...As flag carrier of Ethiopia, Ethiopian Airlines has become one of the continent’s leading carriers, unrivalled in Africa for efficiency and operational success, turning profits for most years of its existence. Ethiopian Airlines was established on December 21, 1945. As one of the pioneer African Airlines, Ethiopian has come a long way since its humble beginning, with DC-3/C-47 aircraft. Operating at the forefront of technology, it has now become one of Ethiopia’s major industries and a veritable institution in Africa, operating a modern and environmental friendly fleet. It commands a lion’s share of the pan African network including the only daily east-west flight across the continent. The airline is currently implementing its 15-year strategic plan called "Vision 2025" with the goal of becoming the leading aviation group in Africa. Beyond the passenger airline business, the Aviation Group is diversifying into seven profit centers with ten billion dollars in revenue. The profit centers of the Ethiopian Aviation Group are: Ethiopian International, Ethiopian Regional, Ethiopian Cargo Services, Ethiopian MRO Services, Ethiopian Aviation Academy, Ethiopian Catering Services and Ethiopian Ground Services. During the period 2011-12 Ethiopian carried 4.6 million passengers, successfully competing with other airlines with respect to modern equipment, convenience of connections, and quality of service. Its green, yellow and red emblem is recognized almost everywhere as the symbol...
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...Applying Ethical Codes: Case studies Case Study 1 George Babbage is an experienced software developer working for Acme Software Company. Mr. Babbage is now working on a project for the U.S. Department of Defense, testing the software used in controlling an experimental jet fighter. George is the quality control manager for the software. Early simulation testing revealed that, under certain conditions, instabilities would arise that could cause the plane to crash. The software was patched to eliminate the specific problems uncovered by the tests. After these repairs, the software passed all the simulation tests. George is not convinced that the software is safe. He is worried that the problems uncovered by the simulation testing were symptomatic of a design flaw that could only be eliminated by an extensive redesign of the software. He is convinced that the patch that was applied to remedy the specific tests in the simulation did not address the underlying problem. But, when George brings his concerns to his superiors, they assure him that the problem has been resolved. They further inform George that any major redesign effort would introduce unacceptable delays, resulting in costly penalties to the company. There is a great deal of pressure on George to sign off on the system and to allow it to be flight tested. It has even been hinted that, if he persists in delaying the system, he will be fired. What should George do next? Case Study 1: Relevant Clauses Principle...
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...Depreciation Accounting 1 Types of Long-Lived Assets • Tangible asset • Asset with physical substance • Property, plant, and equipment = fixed asset. • Intangible asset • Intellectual property. • No physical substance • Examples are patent rights, copyrights 2 Amortization • View capital asset as bundle of services • Similar to prepaid expenses, cost is expensed as company benefits from the services • • • • Land - no depreciation Plant and equipment - depreciation Natural resources - depletion Intangible assets - amortization 3 Depreciation Methods • • Straight line method • (original cost - residual value) /service life Accelerated methods • Declining balance methods • Sum of the years’ or years’ digits methods 4 Declining Balance Method • Depreciation = book value * depreciation rate. • Double declining balance method = book value * 2 * straight line rate. • Straight line rate = 1/(life of asset in years). 5 Impaired Assets • • • An asset for which its remaining benefits, as measured by the sum of future cash flows the asset’s use will generate, is less than its book value If entity expects to hold asset • Write asset down to fair value If entity expects to sell asset • Write asset down to lower of cost or fair value less cost of disposal. 6 Group Depreciation n Group depreciation • Treats all similar assets as a “pool” or group rather than calculating for each item separately. • No gain or...
