yearbook 07

Transcript

yearbook 07

yearbook 07
ASSOCIATION
Adria Airways
Aer Lingus
Air France
Air Malta
Air One
Alitalia
Austrian
bmi
British Airways
Brussels Airlines
Cargolux
Croatia Airlines
CSA
Cyprus Airways
Finnair
Iberia
Icelandair
Jat Airways
KLM
LOT
Lufthansa
Luxair
Malev
Olympic Airlines
SAS Scandinavian Airlines
Spanair
SWISS
TAP Portugal
TAROM
Turkish Airlines
Virgin Atlantic Airways
OF
EUROPEAN
AIRLINES
AEA
Fast Facts
A S S O C I AT I O N O F E U R O P E A N A I R L I N E S
Member Airlines . . . . . . . . . . . . . . . . . 31
Billion € turnover . . . . . . . . . . . . . . . . 75
Million passengers carried. . . . . . . . 343
Million tonnes of cargo carried . . . . . . 6
Destinations served . . . . . . . . . . . . . 605
Countries served . . . . . . . . . . . . . . . 161
Flights every day . . . . . . . . . . . . . 11,030
Aircraft in fleet . . . . . . . . . . . . . . . . 2,540
Employees . . . . . . . . . . . . . . . . . 375,000
Disclaimer
Any views or opinions presented in this Yearbook are solely those of the
Association of European Airlines and do not necessarily represent those of
individual member airlines.
© Association of European Airlines, June 2007
Table
of Contents
Adria Airways
Aer Lingus
Air France
Air Malta
Air One
Alitalia
Austrian
bmi
British Airways
Brussels Airlines
Cargolux
Croatia Airlines
CSA
Cyprus Airways
Finnair
Iberia
3 Chairman’s Welcome
5 Operations & Economics
2006 at a Glance
The Global Economic Environment
Traffic and Capacity
Operating Results
Developments in the ‘No-Frills’ Sector
15 The Enviro.aero Initiative
17 Issues
Emissions Containment - and Emissions Trading
Icelandair
EU-US - Agreement at last?
Jat Airways
The Airline-Airport Relationship
KLM
Security in an Insecure World
LOT
Lufthansa
Luxair
Malev
Olympic Airlines
Spanair
SWISS
TAP Portugal
TAROM
Turkish Airlines
Progress Towards the Single Sky
Cargo - A Crucial Part of the Business
27 Spotlight on AEA
About AEA
Airline profiles
Key Statistics
64 Glossary
TA B L E O F C O N T E N T S - A S S O C I AT I O N O F E U R O P E A N A I R L I N E S
1
Chairman’s
Welcome
FERNANDO CONTE | AEA CHAIRMAN 2007
Dear reader of the AEA Yearbook,
In inviting you to browse this latest
edition of the AEA Yearbook, I invite
you also to reflect on the way it is
structured. In the first section, you will
read that demand for our product has
grown faster than supply, we have also
halted the decline in unit revenues, and
consequently we can report the best
consolidated financial result for many
years.
In the second section, however, it is
clear that all the challenges identified
three years ago in the AEA Action Plan
remain. The Environment – External
Aviation Relations – Airports – Air Traffic Control – Safety and Security; all
these issues have come a long way
since 2004, when the Action Plan was
launched, yet all remain as challenging
as ever.
Of these, the greatest challenge is
posed by the way environmental concerns will shape the industry’s future.
Moves are in train to incorporate aviation into the EU Emissions Trading
Scheme, something which has the
potential, at best, to allow the industry
to manage its growth in an emissionseffective way, but at worst to wipe out
the bulk of the industry’s profits, and
consequently the ability to invest in
new and greener technologies.
At the same time, civil aviation is continually targeted with ill-informed and
increasingly extreme criticism of its
environmental performance. Regular
readers of the Yearbook over the last
ten years will be aware of how seriously the industry takes its responsibilities,
yet we are very often characterised as
being ‘in denial’. Nothing could be further from the truth. I’m very pleased to
welcome a new industry initiative, manifested in the website www.enviro.aero,
which is aimed at setting the record
straight by providing a wealth of facts,
viewpoints and case studies illustrating
the true scale of the industry’s contribution to climate change, and what it is
doing about it.
On many of the other important industry issues we are also facing a tipping point. The Single European Sky
remains a paper project, albeit a very
well documented one, but the need to
begin realising its environmental benefits makes it imperative that words
are turned into actions without further
delay. Similarly, long-overdue legislation concerning the airline-airport relationship has travelled a long way down
the drafting process, but good, robust
regulatory texts need to be finalised
– and implemented.
The EU-US agreement has been
signed, and we shall shortly begin to
see airlines taking advantage of the
new market opportunities that it offers. However it did not go as far as
European airlines might have wished,
and Stage 2 of the agreement is not
only legislated for, but deadlines are
in place and we must already begin to
prepare its content.
These and other topics are dealt with in
depth in this AEA Yearbook. The extent
to which we resolve today’s challenges
will shape the future of our industry.
I hope that you, dear readers, will follow
these narratives with interest through
this and future issues of the Yearbook.
Fernando Conte
Chairman and CEO
Iberia
AEA Chairman 2007
C H A I R M A N ’ S W E L C O M E - A S S O C I AT I O N O F E U R O P E A N A I R L I N E S
3
At the heart of today’s travel industry
Airlines
We can help you get the best
out of your most important
asset ...
... your airline’s schedules
OAG is a global flight information and data solutions company for the passenger aviation, air cargo
logistics and business travel markets. It brings together buyers and sellers of air travel and transport
through the management and distribution of airline product information, the supply of corporate travel
planning tools and the promotion of travel and transport products.
Data Collection, Verification & Distribution
Promotion
Schedules for 1,000 airlines fed into 30 distribution
systems.
Promote your airline connections to business
travellers and travel arrangers worldwide.
Rely on OAG to ensure your schedules obtain full
visibility across multiple channels.
Advertise your new route or brand to potential
high-yield customers. Internet, downloadable and
print timetables, customised to suit your requirements.
Market Intelligence
Passenger Communication
Access the entire OAG database via your desktop.
Combine with Aircraft Fleet, Financial & Traffic data
from BACK Aviation.
One-to-one customer communication tools.
Web based analysis tools enable you to
manipulate volumes of data and produce detailed,
quality reports and graphs. Customised data
extracts to power your internal systems.
Manage schedule changes and flight disruption via
e-mail and SMS messaging. Provide your
passengers with SMS flight status alerts with the
ability to integrate into your booking platform.
For further information contact Nick Salter at [email protected] or find out more
at www.oagdata.com
Operations &
Economics
Adria Airways
Aer Lingus
Air France
Air Malta
Air One
Alitalia
Austrian
bmi
6 2006 at a Glance
7 The Global Economic Environment
8 Traffic and Capacity
10 Operating Results
12 Developments in the ‘No-Frills’ Sector
British Airways
Brussels Airlines
Cargolux
Croatia Airlines
CSA
Cyprus Airways
Finnair
Iberia
I
l
d i
O P E R AT I O N S & E C O N O M I C S - A S S O C I AT I O N O F E U R O P E A N A I R L I N E S
5
2006 at a glance
Ê Traffic continues to grow
Passenger traffic for the most part followed established trends, with good
growth in Europe and much lower increases on the North Atlantic.
The Far Eastern market, booming for
so long, experienced a clear slowdown
of growth towards the end of 2006.
Traffic
RPK%
20
Cross-border Europe
North Atlantic
Domestic
15
Far East
10
5
0
-5
-10
2000
-15
2001
2002
2003
2004
2005
2006
Source: AEA
AEA Passenger Load Factors Moving 12-month average
Ê Load factors – is this the alltime high?
%
85
Passenger load factors improved for
the third consecutive year, to 76.5%, a
level unimaginable when the 70% barrier was reached ten years previously.
2007 has begun with still further improvement, but not sustained into early
Summer. Has the limit finally been
reached?
Long Haul
75
65
55
Ê Profitability – still inadequate,
but starting to build
AEA airlines collectively recorded an
operating surplus of € 2.6 billion, continuing the steady upward progression
of the previous two years.
Nevertheless, an operating margin of
just 3.5% is less than half what the industry needs to be genuinely sustainable.
Short/Medium Haul
94
95
96
97
98
99
00
01
02
03
04
05
06
07
Source: AEA
Profitability
Operating margins %
10
target
8
6
4
2
0
-2
-4
6
2000
2001
2002
2003
2004
2005
2006
Source: AEA
The Global Economic Environment
World economies grew strongly in
2006, with all regions performing well.
The overall figure was a plus 5.1%, a
magnitude comparable to the two previous years. The increase was underpinned by exceptionally strong growth
in the emerging and developing markets; China, India and Russia registered growth of 10%, 8.3% and 6.5%
respectively.
Much lower, but nonetheless strong,
growth rates were recorded in the EU
and the US, as well as in Japan. The
US economy had an uneven ride, starting and finishing the year on a high but
with a deceleration in the middle two
quarters, to post an annual figure of
3.4%.
For the EU, the 2006 growth of 2.8%
was the highest this century and 1.0
points higher than in 2005. The improvement was largely thanks to robust performance in the three largest
economies, with plus 2.7% in both
Germany and the UK and +2.2% in
France. The German figure in particular was a spectacular increase over the
0.9% recorded in the previous year.
World Economic GDP Growth (constant prices, % change)
2000
2001
2002
2003
2004
2005
2006
2007
World
4.9 %
2.6 %
3.1 %
4.1 %
5.3 %
4.9 %
5.1 %
4.9 %
EU
3.9 %
2.0 %
1.3 %
1.4 %
2.4 %
1.8 %
2.8 %
2.4 %
USA
3.7 %
0.8 %
1.6 %
2.5 %
3.9 %
3.2 %
3.4 %
2.9 %
Japan
2.9 %
0.4 %
0.1 %
1.8 %
2.3 %
2.6 %
2.7 %
2.1 %
Source: IMF
The Euro remains strong against the
Dollar, having ended 2006 11% up
compared to a year earlier, and having appreciated further in early 2007.
In terms of currency in circulation,
the Euro overtook the Dollar during
the course of 2006. The strength of
the Euro has negative implications for
trade, given that the European economy is predominantly export-led, although no detrimental effect is evident
so far. OECD, however, has warned
that complacency in the current favourable climate should be avoided, and in
particular the Maastricht convergence
criteria should be more rigorously observed to maintain the stability of the
monetary union.
Looking ahead, the consensus view
is that 2007 will see the peak of the
current economic cycle, and worldwide growth will soften somewhat. The
process should be a controlled one,
the greatest threats being inflationary
pressures and unresolved global imbalances, such as the large and growing US deficit. Led by China and India,
the global economy should still grow at
close to 5%.
In Europe, business confidence remains high. With most countries foreseen to maintain growth rates close to
2006 levels, GDP could increase by
2.4% in both 2007 and 2008.
EU27 Economic Growth 2005 - 2006
2005
2006
10
8
6
4
2
0
rm
any
U
Fra K
nce
Ital
Sp y
Ne
the ain
rla
Be nds
lg
Sw ium
ed
Po en
la
Au nd
De stria
nm
a
Gre rk
ece
Irel
a
Fin nd
l
Po and
Cz rtug
ech
al
R
Ro ep.
m
Hu ania
ng
ar
S
Lux lova y
em kia
bo
Slo urg
v
Lith enia
uan
ia
Bu
lga
ria
Lat
C y vi a
p
Es rus
ton
ia
Ma
lta
A variety of indicators pointed to a
broad-based economic recovery in
Europe. Investment levels continued to
strengthen, while private consumption,
depressed in recent years, showed a
significant increase in 2006. Employment levels were higher and interest
rates remained low, while high oil prices
failed to make an impression on overall
inflation, which remained at 2.3%.
GDP%
12
Ge
Generally high levels of growth were
posted by the economies of Eastern
Europe, continuing along an economic
catch-up trajectory. Latvia and Estonia
enjoyed double-digit growth while Bulgaria and Romania recorded strong increases in advance of their accession
to the EU. An increase of almost 6%
saw Poland move above Austria as the
EU’s 9th largest economy.
Source: Eurostat
O P E R AT I O N S & E C O N O M I C S
7
Traffic and Capacity
For a year in which no significant external events affected traffic, this was
a historically low figure. However, this
was at least partly a result of capacity restraint on the part of the airlines,
who added just 4.5% to seat-kms during the year, following a 4.6% increase
in 2005. Consequently, load factors
again reached record levels.
Individual regions displayed differentiated but consistent trends. The North
Atlantic was the weakest of the major
flows with just 0.7% of traffic increase.
The strongest was Far East/Australasia
which recorded a plus 9.8%, although
growth was weakening throughout the
second half of the year before levelling-out at about 5%.
Traffic on the South Atlantic is in an
extended boom period which can be
traced back to late 2003. The 2006
growth figure was 12.8%, fuelled by
strong economic performance in the
region, while the AEA airlines’ traffic will
have been boosted by the suspension
of service by Brazilian national carrier
Varig, which formerly had a substantial
share in the large Brazil-Europe market.
AEA passenger traffic growth rates (12-month moving average)
RPK%
25
Far East
Cross-Border Europe
North Atlantic
20
15
10
5
0
200
5
200 -01
5
200 -02
5
200 -03
5
200 -04
5
200 -05
5
200 -06
5
200 -07
5-0
200 8
5
200 -09
5
200 -10
5
200 -11
5
200 -12
6
200 -01
6
200 -02
6
200 -03
6
200 -04
6
200 -05
6
200 -06
6
200 -07
6
200 -08
6
200 -09
6-1
200 0
6
200 -11
6
200 -12
7
200 -01
7
200 -02
7
200 -03
7-0
4
AEA members boarded 343.4 million
passengers in 2006, an increase of
14.4 million over the previous year’s
total. In passenger-kilometre terms,
this represented an annual growth of
5.4%.
12 Months to
Middle Eastern traffic grew 6.9% having
suffered in mid-year from the closure
of Lebanese airports during the conflict
period. By year-end, however, strong
growth had returned and double-digit
increases have carried through into
2007.
Source: AEA
than economy in Europe, this was not
the case on the North Atlantic, where
the high yield segment increased 4.9%
against a 0.2% decrease in economy
travel – following a similar disparity in
2005.
Ê Strong growth in Europe
At the global level, the AEA passenger
growth occurred mainly in the economy
cabin, with a 4.6% increase compared
with +2.1% in first and business. Premium traffic accounted for 9.6% of the
total, compared with 16% as recently
as 2001.
While premium traffic grew more slowly
