlines (FSAs). Research to date on concept of low-cost long-haul airline operations is limited, but it does acknowledge that the cost differential between low-cost airlines and full-service airlines in short-haul regional markets is not as strong in long-haul operations. Factors such as larger and more expensive aircraft; flight-operating conditions including fuel burn; congestion around busy airports; crew costs; airport charges at main airports; and marketing issues such as branding, advertising and distribution all combine as deterrents for low-cost carriers to enter long-haul markets.
    [Show full text]
  • Legislative Council of the Hong Kong Special Administrative Region
    Legislative Council of the Hong Kong Special Administrative Region Finance Committee Report on the examination of the Estimates of Expenditure 2019-2020 July 2019 Finance Committee Report on the examination of the Estimates of Expenditure 2019-2020 July 2019 CONTENTS Chapter Page I Introduction 1 – 2 II Civil Service 3 – 10 III Administration of Justice and Legal Services 11 – 23 IV Central Administration and Other Services 24 – 37 V Financial Services 38 – 47 VI Public Finance 48 – 54 VII Constitutional and Mainland Affairs 55 – 63 VIII Environment 64 – 78 IX Housing 79 – 91 X Transport 92 – 105 XI Home Affairs 106 – 116 XII Commerce, Industry and Tourism 117 – 136 XIII Communications and Creative Industries 137 – 145 XIV Food Safety and Environmental Hygiene 146 – 159 XV Health 160 – 170 XVI Innovation and Technology 171 – 186 XVII Planning and Lands 187 – 205 XVIII Works 206 – 215 XIX Education 216 – 231 XX Security 232 – 246 XXI Welfare and Women 247 – 264 XXII Labour 265 – 276 Appendix Page I Programme of the special meetings of the Finance A1 – A3 Committee II Summary of written and supplementary questions B1 – B3 and requests for additional information III Attendance of members and public officers at the C1 – C37 special meetings of the Finance Committee IV Speaking notes of Directors of Bureaux, Secretary D1 – D98 for Justice, and Judiciary Administrator Chapter I : Introduction 1.1 At the Legislative Council meeting of 27 February 2019, the Financial Secretary of the Hong Kong Special Administrative Region Government introduced the Appropriation Bill 2019. Following the adjournment of the Bill at Second Reading and in accordance with Rule 71(11) of the Rules of Procedure, the President of the Legislative Council referred the Estimates of Expenditure to the Finance Committee for detailed examination before the Bill was further proceeded with in the Council.
    [Show full text]
  • Attachment F – Participants in the Agreement
    Revenue Accounting Manual B16 ATTACHMENT F – PARTICIPANTS IN THE AGREEMENT 1. TABULATION OF PARTICIPANTS 0B 475 BLUE AIR AIRLINE MANAGEMENT SOLUTIONS S.R.L. 1A A79 AMADEUS IT GROUP SA 1B A76 SABRE ASIA PACIFIC PTE. LTD. 1G A73 Travelport International Operations Limited 1S A01 SABRE INC. 2D 54 EASTERN AIRLINES, LLC 2I 156 STAR UP S.A. 2I 681 21 AIR LLC 2J 226 AIR BURKINA 2K 547 AEROLINEAS GALAPAGOS S.A. AEROGAL 2T 212 TIMBIS AIR SERVICES 2V 554 AMTRAK 3B 383 Transportes Interilhas de Cabo Verde, Sociedade Unipessoal, SA 3E 122 MULTI-AERO, INC. DBA AIR CHOICE ONE 3J 535 Jubba Airways Limited 3K 375 JETSTAR ASIA AIRWAYS PTE LTD 3L 049 AIR ARABIA ABDU DHABI 3M 449 SILVER AIRWAYS CORP. 3S 875 CAIRE DBA AIR ANTILLES EXPRESS 3U 876 SICHUAN AIRLINES CO. LTD. 3V 756 TNT AIRWAYS S.A. 3X 435 PREMIER TRANS AIRE INC. 4B 184 BOUTIQUE AIR, INC. 4C 035 AEROVIAS DE INTEGRACION REGIONAL 4L 174 LINEAS AEREAS SURAMERICANAS S.A. 4M 469 LAN ARGENTINA S.A. 4N 287 AIR NORTH CHARTER AND TRAINING LTD. 4O 837 ABC AEROLINEAS S.A. DE C.V. 4S 644 SOLAR CARGO, C.A. 4U 051 GERMANWINGS GMBH 4X 805 MERCURY AIR CARGO, INC. 4Z 749 SA AIRLINK 5C 700 C.A.L. CARGO AIRLINES LTD. 5J 203 CEBU PACIFIC AIR 5N 316 JOINT-STOCK COMPANY NORDAVIA - REGIONAL AIRLINES 5O 558 ASL AIRLINES FRANCE 5T 518 CANADIAN NORTH INC. 5U 911 TRANSPORTES AEREOS GUATEMALTECOS S.A. 5X 406 UPS 5Y 369 ATLAS AIR, INC. 50 Standard Agreement For SIS Participation – B16 5Z 225 CEMAIR (PTY) LTD.