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...History (including Tasman Empire Airways Limited/Air New Zealand 1939-1978, New Zealand National Airways Corporation 1947-1978, and Air New Zealand 1978-on) issued February 2006 1939 During the months before the New Zealand, United Kingdom and Australian Governments reached agreement on the constitution of the new company, the Union Steam Ship Company accepted initial responsibility for the three Short S.30 Empire class flying boats which Union Airways had ordered for the Tasman service, and in August 1939, the incorporation of Tasman Empire Airways Limited (TEAL) - later to become Air New Zealand - was sufficiently advanced for ZK-AMA "Aotearoa" to fly to New Zealand. 1940 April 26: TEAL registered in Wellington as a limited liability company. Original holdings were: New Zealand Government 20%, Union Airways 19%, BOAC 38% and Qantas 23%. Chairman of Directors - Colonel N S Falla; Deputy Chairman - A E Rudder. The board reported to the Tasman Air Commission, which itself reported to the New Zealand, Australian and British Governments. April 30: Inaugural Auckland-Sydney flight ZK-AMA "Aotearoa", then weekly. First service commanded by Captain J W Burgess with 10 passengers. May 2: First return flight. August: TEAL increased the frequency of its Auckland-Sydney service to three times a fortnight. Connection was made at Auckland with Pan American Airways' San Francisco-Auckland flying-boat service. 1941 March 31: TEAL's first...
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...Press Release Air Pacific Announces FY2011/2012 Financial Results Turnaround Plan Delivers Profits, More Passengers, and Higher Revenue Nadi, Fiji - Air Pacific today announced its financial results for the fiscal year ended 31 March 2012 (1 April 2011 – 31 March 2012). Mr. Nalin Patel, Chairman of Air Pacific’s Board of Directors, said that Air Pacific Ltd. and Air Pacific Group both made operating profits and that Air Pacific Ltd. delivered record-breaking revenue. (Air Pacific Group includes the national airline, its wholly owned subsidiary Pacific Sun, and a 38.75% stake in the Sofitel Fiji Resort & Spa on Denarau Island). • • Air Pacific Ltd. reported an operating profit of $16.5m, compared to an operating loss of $3.7m for the previous financial year. Air Pacific Group reported an operating profit of $13.4m, compared to operating loss of $4.3m for the previous year. On a net basis, Air Pacific Ltd. reported an after tax statutory profit of $11.4m and Air Pacific Group reported an after tax statutory profit of $10.7m (versus after tax statutory profits including net income due to cancelled aircraft deliveries of $24.8m net and $25.3m respectively for FY2010/11). Air Pacific Ltd. also recorded its highest ever revenue of $645.9m, an increase of $90.5m in revenue from FY2010/2011, and an increase of $130m compared to FY2009/2010 (the year before airline restructuring and turnaround efforts began). The airline also carried 85,000 more passengers than it did the previous...
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...Boeing 777 Aviones para transportar entre 100 y 500 pasajeros. Frank Shrontz (CEO), misión de aumentar rentabilidad 12% actual. Octubre 1990, lanzamiento boeing 777, capacidad 350-390 pasajeros, contaban con orden de pedido de United Airlines. Pesimistas Señalaban que Airbus y McDonell ya habían anunciado existencia de aviones para este nicho y contaban con pedidos, generando disminución de precios. Estimaban gastos de I&D por USD 4-5 mil MM, superando el doble de B757 y B767. Invasión en Kuwait generaría disminución en viajes aéreos. Optimistas Obtendría como mínimo el 54% histórico en el nicho, además Boeing esperaba que los viajes se duplicaran al 2005, además, desgate de aviones significaría una Dda reemplazo de 640 nuevas unidades y el gasto en I&D podría podría utilizarse en nuevos modelos como el 747. Habían pasado 2 1/2 años desde primeros intentos de diseño. “Acciones habían disminuido desde invasión a Kuwait, acusando incremento en precio de petróleo, aumentando precios y el debilitamiento de las economías” Value Line Industria: 3 grandes cias. (90% Mº). Boeing (53%), Airbus (18%) y McDonnell (19%). Airbus, creada hace 20 años, segundo puesto y aún no era rentable. Mcdonnell, Principalmente contratista de aviones defensa. Aviones comerciales sólo aportaban 1/3 de los ingresos. Disminución de gasto en Defensa y entrada de Airbus había generado deterioro económico, con deuda por 4,9 mil MM, leverage de 1,5. Boeing, líder mundial en fabricación...
