Etihad e compagnie aeree nella sua sfera d'influenza

kenyaprince

Amministratore AC
Staff Forum
20 Giugno 2008
29,325
31
VCE-TSF
Vi posto perché credo sia molto interessante la "station activity" di AUH dopo l'integrazione in corso tra Etihad, Air Seychelles, Air Berlin e Jet Airways. La settimana tipo presa in considerazione è una di dicembre :

-----> TO ABU DHABI----> FROM ABU DHABI
Flight numDep AptDep TmArr DayAUH Time MovFlight numArr PortArr TmDep Day
HM 0087HKG18:30.2.4.6.0:05
AB 0002HKT20:3012345670:10
EY 0223DEL21:2012345670:10
EY 0293KTM20:3012345670:10
0:309W 4200ORD5:051234567
0:309W 4500IKA1:551234567
0:359W 4100EWR6:051234567
0:359W 4600RUH1:251234567
0:409W 4300JFK6:101234567
0:409W 4700JED2:201234567
EY 0440SGN19:4012345670:40
0:459W 4000DMM1:051234567
EY 0372BAH22:4012345670:50
0:50EY 0651CAI3:051234567
EY 0020LHR14:0512345670:55
EY 0326DMM22:4012.456.0:55
EY 0381MCT23:5012345670:55
EY 0398DOH22:5512345670:55
EY 0308KWI22:2012345671:05
EY 0338RUH22:3012345671:05
1:05EY 0511AMM3:4512.4.6.
EY 0621SEZ20:35.2.4.6.1:05
EY 0811CTU20:251.3.56.1:05
HM 0018SEZ20:351.3.5.71:05
1:55EY 0305KWI2:451234567
1:55EY 0313JED3:551234567
2:00EY 0264CMB8:0012.4.6.
2:00EY 0343IKA3:55.....6.
2:00EY 0399DOH2:001234567
2:00HM 0087SEZ6:40.2.4.6.
2:05EY 0379BAH2:201234567
2:05EY 0613CMN7:1512..56.
2:10EY 0001FRA6:251234567
2:10EY 0315RUH3:101234567
2:15EY 0045DUB6:501.34567
2:15EY 0323DMM2:401234567
2:20EY 0023DUS6:351234567
2:20EY 0031CDG7:001234567
2:25EY 0005MUC6:15.2..5.7
2:25EY 0053GVA6:451.34.6.
2:30AB 0105TXL6:001234567
2:30EY 0474CGK13:551234567
2:35EY 0011LHR6:351234567
2:35EY 0384MCT3:401234567
2:40EY 0015MAN6:551234567
2:40EY 0057BRU7:15.2.4.67
2:40EY 0081MXP6:401.3.5.7
2:45EY 0418KUL14:051234567
2:45EY 0673LOS8:1012.4.6.
2:55EY 0424MNL15:151234567
EY 0871NRT21:2012345675:10
EY 0455SYD21:5012345675:35
EY 0052GVA20:451.3..6.6:00
EY 0082MXP21:10..3.5.76:15
EY 0407BKK2:3012345676:15
EY 0421MNL0:5012345676:15
EY 0461MEL23:1012345676:15
EY 0232ISB3:4012.4...6:25
EY 0205BOM4:3012345676:30
EY 0232ISB3:40..3.5676:30
EY 0385MCT5:2512345676:30
EY 0390DOH4:3012345676:30
EY 0215AMD4:4012345676:35
EY 0242LHE4:0012345676:35
EY 0471CGK1:1512345676:35
EY 0867PVG23:3012345676:35
EY 0262PEW4:10..3...76:40
EY 0306KWI4:0012345676:40
EY 0603JNB20:30.23.5.76:40
EY 0413KUL3:2512345676:45
EY 0873ICN1:0012345676:45
EY 0887PEK1:201..4...6:45
EY 0889PEK1:20.23.5676:45
AB 0004DUS21:3012345676:50
EY 0320DMM4:3012345676:50
EY 0038CDG21:1512345676:55
EY 0056BRU21:2012.4.6.6:55
EY 0316RUH4:2012345676:55
AB 0106TXL21:5012345677:00
EY 0222KHI5:3012345677:00
EY 0672LOS20:451..4.6.7:00
EY 0275HYD4:2012345677:05
EY 0370BAH4:5512345677:05
EY 0018LHR20:2012345677:10
EY 0211DEL4:2012345677:10
EY 0287BLR4:2012345677:10
EY 0004MUC22:20.2.45.77:15
EY 0251CCJ4:3012345677:15
EY 0281COK4:2512345677:15
EY 0022MAN20:1012345677:20
EY 0273TRV4:2012345677:20
EY 0344IKA4:45.....6.7:20
EY 0008FRA22:0512345677:25
EY 0048DUB19:55.23..677:25
EY 0078AMS22:0012345677:25
EY 0610CMN20:051..45..7:25
EY 0267CMB4:3512345677:45
EY 0269MAA4:4512345677:45
7:50EY 0687TIP11:301.3..6.
8:10EY 0061MSQ13:101234567
8:15EY 0191GRU17:351234567
8:15EY 0333JED10:201234..7
8:20EY 0071BEG11:251234567
8:20EY 0343IKA10:15......7
8:20EY 0513AMM10:501234567
8:20EY 0553BSR9:20..3....
8:20EY 0557EBL10:25..3..6.
8:25EY 0233ISB12:35..34.67
8:25EY 0441SGN18:251234567
8:25EY 0561SAH10:00.2.4.6.
8:25EY 0622SEZ13:001.3.5..
8:25EY 0818CTU19:00.2.45.7
8:25HM 0019SEZ13:00.....67
8:30EY 0019LHR12:251234567
EY 0512AMM4:3012.4.6.8:30
8:35AB 0003DUS12:401234567
8:35EY 0301KWI9:201234567
8:35EY 0393DOH8:351234567
EY 0314JED5:1012345678:40
8:40EY 0321DMM9:00.2.45.7
8:40EY 0371BAH8:551234567
8:40HM 0019SEZ13:15.2.4...
8:45EY 0037CDG13:251234567
8:45EY 0069DME14:151234567
8:50AB 0001HKT18:401234567
8:50EY 0382MCT9:551234567
8:55EY 0003MUC12:451.34.6.
8:55EY 0051GVA13:15.2..5.7
8:55EY 0055BRU13:251.3.5.7
9W 4201ORD9:2512345679:00
9:00EY 0041DUB13:3512..56.
9:00EY 0087MXP13:00.2.4.6.
9W 4101EWR10:5512345679:05
EY 0650CAI3:5012345679:05
9W 4301JFK11:0012345679:10
9W 4601RUH6:3012345679:10
9:10EY 0007FRA13:251234567
9:10EY 0408BKK18:151234567
9W 4701JED5:2512345679:15
9:15EY 0093LCA11:351.3.5..
9W 4001DMM7:0012345679:20
9:25EY 0553BSR10:251.....7
9:30EY 0077AMS14:001234567
9:30EY 0091ATH12:551234567
9:45EY 0097IST12:501234567
9:45EY 0641NBO13:451234567
9:50EY 0290KTM15:351234567
9:50EY 0294TSE16:30.....6.
9:50EY 0296ALA16:25.23..6.