Within Europe, the cross-border market remained buoyant with a plus
7.1% in passenger-km and plus 6.1%
in passenger boardings. Several major country origin/destination markets
exceeded this figure, Germany with
7.5%, Spain 7.3% and Italy 6.9%. An
exception was the UK with just a 0.6%
increase, while France was slightly below average at 4.0%
AEA’s major long-haul markets arriving and departing passengers
2006
2005
%
United States
23,015,887
22,864,927
+ 0.7
India
3,657,061
2,758,597
+ 32.6
Japan
3,326,773
3,227,680
+ 3.1
Canada
3,219,220
3,217,097
+ 0.1
China
3,152,675
2,852,517
+ 10.5
Brazil
2,792,735
2,281,971
+ 22.4
South Africa
2,250,262
2,132,656
+ 5.5
Source: AEA
8
Of the countries represented by AEA
member airlines, strongest growth
– 17.1% – was in traffic to/from Romania, followed by Slovenia, Serbia and
Turkey, all in double digits. Just below
this level, between 9%-10%, were the
sizable markets of Switzerland, Denmark and Austria.
AEA members’ traffic to/from Russia
increased by 14.1% to 3.75 million
passengers.
AEA members boarded 343.4 million passengers in 2006,
an increase of 14.4 million over the previous year’s total.
Ê India leads the Asian boom
While AEA members’ India and China
traffic had grown in 2005 at near-identical rates of over 20%, in 2006 India accelerated still further, to a remarkable
plus 32.6%, while the growth in traffic
to/from China moderated to 10.5%.
A consequence was that India, with
3.66m passengers, overtook Japan
(3.33m), Canada (3.22m) and China
(3.15m) to become AEA’s second-largest long-haul market, after the USA.
Ê Still higher load factors
The Middle East and the North Atlantic were the only AEA route groups to
experience a downturn in load factors
in 2006. Overall, occupancy increased
by 0.6pt to 76.5% with all long-haul regions except Africa recording 80% or
better.
On European cross-border services,
load factor improved strongly to 69.3%,
and further improvement in early 2007
holds out the possibility of an eventual
70% outcome, which would have been
unthinkable even a few years ago – indeed, the 65% barrier was breached
for the first time as recently as 2004.
Ê Outlook for 2007
on short-haul and 5% on long-haul,
amounting to an overall growth of
about 5.5%.
In the first four months of 2007, load
factors continued to improve over previous year, albeit marginally. This, too
was a trend which was weakening into
April and May, and it remains to be
seen whether an improvement can be
sustained through the Summer.
The growth patterns established in
2006 have continued into the early
months of 2007 although some signs
of weakening have appeared in late
April and May. These may translate
into a realignment of the trend lines
but for the time being the outlook is for
an increase by year-end of about 8%
Sweden
+8.1%
Finland
+9.3%
Norway
+7.3%
Iceland
+8.8%
Denmark
+9.3
Ireland
+7.6%
UK
+0.6%
AEA intra-european passengers
Traffic growth, 2006 over 2005
Source: AEA
France
+4.0%
Netherlands
Poland
+5.4%
+6.4%
Belgium Germany
+5.3%
+7.5
Luxembourg
Czech Rep.
+2.6%
+0.5%
Switzerland
+9.9%
Italy
Portugal
+4.2%
+6.9%
Spain
Austria
+9.1%
Slovenia
+16.3%
Croatia
+1.9%
+7.3%
Hungary
+6.8%
Romania
+17.1%
Serbia
+12.8%
Turkey
Greece
+4.4%
Malta
+7.9%
+11.8%
Cyprus
-1.4%
9
Operating Results
AEA’s consolidated operating results
will henceforward be reported somewhat differently, in that figures will be
presented in Euros rather than in US
dollars. Additionally, results will be
shown before interest, to bring reporting into line with industry standards
and conventions.
Consequently, a reliable timeline can
only be established back to 2000, and
the intervening results look somewhat
different to those which have been displayed in previous Yearbooks. Most
notably, the operating losses – after
interest – which were reported in 2000
and 2002 are now recorded as small
profits. 2001 and 2003 remain as unprofitable years.
The 8% margin was achieved – just
– in the third quarter of the year, always
the most profitable period for the AEA
airlines. The early Summer produced
a 5.7% margin but the overall figures
were depressed by the marginallyprofitable fourth quarter (+2.6%) and
the perennially unprofitable Jan-Mar
period (-3.4%).
Operating Margin by Quarter,
2005 and 2006
%
bn
On the cost side, the main driver was
the continuing high cost of fuel, which
effectively showed a 20.6% increase in
2006, following a 37.1% rise in 2005.
Consequently, fuel has risen from
about 15% of AEA members’ total operating cost to 22.5% in just two years.
Fuel & Oil cost
per consumed gallon
2005
10
2006
2.0
8
6
1.5
4
1.0
2
AEA Airlines’ Operating Profits,
2000-2007
a slight decrease was recorded in Europe, -1.1% cross-border and -0.7% if
domestic is included.
0
0.5
-2
3.0
0.0
-4
2.5
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Q1
Q2
Q3
Q4
Source: AEA
2004
2005
2006
Source: AEA
2.0
1.5
Two out of the three components of
profitability – yield, unit cost and load
factor – showed a favourable development vis-à-vis 2005. Passenger yields
rose 3.5% from 9.0 to 9.3 € -cents
per passenger-km, while unit cost increased just 1.6%.
1.0
0.5
0.0
-0.5
-1.0
200
6
200
5
200
4
200
3
200
2
200
1
-2.0
200
0
-1.5
Source: AEA
Provisional figures show that 2006 was
by a substantial margin the most successful year of the decade, with an operating surplus of € 2.6 billion, up from
€ 1.7bn in 2005. Notwithstanding the
improvement, this represented an operating margin of just 3.5%, still below
the levels of 1998-9 and far from the
notional 8% target which would represent a genuinely sustainable industry
figure.
10
The yield improvement was generated
mainly on the North Atlantic, where
the average revenue per kilometre increased 11%. Influencing this figure
was the 5% growth in transatlantic
premium-cabin traffic, compared with
a very slight decrease in economyclass passengers. Although very much
a niche, part of this increase will have
been realised by full business-class
services flown by specialist operators
on behalf of AEA airlines; three member airlines are currently offering five
daily roundtrips in this segment.
Elsewhere, yields on Far East routes
improved slightly, by just over 2%, but
Another area of cost inflation between
2005 and 2006 was airport charges,
which rose 6.2% on a per-passenger
basis. This was partly compensated
by a slight decrease in the other main
infrastructure cost component, enroute navigation charges. The major
positive contributor to cost control in
recent years, distribution cost, continued to move in a favourable direction,
with a 6.0% decrease per tonne-km,
following a -14.8% in 2005. Clearly, the
economies inherent in internet selling
continue to be realised.
AEA’s outlook for 2007 is for a further
improvement in operating surplus, to
slightly better than € 3bn. This projection is very sensitive to a number of
factors, which include a slight softening in demand and the prospect that
load factors – which in recent years
have mitigated the damage from the
fuel price explosion – may finally have
reached their ceiling.
Body
to body.
AEA AIRLINES IN 2006
W W W. A E A . B E
11
Developments in the ‘No-Frills’ Sector
The no-frills business model continues
to proliferate across the intra-European
market. The number of airlines tracked
by AEA now numbers 18, and this
group increased their production – in
terms of peak weekly seats – by 27.3%
between Summer 2006 and 2007.
More than five points of increase were
accounted for by the consolidation under the TUIfly.com banner of HapagLloyd’s charter-type services and
city-express services. This creates the
third-largest entity within this group,
however the sector continues to be
dominated by Ryanair (+22.6%) and
EasyJet (+12.9%), which together account for almost half the no-frills total.
“No-Frills” (in seats per week (m))
Aerlingus.com
Easyjet
Ryanair
5
Others
4
(15)
3
Ê Long-Haul No-Frills?
(17)
2
A constant source of speculation in
and around the industry is the prospect of the no-frills product migrating
to long-haul routes. Any two industry
analysts are likely to have opposing
views on the matter.
The two largest Central/East European
carriers, Wizzair and SkyEurope, have
both developed route systems based
on multiple bases in different countries
in the area, in an attempt to derive critical mass in a fragmented marketplace.
The network carriers of the region, still
essentially state-owned and with a
strong national identity, would have
much more difficulty in implementing
such a strategy.
Ê Ancillary revenue – making all
the difference
The established no-frills carriers have
long been aware of the potential for leveraging their traffic volumes to produce
revenues over and above the income
from ticket sales. For some, these ancil-
12
(11)
1
7
200
6
200
5
200
4
200
3
0
200
Much of the new capacity coming on
stream is focused in two market segments: leisure travel to Mediterranean
destinations, and Eastern Europe –
particularly serving destinations where
large expatriate populations have congregated following EU enlargement.
National and European legislative initiatives have in 2007 ended the practice
of quoting, on billboards and websites,
basic fares exclusive of add-on fees.
The era of the € 0.01 fare has ended.
(15)
(12)
As a group, these airlines accounted
for 25.7% of intra-European seat capacity. This compares with a figure for
AEA member airlines of 54.3%.
Ryanair in early 2007 have concluded
a major new agreement with a global
hotel agency, and deals to place advertisements on seat-backs and overhead
lockers. It remains to be seen whether
the long-heralded introduction of in-flight
gambling will materialise this year.
Source: OAG-Max/websites
lary revenues have become an increasingly important part of their business.
Ryanair’s ancillary revenues in their
2006-7 financial year increased by
40% to € 362 million, or 16% of their
total revenue. Their passenger count of
40 million represents a great ‘captive
audience’ for merchandising, but so
does their website with approximately
15 million unique users per month.
For EasyJet, the figures are only slightly less impressive. In the first half of
their 2007 financial year, it reached £ 77
million, a 32% increase and 11% of the
total. EasyJet identify five categories of
ancillary revenue sources:
In-flight
Card fees
Change/Rescue/Speedy Boarding
Excess Baggage/Sporting Goods
Partner
Recent developments include the
launch, in October 2006, of a daily
Hong Kong – London LGW service by
Oasis Hong Kong airlines, with one-way
prices starting at £75, and a proposal
from the CEO of Ryanair to form a new
airline, equipped with Boeing 787s, to
fly transatlantic routes. Zoom Airlines,
a Canadian carrier, is serving several
Canada-UK markets and a UK subsidiary has plans to launch a London
LGW – New York JFK service in June
2007, with a lead-in price of £129.
Contrary to popular perception, longhaul low fare is not new. From the
1950s through to the early 1970s,
Loftleidir Icelandic Airlines operated
Luxembourg – New York services with
an intermediate stop in Iceland, using
propeller-driven aircraft, uniquely offering fares lower than the IATA levels.
In the late 1970s, Laker Airways introduced its London-New York ‘Skytrain’
service with no reservations and all
seats priced at £59/$99.
These operations took place against a
backdrop of heavily regulated ‘normal’
The number of airlines tracked by AEA now numbers 18,
and this group increased their production by 27.3%.
fares which were kept artificially high
by international agreement. Any current-day new entrant must join a price
mechanism which is much more market-driven and compete against established airlines which are much more
efficient.
The same is true, of course, in shorthaul markets, where no-frills competition is now firmly entrenched. The
question is: can new operators find
sufficient comparative advantage in
their business model to field a credible
differentiated product?
Several aspects of the competitive
advantage which may be available on
short-haul will not necessarily translate
to long-haul operation. Aircraft and
crew utilisation is an obvious example.
A roundtrip between Europe and East
Coast USA occupies a single aircraft
for a whole day and requires two complete crews, one of which will need
overnight hotel accommodation – regardless of business model.
Fuel – a cost element over which nofrills operators have no more control
than do the network airlines – is a
much bigger proportion of total costs
on long-haul services. For the AEA airlines, it accounted for more than 25%
of expenses on North Atlantic routes in
2006, compared with less than 15% on
European services.
taking into account planning lead
times, flight cost as a proportion of total cost, and a possible ‘what-if’ factor
weighing the consequences of schedule disruption.
as a carrier that ‘ticks all the boxes’,
as well as continually inventing new
boxes, the distinction between other
carriers in this sector continues to be
eroded.
Add to this the widespread availability
of very attractive fares offered by network carriers over a broad spectrum
of long-haul routes, both point-to-point
and through hub connections, and it
is clear that new entrants seeking to
bring a no-frills business model to intercontinental markets have substantial obstacles to overcome. While longhaul no frills has yet to materialise and
mature, airlines with competitive cost
structures are emerging, while new
regulatory structures such as EU-US
could offer new market opportunities
and new forms of cooperation between
established carriers and no-frills feeder
services.
From the no-frills side, carriers have
discovered the revenue potential of
adding back frills, at a price. These
may include such features as assigned seating and priority boarding.
At the same time, established carriers,
having successfully embraced internet
sales and e-ticketing, have also adopted other typical elements of the no-frills
model, such as paid in-flight catering.
Ê A convergence of business
models ?
Defining a ‘no-frills’ carrier is a subjective exercise which involves putting
imaginary ticks in imaginary boxes
alongside a range of product features,
both commercial and operational.
While Ryanair has for long stood out
Savings generated through such initiatives have allowed the network airlines
to review their commercial strategy
and face the competitive challenges
posed by the no-frills sector. Many
AEA member airlines have developed
low-fare one-way pricing structures
across their European networks. One
member, Aer Lingus, has reinvented itself with an outright no-frills product on
its European routes. Another, Brussels
Airlines, has sealed a merger with former no-frills carrier Virgin Express with