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...9-201-028 REV: APRIL 26, 2004 BENJAMIN ESTY Airbus A3XX: Developing the World's Largest Commercial Jet (A) Aviation is a great business to be in, provided you have limitless money at your disposal, limitless confidence in your ability to get everything right the 1 first time, and limitless resolve and iron nerve. EADS (Airbus) is betting the company on this aircraft. 2 On June 23, 2000, Airbus Industrie’s Supervisory Board approved an Authorization to Offer (ATO) the A3XX, a proposed super jumbo jet that would seat from 550 to 990 passengers, have a list price of $216 million, and cost $13 billion to develop. Before the Board would commit to industrial launch, the point at which significant expenditures would begin, it hoped to secure orders for 50 jets from as many as five major airlines. While Airbus had been courting potential customers for many years—in fact, development had been underway since 1990—the ATO gave the sales force permission to begin taking firm orders for the plane with delivery starting in 2006. Airbus management announced the first orders for the A3XX at the bi-annual Air Show in Farnborough, England, in July 2000. Noël Forgeard, Airbus’ CEO, reported that Air France, Emirates Airlines, and International Lease Finance Corporation had agreed to order ten, seven, and five jets, 3 respectively, and that there were another 30 orders lined up. The initial orders were a positive, though not unexpected, sign. The real question, however...
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...Few industries can match aircraft manufacturers and carriers for their volatility (Strategic Direction, 2004) – there are so many strategic factors that can affect the financial bottom line. The last three decade we have seen such imponderables make in the battle between Airbus and Boeing even more fascinating. For Taylor (2003), the fight for supremacy between these two manufacturers puts such titanic confrontations as Ford versus Chevy and Nokia versus Motorola in the shade. This paper takes an empirical approach to examining international competition and marketing strategy adaptation in the wide-body aircraft market. The discussion topic will be organized into three sections, beginning with failure start of Airbus Industry GIC. Explaining in deep analysis of the reason behind the difficulties that Airbus faced when entering upon the civil aviation industry. While we continue on to the second part where Airbus have broken ground with a leading market share in the late 90s, what marketing strategy did Airbus initiate in order to achieve this enormous success when going against its sole competitor the mighty Boeing. Last but not least, the current market condition. The difference in strategy that each of the duopoly has apply, Airbus going for the large airliner in hub-and-spoke system and Boeing targeting at manageable size and fuel efficient in a point-to-point configuration. Airbus has come far and long, with a sizable success in gaining market share from its monopolistic...
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...POSITIONING STRATEGY WITH A NEW IDENTITY: A case study of VIETNAM AIRLINES by Le Hong Dac A research study submitted in partial fulfillment of the requirements for the degree of Master in Business Administration Examination Committee: Dr. Truong Quang (Chairman) Dr. Clemens Bechter Dr. Lalit.M.Johri Nationality: Vietnamese Previous Degree: Bachelor of Economics University of Agriculture and Forestry HoChiMinh City, Vietnam Scholarship Donor: The Government of Switzerland Asian Institute of Technology School of Management Bangkok, Thailand August 1999 Acknowledgement I wish to express my profound gratitude and great appreciation to my advisor Dr. Truong Quang for his valuable guidance, advice and encouragement throughout the research study. Special thanks are extended to the other members of the Examination Committee, Dr. Clemens Bechter and Dr.Lalit.M.Johri for taking interests and giving valuable suggestions to improve the content of this study. Deep appreciation and thanks are also extended to Mr. Luong Hoai Nam, Mr. Trinh Ngoc Thanh, Mr. Duong Tri Thanh, Mr. Mai Quoc Tuan, Mr. Nguyen Thuong Hai, Mrs. Nguyen Thi Minh Yen and Mr. Le Dinh Tuan of Vietnam Airlines Corporation for providing me the desired information and data for this research study. I fall short of words...