    [Show full text]
  • Star Rating Airline Country
    STAR RATING AIRLINE COUNTRY *** Adria Airways Slovenia *** Aegean Airlines Greece **** Aer Lingus Ireland **** Aeroflot Russian Airlines Russia *** Aerolineas Argentinas Argentina *** Aeromexico Mexico NR Afriqiyah Airways Libya *** Air Algerie Algeria *** Air Arabia UAE *** AirAsia Malaysia *** AirAsiaX Malaysia **** Air Astana Kazakhstan *** Air Austral Réunion *** Air Bagan Myanmar *** Air Baltic Latvia *** Air Berlin Germany *** Aircalin New Caledonia **** Air Canada Canada *** Air Caraibes French Caribbean *** Air China China **** Air Dolomiti Italy *** Air Europa Spain **** Air France France *** Air India India ** Air Italy Italy * Air Koryo North Korea *** Air Macau Macau *** Air Malta Malta **** Air Mauritius Mauritius *** Air Namibia Namibia **** Air New Zealand New Zealand *** Air Niugini Papua New Guinea *** Air Nostrum Spain *** Air Serbia Serbia **** Air Seychelles Seychelles *** Air Tahiti Nui Tahiti *** Air Transat Canada *** Alaska Airlines USA *** Alitalia Italy ***** ANA All Nippon Airways Japan *** Allegiant Air USA *** American Airlines USA *** Arik Air Nigeria *** Arkefly Netherlands ***** Asiana Airlines South Korea **** Austrian Airlines Austria *** Avianca Colombia **** Azerbaijan Airlines Azerbaijan NR Azul Brazilian Airlines Brazil ** Bahamasair Bahamas **** Bangkok Airways Thailand ** Biman Bangladesh Bangladesh **** British Airways UK *** Brussels Airlines Belgium ** Bulgaria Air Bulgaria ***** Cathay Pacific Airways Hong Kong *** Caribbean Airlines Trinidad & Tobago *** Cebu Pacific Philippines NR Chengdu Airlines
    [Show full text]
  • Airline Name & Code Tên & Mã Các Hãng Hàng Không
    HANLOG LOGISTICS TRADING CO.,LTD No. 4B, Lane 49, Group 21, Tran Cung Street Nghia Tan Ward, Cau Giay Dist, Hanoi, Vietnam Tel: +84 24 2244 6555 Hotline: + 84 913 004 899 Email: [email protected] Website: www.hanlog.vn AIRLINE NAME & CODE TÊN & MÃ CÁC HÃNG HÀNG KHÔNG SCAC CODE Tên hãng hàng không/ Airline Name SU AEROFLOT RUSSIAN AIRLINES AM AEROMEXICO VV AEROSVIT AIRLINES LD AHK AIR HONG KONG AK AIR ASIA D7 AIR ASIA X BX AIR BUSAN SB AIR CALEDONIE INTERNATIONAL AC AIR CANADA CA AIR CHINA INTERNATIONAL CORPORATION AF AIR FRANCE KJ AIR INCHEON AI AIR INDIA NQ AIR JAPAN NX AIR MACAU COMPANY LIMITED NZ AIR NEW ZEALAND EL AIR NIPPON CO.,LTD. PX AIR NIUGINI FJ AIR PACIFIC LIMITED AD AIR PARADISE TN AIR TAHITI NUI JW AIRASIA JAPAN CO.,LTD. RU AIRBRIDGE CARGO AIRLINES LLC AZ ALITALIA NH ALL