9:50EY 0535BEY12:351234567
9:55EY 0278MLE15:101234567
9:55EY 0632KRT13:151234567
9W 4501IKA7:20123456710:00
10:00EY 0131IAD16:401234567
10:00EY 0671LOS15:25..3.5.7
10:05EY 0555BGW11:451234567
10:05EY 0653CAI12:201234567
10:10EY 0021MAN14:251234567
10:10EY 0450SYD7:20.2.4.67
10:15EY 0416KUL21:351234567
10:15EY 0428MNL22:301234567
10:20EY 0151ORD15:251234567
10:259W 4501AMD14:401234567
10:25EY 0141YYZ15:45.2.4.6.
10:25EY 0470SIN22:101234567
10:25EY 0472CGK21:401234567
10:309W 4301BLR16:001234567
10:30EY 0101JFK16:301234567
10:30EY 0317RUH11:301234567
10:359W 4101BOM15:101234567
10:359W 4701TRV16:251234567
10:35EY 0604JNB17:1012.4.6.
10:409W 4001COK16:151234567
10:409W 4201DEL15:451234567
10:40EY 0404BKK19:451234567
10:459W 4601HYD16:001234567
10:45VA 0029SYD7:151.3.5..
EY 0394DOH9:35123456711:35
EY 0322DMM9:45.2.45.712:00
EY 0383MCT10:55123456712:00
EY 0265CMB9:0012.4.6.12:05
EY 0378BAH9:55123456712:05
12:20EY 0256DAC19:001234567
EY 0403BKK8:45123456712:20
EY 0302KWI10:05123456712:45
12:55EY 0537BEY15:451234567
13:00EY 0515AMM15:401234567
13:00EY 0557EBL15:05.2.4...
EY 0554BSR10:20..3....13:05
13:25EY 0017LHR17:301234567
13:45EY 0292KTM19:401234567
13:45EY 0311JED15:451234567
13:45EY 0611CMN18:50..34..7
EY 0344IKA11:15......713:50
13:50EY 0655CAI16:051234567
EY 0554BSR11:251.....714:10
EY 0334JED11:051234..714:35
EY 0560SAH11:10.2.4.6.14:35
EY 0558EBL11:20..3..6.14:55
15:20EY 0343IKA17:15.2.....
EY 0514AMM11:35123456715:25
15:30EY 0553BSR16:30...4...
15:35EY 0204BOM20:301234567
15:35EY 0224DEL20:251234567
15:40EY 0243LHE19:401.3.5.7
EY 0190GRU19:15.2345..15:45
EY 0556BGW12:45123456716:00
EY 0234ISB13:20..34.6716:05
16:10EY 0303KWI16:501234567
17:00EY 0395DOH16:551234567
17:05EY 0327DMM17:25...4.67
17:05EY 0375BAH17:201234567
EY 0318RUH16:15123456718:50
EY 0633KRT14:15123456719:00
EY 0654CAI13:50123456719:05
EY 0094LCA13:501.3.5..19:15
EY 0054GVA10:051.34.6.19:20
EY 0100JFK21:40123456719:25
EY 0601JNB9:15..3.5.719:25
EY 0006MUC10:35.2..5.719:30
EY 0150ORD20:00123456719:30
EY 0140YYZ21:50..3.5.719:35
EY 0042DUB8:201.3456719:40
EY 0058BRU10:05.2.4.6719:40
EY 0088MXP10:351.3.5.719:40
EY 0558EBL16:05.2.4...19:40
EY 0130IAD21:30123456719:45
EY 0190GRU23:151....6719:45
EY 0674LOS9:3012.4.6.19:45
EY 0016MAN8:40123456719:50
EY 0024DUS10:20123456719:50
EY 0536BEY14:05123456719:50
EY 0396DOH17:55123456719:55
EY 0012LHR9:15123456720:05
EY 0291KTM16:25123456720:05
EY 0304KWI17:35123456720:10
HM 0086SEZ15:40.2.4..720:10
EY 0002FRA10:55123456720:15
EY 0376BAH18:05123456720:15
EY 0554BSR17:30...4...20:15
EY 0090ATH13:55123456720:25
EY 0096IST14:05123456720:25
EY 0328DMM18:10...4.6720:25
EY 0516AMM16:25123456720:25
EY 0642NBO14:35123456720:25
EY 0068DME15:25123456720:30
EY 0312JED17:00123456720:30
EY 0062MSQ14:10123456720:35
EY 0072BEG12:20123456720:35
EY 0297ALA17:20.23..6.20:35
EY 2295TSE17:25.....6.20:35
EY 0032CDG11:00123456720:40
EY 0344IKA18:05.2.....20:40
EY 0688TIP12:451.3..6.20:45
20:50EY 0307KWI21:301234567
20:50EY 0337RUH21:451234567
21:35EY 0266CMB3:351234567
21:35EY 0325DMM21:551.345.7
9W 0584BOM20:05123456721:40
21:40EY 0280COK3:151234567
21:40EY 0286BLR3:301234567
21:40EY 0377BAH21:551234567
21:40HM 0086HKG9:05.2.4..7
21:45EY 0402BKK6:501234567
21:45EY 0886PEK8:50.2...6.
21:45EY 0888PEK8:501.345.7
21:50EY 0272TRV3:301234567
21:50EY 0454SYD19:001234567
21:55EY 0388MCT23:001234567
21:55EY 0391DOH21:551234567
22:00EY 0231ISB2:101234567
22:00EY 0268MAA4:001234567
22:05EY 0206BOM3:051234567
22:05EY 0274HYD3:301234567
22:10EY 0876ICN11:351234567
22:10EY 0878NRT13:051234567
22:15EY 0216AMD2:401234567
22:15EY 0602JNB4:50.2.4.6.
9W 4200DEL20:15123456722:20
22:20EY 0218DEL3:101234567
22:20EY 0250CCJ3:401234567
22:20EY 0460MEL18:351234567
EY 0538BEY16:30123456722:20
EY 0656CAI17:05123456722:20
22:259W 0583BOM3:001234567
9W 4100BOM20:50123456722:25
22:25EY 0241LHE2:301234567
9W 4300BLR20:15123456722:30
23:00EY 0862PVG11:101234567
23:05EY 0221KHI2:201234567
9W 4500AMD21:40123456723:10
9W 4600HYD20:50123456723:10
23:10EY 0261PEW3:10.2...6.
EY 0475CGK18:00123456723:10
9W 4700TRV20:15123456723:15
EY 0423MNL17:50123456723:15
EY 0244LHE20:451.3.5.723:25
9W 4000COK20:45123456723:30
EY 0279MLE20:10123456723:30
23:30
EY 0401BKK19:50123456723:35
EY 0473SIN19:45123456723:35
EY 0612CMN12:1512..56.23:35
EY 0255DAC19:50123456723:40
EY 0411KUL20:25123456723:40
EY 0451SYD15:551.3.5.723:40
EY 0203BOM21:40123456723:45
VA 0030SYD16:05.2.4.6.23:45