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...REV: SEPTEMBER 18, 2007 ERICH ALEXANDER VOIGT JORDAN MITCHELL Airbus vs. Boeing (A) Should Airbus go ahead and develop its own version of a super jumbo (the A3XX)? Should Boeing develop a larger version of the 747? What would Boeing and Airbus gain by teaming up? What could they lose? The answers to these questions would determine the future of both companies for many years to come. The Commercial Airline Industry Do The global aviation industry was sized at approximately $100 billion as of 1992. The single largest segment was the manufacture and sale of large commercial aircraft, which totaled $38.5 billion in 1991.1 The sale of large commercial aircraft was expected to grow to $40 billion by the end of 1992. The worldwide commercial aircraft fleet was made up of nearly 8,000 passenger and 1,200 cargo planes spread out over 450 airlines and operators. Large commercial aircraft were defined as airplanes with 100 or more seats. Large aircraft made up 90% of the fleet, while smaller airplanes accounted for the remaining 10%.2 The VLCT was defined as a plane over 400 seats or with the ____________________________________________________________ ____________________________________________________ Professor Ramon Casadesus-Masanell, Erich Alexander Voigt (Tiggeman Associates), and Research Associate Jordan Mitchell prepared this case. This case was developed from published sources. HBS cases are developed solely as the basis for class discussion. Cases are...
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...The Transformation Continues QANTAS SUSTAINABILITY REVIEW 2013 This page has been intentionally left blank TABLE OF CONTENTS Page Introduction Governance − − − − Corporate Governance Business Resilience Group Security Group Risk and Audit 2 4 4 9 10 11 13 15 19 22 31 38 45 49 56 57 Stakeholder Engagement Financial Safety and Health Customer People Environment Procurement Community Measures Glossary The Group Strategy, supported by environment, procurement and community strategies, underpins the identification and reporting on material items. To support the Group’s core goal of delivering sustainable returns to shareholders, areas of focus are used to measure, monitor and report on the Group’s performance. Areas of focus and measures are reviewed and updated to ensure that they remain relevant. The Group Strategy drives sustainable outcomes Governance Corporate governance is core to ensuring the creation, protection and enhancement of shareholder value. Stakeholders We are committed to communicating effectively with our stakeholders. Financial Safety and Health To be recognised as the world’s leading airline group in air, ground and people safety and health. Customers Our Customers are the core of everything we do. The Group is continually striving towards providing exceptional customer experiences. Vision We strive to build a strong viable business capable of delivering sustainable returns...
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...HKIA’s Third Runway —The Key for Enhancing Hong Kong’s Aviation Position (28/11/2007) by Dr. Cheung Kwok Law Professor Michael Fung Professor Japhet Law Dicky Tse Ka Yan Chan Aviation Policy and Research Center, Department of Decision Sciences and Managerial Economics The Chinese University of Hong Kong © Content Chapter 1 1.1 1.2 1.3 Objectives of the Study Background Objectives Research Framework 1 1 2 4 5 5 6 10 10 11 16 18 18 21 22 27 27 29 30 32 32 34 35 35 40 44 46 48 48 49 50 51 54 56 62 Chapter 2 Regional Airports’ Development and Expansion 2.1 Asian Aviation Hubs 2.2 Mainland Major Airports Chapter 3 3.1 3.2 3.3 Regional Demand Forecast for Aviation Services Rapid Growth in Asia-Pacific’s Air Transport The Increasing Importance of China’s Aviation Market Hong Kong’s Aviation Development under Mainland’s Rapid Growth Chapter 4 Capacity Issues and Enhancement Measures for HKIA 4.1 The Capacity of the Hong Kong International Airport 4.2 Runway Capacity Enhancement Measures 4.2.1 Aircraft Types Trends and its effects to Runway Capacity 4.3 Possible Measures 4.3.1 Air Transport Management Approach 4.3.2 Enhanced ATC & Aircraft Equipment, Technology, Procedures and Manpower 4.3.3 Expansion of Auxiliary Airside Facilities 4.3.4 Peak Spreading 4.3.5 Aircraft Size Restrictions 4.4 Conclusions Chapter 5 5.1 5.2 5.3 5.4 Selected Case Studies for Building New Runways London Heathrow Airport third Runway Manchester International Airport Second Runway Tokyo Narita...