a radically simplified two-tier pricing
structure, offering flexible fares in one
cabin and very low prices in the other.
Possibly the largest source of cost advantage for no-frills operators in Europe
comes from seating density, which is
typically around 25% greater than for
network airlines. While high-density
seating configurations on long-haul
widebody aircraft could produce capacity increments of this order, issues
of comfort on long sectors could be an
important factor in travel decisions.
Travel decisions for long-haul journeys
are in any case likely to be more carefully considered than for short-haul,
13
The
Enviro.aero
Initiative
Adria Airways
Aer Lingus
Air France
Air Malta
Air One
Alitalia
Austrian
bmi
British Airways
Brussels Airlines
Cargolux
Croatia Airlines
CSA
Cyprus Airways
Finnair
Iberia
Icelandair
Jat Airways
As global concerns over climate
change have gained prominence in the
public awareness, the misperception
that somehow air transport is largely
to blame has gathered momentum.
It is not uncommon to hear aviation
referred to as “the largest contributor to climate change”, a statement
which, while incorrect, is in danger of
becoming received wisdom unless the
industry makes its environmental performance better known and its arguments better heard.
The excellent work which has been carried out by all sectors of the industry to
reduce greenhouse gas emissions is
not widely known, the true figures are
not understood, the hugely positive
contributions that aviation makes to
today’s society are generally ignored
– and the sector has become an easy
target for some politicians and NGOs.
KLM
LOT
Lufthansa
Luxair
Malev
Olympic Airlines
Spanair
That is because, to date, the industry
has failed collectively and successfully to communicate this to the public.
Responses have been piecemeal and
fragmented – and essentially reactive.
The enviro.aero initiative, a global,
cross-industry exercise launched in
May 2007, aims to remedy this. Its
public interface is the www.enviro.aero
website, a showcase for aviation’s environmental credentials which, hopefully, will provide balance in the debate
about the impact of the sector on the
environment. More than a simple repository of facts and viewpoints, it is
also intended to be a place where the
public and the media can ask questions and interact with industry, thus
encouraging proper debate.
Through this constantly growing website, the public will have access to
reliable and verifiable information on
aviation, the environment and climate
change, from general information on
the infrastructure, operational and
technological steps taken in pursuit of
emissions containment, to case studies and key statistics.
The air transport industry is confident
that it is meeting its environmental responsibilities, but up until now it has
been less positive that it has been
communicating this confidence in an
effective manner. The collective effort
taken by all sectors of the industry,
worldwide, will hopefully reassure travellers that they can fly without guilt, and
help to broadcast the message that an
entirely sustainable industry is a realistic objective.
SWISS
TAP Portugal
TAROM
Turkish Airlines
T H E E N V I R O. A E R O I N I T I AT I V E - A S S O C I AT I O N O F E U R O P E A N A I R L I N E S
15
Issues
Adria Airways
Aer Lingus
Air France
Air Malta
Air One
Alitalia
Austrian
bmi
British Airways
18 Emissions Containment - and Emissions Trading
20 EU-US - Agreement at last?
21 The Airline-Airport Relationship
22 Security in an Insecure World
23 Progress Towards the Single Sky
24 Cargo - A Crucial Part of the Business
Brussels Airlines
Cargolux
Croatia Airlines
CSA
Cyprus Airways
Finnair
Iberia
Icelandair
Jat Airways
KLM
LOT
Lufthansa
Luxair
Malev
Olympic Airlines
Spanair
SWISS
TAP Portugal
TAROM
Turkish Airlines
I S S U E S - A S S O C I AT I O N O F E U R O P E A N A I R L I N E S
17
Emissions Containment and Emissions
AEA, in cooperation with other industry
stakeholders, has developed a comprehensive Emissions Containment
Policy in response to the challenge of
identifying a sustainable path for industry development in the face of real
concerns over climate change.
In developing its Emissions Containment Policy, AEA has highlighted a
number of areas in which the potential
exists for substantial improvements in
greenhouse-gas emissions. The way
carriers maintain and fly their aircraft
plays a large part in environmental efficiency, and the airlines are actively engaged in implementing and promoting
best practice in their operations.
Technology holds the key to even
greater efficiency gains. Airframe and
engine manufacturers are constantly
enhancing their product range, and
every new aircraft type or variant which
comes onto the market is invariably
more environmentally-efficient than the
model it supersedes. The industry is
also supporting research into alternative fuels.
The third area of potential improvement is in infrastructure. Europe’s
airspace, fragmented into countryshaped parcels and dotted with nogo zones reserved for military use, is
badly in need of redesign. Aircraft fly
circuitous routes, or are assigned to
flight levels where they are operating
below optimal performance. The rationalisation of European airspace is part
of the ongoing Single Sky programme,
which offers massive potential to reduce costs, delays and environmental
impact. Increasing congestion at major airports can involve aircraft flying
round in circles awaiting a landing slot,
or waiting in line on the ground for their
turn to take off.
18
Along with technology, operations and
infrastructure, the fourth pillar of the
AEA’s Emissions Containment Policy
allows for ‘market-based solutions’
and in particular the inclusion of aviation into an Emissions Trading Scheme
– the issuance, buying and selling of
permits to produce greenhouse gases.
AEA, along with other industry associations, has consistently embraced the
concept of ETS as a useful tool in the
drive to manage the industry’s greenhouse gas emissions. In this context,
the proposal made by the European
Commission to include aviation in the
EU ETS constitutes a positive and innovative step.
The real advantages of an ETS begin to
emerge when it is applied in conjunction with the other emissions-abatement measures in which the aviation
sector is actively engaged, acting as a
catalyst to enhance their effectiveness
by ensuring that resources are directed
to where they will do the most good.
However, an ETS is a complex machine with many moving parts, and
an imperfectly-designed system could
have a very detrimental effect on the
industry while delivering little environmental benefit. In its present form, the
Commission’s scheme raises serious
concerns that the proposal is based
Trading
Airlines contribute enormously to the economic,
social and political framework of Europe.
on unrealistic assumptions, resulting
in a dangerous under-estimation of
the wide-ranging repercussions of the
scheme on European aviation.
When airlines undertake to contribute
to emissions abatement, they do so
despite the fact that any such contribution will be small, because their share
of global emissions is small. As they
emit just 2% of global carbon dioxide,
an airline ETS will be operating within a
very confined area.
Airlines contribute enormously to the
economic, social and political framework of Europe, and this contribution
must be taken into account when
evaluating proposals which will fundamentally influence the dynamics of
the industry. Any mistakes made at this
stage, any heavy-handedness, could
have massive repercussions for the
industry, for European mobility and
competitiveness, for tourism and the
regions.
The challenge is to create a framework
within which the growth of the industry can be sustained while its emissions are contained. In essence, the
difference between a ‘good’ and a
‘bad’ ETS could be minimal in climatechange terms, but huge in its impact
on an industry which, directly or indirectly, touches all of Europe’s citizens.
Ê Taxes and Charges –
an alternative to ETS?
Whatever the complexity of an emissions trading scheme, its primary feature is the ‘cap’, or emissions target,
around which it is designed, since
that determines the number of permits
which are issued and which can be
traded. If the issuing authority decides
that the cap should be reduced, then
that is what will happen; the reduction
will occur either within the industry, or
in other industries from whom permits
are purchased.
An ETS, then, should be capable of
being fine-tuned to whatever objective
is required.
An airline, presented with its permits for
a given trading period, can use its own
judgement as to how best to use them.
It can choose to adjust its capacity
provision at points around its network,
it can invest in emission-reduction
technology or to realise improvements
through operational and technical procedures – or it may choose to exceed
its target and purchase additional permits.
In any case, the success with which it
pursues any or all of these strategies
will be a measure of effective management.
Taxing and charging regimes do not
start with clear objectives as regards
emissions targets. If airlines pass the
costs on to their passengers, demand
will be affected in a crude and haphazard fashion. If the airlines absorb the
costs themselves – much more likely
in a highly competitive marketplace
– their profitability, if they have any, will
be deeply affected, as will their ability
to invest in technical and technological
solutions.
ISSUES
19
EU-US Agreement at Last
On April 30th 2007, on the occasion of
the EU-US Summit, a ground-breaking
Air Transport Agreement was signed
between the two sides, having been
drawn up between the European Commission and the US Department of
State on March 2nd and ratified by the
Council of EU Transport Ministers on
March 22nd. It will come into effect on
March 30th 2008. This agreement was
the culmination of eleven rounds of negotiation spread over more than three
years
As can be imagined with such an intensively-negotiated outcome, there is
not, and there was never intended to
be, a clear ‘winner’ between the two
sides. In the short term, certain commercial developments now become
possible which might have differential
impacts on individual airlines.
The agreement finally removes the legal uncertainty over the ‘Community
Clause’ whereby all EU airlines should
have equal access to all EU markets.
This has of course been a reality for
intra-EU travel for many years, however its application in the EU’s biggest
external market is a ground-breaking
development. Whether or not Community airlines choose to take advantage
of 7th-freedom opportunities to the US,
the fact that they can do so is remarkable.
While the deal has created a level playing field within Europe for EU airlines
serving the US, its critics point out
that the same level playing-field will
not exist between the EU and the US.
Generally speaking, the inequalities of
opportunity between the two sides enshrined in the agreement are already
in place.
An EU airline may be owned 49% by
non-EU interests while a US airline
must be 75% US-owned. Remedying
20
this inconsistency had previously been
a precondition for the agreement from
the European side. However it became
clear that this was a concession the US
were not able to offer in the present political climate.
Another area of inequality is access to
routes beyond the normal 3rd and 4th
freedoms. The US domestic market remains firmly closed to European carriers whereas US airlines can fly freely on
cross-border routes in Europe. Again,
this substantial imbalance on paper is
not reflected in reality; US airlines have
currently an established portfolio of 5thfreedom opportunities in Europe, but
with the exception of the large express
cargo carriers, these rights are unused
and indeed US 5th-freedom networks
have been dismantled as liberalisation
has created a much more competitive
marketplace in Europe.
C l e a r l y, t h e E U - U S a g r e e m e n t
has swept away many of the rules
governing operations between the two
regions. In doing so, it highlights all the
more clearly the limits and constraints
which remain, particularly regarding
operations within, rather than between
the two markets. Therein lies the essential difference between the European and the American vision of ‘Open
Skies’.
Nevertheless, both sides are committed to a second-phase process of
extending the agreement further into
areas which it was unable to reach
this time. A late insertion to the text, insisted upon by the Council, allows for a
revocation of rights granted under the
agreement if substantive second-stage
negotiations are not forthcoming. In the
meantime, it is to be hoped that early
experience of the agreement will show
that opportunities outweigh threats in
the new age of EU/US operations.
The Airline-Airport Relationship
The activities of airlines and airports
are complementary in nature, neither
can function without the other. However, the airline business is founded on
two revenue streams: from the airlines
themselves through user charges, and
from the airlines’ passengers, through
the retail and other services provided
to them. AEA believes that revenue
gained from passengers brought to
the airport by airlines must be factored
into the equation and taken into account when airport charges are being
established – the so-called ‘single till’
principle.
European hub airports are essential
components for the cohesion of the
Single Market, as well as providing vital links to the rest of the world for both
passengers and freight. They enhance
Europe’s worldwide competitiveness
and function as a building block for
achieving the objectives of the Lisbon
Agenda.
dling at Community airports. AEA has
long argued that regulatory proposals
need to be developed to address distortions in the aviation value chain. It is
encouraging that the Commission now
has seriously engaged in a discussion
with the airline industry and taken up
the regulatory challenge of addressing
the value chain issues.
Airports must be able to provide efficient hub-and-spoke connectivity, as
well as cater for efficient point-to-point
services. Simply optimizing the use
of current available capacity through
technical solutions is not sufficient to
accommodate market developments
for the years to come. Nor are genuine solutions to be found in combining or substituting transport modes,
especially when the surface element is
highly subsidised.
A key feature of the Package is that it
foresees the appointment of an independent regulator in each EU Member