Sostanzialmente la colonna AUH Mov scandisce l'avanzamento temporale diurno, nelle colonne di sinistra ci sono i voli in arrivo ad AUH e in quelle di destra quelli in partenza.
 

kenyaprince

Amministratore AC
Staff Forum
20 Giugno 2008
29,325
31
VCE-TSF
Visto che ci siamo vi allego anche il timetable della winter targato EY. C'è sempre stato il volo cargo su MXP?


Flight Num.FromToFreqDept ArpDept TimeArvl ArpArrv TimeBlock TimeService TypeOp by
EY 000127-ott-1331-ott-13..34..7AUH2:10FRA6:257:15J333
EY 000128-ott-1304-nov-131......AUH2:10FRA6:257:15J346
EY 000129-ott-1309-nov-13.2..567AUH2:10FRA6:257:15J332
EY 000106-nov-1301-dic-13..34..7AUH2:10FRA6:257:15J333
EY 000111-nov-1318-nov-131...5..AUH2:10FRA6:257:15J346
EY 000112-nov-1316-nov-13.2...6.AUH2:10FRA6:257:15J332
EY 000119-nov-1323-nov-13.2..56.AUH2:10FRA6:257:15J332
EY 000125-nov-1302-dic-131...5..AUH2:10FRA6:257:15J346
EY 000126-nov-1330-nov-13.2...6.AUH2:10FRA6:257:15J332
EY 000103-dic-1307-dic-13.23.56.AUH2:10FRA6:257:15J332
EY 000105-dic-1312-dic-13...4..7AUH2:10FRA6:257:15J333
EY 000109-dic-1324-mar-141......AUH2:10FRA6:257:15J346
EY 000110-dic-1315-dic-13.23.567AUH2:10FRA6:257:15J332
EY 000117-dic-1305-gen-140,234567AUH2:10FRA6:257:15J332
EY 000107-gen-1429-mar-14.23.56.AUH2:10FRA6:257:15J332
EY 000109-gen-1427-mar-14...4..7AUH2:10FRA6:257:15J333
EY 000227-ott-1331-ott-13..34..7FRA10:55AUH20:156:20J333
EY 000228-ott-1304-nov-131......FRA10:55AUH20:156:20J346
EY 000229-ott-1309-nov-13.2..567FRA10:55AUH20:156:20J332
EY 000206-nov-1301-dic-13..34..7FRA10:55AUH20:156:20J333
EY 000211-nov-1318-nov-131...5..FRA10:55AUH20:156:20J346
EY 000212-nov-1316-nov-13.2...6.FRA10:55AUH20:156:20J332
EY 000219-nov-1323-nov-13.2..56.FRA10:55AUH20:156:20J332
EY 000225-nov-1302-dic-131...5..FRA10:55AUH20:156:20J346
EY 000226-nov-1330-nov-13.2...6.FRA10:55AUH20:156:20J332
EY 000203-dic-1307-dic-13.23.56.FRA10:55AUH20:156:20J332
EY 000205-dic-1312-dic-13...4..7FRA10:55AUH20:156:20J333
EY 000209-dic-1324-mar-141......FRA10:55AUH20:156:20J346
EY 000210-dic-1315-dic-13.23.567FRA10:55AUH20:156:20J332
EY 000217-dic-1305-gen-140,234567FRA10:55AUH20:156:20J332
EY 000207-gen-1429-mar-14.23.56.FRA10:55AUH20:156:20J332
EY 000209-gen-1427-mar-14...4..7FRA10:55AUH20:156:20J333
EY 000328-ott-1329-mar-141.34.6.AUH8:55MUC12:456:50J333
EY 000428-ott-1329-mar-141.34.6.MUC22:20AUH7:155:55J333
EY 000527-ott-1328-mar-14....5.7AUH2:25MUC6:156:50J333
EY 000529-ott-1325-mar-14.2.....AUH2:25MUC6:156:50J346
EY 000627-ott-1328-mar-14....5.7MUC10:35AUH19:305:55J333
EY 000629-ott-1325-mar-14.2.....MUC10:35AUH19:305:55J346
EY 000727-ott-1309-nov-131234567AUH9:10FRA13:257:15J345
EY 000710-nov-1319-nov-131234,67AUH9:10FRA13:257:15J346
EY 000715-nov-1315-nov-13....5..AUH9:10FRA13:257:15J332
EY 000720-nov-1324-nov-13..34567AUH9:10FRA13:257:15J332
EY 000725-nov-1301-dic-1312345,7AUH9:10FRA13:257:15J332
EY 000730-nov-1330-nov-13.....6.AUH9:10FRA13:257:15J346
EY 000702-dic-1305-gen-141234567AUH9:10FRA13:257:15J332
EY 000706-gen-1429-mar-141234567AUH9:10FRA13:257:15J345
EY 000827-ott-1309-nov-131234567FRA22:05AUH7:256:20J345
EY 000810-nov-1319-nov-131234,67FRA22:05AUH7:256:20J346
EY 000815-nov-1315-nov-13....5..FRA22:05AUH7:256:20J332
EY 000820-nov-1324-nov-13..34567FRA22:05AUH7:256:20J332
EY 000825-nov-1301-dic-1312345,7FRA22:05AUH7:256:20J332
EY 000830-nov-1330-nov-13.....6.FRA22:05AUH7:256:20J346
EY 000802-dic-1305-gen-141234567FRA22:05AUH7:256:20J332
EY 000806-gen-1429-mar-141234567FRA22:05AUH7:256:20J345
EY 001127-ott-1301-dic-131234567AUH2:35LHR6:358:00J77W
EY 001102-dic-1329-mar-1412,4567AUH2:35LHR6:358:00J77W
EY 001104-dic-1326-mar-14..3....AUH2:35LHR6:358:00J346
EY 001227-ott-1301-dic-131234567LHR9:15AUH20:056:50J77W
EY 001202-dic-1329-mar-1412,4567LHR9:15AUH20:056:50J77W
EY 001204-dic-1326-mar-14..3....LHR9:15AUH20:056:50J346
EY 001527-ott-1329-mar-141234567AUH2:40MAN6:558:15J332
EY 001627-ott-1329-mar-141234567MAN8:40AUH19:507:10J332
EY 001727-ott-1331-ott-13...4..7AUH13:25LHR17:308:05J77W
EY 001728-ott-1303-nov-13123,567AUH13:25LHR17:308:05J346
EY 001704-nov-1309-nov-13123456AUH13:25LHR17:308:05J346
EY 001710-nov-1301-dic-1312,4567AUH13:25LHR17:308:05J77W
EY 001713-nov-1327-nov-13..3....AUH13:25LHR17:308:05J346
EY 001702-dic-1329-mar-141234567AUH13:25LHR17:308:05J346
EY 001827-ott-1331-ott-13...4..7LHR20:20AUH7:106:50J77W
EY 001828-ott-1303-nov-13123,567LHR20:20AUH7:106:50J346
EY 001804-nov-1309-nov-13123456LHR20:20AUH7:106:50J346
EY 001810-nov-1301-dic-1312,4567LHR20:20AUH7:106:50J77W
EY 001813-nov-1327-nov-13..3....LHR20:20AUH7:106:50J346
EY 001802-dic-1329-mar-141234567LHR20:20AUH7:106:50J346
EY 001927-ott-1331-ott-13..34..7AUH8:30LHR12:257:55J346
EY 001928-ott-1303-nov-1312..567AUH8:30LHR12:257:55J77W
EY 001904-nov-1310-nov-1312,4567AUH8:30LHR12:257:55J77W
EY 001906-nov-1306-nov-13..3....AUH8:30LHR12:257:55J346
EY 001911-nov-1301-dic-131234567AUH8:30LHR12:257:55J77W
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EY 094428-ott-1324-mar-141......JIB11:45AUH15:352:50F33F
EY 094431-ott-1327-mar-14...4...JIB10:15AUH14:052:50F33F
EY 094527-ott-1323-mar-14......7AUH7:55BEY11:355:40F33F
.......BEY13:35VIE15:503:15F33F
EY 094627-ott-1323-mar-14......7VIE17:55AUH2:255:30F33F
EY 094728-ott-1324-mar-141......AUH11:45SIN22:557:10F77F
.......SIN0:55SYD11:357:40F77F
.......SYD13:50HKG19:559:05F77F
EY 094731-ott-1327-mar-14...4...AUH12:35SIN23:457:10F77F
.......SIN2:00SYD12:407:40F77F
.......SYD21:55HKG4:009:05F77F
EY 094802-nov-1329-mar-14.....6.HKG6:00DEL8:405:10F77F
.......DEL10:40AUH12:553:45F77F
EY 094901-nov-1328-mar-14....5..AUH13:15ADD16:003:45F33F
.......ADD18:00NBO20:202:20F33F
EY 095028-ott-1329-mar-1412...6.NBO23:30AUH5:154:45F33F
EY 095001-nov-1328-mar-14....5..NBO22:20AUH4:054:45F33F
EY 095128-ott-1324-mar-141......AUH9:50NDJ13:156:25F33F
.......NDJ15:15NBO21:304:15P33F
EY 095229-ott-1325-mar-14.2.....SHJ14:20EDL18:205:00F33F
.......EDL20:20NBO21:201:00P33F
EY 095329-ott-1325-mar-14.2.....AUH3:45EBL6:003:15F33F
EY 095331-ott-1327-mar-14...4...AUH23:00EBL1:153:15F33F
EY 095302-nov-1329-mar-14.....6.AUH6:10EBL8:253:15F33F
EY 095429-ott-1325-mar-14.2.....EBL8:00AUH11:402:40F33F
EY 095401-nov-1328-mar-14....5..EBL3:15AUH6:552:40F33F
EY 095402-nov-1329-mar-14.....6.EBL10:25AUH14:052:40F33F
EY 095531-ott-1327-mar-14...4...AUH8:00LOS13:108:10F77F
.......LOS15:10NBO22:205:10F77F
EY 095629-ott-1329-mar-14.2...6.AUH9:40JNB16:008:20F77F
.......JNB18:00NBO23:104:10P77F
EY 095727-ott-1323-mar-14......7NBO3:50AMS10:408:50F77F
EY 095730-ott-1328-mar-14..3.5..NBO3:10AMS10:008:50F77F
EY 095827-ott-1323-mar-14......7AMS13:40AUH23:106:30F77F
EY 095830-ott-1328-mar-14..3.5..AMS12:35AUH22:056:30F77F
EY 095831-ott-1327-mar-14...4...AMS11:00AUH20:306:30F74F
EY 095928-ott-1324-mar-141......SHJ7:30JIB9:453:15F33F
EY 095931-ott-1327-mar-14...4...SHJ6:00JIB8:153:15F33F
EY 096027-ott-1323-mar-14......7HKG18:15DAC20:304:15F74F
EY 096030-ott-1326-mar-14..3....HKG21:35DAC23:404:05F74F
EY 096131-ott-1327-mar-14...4...DWC13:55PVG2:058:10F74F
HM 001827-ott-1329-mar-14.2.4.67SEZ20:35AUH1:054:30J332
HM 001927-ott-1329-mar-14.....67AUH8:25SEZ13:004:35J332
HM 001929-ott-1327-mar-14.2.4...AUH8:40SEZ13:154:35J332
HM 005428-ott-1328-mar-141.3.5..MRU17:10SEZ19:452:35C320
HM 005528-ott-1328-mar-141.3.5..SEZ13:50MRU16:252:35C320
HM 006027-ott-1327-mar-14.2.4..7JNB12:25SEZ19:204:55J332
HM 006127-ott-1327-mar-14.2.4..7SEZ8:00JNB11:105:10J332
HM 008627-ott-1327-mar-14.2.4..7SEZ15:40AUH20:104:30J332
.......AUH21:40HKG9:057:25J332
HM 008728-ott-1328-mar-141.3.5..HKG18:30AUH0:059:35J332
.......AUH2:00SEZ6:404:40J332
 

Milanello

Well-known member
Utente Registrato
10 Novembre 2009
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Comunque queste partenze (e arrivi) ad orari alternati da MXP non mi sembra il modo più efficiente di avere un daily.. capitato già un paio di volte che al ritorno debba fermarmi un bel po' su AUH e idem per voli verso il far east arrivando da MXP.. mah, l'avranno sicuramente studiato ma quando serviva a me non era il massimo, anzi, ho optato per EK...
 