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...Building a stronger Qantas Annual Report 2011 4 6 8 10 14 16 22 31 49 110 120 Chairman’s Report CEO’s Report Financial Performance Board of Directors Information on Qantas Review of Operations Corporate Governance Statement Directors’ Report Financial Report Sustainability Report Financial Calendar A STRONG PERFORMANCE IN CHALLENGING CONDITIONS THE QANTAS GROUP IN 2011 In 2010/2011 the Qantas Group reported a strong result in a complex and challenging global operating environment, with increased revenue across all business segments. The result was achieved while overcoming a series of natural disasters and operational disruptions, and despite the underperformance of Qantas’ international business. THE AVIATION INDUSTRY IS CHANGING THE QANTAS GROUP IN 2011 The Qantas Group faces a unique range of challenges and opportunities. We are in a strong position to address the challenges and realise the opportunities – but we must take decisive action, as we have throughout our history. SAFETY IS ALWAYS THE QANTAS GROUP’S FIRST PRIORITY WE INVEST $1.5 BILLION IN AIRCRAFT MAINTENANCE EACH YEAR SAFETY FIRST From our response to the QF32 incident to the risks posed by volcanic ash disruptions, we never compromise on the highest standards of safety. A safety-first culture across the Group ensures that risks are identified and addressed swiftly and decisively. We invest hundreds of millions of dollars in training to ensure that when incidents do occur our people react...
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...Annual report 2006-07 We support our customers in developing their businesses on a global level with innovative travel and transportation solutions. In each of our businesses we are pursuing a strategy of profitable growth, founded on respect for our employees, shareholders and the environment. Our position as world leader in air transport gives us responsibilities and encourages us to set ever-higher standards of customer service, financial performance and social and environmental commitment. 2006-07 Contents At a glance ••• 1 Chairman’s message ••• 2 Key figures ••• 4 A contributor to the economy ••• 8 Interview with Jean-Cyril Spinetta and Leo van Wijk ••• 10 Passenger activity ••• 14 SkyTeam ••• 26 Cargo activity ••• 28 Maintenance activity ••• 34 Corporate governance ••• 42 Being a shareholder ••• 50 Sustainable development ••• 58 Consolidated financial statements ••• 64 Glossary ••• 69 Additional information on the Air France-KLM group can be found in the 2006-07 reference document on the website, www.airfranceklm-finance.com, or on request. 2006-07 At a glance Global leader 240 105 3 73.5 1.4 900 destinations in businesses million tons of cargo transported 1 countries million passengers carried aircraft maintained Profitable growth 23.1 billion euros of revenues billion euros of operating income employees 1.2 103,000 2 Dear Shareholder, This financial year draws to a close the first phase of the merger between Air France...
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...DIGNITY IN END OF LIFE: THE ROLE OF NURSES BY (Student’s Name) Course Instructor Institution City, State Date Dignity in End of Life: The Role of Nurses LITERATURE REVIEW INTRODUCTION A literature review is a critical appraisal of researches that provides a comprehensive and up to date knowledge on a specific topic (Coughlan, Ryan and Cronin 2013). The purpose of literature review in nursing includes evaluating current practice and making recommendations for policy development and change. Thus, the purpose of this literature review is to establish the current perspectives of patients, family and nurses on the factors that improve dignity in the end of life. Resultantly, this literature review will explore the role of nurses’ based on the findings of the perspectives that patients, family and health professionals have concerning the issue of dignity in the end of life care. In that regard, the paper follows a systematic approach which involves an introduction that explains the concept of end of life and the types of end of life care available. The paper then proceeds to explore the concept of dignity as viewed from several perspectives through the use of literature on the models of dignity means of measuring dignity and the themes associated with this conception. Consequently, the factors that improve dignity are laid out and discussed at length. Eventually, the paper will achieve its secondary goal which is to determine and expound on the topic of the roles that a nurse...
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