State to oversee the airline-airport relationship. This should contribute substantially to improving the transparency
of negotiations on charges between an
airport and its users.
On 24 January 2007 the European
Commission adopted the so called “Airport Package” of regulatory proposals.
It consists of a draft Directive on airport
charges, a Communication on airport
capacity and a Report on ground han-
Nevertheless, certain measures strongly advocated by AEA are not explicitly
specified in the Commission’s proposals. AEA believes that the EU should
develop a framework for a national regulation to exclude excessive profits by
airports, who should be encouraged
to pursue cost reduction and cost-effectiveness through incentive-based
economic regulation.
To meet future traffic volumes, airports
need to continue to increase capacity and adjust their investment plans
according to demand and the users’
willingness to pay. Thus adequate user
involvement, including user agreement
on both the need for and the financing
of any investment, should be included
in any EU legislation. This ensures that
every investment is scrutinized and
evaluated based on a clear and realistic business case so that pre-financing
will be avoided.
As a logical implementation of a European aviation strategy, a harmonised
and integrated EU framework on the
airline-airport relationship would create a level playing field and rebalance
the inadequacies of the aviation value
chain. It would address market failures and ensure efficient functioning
of the airport market. The sustainable
profitability of European aviation and a
healthy airline-airport relationship will
heavily depend on efficient and viable
airports and airlines that can compete
in an open and competitive market with
equitable cost structures.
ISSUES
21
Security in an Insecure World
Security of the aircraft and its passengers has been a priority for airlines
ever since the industry was first targeted by hijackers and political activists.
The intensity of the security effort has
increased immensely since 11th September 2001, and subsequent threats
- real or perceived - have maintained
the impetus of escalating measures.
Amongst the more evident and controversial of these measures have been
the installation of armoured cockpit
doors, transfer of passenger data required by US authorities, and limits
on the carriage of liquids in hand luggage.
Unfortunately, the airlines have reason to suspect that some new rules
are knee-jerk measures not properly
thought through, or applied to address perceptions (‘something is being done’) rather than actual threats.
Others may address perceived threats
without taking account of the level of
risk, which may be infinitesimally small,
or of the measures already implemented. Once in place, there is no mechanism for review and ultimate relaxation
of rules which have been shown to be
unnecessary.
Refreshing the rules in this way could
bring substantial savings without any
adverse effect on security, AEA believes. This saving will accrue to the airlines and, ultimately, their passengers,
because present security measures
are almost entirely industry-funded.
AEA has long argued that 9/11-style
terrorist actions are aimed at societies,
civil populations and political institutions, and that States should fund at
least part of the consequent security
activity.
In recent months, AEA and the airports
association ACI-Europe have been
collaborating on an initiative to build
an efficient and simplified framework
for European aviation security. AEA
believes that a review of the 9/11-era
rules can eliminate costly duplications
and redundancies by focussing on the
main risks and on what is really necessary to enhance security. This initiative,
known as ESPAS (European Strategic
Partnership for Aviation Security) has
the broad support of the EU regulatory
authorities.
This view is shared by the European
Parliament, although Member States
still refuse to establish any mechanism
which would oblige them to pay even a
small fixed part of the costs incurred.
The second half of 2007 will see the
conciliation phase of the revision to the
EU security regulations, with the Commission acting as mediator between
the divergent positions of the Parliament and the Member States.
Passenger screening at airports has
become a much more intensive and
intrusive process requiring greatly expanded facilities and staffing. Unauthorised access to operational areas at
airports has been rigorously eliminated, although surveillance of aircraft on
turnarounds and nightstops remains a
requirement.
Network airlines relying for a significant
part of their business on transfer traffic have concerns in maintaining their
product quality when passengers from
outside the EU, transiting EU airports,
are subject to re-screening, or face
conflicting rules. A typical example
would be passengers carrying liquids
in hand luggage on their flight into the
EU, for example duty-free goods, which
could become liable for confiscation at
the EU transit point.
Clearly, the airlines are prepared to
take whatever action is appropriate to
protect themselves and their customers. However, they are also entitled to
question the appropriateness of the
measures to which they are subjected,
either at the time the measures are imposed or after they have had a chance
to demonstrate how they may materially improve security.
22
Progress Towards the Single Sky
The European Air Traffic Management
(ATM) system has suffered from fragmentation for decades and its inefficiencies are well-known and documented. The annual bill to the airlines
of € 9.5bn for European ATM could
be approximately € 3.3bn lower if the
system were operated at maximum efficiency. As well as this huge potential
cost saving, safety would be enhanced
and the impact on the environment
would be significantly reduced.
Furthermore, the current ATM system
will be unable to cope with the projected increase in traffic demand.
Since the adoption of the Single European Sky (SES) legislation in 2004,
some progress has been made, although substantial challenges remain.
To overcome these challenges, major
operational improvements are required
along with political action for the institutional reform of European ATM.
tion to reaalise the full implementation
of the Single Sky well before 2020.
Changing the governance of ATM is
essential to make progress on the Single Sky. The airlines, as clients of ATM
services, need to have some control
over objectives, business-plans, budget and resources.
The de-fragmentation of European airspace implies that the number of Air
Navigation Service Providers should
be reduced, and the number of Area
Control Centres be adapted strictly
to operational needs. Simplification
of the system and less burdensome
workload will not automatically lead to
job losses, although current controller
workforces should be able to handle
increased traffic at a more manageable level of task intensity.
AEA’s vision of a true single European
sky consists of a few Functional Airspace Blocks, developed on the basis
of operational needs. Key objectives
should be safety, flight efficiency, cost
efficiency and capacity. Improved flight
efficiency would automatically lead to
a reduction in the environmental impact of aviation, benefits which would
be sustained through the provision of
adequate capacity.
ATM services should, wherever feasible, be performed in competition or
after a transparent tender procedure.
Where this is not possible, mandatory independent economic regulation
should be put in place. Ancillary ATM
services, such as Meteorological Services, Communication, Navigation and
Surveillance are more susceptible to
market-based provision and should
be unbundled from the core Air Traffic Control function, offering the prospect of more cost-effective service in a
competitive environment.
The SESAR project, which is the technical and operational blueprint for European ATM for 2020 and beyond, is
supposed to address the longer term
objectives of modernizing ATM. As
such, it is a genuinely pan-European
project deserving of EU support and
funding as a Public-Private Partnership, in the same way as other initiatives in rail and shipping. However,
SESAR alone is not enough since further institutional reforms are needed
now which require urgent political ac-
Eurocontrol’s role has to be rethought
in the context of a Single European
Sky. In particular, there is a need for
clear separation between service provision and regulatory tasks. Eurocontrol is well-placed to continue to deliver
expertise to the EU in the context of
SESAR and the other Single Sky initiatives, but there is a need for greater
transparency regarding its role and
how it should be funded. At present,
Eurocontrol’s huge budget is not commensurate with the services it delivers
and the airlines have called for a mandatory budget reduction programme
to deliver greater cost efficiency.
Since Europe now has a safety regulator in the shape of the European
Aviation Safety Agency, it makes sense
that this should become the single
regulator for all aspects of safety in
the aviation value chain, including ATM
and airports. This would be a natural
complement to the EU common aviation market.
The current system of one National
Supervisory Authority (NSA) per EU
State is unsustainable. In the interest of
safety, interoperability and operational
efficiency, overseeing how the rules
are implemented should be carried out
by a limited number of NSAs in order
to guarantee a seamless application of
the rules and a common level of services.
Clearly, the reform of European ATM
has a strong political component
alongside the technical and operational elements. The programme offers
some glittering prizes – for the airlines
and their customers, for the environment and for European technology. It is
simply too important to be sidetracked
or derailed.
ISSUES
23
Cargo A Crucial Part of the Business
While 2% of international trade, measured in tonnes, is transported by air, this
represents 40% of the value of inter-regional trade in manufactured goods.
As the EU increasingly focuses on its
high-value industry sectors, air freight
becomes crucial – the key European
commodities, value-wise, are transported by air.
modern and efficient aircraft available.
Some of their competitors choose to
operate already-depreciated equipment with low ownership costs. Some
passenger airlines operate their cargo
business as a separate profit centre
while others treat cargo as a marginal
product, and sell space at marginal
costs.
Aviation is essential for the movement
of hi-tech products such as lap-top
computers, automotive components
and machinery parts, chemicals and
pharmaceuticals. The sector is indispensable for the transport of urgent
or time-sensitive goods, such as post,
packages and newspapers. Speed
is also the essence when it comes to
trade in fashion consumer goods, fruit
and flowers. In short, everyone in Europe is a customer for air freight.
Access to infrastructure can have a
strong competitive element. Air cargo
operates mostly as a round-the-clock
business for which night flights are an
important consideration. Many European airports have night curfews or
punitive night movement fees, while
non-European competitors may be
operating through unconstrained
Air freight is important for European
citizens, and for European airlines.
AEA airlines earn about € 9 billion from
cargo yearly, representing about 13%
of total revenues. This proportion rises
to about 23% for long-haul operations
and as high as 34% on Far Eastern
routes.
Air Cargo features some particular characteristics which distinguish it from
the passenger business, notwithstanding that over half the traffic on AEA
airlines is carried in the holds of aircraft
operating passenger services. The
structure of competition within the sector is somewhat different. The product
has particular needs in infrastructure
provision. Most importantly, between
the end-user (the consignor) and the
airline there is an intermediary in the
form of the forwarder or consolidator,
with huge market power.
Some all-cargo airlines, such as AEA
member Cargolux, operate the most
24
hubs, allowing higher aircraft utilisation
and consequently lower costs. Airport
fees are often structured in such a way
as to penalise freight operations, which
do not use and do not need much of
the passenger-oriented infrastructure.
In today’s security-conscious environment, air freight has particular needs.
AEA strongly believes in the need to
secure the whole supply chain rather
than applying security measures at
the last point before uplift, namely the
airport. Only in this way can bottlenecks be avoided and trade facilitated.
It would also distribute responsibilities
among airlines, forwarders and customers.
AEA airlines earn about € 9 billion from cargo yearly,
representing about 13% of total revenues.
Bottlenecks are also produced by a
lack of harmonisation in security regulation. While European standards
are high, they are not uniform. The EU
is uniquely placed to implement and
enforce a framework of cross-border
standards which will not only serve the
internal market but could also achieve
mutual recognition internationally, leading to ‘one-stop security’, where a
shipment secured in one country will
be recognised as such in transit countries which have equivalent standards,
and not subject to further checks.
For European airlines to compete effectively, and deliver Lisbon Strategy
objectives of ‘more and better jobs in
a more dynamic, innovative and attractive Europe’, the drive towards more
efficiency and lower costs must be collectively addressed between the airlines, forwarders, airports, the EU and
national authorities.
Administrative controls, whether for security or for customs, agricultural, veterinary and other purposes, is a constant
headache for the air cargo business; a
consignment can only travel as fast as
the trail of paperwork which accompanies it. Harmonisation of rules, elimination of duplication and the streamlining
of data flows are a prerequisite for a
more efficient air cargo network.
This is especially true for the airlines’
road feeder networks, which are an
integral part of the distribution system,
but are subject to their own – often unharmonised – set of rules.
As air transport edges towards liberalisation on a global scale, cargo is
often in the forefront of the process.
Unilateral advances should not involve
disbenefits for the European air freight
industry, but should be based on reciprocity and equal opportunities. Countries outside Europe have been able to
realise the potential of a growing global
air-freight market. Asian and Middle
East airports, in particular, have recognised the importance of air cargo in