Alessandro

Well-known member
Utente Registrato
13 Febbraio 2012
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Leggo di un volo, nella lista del primo messaggio, Jet Airways per Tehran.
9W ha la Quinta Libertà verso l'Iran?
 

kenyaprince

Amministratore AC
Staff Forum
20 Giugno 2008
29,325
31
VCE-TSF

[h=1]Air Seychelles expands aggressively in 1H2013 in a transformative year[/h]CAPA > Aviation Analysis > Air Seychelles expands aggressively in 1H2013 in a transformative year
12th September, 2013
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Air Seychelles announced a strong second quarter and half year financial performance as its turnaround strategy begins to deliver results. The carrier stood on the brink of collapse in 2011 before Etihad came to the rescue by taking a 40% equity stake.
Since its partnership with Etihad took effect in Jan-2012, a considerably slimmed-down Air Seychelles has demonstrated strong growth as it works to re-establish an international network through an increasing number of codeshare partners.
Air Seychelles forecasts that it is on track for a second year of profitability after reporting a USD1 million profit for the financial year to Dec-2012, having lost USD12.5 million in 2011.
Air Seychelles’ CEO, Cramer Ball stated: “We are creating a solid foundation for the future of our airline, Seychelles tourism and our home economy, and we are on track for a second year of profitability”.

[h=2][/h]
[h=2]Air Seychelles more than doubled revenues with the arrival of a second A330-200[/h]“We achieved triple digit growth in the second quarter of 2013 – a tremendous result and further evidence of the success of our strategy. At the beginning of the year, we committed to the further development of our network through organic growth and partnerships and we have delivered on that promise,” Mr Ball said
An expanded codeshare agreement with equity partner Etihad and new codeshares with airberlin, Czech Airlines and South African Airways has significantly increased revenue and accounted for 34% of total revenue in 2Q2013.
Air Seychelles grew total revenues in 2Q2013 by 139% to USD26.03 million, up from USD10.87 million in 2012, taking total revenues for the first half of the year to USD42.05 million, up by 124%.
Passenger revenues were USD17.5 million in 2Q2013, up 146% and increased by 99% for the half year to USD27.97 million.
Air Seychelles carried a total of 82,893 passengers in 2Q2013, up 56% and across its domestic and international networks 146,980 for the half year up 44% on the same period in 2012.
[h=2]Air Seychelles doubles international capacity and frequencies[/h]During the first half of 2013 Air Seychelles took delivery of its second A330-200 allowing the carrier to expand international services on capacity increasing 140% to 335.7 million available seat kilometres (ASKs) in 2Q2013. Demand increased 207% to 187.1 million as measured by revenue passenger kilometres (RPKs) which will have led to higher load factors.
The additional aircraft has allowed Air Seychelles to increase services to Johannesburg, Mauritius and Abu Dhabi, and launch services to Hong Kong, effectively doubling the carrier’s weekly international services from eight in 2012 to 16 during the half year.
Air Seychelles chairman and Minister for home affairs and transport, Joël Morgan, stated: “The half-year performance of our national airline has exceeded expectations”.
Air Seychelles operating performance: 2Q2013 vs 2Q2012
Key indicators
2Q2013
USD million
2Q2012
USD million
Variance
%
Total revenue
26.03 10.87+139
Passenger revenue
17.5 7.1+146
Cargo revenue
3.68 0.97+279
Cargo tonnes
1.62 million423,706
+283
Passengers
82,893
53,066
+56
RPKs
187.1 million 60.9 million+207
ASKs
335.7 million 139.8 million+140


Source: Air Seychelles
Air Seychelles operating performance: 1H2013 vs 1H2012
Key indicators
1H2013
USD million
1H2012
USD million
Variance
%
Total revenue
42.05 18.76+124
Passenger revenue
27.97 14.0+99
Cargo revenue
5.32 1.75+204
Cargo tonnes
2.37 million 0.75+217
Passengers
146,980
101,907
+44
RPKs
282 million
127.9 million+120
ASKs
496.7 million 244.7 million+102

Source: Air Seychelles
[h=2]Partnerships more than double Air Seychelles' tourism traffic[/h]Air Seychelles’ partnership with Etihad and codeshare agreements with other carriers has increased Air Seychelles' exposure to international markets leading to record 131% growth in the number of tourists arriving on the archipelago on the carrier compared to a year ago.
Air Seychelles expanded its codeshare agreement with Etihad Airways to include Dublin in Apr-2013 followed by Melbourne and Sydney in Jun-2013, bringing to 23 the number of codeshare destinations served by the two airlines via Abu Dhabi.
Tourism from Britain and Ireland to the Seychelles grew 18% in 1H2013 to 5,941 compared to the first half of 2012. While Irish visitors accounted for just 231 of that number, this market barely existed in 2012 when just 14 arrivals were recorded in the first half of the year.
Australia also accounts for only about 1,100 visitors to the Seychelles each year but the country is home to the largest Seychellois diaspora in the world which Air Seychelles will look to tap.
During the first half of the year Air Seychelles also signed codeshare agreements with airberlin linking Berlin and Dusseldorf over Abu Dhabi, as well as with Czech Airlines to Prague via Abu Dhabi. Overall, the European market has grown about 14% since 2012.
The first phase of what is intended to become a more extensive codeshare agreement with South African Airways was signed in Apr-2013. South Africa is a major market for the Seychelles accounting for more than 12,300 visitors in 2012. SAA has placed its code on Air Seychelles’ direct services between Mahe and Johannesburg. SAA will also place its code on Air Seychelles flights between the two largest islands of the Seychelles, Mahe and Praslin, but this is still awaiting regulatory approval.
It was intended that the codeshare agreement would also be extended to include SAA’s domestic network from Johannesburg, but this is also yet to occur.
See related report: South African Airways codeshares with Etihad and Jet have mutual advantages for all - except Star
[h=2]Seychelles expands and signs 15 air services agreements in six months[/h]The Seychelles has expanded and signed 15 air service agreements, including with Hong Kong, Australia, the Czech Republic, Kuwait and South Africa since Dec-2012. In Aug-2013 the country signed an ASA with Vietnam and Mr Morgan said “dozens more agreements are in the pipeline” to ensure the national carrier can expand its codeshare network and improve air access to the Seychelles.
As part of a major restructuring in 2011 Air Seychelles all but abandoned its long-haul network in favour of focusing on regional services. Services to all three Asian destinations launched in 2010 and 2011 were suspended as well as operations to Europe, including London, Rome and Milan in Jan-2012.
The carrier elected to reposition itself to focus on high-end tourism, particularly from China which is a small but increasingly important tourism market for the Seychelles, attracting about 4,500 visitors in 2012. China is also an increasingly important trading partner as China continues to invest heavily in Africa.
See related report: Etihad Airways stake in Air Seychelles gives 'realistic way forward' to the island carrier's future
Air Seychelles launched three times weekly services to Hong Kong in Mar-2013 via Abu Dhabi with its own metal and Etihad as a codeshare partner. Efforts to establish a partnership with Cathay Pacific to provide greater traffic feed from its Chinese network are still to materialise, despite hopes that an agreement might be announced in Apr-2013.
See related report: Air Seychelles looks to ride Chinese boom & grow in tandem with part-owner Etihad – Australia next?
Abu Dhabi is Air Seychelles’ largest route accounting for 3,556 return seats per week. Etihad also operates on the route offering 816 return seats per week. Air Seychelles is the only operator between Mahe-Johannesburg and on the Mahe-Mauritius route.
Air Seychelles top four international routes (seats): 9-Sep-2013 to 15-Sep-2013

Source: CAPA - Centre for Aviation & Innovata

[h=2]A330-200s increase Air Seychelles cargo capacity[/h]Air Seychelles' cargo business has also been boosted by the arrival of the A330-200s and the new through-service connecting Johannesburg to Hong Kong via Mahe and Abu Dhabi as well as the development of markets in Paris and Milan. As a result cargo volumes carried in 2Q2013 increased by 283% to 1.6 million tons compared to the same period in 2012.
Cargo revenue for the period was up 279% to USD3.68 million. For the first half of 2013 cargo carried was up 217% to 2.37 million tons and cargo revenues gained 204% to USD5.32 million.
[h=2]Air Seychelles domestic passenger numbers increase by 20%[/h]Air Seychelles operates about 120 flights per week on its only domestic route between Mahe and Praslin Island using DHC-6 Twin Otter aircraft.
Air Seychelles' passenger numbers on the route grew by 20% to 38,397 in 2Q2013. A significant component of the increase was the 22% rise in residents using domestic services in the quarter taking their number to 16,891 and accounting for 40.7% of traffic.
Growth in domestic capacity was also encouraging, increasing 16.2% in 2Q to 3.04 million ASKs and demand growing by 20.1% to 1.97 million RPKs compared to 2Q2012.
The improved domestic performance was attributed to an increase in capacity at peak times to cater for higher demand for inter-island travel which is reflected by an 18% increase in visitor traffic for 2Q2013. Air Seychelles plans to invest further in its domestic network and services to further grow revenue.
The carrier has a DHC-6-400 on order for delivery in 2013 according to the CAPA Fleet database.
Air Seychelles Fleet Summary: as at 9-Sep-201
3

Source: CAPA Fleet Database
* this column lists new aircraft orders placed directly by the operator and orders placed by lessors assigned to the operator


[h=2]Air Seychelles is leveraging its Etihad partnership, but a new one with Cathay Pacific needs to be finalised[/h]In a transformative year, Air Seychelles, under the guidance and financial assistance of Etihad, is well on the way to establishing the basis for a sustainable national carrier which is central to the growth of the Seychelles tourism industry and the archipelago’s economy.
In doing so, it has taken a leaf out of the Etihad’s handbook by picking strategic partnerships to build a largely virtual long-haul network to its major tourism and growth markets.
However, for Air Seychelles to maximise the benefits of its Hong Kong service it needs to gain access to mainland China and finalise a codeshare agreement with Cathay, something that is taking considerably longer to do than expected. Similarly, development of the partnership with SAA beyond Johannesburg appears to have stalled.

