QANTAS ANNUAL REPORT 2012 Broadening our horizons Qantas Annual Report 006 008 010 012 018 028 037 065 138 153 CHAIRMAN’S REPORT CEO’S REPORT FINANCIAL PERFORMANCE BOARD OF DIRECTORS REVIEW OF OPERATIONS CORPORATE GOVERNANCE STATEMENT DIRECTORS’ REPORT FINANCIAL REPORT SUSTAINABILITY REPORT FINANCIAL CALENDAR AND ADDITIONAL INFORMATION Broadening our horizons 002 QANTAS ANNUAL REPORT 2012 Broadening our horizons Building on unique Australian qualities – and the skills
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Air Asia – Strategic IT Initiative Submitted by: Charles Kho Sandy Hofman Aruan Christian Tjitrahardja Ramaratnam Narayanaswamy Faculty of Economics and Commerce University of Melbourne 2005 306-669 Strategic Enterprise Systems Group Project Executive Summary IT is one of the major enablers of AirAsia’s successful low cost business model. Based on the environmental scanning performed, the demand for Low Cost Carrier (LCC) is expected to expand rapidly attracting more players to
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Defense Logistics Information Service (DLIS) Outline I. Introduction a. Scope b. Assign to departments c. Risk Matrix d. Risk mitigation plan e. Impact Analysis II. (BIA) f. Departments g. Business Impact h. Costs Analysis III. Recommendations (BIA) i. Business Impact Analysis Results j. Maximum Acceptable Outage IV. (DLIS) Business Continuity Plan a. Purpose b. Scope c
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National tourism organization India Table of contents 1. Introduction 3 2. Vision 3 3. Mission 3 4. Discussion 3 4.1. External factors affecting Indian Tourism industry 3 4.2. Students and teachers of hospitality and tourism institutes 4 4.3. Other Central Ministries/ Departments 5 5. Control, interdependence and inseparability 5 6. Challenges 6 7. Implementation Plan 9 8. Potential strategies 9 9. Recommendation 9 References 11 1. Introduction
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pursue alternative methods of creating value along the supply chain. This analysis seeks to examine the soundness of the strategic supply chain decisions that have been made. However, it is first important to identify the key elements and driving factors for manufacturers in the industry. Market Forces of the Commercial Airplane Industry Bargaining Power of Buyers The aircraft manufacturing industry currently is a duopoly, which consists of Boeing and Airbus. The lack of providers means
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The International Airline Industry Background The airline industry has been limited in expanding because of national and international regulations. Even the dominant players in this market have only been able to keep their dominance over their own markets, except for United States. In United States, the state owned national flag carriers have been the key players of this industry. But in 1990, the competition started to increase in this industry. This was caused due to deregulation, privatization
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1995 2000 2005 Figure 1. Scheduled Passenger and Cargo Traffic by Region.1 This growth in traffic has been accompanied by an increase in safety and cost efficiency. The world commercial jet aircraft fatal or hull loss accident rate decreased by a factor of 5 from 1972 to 2002 and by more than 25 from the entry of
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PART II Fundamentals of Human Resource Management [12:34 14/4/2009 5298-Wilkinson-Ch09.tex] Job No: 5298 Wilkinson: The SAGE Handbook of Human Resource Management Page: 133 133–154 [12:34 14/4/2009 5298-Wilkinson-Ch09.tex] Job No: 5298 Wilkinson: The SAGE Handbook of Human Resource Management Page: 134 133–154 9 Recruitment and Selection Filip Lievens and Derek Chapman RECRUITMENT AND SELECTION Few people question that recruitment and selection are key strategic
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Abstract The commercialization of space progressed at a very slow and easily managed pace for the first four decades after humanity’s emergence into space. Now with the increased interests in space by private sector entities the factor of control has been altered to a point that must be addressed. The radical shift from government based exploration to private sector exploration and development of space based technologies can be attributed to the change in policies by the most influential
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and KLM which has resulted in significant value creation for the Group and for our shareholders. Within a context characterized by a high oil price, our profitable growth strategy has enabled us, in three years, to multiply our operating income by a factor of 3.4. This first phase has been applauded by the media, appreciated by analysts and valued by the markets. Furthermore, Air France-KLM’s
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