airport development; their resident airlines, often with large all-cargo fleets,
compete with European airlines not
only regionally but globally.
ISSUES
25
Keeping your customers loyal is becoming
more and more challenging
Knowing your customers better, their preferences, and meeting
their needs is key to staying competitive...
…and MasterCard’s airline co-brand programmes can help you
enhance loyalty, sales and profitability:
MasterCard offers strong support in fully capturing your co-brand programme’s potential by leveraging:
• MasterCard’s unique sponsorship assets (e.g. EURO 2008, PGA
and Universal Studios) and attractive ready-to-use promotions
across various themes (e.g. wellness, gastronomy and wine)
which can boost co-brand card acquisition and usage.
• MasterCard’s innovative payment solutions such as One Smart™
PayPass™ and Prepaid which enhance the customer experience
(e.g. contactless payment).
• MasterCard’s data mining capabilities in order to refine your
customer segmentation and tailor your product and marketing
offers.
• MasterCard’s unsurpassed acceptance across the world which
allows your customers to benefit from the card at more than
24 million locations.
MasterCard has a proven track record in co-branding. We welcome the opportunity to work with
you in creating a successful programme for your customers.
To learn more about Co-Branding trends across Europe - Join us at the MasterCard Co-Branding
Conference in Florence, Sept 20-21, 2007 or contact us at [email protected]
Spotlight
on
AEA
Adria Airways
Aer Lingus
Air France
Air Malta
29 About AEA
30 Airline profiles
62 Key Statistics
S P O T L I G H T O N A E A - A S S O C I AT I O N O F E U R O P E A N A I R L I N E S
27
Association of European Airlines
Order your copy now!
AEA Technical Specifications
2007 Edition
ATB | Self-Service Kiosk | BTP | BGR
The story:
Compatibility:
ACCESS
AMT Datasouth
ARINC
Datalogic
DESKO
EPSYS
F+D Feinwerk
Fujitsu
IER
Intermec
Unimark
Vidtronics
The product:
The AEA ATB, BTP and BGR
specifications detail the message exchange method beThe joint initiative by European tween applications and the
printers / readers used in the
airlines has allowed AEA to
airport and airline travel enviadopt a standard approach to
The Automated Ticketing &
the machine printing and read- ronment. The "how" you get the
Boarding pass with the maging of ticket information as well data to hardware and the
netic stripe technology was
as being the leaders in launch- "what" the responses must look
launched, first in common exing a new technology, based on like.
perimentation and later with the existing industry standard and
The data content itself is dereal-time introduction of a new
designed in conjunction with
fined by IATA or ICAO in the
generation of printer/reader/
airlines and vendors.
corresponding resolutions and
encoder machines.
recommendations and technical
AEA specifications are now
Throughout its development
recognized worldwide as indus- rules are established by ISO
experts from all AEA member
standards.
try standard for ATB, BTP and
airlines were involved in decid- BGR equipment.
ing and defining the hardware
In the early 1980s European
airlines, members of the AEA,
took an important decision in
driving a new technology in the
field of ticketing and check-in.
One of many AEA compatible ATB printers:
Unimark XP
and software/firmware specifications, linking the airport
based ticket processes with the
airline’s own host computer.
What is new in the
2007 Edition?
ATB Amendments
Read Configuration (RC)
AEA Version (AV)
Bin Status (BS)
Configuration status request
(RC)
Barcode Contrast per Bin (BC)
Hard Coded Transaction Code
(CT)
Barcode printing more detailed,
1D & 2D barcode handling
separated, QR barcode added
BGR Amendments
BCRI# for BCR input as BGR
New timer value added for light
indicator on Cut Command (CC)
New timer value added for coupon eject command (CE or CB)
BTP Amendments
AEA Version (AV)
Bin Status (BS)
Barcode Contrast per Bin (BC)
Hard Coded Transaction Code
(CT)
RFID support
Who should buy the AEA
Technical Specifications?
Vendors who wish to offer
their hardware product
(printers, readers, scanners, etc.) with AEA compatibility to airport, airline,
shared systems providers
and other transport business related clients.
IT companies / system
integrators who wish to
integrate airport, airline
and other transport business related hardware to
conform to AEA standards.
Airlines and handling
agent IT departments who
have to certify hardware or
have to understand or
explore the technical
"hows" of the business.
AEA – the Association of
European Airlines – brings
together 31 major airlines, and
has been the trusted voice of
the European airline industry
for over 50 years.
Adria Airways
Aer Lingus
Air France
Air Malta
Air One
Alitalia
Austrian
bmi
British Airways
Brussels Airlines
Cargolux
Croatia Airlines
CSA
Cyprus Airways
Finnair
Iberia
Icelandair
Jat Airways
KLM
LOT
Lufthansa
Luxair
Malev
Olympic Airlines
Spanair
SWISS
TAP Portugal
TAROM
Turkish Airlines
AEA - Technical Specifications 2007
Buy online at www.aea.be
Association of
European Airlines
About AEA
A V E N U E LO U I S E 3 5 0 | 1 0 5 0 B R U S S E L S | B E L G I U M
W W W. A E A . B E
The Association of European Airlines
is an industry organisation representing 31 major European airlines, with a
collective turnover of 75bn, carrying
more than 343 million passengers and
6 million tonnes of cargo in 2006. AEA
airlines operate 11,030 flights daily
with a fleet of more than 2,540 aircraft,
serving 605 destinations in 161 countries, with a combined staff of just over
375,000. The membership of AEA includes European scheduled and charter, passenger and all-cargo carriers,
operating domestic, European and
international services.
AEA is a non-profit making association. It operates for, and is represented
jointly by all its members, actively engaging with the institutions of the European Union and relevant international
and governmental organisations.
AEA strives to shape the industry’s future with its members and, wherever
possible, works in partnership with
other members of the aviation value
chain to ensure the sustainable growth
of the European airline industry in a
global context. In this role, AEA is relied upon by European regulators, the
media and other stakeholders as a
trustworthy contributor to the debates
around the decision-making process.
AEA is governed by the full Assembly
of Presidents of its member airlines.
The Presidents elect a Chairman to represent and support the AEA for a period of one year, assisted by the Presidents’ Committee, which is composed
of the past and present Chairmen and
up to nine other Presidents elected by
the Assembly.
Chairman 2007
Fernando Conte, Iberia
Presidents’ Committee
Jean-Cyril Spinetta, Air France
Willie Walsh, British Airways
Ivan Misetic, Croatia Airlines
Wolfgang Mayrhuber, Lufthansa
Jukka Hienonen, Finnair
Peter Hartman, KLM
Mats Jansson, SAS
Fernando Pinto, TAP Portugal
Steve Ridgway, Virgin Atlantic Airways
AEA Secretariat
Ulrich Schulte-Strathaus, Secretary General
Nathalie Mulleners, Personal Assistant to SG and Manager Admin/Events
Political Communications Team
Fabio Gamba, Deputy Secretary General
Françoise Humbert, General Manager Communications
Athar Husain Khan, General Manager Infrastructure
Le Thi Mai, General Manager Environmental Affairs
Vincent De Vroey, General Manager Technical & Operations
Araceli Cal García-Noblejas, Manager Technical & Operations
Lena Hamann, Manager Political Communications
David Henderson, Manager Communications
Marie-Caroline Laurent, Manager Security and Cargo
Ann Flynn, Senior Management Assistant
Yvonne Hopkins, Management Assistant
Elodie Aelen, Administrative Assistant
Market Research Team
Sue Lockey, General Manager Market Research
Dario Spila, Manager Research & Analysis
Stefan Bruehlmann, Manager Strategy & Statistics
IT Team
Mario De Smedt, IT Manager
Anne-Marie Weirauch, Information Base Manager
Didier Poriau, Publishing Manager
Administrative Team
Seya Immonen, General Manager Finance
Jozef Swalus, Specialist Printing & Dispatch
The AEA Secretariat, with at its head
the Secretary General, is located in
Brussels and has a staff of twenty-two.
SPOTLIGHT ON AEA
29
Adria Airways
ˇ E V A 7 | 1 0 0 0 L J U B L J A N A | S LO V E N I A
KUZMIC
W W W. A D R I A - A I R W A Y S . C O M
Routes
Scheduled RTK by Business (2006)
Passenger
Cargo
96.8%
3.2%
Scheduled RTK per Region (2006)
Europe
100%
Alliances
Owned by ...
55.80%
20.00%
9.74%
7.15%
4.88%
0.76%
1.66%
Slovenian Pension Fund
Slovenian Restitution Fund
Zvon dva holding
NFD Holding
Infond i.d.
Individa d.o.o
Employees and others
Fleet (at 31 Dec 2006)
in fleet on order
A Regional Star Alliance
Member.
Airbus A320
Boeing 737-500
Canadair CRJ 200
Ê Total
Various code-share agreements,
including with Aeroflot, Austrian,
Croatia Airlines, LOT, Lufthansa,
Montenegro Airlines and SWISS.
3
1
7
11
0
Owner of ...
–
Management
Key Figures
Employees (at 31 Dec)
Traffic
Scheduled RPK [million]
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [EUR mill]
EBIT [EUR mill]
1
30
2004
552
2005
543
2006
6111
711
1.5
707
(0.6)
773
9.4
1 Jan 2004
31 Dec 2004
133
3.8
1 Jan 2005
31 Dec 2005
135
(3.3)
1 Jan 2006
31 Dec 2006
159
0.9
At 31 March 2006.
Tadej Tufek
President
of the Board
Aer Lingus
P. O . B O X 1 8 0 | D U B L I N A I R P O R T | D U B L I N | I R E L A N D
W W W. A E R L I N G U S . C O M
Routes
Passenger
Cargo
-
-
Data not available
Owned by ...
Alliances
25.35% State ownership
12.59% Employee Share
Ownership Trust
0.76% Approved Profit Sharing
Scheme
61.30% Others
Code-share agreements with
American Airlines, British Airways
and KLM.
in fleet on order
Airbus A320-200
Airbus A321-200
Airbus A330-200
Airbus A330-300
22
6
3
4
2
1
1
Ê Total
35
4
Owner of ...
20%
Futura International Airways
Key Figures
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [EUR mill]
EBIT [EUR mill]
Management
2004
3,906
2005
3,475
2006
3,556
11,291
10.9
12,563
11.3
13,367
6.4
1 Jan 2004
31 Dec 2004
906.8
107.0
1 Jan 2005
31 Dec 2005
1,002.7
76.0
1 Jan 2006
31 Dec 2006
1,115.8
81.4
Dermot
Mannion
CEO
SPOTLIGHT ON AEA
31
Air France
4 5 R U E D E PA R I S | 9 5 7 4 7 R O I S S Y C D G C E D E X | F R A N C E
W W W. A I R F R A N C E . C O M
Routes
Management
Passenger
Cargo
64.9%
35.1%
Scheduled RTK
per Region (2006)
Far East
27.8%
North Atlantic
23.1%
Latin America
20.1%
Africa
13.5%
Jean-Cyril
Spinetta
Chairman
Europe
13.2%
Middle East
2.3%
Alliances
Owner of ...
Member of SkyTeam alliance.
Franchisees: Régional, Brit Air, CityJet,
CCM Airlines.
including with Aeroflot, Aeromexico, Air
Caledonie, Air Europa, Air Seychelles,
Air Tahiti, Alitalia, Austrian, CCM, China
Eastern Airlines, China Southern Airlines,
Continental Airlines, CSA, Delta Airlines,
Finnair, JAL, KLM, Korean Air Lines, Luxair,
Malev, Middle East Airlines, Northwest
Airlines, Qantas, Royal Air Maroc, Taca
International, TAROM and Tunisair.
100%
100%
100%
51%
11.95%
7.70%
7.48%
5.60%
3.57%
3.17%
2.87%
2.09%
1.5%
1
Brit Air
CityJet
Régional
All Africa Airways1
CCM Airlines
Air Mauritius
Air Tahiti
Tunis Air
Cameroon Airlines
Air Madagascar
Royal Air Maroc
Air Calédonie
Austrian
Owned by ...
Air France is 100% owned by Air
France-KLM Group, which is:
65.8% Public Float
14.1% Air France employees
1.5%
Treasury stock
in fleet on order
Stake in holding company, 76.42% owner of Air Ivoire.
Key Figures
Employees (at FY end)1
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [EUR mill]1
EBIT [EUR mill]1
1
32
2004
102,077
2005
102,422
2006
103,050
107,313
8.3
115,863
8.0
123,336
6.4
1 Apr 2004
31 Mar 2005
19,467
553
1 Apr 2005
31 Mar 2006
21,448
936
1 Apr 2006
31 Mar 2007
23,073
1,240
Refers to Air France-KLM Group.
Airbus A318
Airbus A319
Airbus A320
Airbus A321
Airbus A330-200
Airbus A340-300
Airbus A380-800
Boeing 737-500
Boeing 747-200F
Boeing 747-400
Boeing 747-400F
Boeing 777-200
Boeing 777-200F
Boeing 777-300
Ê Total
16
45
67
13
16
19
2
1
3
7
10
7
7
16
5
25
5
17
10
258 33
Air Malta
H E A D O F F I C E | L U Q A L Q A 0 5 | M A LTA
W W W. A I R M A L T A . C O M
Routes
Passenger
Cargo
94.8%
5.2%
Europe
98%
Africa
2%
Owned by ...
97.9%
2.1%
State ownership
Private investors
Alliances
including with Aeroflot, Brussels
Airlines, CSA, Emirates Airlines,
Libyan Arab Airlines, Lufthansa,
Olympic Airlines and Qantas
Airways.
in fleet on order
Airbus A319
Airbus A320
Boeing 737-300
Ê Total
5
5
2
2
12
2
Owner of ...
–
Key Figures
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [EUR mill]
EBIT [EUR mill]
2004
1,787
2005
1,744
2006
1,547
2,552
17.4
2,292
(10.2)
2,385
4.1
1 Jan 2004
31 Mar 2005
128.9
(11.7)
1 Apr 2005
31 Mar 2006
206.0
(14.8)
1 Apr 2006
31 Mar 2007
Management
Management
Lawrence
Zammit
Chairman
Joe
Cappello
CEO
SPOTLIGHT ON AEA
33
Air One
V I A C E S A R E G I U L I O V I O L A , 2 7 | 0 0 1 4 8 R O M E | I T A LY
W W W. F LY A I R O N E . I T
Routes
Passenger
Cargo
100%
0%
Europe
100%
Owned by ...
99.9%
0.01%
Alliances
Toto S.p.A.
Private ownership
including with Aegean Airlines,
Air Canada, bmi, Croatia Airlines,
Darwin Airline, Lufthansa, Spanair,
TAP Portugal and US Airways.
Owner of ...
95%
Air One International
Key Figures
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [EUR mill]
EBIT [EUR mill]
1
34
2004
1,381
2005
1,449
2006
1,549
3,278
7.1
3,153
(3.8)
3,380
7.2
1 Jan 2004
31 Dec 2004
502
22.2
1 Jan 2005
31 Dec 2005
485
14.8
1 Jan 2006
31 Dec 2006
5701
26.01
Estimate.
in fleet on order
Airbus A320
Avro RJ70
Boeing 737-200
Boeing 737-300
Boeing 737-400
Canadair CRJ 900
2
1
2
6
22
6
38
Ê Total
39 42
4
Management
Management
Carlo Toto
President
Lino Bergonzi
CEO
Alitalia
V I A L E A L E S S A N D R O M A R C H E T T I 1 1 1 | 0 0 1 4 8 R O M A | I T A LY
W W W. A L I T A L I A . C O M
Routes
Passenger
Cargo
70.7%
29.3%
Scheduled RTK
per Region (2006)
Europe
30.1%
North Atlantic
25.5%
Far East
24.4%
Latin America
12.2%
Africa
4.6%
Middle East
3.2%
Owned by ...
49.9%
40.9%
4.9%
2.3%
2.0%
State ownership
Private investors
Newton Investment
Management Ltd
TT International
Norges Bank
Owner of ...
100%
100%
1.63%
Alitalia Express
Volare
Air France-KLM
Alliances
including with Aeroflot, Aeromexico,
Air Alps, Air China, Air Europa, Air
France, Brussels Airlines, Bulgarian
Air, China Airlines, Continental
Airlines, CSA, Cyprus Airways, Delta
Airlines, JAL, Jat Airways, KLM,
Korean Air Lines, Kuwait Airways,
Luxair, Malev, Meridiana, Northwest
Airlines, PGA Portugalia Airlines,
Qatar Airways, TAROM and Ukraine
International Airlines.
Ê Total
Key Figures
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
EBIT [EUR mill]
1
In accordance with Italian GAAP.
in fleet on order