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kenyaprince

Amministratore AC
Staff Forum
20 Giugno 2008
29,325
31
VCE-TSF
Etihad Airways president: ‘I will sit on the Virgin Australia board


Etihad Airways president and CEO James Hogan confirmed, "I will sit on the board” of Virgin Australia Holdings, stating, “I am an Australian. I know the market. I've been in aviation since 1975. Maybe I can add some value” (Australian Financial Review/Sydney Morning Herald, 20-Jan-2014). Mr Hogan rejected the idea that Etihad Airways is not operating in a commercial manner, stating: “We happen to be owned by the state but we have a commercial mandate and we are structured accordingly”. Virgin Australia has also extended board seats to representatives of Air New Zealand and Singapore Airlines. Air New Zealand CEO Christopher Luxon said he is yet to decide if he would take the seat or appoint another representative. Singapore Airlines is yet to comment on its plans. Mr Hogan said he would join the board once chairman Neil Chatfield has finalised all the relevant rules of engagement and protocols for the airline shareholder representatives.

CAPA
 

kenyaprince

Amministratore AC
Staff Forum
20 Giugno 2008
29,325
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VCE-TSF
The oneworld alliance member will launch a daily service between Stuttgart and Abu Dhabi from December 1, 2014 using an Airbus A320 configured with 12 seats in Business Class and 132 in Economy Class. The service, which remains subject to government and regulatory approvals will be airberlin’s sole medium-haul link from Stuttgart, a market it currently mainly links to Mediterranean leisure destinations.

With a restrictive bilateral air services agreement limiting its own growth opportunities in Germany, United Arab Emirates (UAE) national carrier Etihad Airways has been able to turn to its partner carrier airberlin to help it enhance its offering in the country. The German carrier, one of Etihad’s growing list of equity partners, will introduce a regular flight to Abu Dhabi from Stuttgart in December 2014, hoping to be more successful than Qatar Airways’ previous attempt to link the southern German city with one of the Middle East’s major hubs.
The oneworld alliance member will launch a daily service between Stuttgart and Abu Dhabi from December 1, 2014 using an Airbus A320 configured with 12 seats in Business Class and 132 in Economy Class. The service, which remains subject to government and regulatory approvals will be airberlin’s sole medium-haul link from Stuttgart, a market it currently mainly links to Mediterranean leisure destinations.
This will be the first regular link between Stuttgart and the UAE although Qatar Airways previously served the market from its Doha hub between March 2011 and October 2012 but closed the route with limited warning. The three times weekly flight was initially flown by an A319 but was later switched to an A330 widebody, but combined with Zurich.
airberlin hopes its established brand in the Stuttgart market will help to sustain the new route which will also provide onward links to 41 destinations from Abu Dhabi through Etihad Airways’ equity and codeshare partner network to destinations across the Gulf region, Asia, Australia and the Indian subcontinent. The German carrier is the second largest operator at Stuttgart Airport behind Germanwings with a 20.7 per cent capacity share.
"The new airberlin flights from Stuttgart to Abu Dhabi mark an important milestone in our involvement with Stuttgart Airport. The Stuttgart area is one of the most economically important regions in Germany, and we see great potential for our planned services to Abu Dhabi," said Wolfgang Prock-Schauer, chief executive officer, airberlin.
As a major exporter, the Baden-Wuerttemberg region is well-known internationally for its strong manufacturing industry and innovative medium-sized companies, and has propelled itself to the seventh largest economy in the European Union.
While the automobile, mechanical and electrical engineering industries remain key sectors of Baden-Wuerttemberg, the region has the highest density of scientific, academic and research organisations in Germany, and a number of well-known enterprises such as Robert Bosch AG, Carl Zeiss and SAP AG have their headquarters in the prosperous southwestern part of Germany.
Altogether, airberlin will offer 63 flights per week this coming winter season from Germany to Abu Dhabi jointly with Etihad Airways, flying twice daily from Berlin, Düsseldorf, Frankfurt and Munich, as well as this daily flight from Stuttgart. Alongside the German operation to Abu Dhabi, airberlin’s Austrian subsidiary, Niki, is to launch a daily flight between Vienna and Abu Dhabi from November 24, 2014.
In our analysis, below, we look in greater detail at traffic flows from Stuttgart to destinations across the Middle East, Asia and Australasia over the past ten years. With no direct air services into Asia, airberlin and Etihad Airways will hope to secure a significant share of the traffic into this region as well as further stimulating demand to and from the German city. According to MIDT data, the largest markets for O&D passenger flows across Asia to and from Stuttgart in 2013 were Shanghai, Beijing, Tokyo, Bangkok and Hong Kong.
 

kenyaprince

Amministratore AC
Staff Forum
20 Giugno 2008
29,325
31
VCE-TSF
Air Berlin is throwing more and more capacity into Abu Dhabi, home to its benefactor Etihad. The two newest A320 offerings are from Stuttgart and Vienna, the latter flown by Niki. Air Berlin already flies to Abu Dhabi from Berlin, Düsseldorf, Frankfurt and Munich. The problem is that these are not markets with a lot of point-to-point local demand, meaning they surely depend overwhelmingly on low-yield connecting traffic.
 

kenyaprince

Amministratore AC
Staff Forum
20 Giugno 2008
29,325
31
VCE-TSF
Etihad raises its Europe profile with codeshares and equity, expanding indirect connections


Etihad will have grown the number of direct seats flown between its Abu Dhabi hub and Europe by 39% in the two year period from Dec-2012 to Dec-2014 (source: OAG). This is faster than the other two of the Gulf Three and also faster than Turkish Airlines' growth in international seats between its Istanbul Ataturk hub and Europe.
Nevertheless, Etihad itself remains the smallest operator of this quartet by number of seats to Europe, with only around two thirds of Qatar Airways' capacity and less than a quarter of that of the other two.
Etihad's use of codeshares and equity investments to increase its market presence in Europe has mainly focused on indirect connections. With an investment in codeshare partner Alitalia expected soon, its strategy is receiving a great deal of attention from competitors and regulators.
This report looks at how important have Etihad's codeshare agreements been in increasing its network profile in Europe. Have its equity investments further enhanced its market presence in Europe - and in what ways?

Etihad is the smallest in Europe among the Gulf/Turkish hub airlines

Etihad's 39% increase in seat numbers to Europe over the two years to Dec-2014 compares with 34% for Qatar Airways, 26% for Turkish Airlines and 22% for Emirates. Etihad's total number of one-way weekly seats on direct routes between Abu Dhabi and Europe will be around 46,000 in Dec-2014, versus around 33,000 two years earlier (source: OAG).
Among the airlines pursuing global connecting traffic flows via their hubs in the Gulf or Turkey, Etihad remains the smallest operator into and out of Europe. Its figure compares with around 207,000 international seats for Turkish Airlines between Istanbul Ataturk and Europe, 175,000 seats for Emirates from Dubai to Europe and 71,000 for Qatar Airways from Doha to Europe.
See related reports:

The Gulf Three and Turkish Airlines: weekly international seats from their respective hubs* to Europe: Jun-2012 to Dec-2014

*Istanbul Ataturk (Turkish Airlines), Dubai (Emirates), Doha (Qatar Airways), Abu Dhabi (Etihad)
Note: scheduled capacity data for third week in June and first week in December for each year shown
Source: CAPA - Centre for Aviation, OAG