NIPPON AIRWAYS CO.,LTD. HP AMERICA WEST AIRLINES AA AMERICAN AIRLINES,INC. 9N ANA & JP EXPRESS 8G ANGEL AIR AN ANSETT AUSTRALIA OZ ASIANA AIRLINES INC. 5Y ATLAS AIR INC. AO AUSTRALIAN AIRLINES OS AUSTRIAN AIRLINES AG PG BANGKOK AIRWAYS CO.,LTD. BG BIMAN BANGLADESH AIRLINES BA BRITISH AIRWAYS P.L.C. 8B BUSINESS AIR K6 CAMBODIA ANGKOR AIR 2G CARGOITALIA CV CARGOLUX AIRLINES INT'L S.A. C8 CARGOLUX ITALIA S.P.A. CX CATHAY PACIFIC AIRWAYS 5J CEBU PACIFIC AIR CI CHINA AIRLINES CK CHINA CARGO AIRLINES LTD. MU CHINA EASTERN AIRLINES WH CHINA NORTHWEST AIRLINES 8Y CHINA POSTAL AIRLINES LTD. CZ CHINA SOUTHERN AIRLINES SZ CHINA SOUTHWEST AIRLINES. CO CONTINENTAL AIRLINES,INC.
    [Show full text]
  • Annual Report
    Taking Flight. 24/7. Annual Report 2007/2008 We aim to be the fi rst-choice provider of airline ground services and infl ight solutions by leveraging on our capability to exceed users’ expectations. 1 Key Figures 2 Excellence. 24/7. 4 One with You. 24/7. 6 Connected. 24/7. 10 Strong Financials. 24/7. 12 Chairman’s Statement 18 Board of Directors 22 Key Management 24 Statistical Highlights 25 Subsidiaries & Overseas Investments 26 SATS at a Glance 28 Signifi cant Events 29 Financial Calendar 30 Singapore Operations Review 32 – Ground Handling 36 – Infl ight Catering 40 Overseas Operations Review 41 – Ground Handling 44 – Infl ight Catering 48 Financial Review FY2007-08 57 Corporate Governance 72 Internal Controls Statement 76 Investor Relations 77 Financials 143 Notice of Annual General Meeting 147 Proxy Form IBC Corporate Information Key Figures (for the last fi ve fi nancial years) 2003-04 2005-06 TODAY Revenue Revenue Revenue $868.7m $932.0m $958.0m PATMI PATMI PATMI $188.2m $188.6m $194.9m Total assets Total assets Total assets $1,559m $1,718m $1,850m Ordinary dividend per share Ordinary dividend per share Ordinary dividend per share 8.0¢ 10.0¢ 14.0¢ Presence in Presence in Presence in 14 airports 23 airports 40 airports 07 countries 10 countries 09 countries Number of joint ventures Number of joint ventures Number of joint ventures 12 15 18 1 SATS Annual Report 2007/2008 Key Figures Excellence. 24/7. Well poised to grow beyond Singapore SATS’ pole position as the leading provider of integrated ground handling and infl ight catering services at Singapore Changi Airport, as well as our proven track record of 60 years, have propelled us to make a successful transformation from a pure Singapore play to a formidable force in Asia.
    [Show full text]