Airbus A319
Airbus A3201
Airbus A3211
ATR 722
Boeing 737-300F
Boeing 767-3001
Boeing 777-200
Boeing (Douglas) MD-11F
Boeing (Douglas) MD-82
Embraer RJ1452
Embraer RJ1702
2004
20,575
2005
11,174
2006
11,430
34,366
10.0
37,244
8.4
37,740
1.3
1 Jan 2004
31 Dec 2004
4,245
(535)
1 Jan 2005
31 Dec 2005
4,803
(47)
1 Jan 2006
31 Dec 2006
4,724
(266)
12
14
24
10
1
15
10
5
75
14
6
6
186 6
1
Including aircraft operated by Volare.
2
Operated by Alitalia Express.
Management
Maurizio
Prato
President
SPOTLIGHT ON AEA
35
Austrian
F O N T A N A S T R A S S E 1 | P. O . B O X 5 0 , 1 1 0 7 V I E N N A | A U S T R I A
W W W. A U S T R I A N A I R L I N E S . C O . A T
Routes
Management
Passenger
Cargo
76.5%
23.5%
Far East
55.8 %
Europe
22.3%
North Atlantic
16.7%
Middle East
Alfred Oetsch
CEO
4.1%
Africa
1.1%
Owned by ...
Alliances
48% Free float
39.8% OIAG Austrian Privatisation
Agency
10.2% Austrian institutional
shareholders
2%
Austrian Airlines
Owner of ...
100%
100%
62%
22.5%
Member of Star Alliance
in fleet on order
including with Aeroflot, Air Dolomiti,
Air France, Bulgaria Air, Egypt Air,
El Al, Jat Airways, Royal Jordanian,
SWISS and TAROM
Lauda Air
Tyrolean Airways
Slovenske Aerolinie a.s.
Ukraine International Airlines
Key Figures
Employees (year avg)
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
EBIT [EUR mill]1
1
36
2004
7,662
2005
8,468
2006
8,582
17,520
20.5
18,842
7.5
19,890
5.6
1 Jan 2004
31 Dec 2004
2,224.7
74.4
1 Jan 2005
31 Dec 2005
2,485.8
(100)
1 Jan 2006
31 Dec 2006
2,662.8
(89)
Refers to Group figures.
Airbus A319
Airbus A320
Airbus A321
Airbus A330
Airbus A340
Boeing 737
Boeing 767
Boeing 777
Canadair CRJ 100
De Havilland DHC-8-300
Fokker 70
Fokker 100
Ê Total
7
8
6
4
2
9
6
3
14
12
10
9
13
1
103 1
bmi
W W W. F LY B M I . C O M
D O N I N G T O N H A L L , C A S T L E D O N I N G T O N | D E R B Y, E A S T M I D L A N D S D E 7 4 2 S B | G R E A T B R I T A I N
Routes
Passenger
Cargo
84.1%
15.9%
Europe
62.4%
North Atlantic
18.2%
Far East
10.9%
Middle East
4.7%
Latin America
3.9%
Owned by ...
Alliances
50% plus 1 share Sir Michael Bishop
30% minus 1 share Lufthansa
20%
SAS
Owner of ...
99% British Mediterranean (BMED)
in fleet on order
including with Adria Airways, Air Canada,
ANA, Air New Zealand, Asiana, Austrian,
Blue1, Croatia Airlines, LOT, Lufthansa,
SAS Scandinavian Airlines, Singapore
Airlines, South African Airways, Spanair,
SWISS, TAP Portugal, Thai Airways,
US Airways and United Airlines.
Key Figures
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [GBP mill] 1
EBIT [GBP mill] 1
1
2004
4,621
2005
4,509
2006
4,219
8,339
-
8,832
5.9
8,652
(2.0)
1 Jan 2004
31 Dec 2004
830
(3.2)
1 Jan 2005
31 Dec 2005
869
5.5
1 Jan 2006
31 Dec 2006
905.4
10.2
Airbus A319-100
Airbus A320-200
Airbus A321-200
Airbus A330-200
Embraer RJ135
Embraer RJ145
10
11
4
3
3
13
Ê Total
44
0
Management
Management
Sir Michael
Bishop CBE
Chairman
Nigel
Turner
CEO
SPOTLIGHT ON AEA
37
British Airways
W A T E R S I D E , P. O . B O X 3 6 5 | H A R M O N D S W O R T H U B 7 0 G B | G R E A T B R I T A I N
W W W. B R I T I S H A I R W A Y S . C O M
Routes
Management
Passenger
Cargo
68.1%
31.9%
Scheduled RTK
per Region (2006)
North Atlantic
39.7%
Far East
27.0%
Europe
13.4%
Africa
11.2%
Latin America
Willie Walsh
Chief Executive
4.6%
Middle East
4.1%
Owned by ...
100%
Alliances
Publicly quoted company
Member of OneWorld
alliance.
in fleet on order
Franchisees: British Mediterranean,
Comair (South Africa), GB Airways,
Loganair (UK) and Sun-Air
Scandinavia (Denmark).
Owner of ...
10.8%
10%
ComAir (South Africa)
Iberia
including with American Airlines,
Brussels Airlines, Cathay Pacific, Finnair,
Iberia, JAL, LAN Airlines and Qantas.
Key Figures
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [GBP mill]
EBIT [GBP mill]
38
2004
47,370
2005
46,841
2006
44,645
106,501
6.1
110,960
4.2
114,896
3.5
1 Apr 2004
31 Mar 2005
7,772
556
1 Apr 2005
31 Mar 2006
8,213
694
1 Apr 2006
31 Mar 2007
8,492
602
Airbus A319
Airbus A320
Airbus A321
Avro RJ100
Boeing 737-300
Boeing 737-400
Boeing 737-500
Boeing 747-400
Boeing 757-200
Boeing 767-300
Boeing 777
British Aerospace 146
De Havilland DHC-8
Embraer RJ145
Ê Total
33
26
7
10
5
19
9
57
13
21
43
4
7
28
10
4
282 14
Brussels Airlines
W W W. B R U S S E L S A I R L I N E S . C O M
T H E C O R P O R AT E V I L L A G E | D A V I N C I L A A N 9 | 1 9 3 5 Z A V E N T E M | B E L G I U M
Routes
Passenger
Cargo
84.6%
15.4%
Africa
51.5%
Europe
48.5%
Owned by ...
100%
SN Airholding
Owner of ...
–
Alliances
including with Alitalia, American Airlines,
Air Malta, Air Senegal, British Airways,
Bulgaria Air, Croatia Airlines, CSA,
Cyprus Airways, El Al, Etihad Airways,
Finnair, FlyLAL, Hainan Airlines, Iberia,
LOT, Malev, Malmo Aviation, Pulkovo
Airlines, Royal Air Maroc, Sun-Air,
SWISS, TAP Portugal, TAROM, Ukraine
International Airlines and Virgin Express.
Key Figures
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [EUR mill]
EBIT [EUR mill]
1
in fleet on order
Airbus A319
Airbus A330-300
Avro RJ85
Avro RJ100
Boeing 767-300
3
3
14
12
1
5
Ê Total
38
0
Management
2004
2,133
2005
2,170
2006
2,5311
4,556
15.1
4,560
0.1
4,851
6.4
1 Jan 2004
31 Dec 2004
610.0
10.1
1 Jan 2005
31 Dec 2005
8501
12.91
1 Jan 2006
31 Dec 2006
8921
14.51
Data refers to joint operations of the now merged airlines SN Brussels Airlines and Virgin Express.
Philippe
Vander Putten
Chief Executive
Officer
SPOTLIGHT ON AEA
39
Cargolux
LU X E M B O U R G F I N D E L A I R P O R T | L- 2 9 9 0 LU X E M B O U R G | G R A N D D U C H Y O F LU X E M B O U R G
W W W. C A R G O L U X . C O M
Routes
Passenger
Cargo
0%
100%
Far East
64.1%
North Atlantic
19.6%
Africa
9%
Latin America
5.5%
Middle East
1.9%
Owned by ...
34.9%
33.7%
31.1%
0.3%
Alliances
Luxair
Receiver of SAir Lines
Luxembourg financial
institutions
Others
Various agreements, including with
Aeromexpress, AZAL (Azerbaijan),
China Airlines, China Cargo Airlines,
Finnair Cargo, Oasis Hong Kong
Airlines, Nippon Cargo Airlines and
South African Airways.
in fleet on order
Boeing 747-400F
Boeing 747-800F
14
2
10
Ê Total
14 12
Owner of ...
–
Key Figures
Traffic
Scheduled RTK [million]
RTK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [USD mill]
EBIT [USD mill]
40
Management
2004
1,323
2005
1,403
2006
1,475
4,849
14.8
5,292
9.1
5,270
(0.4)
1 Jan 2004
31 Dec 2004
1,213.3
128.9
1 Jan 2005
31 Dec 2005
1,449.5
123.7
1 Jan 2006
31 Dec 2006
1,551.5
109.4
Ulrich
Ogiermann
President & CEO
Croatia Airlines
HEAD OFFICE | RUZYN
W W W. C Z E C H - A I R L I N E S . C O M
AIRPORT | 160 08 PRAGUE 6 | CZECH REPUBLIC
Passenger
Cargo
97.1%
2.9%
Europe
97.6%
Middle East
2.4%
Owned by ...
Alliances
94.77% Republic of Croatia
2.15% State Agency for Deposit
Insurance and Bank
Rehabilitation
1.46% Privredna banka Zagreb d.d.
1.62% Others
Owner of ...
–
in fleet on order
A Regional Star Alliance
Member.
including with Air Bosna, Air One,
Alitalia, Austrian, Brussels Airlines,
CSA, Lufthansa, LOT, SWISS, TAP
Portugal and Turkish Airlines.
Key Figures
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [EUR mill]
EBIT [EUR mill]
Airbus A319
Airbus A320
ATR 42
Ê Total
4
4
3
11
0
Management
2004
1,080
2005
1,037
2006
1,026
941
8.1
973
3.5
1,005
3.2
1 Jan 2004
31 Dec 2004
179.7
13.8
1 Jan 2005
31 Dec 2005
189.5
4.5
1 Jan 2006
31 Dec 2006
183.7
(2.1)
Ivan Mišetic̀
President & CEO
SPOTLIGHT ON AEA
41
CSA
H E A D O F F I C E | R U Z Y N Ě A I R P O R T | 1 6 0 0 8 P R A G U E 6 | C Z E C H R E P U B L I C
W W W. C Z E C H - A I R L I N E S . C O M
Routes
Management
Passenger
Cargo
92.7%
7.3%
Europe
64.5%
North Atlantic
25.6%
Middle East
6.9%
Radomir
Lasak
President, Chairman
of the Board
Far East
1.8%
Africa
1.2%
Owned by ...
Alliances
56.92% Ministry of Finance of the
Czech Republic
34.59% Czech Consolidation Agency
4.33% Ceska pojistovna a.s.
2.94% City of Prague
0.98% City of Bratislava
0.24% National Property Fund of
the Slovak Republic
Owner of ...
including with Aeroflot, Aeromexico,
Aerosvit Airlines, Air France, Air
Malta, Alitalia, Belavia Belarussian
Airlines, Brussels Airlines, Bulgaria
Air, Delta Air Lines, Finnair, Iberia,
Jat Airways, KLM, Korean Air Lines,
Malev, Olympic Airlines, TAROM,
Turkish Airlines and Ural Airlines.
–
Key Figures
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [USD mill]
EBIT [USD mill]
42
2004
4,861
2005
5,303
2006
~5,000
5,703
19.2
6,394
12.1
6,388
(0.1)
1 Jan 2004
31 Dec 2004
783.0
35.4
1 Jan 2005
31 Dec 2005
931.0
(5.8)
1 Jan 2006
31 Dec 2006
1,042.0
(1.5)
in fleet on order
Airbus A310-300
Airbus A319-100
Airbus A320-200
Airbus A321-200
ATR 42-300
ATR 42-500
ATR 72-200
Boeing 737-400
Boeing 737-500
4
5
2
1
7
4
12
15
Ê Total
50
6
3
9
Cyprus Airways
W W W. C Y P R U S A I R W A Y S . C O M
2 1 A L K E O U S T R E E T | 2 4 0 4 E N G O M I | P. O . B O X 2 1 9 0 3 | 1 5 1 4 N I C O S I A , C Y P R U S
Routes
Passenger
Cargo
85.5%
14.5%
Europe
97.1%
Middle East
2.9%
Owned by ...
30.38% Private shareholders
Owner of ...
Alliances
including with Aeroflot, Aerosvit
Airlines, Alitalia, Brussels Airlines,
El Al, Gulf Air, KLM, LOT, Olympic
Airlines, Royal Jordanian, Saudi
Arabian Airlines and Syrian Arab
Airlines.
in fleet on order
Airbus A319-100
Airbus A320-200
Airbus A330-200
Ê Total
2
7
2
11
0
–
Key Figures
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [EUR mill]
EBIT [EUR mill]
2004
1,965
2005
1,794
2006
1,220
3,421
2.1
3,187
(6.9)
3,267
2.5
1 Jan 2004
31 Dec 2004
247
(77.7)
1 Jan 2005
31 Dec 2005
245
(31.4)
1 Jan 2006
31 Dec 2006
271
(23.0)
Management
Management
Kikis N.
Lazarides
Executive Chairman
Christos
Kyriakides
General Manager
SPOTLIGHT ON AEA
43
Finnair
P. O . B O X 1 5 | 0 1 0 5 3 F I N N A I R | F I N L A N D
W W W. F I N N A I R . C O M
Routes
Management
Passenger
Cargo
72.7%
27.3%
Far East
57.3%
Europe
Jukka
Hienonen
President & CEO
33.8%
North Atlantic
8.9%
Owned by ...
55.78%
2.43%
1.72%
0.75%
0.52%
Alliances
State of Finland
Odin Norden
Tapiola Group
Swedbank
Nordea Nordic Small Cap
Fund
Owner of ...
100%
49%
Member of OneWorld
alliance.
in fleet on order
including with Aeroflot, Air France,
American Airlines, British Airways,
Brussels Airlines, Czech Airlines,
FinnComm Airlines, Iberia, JAL,
Malev, Qantas, Sun Air and Ukraine
International.
FlyNordic (Sweden)
Aero Airlines (Estonia)
1
44
2004
9,522
2005
9,447
2006
9,598
10,476
21.2
11,174
6.7
12,653
13.2
1 Jan 2004
31 Dec 2004
1,683
31
1 Jan 2005
31 Dec 2005
1,871
82
1 Jan 2006
31 Dec 2006
1,990
(11)
Airbus A319-100
9
Airbus A320-200
12
Airbus A321-200
6
Airbus A340-400
1
Airbus A350-900
ATR 721
7
Boeing 757-200
7
Boeing (Douglas) MD-11 7
Boeing (Douglas) MD-802 8
Embraer RJ170
10
Embraer RJ190
1
Ê Total
Key Figures
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
EBIT [EUR mill]1
1
Operated by Aero Airlines.
2
Operated by FlyNordic.
4
9
9
68 22
Iberia
C A L L E V E L A Z Q U E Z 1 3 0 | 2 8 0 0 6 M A D R I D | S PA I N
W W W. I B E R I A . C O M
Routes
Management
Passenger
Cargo
81.4%
18.6%
Scheduled RTK
per Region (2006)
Latin America
51.9%
Europe
33.6%
North Atlantic
9.6%
Africa
3.5%
Fernando
Conte
Chairman & CEO
Middle East
0.8%
Far East
0.6%
Owned by ...
Alliances
63.43% Privately held
26.62% Banks and various
companies
9.95% British Airways and
American Airlines Holdings
Owner of ...
20%
Clickair
Member of OneWorld
alliance.
in fleet on order
including with American Airlines,
Avianca, British Airways, Brussels
Airlines, Cathay Pacific, Comair, CSA,
El Al, Finnair, GB Airways, JAL, LAN
Airlines, Mexicana, Royal Air Maroc,
Royal Jordanian Airlines, SWISS,
Syrian Arab Airlines, TACA, TAROM,
TAM and Ukraine International.
Airbus A319-100
Airbus A320-200
Airbus A321-200
Airbus A340-300
Airbus A340-600
Boeing 757-200
Ê Total
11
56
18
18
13
4
18
12
13
10
1
150 24
Key Figures
Employees (year avg) 1
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [EUR mill] 1
EBIT [EUR mill]1
1
2004
24,993
2005
24,348
2006
23,901
45,765
9.1
49,019
7.1
52,658
7.4
1 Jan 2004
31 Dec 2004
4,792.5
181.1
1 Jan 2005
31 Dec 2005
4,946.3
116.6
1 Jan 2006
31 Dec 2006
5,464.5
122.0
SPOTLIGHT ON AEA
45
Icelandair
REYKJAVIK AIRPORT | 101 REYKJAVIK | ICELAND
W W W. I C E L A N D A I R . C O M
Routes
Passenger
Cargo
92.1%
7.9%
Europe
56%
North Atlantic
44%
Owned by ...
Owner of ...
–
Icelandair is 100% owned by
Icelandair Group, which is:
32.00% langflug ehf
14.81% naust ehf
11.11% Fjárfestingafélagið Máttur
ehf
42.08% Others (<10%)
in fleet on order
Boeing 757-200
Boeing 757-300
Boeing 767-300
Alliances
–
Ê Total
Key Figures
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [ISK mill]
EBIT [ISK mill]
1
46
2005
1,800
2006
2,7471
3,702
23.4
4,308
16.4
4,254
(1.3)
1 Jan 2004
31 Dec 2004
29,057
385
1 Jan 2005
31 Dec 2005
31,463
296
1 Jan 2006
31 Dec 2006
56,1431
3,3261
11
0
Management
2004
1,020
9
1
1
Jón Karl
Ólafsson
President & CEO
Jat Airways
BULEVAR UMETNOSTI 16 | 11000 BEOGRAD | SERBIA
W W W. J A T. C O M
Routes
Passenger
Cargo
95.8%
4.2%
Europe
81.1%
Middle East
13.4%
Africa
5.4%
Owned by ...
100%
State ownership
Alliances
Code-share agreements, including
with Aeroflot, Air France, Alitalia,
Austrian, CSA and Lufthansa.
Owner of ...
–
in fleet on order
Airbus A319-100
ATR 72-200
Boeing 727-200
Boeing 737-300
Boeing 737-400
Ê Total
Key Figures
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [YUN mill]
EBIT [YUN mill]
8
4
2
8
2
16
8
Management
2004
3,525
2005
2,065
2006
1,095
5.2
959
(12.4)
1,095
14.1
1 Jan 2004
31 Dec 2004
11,921
(1,188)
1 Jan 2005
31 Dec 2005
12,193
(1,966)
1 Jan 2006
31 Dec 2006
Nebojsa
Starcevic
President
SPOTLIGHT ON AEA
47
KLM
P. O . B O X 7 7 0 0 | S C H I P H O L A I R P O R T 1 1 1 7 Z L | T H E N E T H E R L A N D S
W W W. K L M . C O M
Routes
Management
Passenger
Cargo
59.6%
40.4%
Scheduled RTK
per Region (2006)
Far East
40.9%
North Atlantic
19.7%
Latin America
CAPITAL PHOTOS - Ruud Taal
13.2%
Africa
11.3%
Peter
F. Hartman
President & CEO
Europe
10.3%
Middle East
4.6%
Owned by ...
Alliances
KLM is 100% owned by Air FranceKLM Group, which is:
62.7% Public float
16.3% Air France employees
2.4% Treasury stock
Member of SkyTeam
alliance
Transatlantic Joint Venture with
Northwest Airlines.
including with Aer Lingus, Air Europa,
Alaska Airlines, China Southern
Airlines, Comair, Cyprus Airways,
Gulf Air, Kenya Airways, Lithuanian
Airlines, Malaysia Airlines, Malev,
Meridiana, PGA Portugalia Airlines,
TAM and Ukraine International.
Owner of ...
100%
100%
50%
26%
transavia.com
KLM UK/cityhopper
Martinair Holland
Kenya Airways
Key Figures
Employees (at FY end)1
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
EBIT [EUR mill]1
1
48
2004
102,077
2005
102,422
2006
103,050
63,113
11.6
68,322
8.3
71,769
5.0
1 Apr 2004
31 Mar 2005
19,467
553
1 Apr 2005
31 Mar 2006
21,448
936
1 Apr 2006
31 Mar 2007
23,073
1,240
Refers to Air France-KLM Group.