Equity codeshare partners add 15%

Etihad has supplemented its own capacity to Europe with that of codeshare partners, some of whom have also received equity investment from Etihad in order to strengthen the relationship. When added to its own capacity between Abu Dhabi and Europe, Etihad's equity investment codeshare partners will account for around 15% additional direct seats carrying its EY code in Dec-2014.
This assumes that the proposed equity investment in Alitalia will have completed by Dec-2014 and also includes existing Etihad equity partnersairberlin (from Berlin Tegel and Dusseldorf) and Air Serbia (from Belgrade). Its other two European equity investments, Darwin Airline (now operating as Etihad Regional) and Aer Lingus, do not operate direct services to Abu Dhabi.
Etihad Airways and Etihad equity partners: direct weekly international seats from Abu Dhabi to Europe: Jun-2012 to Dec-2014

Note: scheduled capacity data for third week in June and first week in December for each year shown
Source: CAPA - Centre for Aviation, OAG

Other codeshare partners add 3%

Etihad's other codeshare partners (where there is no equity investment) will make a small further contribution of direct seats equivalent to an additional 3% of its Abu Dhabi-Europe total in Dec-2014. This is less than in Dec-2013, since Alitalia will switch from being a straight codeshare partner category to being an equity codeshare partner. Our calculations are based on assumptions about two codeshare partners with non-stop Abu Dhabi flights.
First, this assumes that airBaltic will resume its direct Riga-Abu Dhabi service in winter 2014/2015 (this service was launched in Dec-2013 and suspended at the end of Mar-2014). Last winter, this service amounted to 520 weekly seats.
See related reports:

Second, it relies on Air Europa launching a planned three times weekly Madrid-Abu Dhabi service. No start date has yet been set for this route, but both carriers said at the time they announced their codeshare agreement in Jan-2014 that it would be before the end of 2014. This should add around 1,000 weekly seats (depending on the choice of aircraft: Air Europa has said it will use A330 equipment, but has not specified which variant) to the number carrying the EY code between Europe and Abu Dhabi on direct flights.
See related report: Air Europa-Etihad codeshare links LatAm to Asia Pacific: Etihad again challenges alliance status quo
A direct service previously operated by CSA Czech Airlines from Prague to Abu Dhabi, under codeshare with Etihad, ceased operating in Jan-2014.
Etihad Airways, Etihad equity partners and other codeshare partners*: direct weekly international seats from Abu Dhabi to Europe: Jun-2012 to Dec-2014

*Other codeshare partners: Air Europa's planned Madrid-Abu Dhabi service from Dec-2014 and airBaltic's Riga-Abu Dhabi winter service (launched Dec-2013)
Note: scheduled capacity data for third week in June and first week in December for each year shown
Source: CAPA - Centre for Aviation, OAG

But Etihad still has far fewer direct seats to Europe

Adding the incremental 18% of seats contributed by Etihad's codeshare partners, whether equity partners or other, brings the number of EY-coded seats on direct flights between Abu Dhabi and Europe closer to that of the other three super-aggregators, but still 23% less than Qatar Airways' and in the region of 70% less than Emirates' or Turkish Airways' direct seats to Europe.
Turkish Airlines, Emirates, Qatar Airways and Etihad (including codeshare partners): direct weekly international seats from their respective hubs* to Europe: Dec-2014

*Istanbul Ataturk (Turkish Airlines), Dubai (Emirates), Doha (Qatar Airways), Abu Dhabi (Etihad)
Source: CAPA - Centre for Aviation, OAG

Codeshares make Etihad number two out of four in total destinations in Europe, through indirect connections

Etihad's codeshare partnerships give it a staggering 105 additional destinations...
Etihad has a significantly lower number of destinations in Europe served by its own aircraft than the other three – 17 versus 33 for Qatar, 35 for Emirates and 99 for THY – but Etihad's codeshare partnerships give it a staggering 105 additional destinations. Emirates and Qatar have only a single digit number of additional European destinations from codeshares, while THY has 53.
However, only four of Etihad's additional codeshare destinations are served directly by its partners from Abu Dhabi: Berlin Tegel, Madrid (expected late 2014, as noted above), Rome Fiumicino and Riga (winter only). On one of these, Rome, Etihad will commence its own service in Jul-2014.
The codeshare partners of Emirates and Qatar bring them no additional direct European destinations, while Etihad's bring only a few.
The Gulf Three and Turkish Airlines: number of direct destinations and codeshare destinations in Europe: 16-Jun-2014 to 22-Jun-2014
AirlineNumber of direct destinations in EuropeNumber of codeshare destinations in EuropeNumber of codeshare partners in Europe
Turkish Airlines99539
Emirates3552
Qatar Airways3371
Etihad1710519

Note: domestic Turkey not included; codeshare destinations are additional to direct destinations
Source: CAPA - Centre for Aviation, OAG

Etihad's codeshare strategy aims to bring feed through indirect connections

Etihad's codeshare strategy in Europe is really all about providing additional indirect destinations. Its 105 European codeshare destinations, using 19 European codeshare partners, are primarily built around generating feed for its 17 direct routes from Abu Dhabi.
Coming relatively late into the game, Etihad has used this approach to develop a presence across Europe much more quickly than it could have achieved by focusing on direct flights (Emirates and Qatar Airways, both of whom had a significant head start, focus on direct flights to Europe).
This means that many European cities are connected via one stop to Abu Dhabi and via two stops to onward destinations in the Middle East,Africa and Asia. Etihad's rivals' greater number of direct European routes means that they can connect more European cities with onward destinations in one stop.
The success, or otherwise, of Etihad's approach can to some extent be measured in its load factor. Its annual figures show some improvement from 2010 to 2012, but a levelling off in 2013 at a load factor of 78%, slightly below the global average of around 79%. This is not compelling evidence either way, but it does suggest that Etihad still has room to drive additional feed from its codeshares, given its rapid capacity growth.
Etihad Airways passenger load factor: 2010 to 2013

Source: CAPA - Centre for Aviation and airline reports
Codeshares are biased towards partner operated flights in Europe

Consistent with its hunger to feed its Abu Dhabi hub, even indirectly, Etihad's codeshare agreements with European airlines are understandably biased towards routes that carry its code and are operated by its partners, rather than routes carrying its partners' codes and operated by Etihad.
This is true not only in aggregate (there are more than twice as many codeshare routes operated by codeshare partners than by Etihad), but also in most individual agreements. Only Alitalia and Air France operate fewer routes for Etihad than it operates for them and the imbalance in these two cases is not great.
airberlin is Etihad's biggest European codeshare partner and Alitalia number two

Ranked by the total number of routes under codeshare (in either direction), Etihad's most important codeshare partner is airberlin, which is also an equity partner. This codeshare has seen strong growth in passenger numbers since the start of 2012.
See related reports:

Alitalia is the number two codeshare partner for Etihad, by number of routes. This is before the proposed equity investment by Etihad has taken place and raises the fundamental question of why an equity investment is necessary - and how it is used.
...in the case of airlines that were struggling financially, Etihad's investment has been very important in keeping the partner solvent and thereby in maintaining the viability of the codeshare agreement...
Etihad's increased European footprint has been achieved through commercial codeshare arrangements; equity investments are not in themselves a part of this. However, in the case of airlines that were struggling financially, Etihad's investment has been very important in keeping the partner solvent and thereby in maintaining the viability of the codeshare agreement.
The most obvious example of this is airberlin and soon, possibly, Alitalia.
See related report: Alitalia's long-haul network and Etihad's short-haul feed are enhanced with Etihad's proposed stake
Etihad Airways European codeshare partners
PartnerPartner hubEY operates to partner hub?Partner operates to AUH?No. codeshare routes operated by EYNo. codeshare routes operated by partnerTotal routes in codeshare
EuropeAsia, Africa, M EastEuropeAmericas
AegeanAthensYesYes162330
Aer Lingus (e)DublinYesNo3519532
Air EuropaMadridNoLate 20144711
Air FranceParis CDGYesNo19919
Air MaltaMaltaNoNo336
Air Serbia (e)BelgradeYesYes142025
airBalticRigaNoWinter only*511723
Airberlin (e)Berlin,DuesseldorfDUSTXL, DUS41850779
Alitalia (e)*Rome FCOYes (Jul-2014)Yes1221639
BelaviaMinskYesNo33
Brussels AirlinesBrusselsYesNo11011
CSA CzechPragueNoNo123
Cyprus AirwaysLarnacaYesNo11
Darwin/Etihad Regional (e)GenevaYes, not codeshareNo33
FlybeVariousNoYes1717
KLMAmsterdamYesYes, not codeshare1121831
NIKIViennaNoFrom Dec-201433
TAP PortugalLisbonNoNo81624
Turkish AirlinesIstanbulYesYes112
Totals:397723412362

(e) = equity partner; (e)* = expected to become an equity partner
Source: CAPA - Centre for Aviation, OAG