in fleet on order
Airbus A330-200
Boeing 737-300
Boeing 737-400
Boeing 737-800
Boeing 737-900
Boeing 747-400
Boeing 747-400 Combi
Boeing 747-400F
Boeing 737-700 BBJ
Boeing 767-300
Boeing 777-200
Boeing 777-300
Fokker 50
Fokker 70
Fokker 100
Ê Total
6
14
13
14
5
5
17
3
1
4
13
4
11
1
2
4
10
14
21
20
160 22
LOT
UL.17 STYCZNIA 39 | 00-906 WARSZAWA | POLAND
W W W. L O T. C O M
Routes
Management
Passenger
Cargo
87.6%
12.4%
North Atlantic
67.8%
Europe
Piotr
Siennicki
CEO
30.3%
Middle East
1.9%
Owned by ...
Alliances
25.10% Receiver of SAir Lines
6.93% Employees
in fleet on order
Owner of ...
100% EuroLot
100% CentralWings
including with Air Canada, ANA,
Asiana, Austrian, bmi, SAS,
South African Airways, Spanair,
TAP Portugal, Thai Airways and
United Airlines.
Key Figures
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [PLN mill]
EBIT [PLN mill]
ATR 421
ATR 721
Boeing 737-400
Boeing 737-500
Boeing 767-200
Boeing 767-300
Boeing 787-800
Embraer RJ145
Embraer RJ170
Embraer RJ175
9
10
4
Ê Total
51
1
2004
3,788
2005
3,398
2006
5,861
7.9
6,223
6.2
6,720
8.0
1 Jan 2004
31 Dec 2004
2,914.2
(14.3)
1 Jan 2005
31 Dec 2005
2,771.7
91.9
1 Jan 2006
31 Dec 2006
2,761.4
13.0
5
8
3
6
2
4
7
7
Operated by EuroLot.
SPOTLIGHT ON AEA
49
Lufthansa
2 - 6 V O N - G A B L E N Z - S T R A S S E | 5 0 6 7 9 C O LO G N E | F E D E R A L R E P U B L I C O F G E R M A N Y
W W W. L U F T H A N S A . C O M
Routes
Management
Passenger
Cargo
58.1%
41.9%
Scheduled RTK
per Region (2006)
Far East
38.1%
North Atlantic
31.2%
Europe
15.7%
Latin America
6.5%
Wolfgang
Mayrhuber
Chairman & CEO
Africa
5.5%
Middle East
3.0%
Owned by ...
Alliances
100% Free float
Owner of ...
100%
100%
100%
49%
49%
30%
25%
14.44%
10%
in fleet on order
Member of WOW cargo alliance
with JAL Cargo, SAS Cargo and
Singapore Airlines Cargo.
Franchisee: LH Regional
(Air Dolomiti, Augsburg Airways,
CityLine, Contact Air and Eurowings).
including with Aegean Airlines, Air
China, Air India, Air Malta, Air One,
Jade Cargo International, Luxair,
SAA, Shanghai Airlines and SWISS.
Lufthansa Cargo
Lufthansa City Line
Air Dolomiti
SWISS
Eurowings
bmi
Jade Cargo International
Luxair
Condor
Key Figures
Employees (at 31 Dec)1
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [EUR mill]
EBIT [EUR mill]
1
50
2004
90,673
2005
92,303
2006
94,510
109,471
13.3
112,794
3.0
114,672
1.7
1 Jan 2004
31 Dec 2004
16,965
872
1 Jan 2005
31 Dec 2005
18,065
1,0692
1 Jan 2006
31 Dec 2006
19,849
1,2992
Refers to Group figures. - 2 Wthout profit from discontinued operations of Leisure Travel Segment.
Airbus A300-600
Airbus A319
Airbus A320
Airbus A321
Airbus A330-300
Airbus A340-300
Airbus A340-600
Airbus A380
ATR-42-500
ATR-72
Avro RJ85
Boeing 737-300
Boeing 737-500
Boeing 747-400
Boeing (Douglas) MD-11F
Boeing 747-800
Canadair CRJ 100/200
Canadair CRJ 700
Canadair CRJ 900
Ê Total
13
18
36
26
10
28
14
25
5
5
10
15
13
15
18
33
30
30
19
20
19
43
20
12
5
5
407 80
Luxair
F I N D E L A I R P O R T | 2 9 8 7 LU X E M B O U R G
W W W. L U X A I R . L U
Routes
Passenger
Cargo
99.6%
0.4%
Europe
100%
Owned by ...
25.2%
23.1%
13.4%
13.2%
13.0%
12.1%
Owner of ...
Banks
State ownership
State-owned bank
Luxair Group and others
Lufthansa
Panalpina World Transport
34.88% Cargolux
in fleet on order
Alliances
including with Air France, Alitalia,
Austrian and Lufthansa.
Key Figures
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [EUR mill]
EBIT [EUR mill]
Boeing 737-500
Boeing 737-700
Bombardier Q400
Embraer RJ135
Embraer RJ145
Ê Total
1
3
3
2
8
14
3
Management
2004
2,190
2005
2,210
2006
2,190
573
4.4
566
(1.2)
515
(9.0)
1 Jan 2004
31 Dec 2004
306.0
3.9
1 Jan 2005
31 Dec 2005
325.6
3.2
1 Jan 2006
31 Dec 2006
333.5
4.3
Adrien Ney
President & CEO
SPOTLIGHT ON AEA
51
Malev
K Ö N Y V E S K Á L M Á N K R T. 1 2 - 1 4 | 1 0 9 7 B U D A P E S T | H U N G A R Y
W W W. M A L E V. H U
Routes
Passenger
Cargo
93%
7%
Europe
64.7%
North Atlantic
23.8%
Middle East
7.1%
Far East
3.0%
Africa
1.4%
Owned by ...
Alliances
99.95% Airbridge Zrt.
0.05% Private shareholders and
other organisations
Member of OneWorld
alliance.
including with Aeroflot, Aerosvit
Airlines, Air Europa, Air France,
Alitalia, American Airlines, Brussels
Airlines, Bulgaria Air, Carpatair,
CSA, Finnair, Hainan Airlines, Iberia,
JAL, KLM, LOT, Moldavian Airlines,
SWISS, TAP Portugal and TAROM.
Owner of ...
100%
Malev Express
Key Figures
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [HUF bn]
EBIT [HUF bn]
52
2004
3,050
2005
1,787
2006
1,670
3,584
8.0
3,806
6.2
4,140
8.8
1 Jan 2004
31 Dec 2004
124
(2.9)
1 Jan 2005
31 Dec 2005
121
(8.5)
1 Jan 2006
31 Dec 2006
123
(14.0)
in fleet on order
Boeing 737-600
Boeing 737-700
Boeing 737-800
Boeing 767-200
Canadair CRJ-200
Fokker 70
Ê Total
6
7
5
2
4
5
29
0
Management
Management
Boris
Abramovich
Chairman
Lloyd
Paxton
CEO
Olympic Airlines
WWW.OLYMPICAIRLINES.COM
ATHENS INTERNATIONAL AIRPORT, BLDG 97 | 5TH KM SPATA-LOUTSA AVENUE | SPATA 19019 | GREECE
Routes
Passenger
Cargo
89.7%
10.3%
Europe
59.6%
North Atlantic
28.4%
Africa
9.1%
Middle East
3.0%
Owned by ...
100%
State ownership
Alliances
including with Aerosvit Airlines,
Air Malta, CSA, Cyprus Airways,
Egyptair, Gulf Air and Kuwait Airlines.
Owner of ...
–
Key Figures
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [EUR mill]
EBIT [EUR mill]
2004
1,810
2005
1,781
2006
1,830
6,788
6.4
7,340
8.1
7,042
(4.1)
1 Jan 2004
31 Dec 2004
643.8
(87.1)
1 Jan 2005
31 Dec 2005
1 Jan 2006
31 Dec 2006
in fleet on order
Airbus A300-600
Airbus A340-300
ATR 42-300
ATR 72-200
Boeing 717-200
Boeing 737-300
Boeing 737-400
1
4
6
7
2
3
13
4
Ê Total
40
0
Management
Management
Ilias
Karantzalis
Chairman
Leonard
Odysseas
Vlamis
CEO
SPOTLIGHT ON AEA
53
FRÖSUNDAVIKS ALLÉ 1 | 19587 STOCKHOLM | SWEDEN
W W W. F LY S A S . C O M
Routes
Management
Passenger
Cargo
80.6%
19.4%
Europe
51.6%
North Atlantic
26.5%
Mats Jansson
President & CEO
Alliances
21.8%
Owner of ...
Member of WOW cargo alliance with
JAL Cargo, Lufthansa Cargo and
Singapore Airlines Cargo.
including with airBaltic, Air China,
Austrian, Blue1, bmi, Estonian Air,
LOT, Lufthansa, Skyways, Spanair,
SWISS, Thai Airways, United Airlines,
Wideroe and with Star Alliance
members.
SAS AB, parent company of SAS
Scandinavian Airlines, is owner of:
100% Scandinavian Airlines
Denmark
100% SAS Braathens
100% Scandinavian Airlines Sverige
100% Scandinavian Airlines
International
100% Wideroe (Norway)
100% Blue1 (Finland)
95% Spanair (Spain)
95% Aerolineas Baleares (Spain)
49% Estonian Air
47.2% airBaltic
Key Figures
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [SEK mill]
EBIT [SEK mill]
Far East
2004
9,254
2005
8,244
2006
7,588
24,050
4.5
27,724
15.3
27,506
(0.8)
1 Jan 2004
31 Dec 2004
35,673
(763)
1 Jan 2005
31 Dec 2005
36,859
617
1 Jan 2006
31 Dec 2006
38,631
1,903
Owned by ...
SAS AB, parent company of SAS
Scandinavian Airlines, is owned by:
21.4% Swedish State
14.3% Danish State
14.3% Norwegian State
50.0% Private interests
in fleet on order
Airbus A319-100
Airbus A321-200
Airbus A330-300
Airbus A340-300
Boeing 737-400
Boeing 737-500
Boeing 737-600
Boeing 737-700
Boeing 737-800
Bombardier Q400
Fokker 50
Ê Total
54
2
8
4
7
4
13
26
15
13
2
34
8
23
6
2
2
165 5
Spanair
W W W. S P A N A I R . C O M
E D I F I C I O S PA N A I R , A P D O C O R R E O S 5 0 0 8 6 | 0 7 6 1 1 PA L M A D E M A L LO R C A | S PA I N
Routes
Passenger
Cargo
97.9%
2.1%
Europe
99.4%
Africa
0.6%
Owned by ...
94.9%
5.1%
Alliances
SAS Group
Teinver
Owner of ...
–
in fleet on order
Various agreements, including with
Adria Airways, Air Canada, Air New
Zealand, ANA, Asiana Airlines,
Austrian, Blue1, bmi, Croatia Airlines,
Estonian Air, LOT, Lufthansa, SAS
Scandinavian Airlines, Singapore
Airlines, South African Airways,
SWISS, TAP Portugal, Thai Airways,
United Airlines and US Airways.
Key Figures
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [EUR mill]
EBIT [EUR mill]
2004
2,962
2005
3,287
2006
3,442
5,107
12.2
6,225
21.9
7,493
20.4
1 Jan 2004
31 Dec 2004
828.9
2.4
1 Jan 2005
31 Dec 2005
949.2
13.4
1 Jan 2006
31 Dec 2006
1,155.4
31.4
Airbus A320
Airbus A321
Boeing 717
16
5
5
10
15
8
1
Ê Total
59 10
3
6
Management
Management
Gonzalo
Pascual Arias
Executive President
& Chairman
of the Board
Lars
Nygaard
CEO
SPOTLIGHT ON AEA
55
SWISS
P. O . B O X | 4 0 0 2 B A S E L | S W I T Z E R L A N D
W W W. S W I S S . C O M
Routes
Passenger
Cargo
66.9%
33.1%
Scheduled RTK
per Region (2006)
North Atlantic
32.2%
Far East
23.9%
Europe
19.4%
Africa
10.6%
Middle East
7.5%
Latin America
6.4%
Owned by ...
100%
49%
51%
Alliances
Swiss-based AirTrust AG
company, which is:
Lufthansa
Swiss-based Almea
Foundation
Owner of ...
100%
Swiss European Air Lines
in fleet on order
including with Adria Airways, Air
Canada, ANA, Austrian, Blue1, Cirrus
Airlines, Croatia Airlines, Darwin Airline,
LOT, Lufthansa, Malaysian Airlines,
Qatar Airways, SAS Scandinavian
Airlines, Spanair, TAP Portugal, Thai
Airways, Ukraine International Airlines,
United Airlines and US Airways
Key Figures
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [CHF mill]1
EBIT [CHF mill]1
1
56
2004
5,967
2005
5,472
2006
5,212
20,598
(14.9)
20,473
(0.6)
27,506
(0.8)
1 Jan 2004
31 Dec 2004
3,642
(122)
1 Jan 2005
31 Dec 2005
3,732
(55)
1 Jan 2006
31 Dec 2006
4,153
231
Airbus A319
Airbus A320
Airbus A321
Airbus A330
Airbus A340
Avro RJ85
Avro RJ100
Embraer RJ170
Embraer RJ190
7
15
4
11
9
4
20
Ê Total
70 37
2
2
3
15
15
Management
Management
Rolf Jetzer
Chairman of the
Board
Dr. Christoph
Franz
CEO
TAP Portugal
A PA R TA D O 5 0 1 9 4 | 1 7 0 4 - 8 0 1 L I S B O N | P O R T U G A L
W W W. F LY T A P. C O M
Routes
Passenger
Cargo
83%
17%
Latin America
43.0%
Europe
39.4%
Africa
11.6%
North Atlantic
6.0%
Owned by ...
100%
Alliances
State ownership
in fleet on order
Owner of ...
40%
20%
1
Air Sao Tomé e Principe
Air Macau1
Indirect participation through SEAP holding company, in which
TAP holds 60%.
including with Air One, Austrian, bmi,
Brussels Airlines, LAM, Lufthansa,
LOT, Malev, PGA Portugalia Airlines,
SATA, Spanair, SWISS, TACV, United
Airlines and Ukraine International
Airlines.
Key Figures
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [EUR mill]
EBIT [EUR mill]
2004
5,683
2005
5,664
2006
13,198
13.3
14,394
9.1
16,649
15.7
1 Jan 2004
31 Dec 2004
1,237
(10.6)
1 Jan 2005
31 Dec 2005
1,359
(9.5)
1 Jan 2006
31 Dec 2006
1,654
30.3
Airbus A310-300
Airbus A319-100
Airbus A320-200
Airbus A321-200
Airbus A330
Airbus A340-300
Airbus A350
6
17
15
3
3
4
Ê Total
48 11
5
6
Management
Management
Manuel Pinto
Barbosa
Chairman
Fernando
Pinto
CEO
SPOTLIGHT ON AEA
57
TAROM
2 2 4 F C A L E A B U C U R E S T I LO R , T O W N O F O T O P E N I | I L F O V C O U N T Y | R O M A N I A
W W W. T A R O M . R O
Routes
Passenger
Cargo
96%
4%
Europe
83.2%
Middle East
15.1%
Africa
1.8%
Owned by ...
Alliances
95% State ownership
2.58% Henri Coanda International
Airport
2.18% Romanian Air Traffic Services
0.15% Muntenia (private financial
investment fund)
0.09% Romanian Civil Aviation
Authority
Associate member of
SkyTeam alliance.
including with Aeroflot, Air France,
Air Moldova, Alitalia, Austrian,
Brussels Airlines, CSA, Iberia, LOT,
Malev and Syrian Arab Airlines.
in fleet on order
Airbus A318-100
ATR 42-500
Boeing 737-300
Boeing 737-700
Ê Total
Owner of ...
–
Key Figures
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [USD mill]
EBIT [USD mill]
1
58
2004
2,323
2005
2,326
2006
2,317
1,329
(14.1)
1,448
8.9
1,537
6.1
1 Jan 2004
31 Dec 2004
259.2
17.6
1 Jan 2005
31 Dec 2005
280.8
2.9
1 Jan 2006
31 Dec 2006
300.2
5.01
Preliminary figure.
Management
Gheorge
Birla
President & CEO
2
7
5
4
2
18
2
Turkish Airlines
W W W. T U R K I S H A I R L I N E S . C O M
G E N E L M Ü D Ü R L Ü K B I N A S I | ATAT Ü R K H AVA L I M A N I | 3 4 8 3 0 Y E S I L K Ö Y | I S TA N B U L | T U R K E Y
Routes
Management
Management
Passenger
Cargo
84.3%
15.7%
Europe
55.5%
Far East
26.5%
North Atlantic
9.8%
Middle East
5.7%
Candan
Karlitekin
Chairman of the
Board
Owned by ...
Alliances
49.12% State-owned Privatisation
Administration
50.88% Other shareholders
Owner of ...
50%
SunExpress
Africa
Temel
Kotil
CEO
2.5%
Membership of Star
Alliance accepted and to
become effective in 2008.
including with Air China, Air India, Air
Astana, American Airlines, Croatia
Airlines, CSA, Egyptair, Kenya Airways,
Kuwait Airlines, Japan Airlines,
Lufthansa, LOT, Pakistan Airlines,
Royal Air Maroc and SunExpress.
in fleet on order
Airbus A310-200
Airbus A310-300
Airbus A310-300F
Airbus A319-100
Airbus A320-200
Airbus A321-100
Airbus A321-200
Airbus A330-200
Airbus A340-300
Boeing 737-400
Boeing 737-800
Ê Total
1
5
1
2
15
2
7
5
7
16
41
13
10
8
102 31
Key Figures
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [TRL mill]
EBIT [TRL mill]
2004
10,956
2005
11,121
2006
10,324
17,382
15.5
19,629
12.9
24,335
24.0
1 Jan 2004
31 Dec 2004
2,176
106.2
1 Jan 2005
31 Dec 2005
2,340
62.9
1 Jan 2006
31 Dec 2006
2,881
52.9
SPOTLIGHT ON AEA
59
T H E O F F I C E M A N O R R O YA L | C R A W L E Y | W E S T S U S S E X R H 1 0 9 N U | G R E AT B R I TA I N
W W W. V I R G I N - A T L A N T I C . C O M
Routes
Passenger
Cargo
71.3%
28.7%
North Atlantic
57.2%
Far East
23.6%
Latin America
9.0%
Africa
8.4%
Middle East
1.9%
Owned by ...
51%
49%
Alliances
Virgin Group
Singapore Airlines
including with Air China, ANA, bmi,
Continental Airlines, Singapore
Airlines, South African Airways and
Virgin Blue.
in fleet on order
Airbus A340-300
Airbus A340-600
Airbus A380
Boeing 747-400
5
19
13
Ê Total
37
6
Owner of ...
49%
Key Figures
Traffic
RPK [% growth]
Financial
Financial Year from
Financial Year to
Revenues [GBP mill]
EBIT [GBP mill]1
1
60
6
Virgin Nigeria Airways
2004
7,479
2005
8,500
2006
8,400
30,223
12.2
32,103
6.2
35,279
9.9
1 Mar 2004
29 Feb 2005
1,630
20.1
1 Mar 2005
28 Feb 2006
1,912
41.6
1 Mar 2006
28 Feb 2007
Management
Management
Sir Richard
Branson
Chairman
Steve
Ridgway
Chief Executive
Key Statistics
Traffic by route area
2006
1
Domestic
2
Cross-border
Europe
[%/pt]
Passengers (000)
Passenger Kilometres (mill)
Share in Tot. Sched. AEA Traffic (%)
Seat Kilometres (mill)
[%/pt]
3
Europe North Africa
[%/pt]
4
Europe Middle East
[%/pt]
5
North
Atlantic
[%/pt]
[%/pt]
109 181.3
1.5
158 744.9
6.1
267 926.2
42
4 206 4
8.6
6 858.6
3.9
27 509.9
0.5
59 654.6
2.4
166 992.4
7.2
226 647.0
5.9
8 025.4
6.7
23 695.2
9.6
187 996.3
0.7
8.1
22.7
30.8
1.1
3.2
25.5
88 803.2
0.0
241 051.7
4.8
329 855.0
5.9
11 709.0
4.1
33 433.1
13.8
230 548.8
2.0
67.2
1.6
69.3
1.5
68.7
1.6
68.5
1.7
70.9
-2.7
81.5
-1.1
Total Freight Tonnes Carried (000)
180.1
-2.1
547.0
-4.8
727.1
-4.2
63.7
3.0
234.1
8.3
1 501.0
4.7
Total Freight Tonne-Kilometres (mill)
138.2
-4.2
759.9
-3.9
898.1
-4.0
174.3
1.4
979.3
-1.0
10 116.6
2.3
Passenger Load Factor (%)
% Freight on Passenger Services
81.5
80.9
81.0