Emirates' European codeshare partners
PartnerPartner hubEK operates to partner hubPartner operates toDXBCodeshare routes operated by EKCodeshare routes operated by partner
Air MaltaMaltaNoNoMalta to LarnacaNone
TAP PortugalLisbonYesNoLisbon, Bangkok, Hong Kong, Kuala Lumpur,SingaporeLIS to MAD, BCN, Faro,Malaga, Porto, Seville

Source: CAPA - Centre for Aviation, OAG
Qatar Airways European codeshare partners
PartnerPartner hubQA operates to partner hubPartner operates to DohaCodeshare routes operated by QACodeshare routes operated by partner
British AirwaysLondon HeathrowYes, no codeshareNoAddis Ababa,Dhaka,Islamabad,Karachi, Lahore,PeshawarLHR to AMS, Belfast City, DUB, GLA,HAM, LBA

Source: CAPA - Centre for Aviation, OAG
Important codeshare partners are not all Etihad equity partners

Aer Lingus is Etihad's number three codeshare partner and Air Serbia also has a significant number of codeshare routes with Etihad. Both are in Etihad's Equity Alliance, as is Darwin Airline. The latter now operates under the Etihad brand name, but with only a small handful of codeshare routes. The weak finances of certain of Etihad's equity partners prior to its investment probably enhanced its negotiating position on all aspects of the proposed relationship.
Nonetheless there appears to be limited correlation between the number of codeshare routes between Etihad and its European partners and whether or not there is an equity relationship. There are several non-equity partners sharing a high number of codeshare routes with Etihad.
In the case of Air Europa, the number of codeshare routes is likely to increase significantly to include Latin America and Asia, as envisaged when the initial agreement was announced earlier this year...
In addition to Alitalia, with whom a significant relationship has been developed prior to any equity investment, these include Aegean, KLM, TAP Portugal, airBaltic, Air France and Flybe. In the case of Air Europa, the number of codeshare routes is likely to increase significantly to include Latin America and Asia, as envisaged when the initial agreement was announced earlier this year.
Where some correlation with the equity investment does arise though is where financial support is necessary to ensure that Etihad can rely on the continued support of the airline involved. And, through the "Alliance" it becomes more relevant to add a further dimension: enabling more extensivecodesharing between satellite members of the alliance. Thus for example on 12-Jun-2014, Etihad announced the establishment of codeshares between airberlin and Etihad Regional.
Etihad's European equity investments support struggling partners

The core of Etihad's strategy on partnerships in Europe includes adding indirect connections behind its main gateways, using extensive codeshares. This increases its European market profile, but means that it is mainly reliant on two-stop connections to link European cities with onward destinations in other regions. This puts it at a disadvantage to competitors that can offer more one-stop connections; the advantage is however that Etihad can add more direct gateways in the future in markets where its indirect services demonstrate sufficient demand.
In certain cases, Etihad's codeshare strategy is supplemented with an equity investment, even though such an investment does not in itself have an incremental impact on the wider Etihad-coded network. Moreover, its equity investments have also mainly added indirect connections.
Etihad promotes the concept of generating cost synergies with equity partners, for example through sharing skills and joint purchasing. Another motivation for these equity investments is to support a partner that would otherwise be struggling financially - and at the same time, this situation creates a buyer's market in which Etihad is able to attract more effectively the broad range of codeshares oultined above. Although Etihad has only taken minority stakes, the nature of these equity relationships has pricked the attention of European regulators (with some prompting from other interested parties), who are investigating whether or not Etihad has effective control in some cases.
See related report: Airline ownership & control. Why might Europe uphold something its officials call "stupid"?
If one of Etihad's larger European codeshare partners were to exit the market through bankruptcy, Etihad would be prevented by market access restrictions from entering in its own right. Moreover, if the space left behind were filled by a major European competitor, it may be more difficult for Etihad to replicate its previous codeshare agreements with such a competitor on terms that were as favourable to it as previously.
"Control" is not the only asset of value in these transactions

Under this interpretation of Etihad's strategy (which, we should note, is an external interpretation done without reference to the airline's management), it would appear that the largely reflex assumption - that Etihad is using the investment to buy control - is not as obvious as it might seem.
Certainly it is in Etihad's interests to ensure that its selected equity partners remain viable, but it is not necessary to "control" those partners where the investment means codeshares can be more readily locked in - and be highly valuable to each party...
Certainly it is in Etihad's interests to ensure that its selected equity partners remain viable, but it is not necessary to "control" those partners where the investment means codeshares can be more readily locked in - and be highly valuable to each party. Likewise, where joint services, like skills training and joint purchasing can generate mutual and potentially cascading mutual value, that in itself has the opportunity to offer a solid justification for the partnership. In doing so these can create a mutual dependency, but that is a quite different concept from control.
Hence for example, one of Etihad's larger equity investments - in Virgin Australia - buys no more than one board seat. Etihad shares that status with Air New Zealand and with Singapore Airlines. Clearly the Gulf carrier does not "control" Virgin with its 21% shareholding, where Singapore Airlines holds 22% and Air New Zealand 26%. Virgin Australia however describes the Etihad relationship in these terms: "As integrated alliance partners, we offer an expanded global network of seamless connectivity, and increased loyalty rewards through reciprocal frequent flyer programmes and lounge access."
The mutual benefits are evident. What the statement does not elaborate is that the relationship also helps give the Australian carrier - itself almost a virtual international airline - valuable access to a corporate market that otherwise would not be available; the reciprocal is true for Etihad.
Outside its existing equity alliance, Etihad has important codeshare partnerships with a number of airlines that suffer either from poor profitability or market/network weaknesses or both.
Investing in financially weak airlines is risky and managing these investments is challenging, but it is not inconceivable that one or two more European airlines might become Etihad equity partners at some stage. Or that other airlines will be attracted to Etihad's concept, as long as the existing archaic ownership and control airline rules continue to plague the industry's financial viability.
It is a concept that some other airlines are expressly working on (All Nippon Airways and Hainan Airlines for example) and that many others are - or should - be looking at with increasing interest.
 

kenyaprince

Amministratore AC
Staff Forum
20 Giugno 2008
29,325
31
VCE-TSF
Airberlin (airberlin.com) (Berlin) reported a net profit of €8.6 million ($11.4 million) for the second quarter, reversing a net loss of €38 million ($50.4 million) for the same quarter a year ago.
The company issued this full report:
In a difficult market environment, Airberlin achieved a slightly improved operating result (EBIT) in the second quarter of the year with turnover up by 2,9% to 1,146.4 million euros. Compared to the same quarter of the previous year, Airberlin was able to improve EBIT (Earnings before Interest and Tax) to -6.9 million euros from -8.1 million euros in the previous year. Taking into account other operating income of 4.8 million euros (previous year 39.2 million euros) the annual comparison on operating level shows an improvement of more than 35 million euros. Net profit was with 8.6 million euros, an increase of 46.6 million euros on the previous year (-38.0 million euros).
In particular, Airberlin was able to increase the yield by 3.0% to 120.52 euros (previous year 116.97 euros). Offering increased by 2.9% flights and 3.5% available seat kilometers (ASK). In line with market conditions, load factor was with 82.4%, 1.3% percentage points below that of the same quarter the previous year. However, higher yield revenue per available seat kilometer (RASK) was nearly stable with 7.16 cents (previous year 7.20 cents).
The cost reduction initiatives launched under Turbine last year are on track and are also showing effects in the second quarter. Year on year, airberlin managed to lower the costs per available seat kilometre excluding fuel (CASK) by 2.8% to 5.50 cents (previous year 5.66 cents). Including fuel, CASK fell by 3.7% to 7.24 cents (previous year 7.51 cents). The cost reduction was achieved despite a rise of 8.3% in expenditure for aviation tax, as well as an increase in personnel cost of 13.9% driven by wage increases and one-off costs.
A high level of liquidity
Following a successful recapitalization program, Airberlin has liquid assets in the amount of 600 million euros cash on hand and nearly 300 million undrawn cash facilities available. Compared to year-end 2013, available cash increased by 378 million euros. Following the injection of the subordinated perpetual convertible bonds equity, increased by nearly 130 million euros compared to the end of the first quarter 2014 and stood at -270 million euros at the end of the second quarter. As a reporting date under IFRS, the equity capital has no effect on the financial operation of the company.
Airberlin’s partnerships with Etihad Airways and its network partners and oneworld® have developed very well in the second quarter. The number of passengers on the shared route network with Etihad Airways continued to grow at 7% in the first half year, with approximately 270,000 guests in absolute numbers. Additional routes from Stuttgart, Berlin and Vienna will contribute to future growth. Also the number of passengers on codeshares within the oneworld alliance rose by 7% in the first half year.
First elements of restructuring program announced
When presenting the results for Q2 2014, Airberlin’s CEO Wolfgang Prock-Schauer said: “We were able to improve the net result and our operating result is looking better than it did a year ago, but this is not sufficient. We are determined to restructure Airberlin to ensure the airline moves back to a sustainable profitability within three years. Over the last few months we have been intensively working on the restructuring program. After diligently weighing and validating all of our options in the past months, we decided that airberlin will continue to serve the three core segments, namely Europe, touristic and long haul. We substantially change the way we do business and the way we serve our market. We are able to share some first elements today.”
First elements of the program include:
Focused network:
Airberlin will focus on the largest travel markets in the DACH region (Germany, Austria, Switzerland) as well as Palma de Mallorca and connect these high volume routes with high frequencies in point-to-point traffic. The new network design will lead to a more stable operation throughout the year, reducing the effects of traditional high seasonality. The more focussed network design could equate to a capacity reduction in the region of 10% and will lead to a significantly more efficient operation.
Closer cooperation: closer cooperation with Etihad Airways and its network partners: Airberlin and Etihad Airways are in a process of exploiting synergy potentials in all areas in a win-win-situation for both airlines and other network partners. As a next important step Airberlin is in a process of putting together a framework for a close bilateral cooperation with Alitalia, subject to regulatory approvals.
Narrow body fleet harmonization: In order to achieve a more efficient operation airberlin will strive for narrow body jet fleet harmonization in its entire network.