95.8
87.2
68.1
Total Revenue Tonne-Kilometres (mill)
5 697.1
1.7
16 657.0
6.5
22 354.1
5.3
939.5
5.0
3 295.3
3.6
28 381.4
1.1
Available Tonne-Kilometres (mill)
9 431.8
-1.1
27 169.9
4.3
36 601.7
2.8
1 427.2
1.9
5 129.3
7.5
40 103.5
1.7
Overall Load Factor (%)
60.4
1.7
61.3
1.3
61.1
1.4
65.8
2.0
64.2
-2.4
70.8
-0.4
Average Seats per Aircraft
141
124
128
161
201
275
Average Stage Distance (km)
450
902
724
1 707
2 851
6 532
6
Mid
Atlantic
7
South
Atlantic
8
Europe Sub Saharan
Africa
2006
[%/pt]
Passengers (000)
Passenger Kilometres (mill)
Share in Tot. Sched. AEA Traffic (%)
Seat Kilometres (mill)
Passenger Load Factor (%)
Total Freight Tonnes Carried (000)
Total Freight Tonne-Kilometres (mill)
% Freight on Passenger Services
[%/pt]
9
Europe Far East/
Australasia
[%/pt]
1-9
Total
Scheduled
[%/pt]
NonScheduled
[%/pt]
[%/pt]
6 438.1
2.6
4 834.4
14.0
7 682.7
4.1
17 775.8
11.3
343 400.8
4.4
8 606.2
-12.3
49 900.6
2.8
41 509.1
12.8
51 430.4
3.5
147 522.0
9.8
736 952.3
5.4
20 260.7
-10.2
6.8
5.6
7.0
100.0
20.0
60 812.9
2.5
48 104.2
7.9
65 962.1
3.4
182 857.1
8.4
963 615.1
4.5
24 979.8
-13.8
82.1
0.2
86.3
3.8
78.0
0.0
80.7
1.0
76.5
0.6
81.1
3.3
181.8
5.8
242.1
3.3
449.0
3.5
2 022.3
5.7
5 421.9
3.8
28.9
-43.1
1 542.1
5.6
2 229.3
6.3
2 999.4
-3.5
17 406.8
6.8
36 347.0
4.0
235.0
-28.6
80.6
Total Revenue Tonne-Kilometres (mill)
6 248.3
Available Tonne-Kilometres (mill)
58.9
3.3
6 157.8
61.8
54.9
39.7
9.9
7 874.2
0.6
31 867.2
8.0
107 139.3
2.5
4.6
2 097.0
-13.6
9 017.9
2.8
8 232.4
5.6
11 317.3
-1.4
43 930.7
8.4
155 792.4
4.0
3 112.8
-12.8
Overall Load Factor (%)
69.3
0.3
74.8
2.9
69.6
1.3
72.5
-0.3
68.8
0.4
67.4
-0.6
Average Seats per Aircraft
329
293
271
286
197
176
6 574
6 952
5 079
6 925
1 281
1 858
Average Stage Distance (km)
62
1+2
Total
Europe
Total Scheduled - Passenger & All-Cargo Services
Passengers
Revenue
Passenger
Kilometres
2006
Available
Seat
Kilometres
Load
Factor
Freight
Tonnes
Carried
Freight
Tonne
Kilometres
Revenue
Tonne
Kilometres
Available
Tonne
Kilometres
Overall
Load
Factor
[000]
[%]
(mill)
[%]
(mill)
[%]
(%)
[pt]
[000]
[%]
(mill)
[%]
(mill)
[%]
(mill)
[%]
(%)
[pt]
850.0
12.2
772.9
9.4
1 216.4
3.0
63.5
3.7
4.2
40.4
3.4
29.4
71.8
8.4
133.0
6.0
54.0
1.2
Air France
49 348.8
4.7
123 335.6
6.4
155 409.7
5.6
79.4
0.6
784.4
5.2
5 854.9
6.0
17 103.3
6.1
23 741.9
4.7
72.0
0.9
Air Malta
1 478.7
7.8
2 385.3
4.1
3 495.2
4.8
68.2 -0.5
7.5
-1.3
11.9
-4.4
214.7
4.1
370.9
2.4
57.9
0.9
Air One
5 662.6
7.6
3 380.4
7.2
5 849.5
6.8
57.8
0.2
0.0
0.0
0.0
0.0
304.2
7.2
526.5
6.8
57.8
0.2
Alitalia
24 090.8
0.2
37 739.9
1.3
51 283.9
-1.7
73.6
2.2
215.1
8.4
1 513.0
10.8
5 287.9
3.6
7 727.2
3.7
68.4
-0.1
Austrian
8 773.0
9.3
19 889.9
5.6
26 814.2
5.3
74.2
0.2
97.1
7.0
587.1
6.5
2 708.0
5.9
3 737.7
5.6
72.5
0.2
bmi
9 655.3
-3.4
8 652.0
-2.0
12 495.0
-0.4
69.2 -1.2
33.1
21.1
144.8
36.0
925.9
2.2
1 737.8
23.4
36 086.9
1.6
114 896.4
3.5
150 700.8
2.7
76.2
0.6
694.5
-0.7
4 733.2
-0.7
15 182.5
2.2
23 172.8
1.5
65.5
0.5
3 415.9
6.4
4 850.7
6.4
7 503.9
3.7
64.6
1.6
14.4
-6.9
75.4
-7.1
516.0
4.0
886.3
4.7
58.2
-0.4
-
-
-
-
-
-
-
-
707.9
2.6
5 180.4
1.5
5 180.4
1.5
7 128.8
-1.7
72.7
2.3
Croatia Airlines
1 370.2
2.1
1 004.5
3.2
1 657.9
-1.7
60.6
2.9
3.5
-9.9
2.1 -12.1
93.1
2.9
181.6
-1.7
51.3
2.3
CSA
4 668.9
3.9
6 387.9
-0.1
9 161.2
-2.4
69.7
1.6
19.2
4.4
39.4
1.5
620.0
0.0
1 019.6
-1.4
60.8
0.9
Cyprus Airways
1 601.7
1.2
3 267.5
2.5
4 474.9
0.0
73.0
1.8
17.8
-1.0
46.5
-0.3
344.2
2.0
560.1
0.6
61.5
0.8
Finnair
6 427.6
6.9
12 652.8
13.2
17 476.8
7.3
72.4
3.8
73.8
8.6
408.4
15.6
1 554.5 13.6
2 819.2
9.5
55.1
2.0
Iberia
27 227.6
0.8
52 658.3
7.4
66 030.3
3.8
79.7
2.7
189.7
0.2
1 025.8
7.8
5 823.1
7.5
9 168.4
3.3
63.5
2.5
Icelandair
1 536.2
0.5
4 253.8
-1.3
5 591.5
0.8
76.1 -1.6
9.8
-4.7
28.9
7.4
393.1 -6.5
681.7
11.1
57.7 -10.9
Jat Airways
1 098.5
19.6
1 094.5
14.1
1 963.9
9.6
55.7
2.2
3.2
-6.8
4.1 -10.1
102.9 12.7
223.7
11.9
46.0
0.3
KLM
22 366.2
3.9
71 768.8
5.0
85 697.9
4.7
83.7
0.3
594.6
3.6
4 703.4
1.1
12 043.9
3.1
15 083.2
3.0
79.8
0.1
LOT
3 701.4
4.2
6 719.7
8.0
9 061.3
7.8
74.2
0.1
16.8
10.6
80.1
12.4
742.5
8.1
1 226.9
9.7
60.5
-0.9
51 194.3
4.6
114 671.8
1.7
145 931.2
1.6
78.6
0.0 1 197.1
5.7
8 090.6
5.3
19 897.1
3.3
27 121.5
1.9
73.4
1.0
Luxair
818.1
-3.9
515.4
-8.9
929.2
-9.7
55.5
0.5
0.1 -51.1
46.4 -9.5
83.8
-9.6
55.4
0.1
Malev
2 921.2
6.8
4 139.9
8.8
6 151.6
7.8
67.3
0.6
9.5
19.2
24.5
14.2
400.7
8.9
807.1
6.1
49.6
1.3
Olympic Airlines
5 642.2
-2.4
7 041.8
-4.1
10 243.1
-2.0
68.7 -1.5
26.5
5.8
64.4
12.0
734.1 -2.7
1 295.0
-6.2
56.7
2.0
25 098.8
0.3
27 505.5
-0.8
36 970.9
-3.9
74.4
2.3
106.7
-7.1
605.8
-4.3
3 398.3 -1.6
4 730.7
-3.4
71.8
1.4
Spanair
8 211.4
19.9
7 492.6
20.4
11 015.7 13.2
68.0
4.0
10.2
6.4
13.9
4.0
674.3 17.1
991.4
3.6
68.0
7.8
SWISS
10 637.5
10.2
22 075.9
7.8
27 675.2
5.6
79.8
1.6
181.8
-9.1
1 039.0
-6.4
3 276.6
2.8
4 798.3
2.9
68.3
-0.1
TAP Portugal
6 890.9
5.0
16 648.7
15.7
22 870.7 14.9
72.8
0.5
60.6
13.4
282.7
26.2
1 805.2 17.0
3 068.0
17.9
58.8
-0.4
TAROM
1 282.4
7.7
1 536.7
6.1
62.3
1.3
3.1
-2.0
4.9
-3.8
5.8
440.3
7.9
32.7
-0.6
Turkish Airlines
16 437.1
20.6
24 334.5
24.0
35 209.6 29.5
69.1 -3.1
155.7
10.9
446.9
10.7
2 902.8 17.2
4 666.9
23.2
62.2
-3.2
Virgin Atlantic
4 906.9
8.6
35 278.5
9.9
48 267.0 12.0
73.1 -1.4
183.9
16.2
1 331.6
15.1
4 647.8 11.3
7 662.2
11.4
60.7
0.0
343 400.8
4.4
736 952.3
5.4
4.6 155 792.4
4.0
68.8
0.4
Adria Airways
Aer Lingus
British Airways
Brussels Airlines
Cargolux
Lufthansa
SAS
AEA
2 466.5
963 615.1
3.8
4.5
76.5
0.6 5 421.9
0.1 -46.1
3.8 36 347.0
144.0
4.0 107 139.3
53.3 -11.0
S P O T L I G H T O N A E A - K E Y S TAT I S T I C S
63
Glossary
AAPA
Association of Asia Pacific Airlines, with
headquarters in Kuala Lumpur.
Air Freedom Rights
The liberalisation of European air
transport, started in 1988 and completed in 1997 with the so-called
‘Third Package’ of measures included
rights of market access, which are
defined as follows. First freedom: to
overfly one country en-route to another; Second freedom: to make a
technical stop in another country;
Third freedom: to carry passengers
from the home country to another
country; Fourth freedom: to carry passengers to the home country from another country; Fifth freedom: to carry
passengers between two countries
by an airline of a third on a route with
origin/destination in its home country;
Sixth freedom: to carry passengers
between two countries by an airline
of a third on two routes connecting in
its home country; Seventh freedom: to
carry passengers between two countries by an airline of a third on a route
outside its home country; Eighth freedom or cabotage: to carry passengers within a country by an airline of
another country on a route with origin/
destination in its home country; Ninth
freedom or Stand-Alone cabotage:
to carry passengers within a country
by an airline of another country; True
domestic: to carry passengers by an
airline in its home country.
Association of
European Airlines (AEA)
A non-profit association for the European airline industry with following
members: Adria Airways (JP), Aer
Lingus (EI), Air France (AF), Air Malta
(KM), Alitalia (AZ), Austrian (OS), bmi
(BD), British Airways (BA), Brussels
Airlines (SN), Cargolux Airlines International (CV), Croatia Airlines (OU),
CSA Czech Airlines (OK), Cyprus
Airways (CY), Finnair (AY), Iberia (IB),
Icelandair (FI), JAT Airways (JU), KLM
64
(KL), LOT Polish Airlines (LO), Lufthansa (LH), Luxair (LG), Malev Hungarian Airlines (MA), Olympic Airlines
(OA), SAS (SK), Spanair (JK), SWISS
(LX), TAP Portugal (TP), TAROM (RO),
Turkish Airlines (TK), Virgin Atlantic
Airways (VS).
ATC.
Air Traffic Control.
Available
Seat-Kilometres (ASK)
The total number of seats available for
the transportation of revenue passengers multiplied by the number of kilometres which those seats are flown.
Available
Tonne-Kilometres (ATK)
The total number of metric tonnes
available for the transportation of passengers, freight and mail multiplied by
the number of kilometres which this capacity is flown.
Breakeven
Load Factor (%)
The load factor at which operating revenues will cover operating costs. Unit
cost divided by yield.
CAA
Civil Aviation Authority.
CFMU
Central Flow Management Unit, of Eurocontrol.
CODA
Central Office for Delay Analysis.
Code-sharing
A marketing practice by which several
airlines put their two-letter code on one
flight.
Computer Reservation
System (CRS)
A system for reserving seats on commercial flights electronically by a travel
agent.
DGCA
Directorate General of Civil Aviation.
Distances
Airport-to-Airport great circle distances
are used.
ECAC
European Civil Aviation Conference,
with headquarters in Paris.
ECOFIN
Directorate General for Economic
and Financial Affairs of the European
Union.
EU
European Union. The following countries joined, in 1958 Belgium, France,
Germany (west), Italy, Luxembourg,
Netherlands; in 1973 Denmark, Ireland,
United Kingdom, (from 1981), Greece;
in 1986 Portugal, Spain; in 1995 Austria, Finland and Sweden, in 2004
Cyprus, the Czech Republic, Estonia,
Hungary, Latvia, Lithuania, Malta, Poland, the Slovak Republic and Slovenia
and in 2007 Bulgaria, Romania.
Eurocontrol
European Organisation for the Safety
of Air Navigation.
Geographical Regions
For reporting related to the air transport operations of member airlines
the following regions are identified:
1) Domestic: within a country which
is the main place of business of the
reporting carrier. In the case of SAS,
which covers three countries, domestic refers to services within each of the
three countries, but not services between those countries; 2) Geographical Europe: cross-border services
within the geographic area Europe,
including Russia up to 55°E; 3) Middle East: to/from the Middle East; 4)
North Africa: services to/from Algeria,
Egypt, Libya, Morocco, Sudan and Tunisia; 5) Sub-Saharan Africa: services
to/from African countries not included
in North Africa; 6) North Atlantic: services to/from USA and Canada; 7)
Mid Atlantic, services to/from Central
America; 8) South Atlantic: services
to/from South America.; 9) Far East/
Australia: services to/from points East
of the Middle East. All of the above
relate to scheduled services only. Aggregate non-scheduled or charter services are reported separately. Calculated regions include: a) Europe Total:
1+2; b) International Short/Medium
Haul: 2+3+4; c) Total Longhaul: 5 to
9; d) Total International: 2-9; e) Total
Scheduled: 1-9.
IACA
International Air Carrier Association:
worldwide membership of leisure (nonscheduled) air carriers.
IATA
International Air Transport Association,
with headquarters in Geneva and Montreal.
ICAO
International Civil Aviation Organisation, with headquarters in Montreal,
Canada.
OAG
Official Airline Guide, includes scheduled timetables for most airlines.
OECD
Organisation for Economic Co-Operation & Development.
Operating Ratio
The relationship between operating
revenues and operating expenses. The
latter may be inclusive or exclusive of
net interest.
Overall Load Factor %
The percentage of total capacity available for passengers, freight and mail
which is actually sold and utilised.
Computed by dividing total revenue
tonne-kilometres actually flown by total
available tonne-kilometres.
Passenger
Load Factor (PLF %)
The percentage of seating capacity which is actually sold and utilised.
Computed by dividing revenue passenger-kilometres flown by available
seat-kilometres flown on revenue passenger services.
Non-scheduled
services
Are defined as ‘Non-scheduled services’: charter flights and special flights
performed for remuneration on an irregular basis, including empty flights and
blocked-off charters, other than those
reported under scheduled services.
Blocked-off charters: when the whole capacity of an aircraft is reserved for charter
sale on flights published as scheduled
but carried out as charter flights on the
same or similar routing and timetable.
Revenue Freight
All freight counted on a point-to-point
basis (in metric tonnes) covered by
air waybills for which remuneration is
received. Freight carried on trucking
services is not included.
Revenue
Passengers Carried
A passenger for whose transportation an air carrier receives commercial
remuneration. This includes, for example, (i) passengers travelling under
publicly available promotional offers
(for example “two-for-one”) or loyalty
programmes (for example redemption
of frequent flyer points); (ii) passengers
travelling as compensation for denied
boarding; (iii) passengers travelling at
corporate discounts; (iv) passengers
travelling on preferential fares (government, seamen, military, youth, student
etc). Are excluded, for example, (i) persons travelling free; (ii) persons travelling at a fare or discount available only
to employees of air carriers or their
agents or only for travel on the business
of the carriers; (iii) infants who do not
occupy a seat.
Revenue Passenger-Kilometres (RPK)
One fare-paying passenger transported one kilometre. RPK’s are computed
by multiplying the number of revenue
passengers by the kilometres they are
flown.
Revenue
Tonne-Kilometres (RTK)
One tonne of revenue traffic transported
one kilometre. Revenue tonne-kilometres are computed by multiplying metric tonnes of revenue traffic (passenger, freight and mail) by the kilometres
which this traffic is flown. Passenger
tonne-kilometres are calculated using
standard weights (including baggage)
which may differ between airlines and
between domestic/short/long-haul.
Scheduled Services
Flights scheduled and performed for
remuneration according to a published
timetable, or so regular or frequent as
to constitute a recognisably systematic
series, which are open to direct booking by members of the public. Extra
flights occasioned by overflow traffic
from scheduled flights and preparatory
revenue flights on planned air services
are also considered to be scheduled
services.
Unit Cost
The average operating cost incurred
per available tonne-kilometre.
Yield. The average amount of revenue
received per revenue tonne-kilometre.
Passenger yield: passenger revenue
per RPK.
S P O T L I G H T O N A E A - K E Y S TAT I S T I C S
65
AV E N U E LO U I S E 3 5 0 | 1 0 5 0 B R U S S E L S | B E L G I U M
T E L . + 3 2 ( 0 ) 2 6 3 9 8 9 8 9 | FA X . + 3 2 ( 0 ) 2 6 3 9 8 9 9 9
A E A . S E C R E TA R I AT @ A E A . B E | W W W. A E A . B E
ASSOCIATION
OF
EUROPEAN
AIRLINES

yearbook 07

Transcript

Documenti analoghi

GYPSY DÉCO

Yearbook 05

Yearbook 2003

NOTA MERIDIANA Memorandum of Understanding con Qatar

NOTA MERIDIANA SIGLATO L`ACCORDO TRA QATAR AIRWAYS E

A R V A areaC E A R V A areaC E

Technology >RevolutionDanieli MicroMill to be the

NEWS 44 - Grimaldi Group

Multicenter 3-arm trial to evaluate the efficacy and safety of

Avionics - Spazio IT