Streamlining operating platforms: Airberlin is in a process of streamlining and restructuring the operational platforms it uses (AOCs). In line with network adjustments, it intends to reduce its fleet by approximately 10 aircraft. Combined with the new network approach this will enable us to eliminate underperforming elements of our business.
Close down of crew stations: Airberlin has decided and agreed after negotiations to close down five of its smaller crew bases, which will result in higher efficiency and productivity of crew resources. This measure affects the work location of pilots. This does not mean that these airports are not served by Airberlin anymore.
Enhanced commercial capabilities: Airberlin will drive commercial effectiveness with state-of-the-art commercial capabilities by optimizing our overall market approach. This includes a dedicated distribution approach in the segments we serve including our tour operator business.
Copyright Photo: Bjoern Schmitt/AirlinersGallery.com. Airberlin and the official marketing organization for the United States of America, Brand USA, are strengthening their collaboration and jointly unveiled this Airbus A320-214 registered as D-ABNB (man 5246) with this special USA livery at Dusseldorf Airport.
For Airberlin, the USA is a strategically important core market. Airberlin flies nonstop from Germany to five destinations in the USA and this summer has also increased the frequency of five different routes. There is now a daily flight from Berlin (Tegel) to Chicago (O’Hare) and the connection between the German capital and New York (JFK) has been topped up by three flights to make ten weekly connections. From Dusseldorf, Airberlin also offers ten flights a week to the Big Apple, as it did last summer. This summer there are also flights four times a week from Berlin and daily from Dusseldorf to Miami, as well as several times a week from the North Rhine Westphalian capital to Fort Myers and Los Angeles. Recently there were celebrations to mark 20 years of the connection (previously by LTU) between Dusseldorf and Fort Myers: Airberlin is the only airline to serve this destination nonstop from Europe. There are feeder flights to Berlin and Dusseldorf from numerous German and European cities. In the USA, Airberlin also offers its flight guests around 60 additional destinations through the codeshare agreement with oneworld® partner American Airlines.

fonte : Air Berlin
 

kenyaprince

Amministratore AC
Staff Forum
20 Giugno 2008
29,325
31
VCE-TSF
[h=1]Airberlin's first 2Q profit since 2009 shows promise from its business model restructuring[/h]CAPA > Aviation Analysis > Airberlin's first 2Q profit since 2009 shows promise from its business model restructuring
22nd August, 2014
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Airberlin has made its first 2Q net profit since 2009, although its operating result was still negative and both its net and operating results were in loss for1H. It seems unlikely that 2014 will see a full year operating profit, but losses are at least becoming narrower. Airberlin is now seeing the benefits of its Turbine cost reduction programme and its sharper network focus.
In Apr-2014, recognising that Turbine was not enough to restore sustainable profitability, airberlinannounced a more fundamental review of its business model.
This review will continue until the end of Sep-2014, but CEO Wolfgang Prock-Schauer has provided some insight into the early results of airberlin's new thinking.

[h=2]A net profit and a narrower operating loss in 2Q2014[/h]In 2Q2014, airberlin reported a net profit of EUR9 million, turning around a loss of EUR38 million in the same period a year earlier. This result was boosted by a EUR32 million result on foreign exchange and derivatives, compared with only EUR2 million in 2Q2013, and so does not really reflect the underlying performance of the business.
The operating result was still in loss to the extent of EUR7 million, but this was a slight improvement on the EUR8 million operating loss of 2Q2013 in spite of a EUR34 million lower contribution from other operating income. Revenues grew 2.9% to EUR1,146 million.
For 1H2014, the net loss narrowed from EUR234 million to EUR201 million and the operating loss narrowed from EUR197 million to EUR190 million. 1H revenues were virtually flat (+0.1%) at EUR1,908 million.
Airberlin financial highlights 2Q2014

Source: Air Berlin PLC
[h=2]Increased liquidity although equity is still negative[/h]Compared with the end of 1Q2014, shareholders' equity improved by EUR129 million, mainly due to the first tranche of EUR101 million of the subordinated convertible bonds subscribed to by Etihad (accounted for as equity). Nevertheless, the balance was still negative to the extent of EUR271 million at the end of 2Q2014.
Net debt was EUR708 million at the end of Jun-2014, down from EUR796 million at the end of Dec-2013. Gross cash stood at EUR601 million (53 days of revenue) at the end of 2Q2014, up from EUR223 million (20 days of revenue) at the end of 2013 thanks to new bond issues.
There is still a further EUR200 million to come from Etihad for the next tranches of the subordinated convertible bonds and this will commensurately further lower net debt, raise liquidity and improve the equity balance.
Airberlin's liquidity position now gives it time to pursue further restructuring without the short term fear of bankruptcy. Nevertheless, this alone will not restore a positive equity balance and airberlin will need to start recording full year net profit figures if it is to rebuild its equity without seeking further investment from Etihad and/or other shareholders.
See related reports:
Airberlin: Etihad to the rescue after another loss in 2013. Meanwhile codeshare partners are booming
Airberlin receives a vote of confidence from Etihad, but how will the relationship evolve now?
Airberlin balance sheet structure 31-Dec-2013, 31-Mar-2014 and 31-Jun-2014

Source: Air Berlin PLC
[h=2]Airberlin's 2Q2014 ASKs grew 3.5%[/h]Airberlin followed its 4.4% increase in ASKs in 1Q2014 with a 3.5% increase in 2Q2014. Load factor fell, although the decline by 1.3 ppt was less than the 3.8 ppt fall in 1Q. The airline managed to operate 2.9% more flights year on year in 2Q, in spite of having 2% fewer aircraft.
The number of destinations as at 30-Jun-2014 was 15% lower than a year earlier, again highlighting airberlin's focus on increased frequencies as its growth driver.
Airberlin operating figures 2Q2014

Source: Air Berlin PLC
[h=2]Growth rates in common codeshare traffic with Etihad and oneworld slow down[/h]In the words of CFO Ulf Huetmeyer on a conference call with analysts to discuss the 2Q results, "Abu Dhabi is our gateway to Asia Pacific", with 43routes from there. Common codeshare bookings with Etihad continued to grow, although the rate of growth is unsurprisingly slowing, with numbers up 2% year on year in 2Q2014, compared with 12% growth reported for 1Q2014 and 74% growth for FY2013.
The winter 2014/15 schedule should see a boost to this growth rate as airberlin will add Abu Dhabi services from Stuttgart and Vienna and increase the frequency of its services from Berlin Tegel (moving it to double daily from once daily).
Airberlin common codeshare bookings with Etihad Airways (‘000) 2Q2013 and 2Q2014

Source: Air Berlin PLC
Common codeshare bookings with oneworld partner airlines also increased by 2% year on year in 2Q2014, compared with 12% growth reported for 1Q2014 and a more than tripling of numbers in FY2013.
Airberlin expects that the new codeshare agreement with US Airways, commenced in Jun-2014, will further add to its oneworld common booking numbers.
Airberlin common codeshare bookings with oneworld 2Q2013 and 2Q2014

Source: Air Berlin PLC
[h=2]RASK is almost stable[/h]Airberlin's 2Q2014 revenues grew by 2.9% year on year, reversing the revenue decline of 1Q, but the increase was just less than the 3.5% increase in ASKs. Revenue growth was driven by flight revenue, with ground and in-flight revenues remaining flat.
Flight revenue per passenger increased by 3.0%, but total revenue per ASK fell by 0.6% (mainly reflecting the fall in load factor) in 2Q2014. This RASK development was an improvement on the 7.9% fall experienced in 1Q. This bears out comments made by CEO Wolfgang Prock-Schauer on the 1Q analysts' conference call, when he said that forward bookings indicated that RASK should stabilise from 2Q.
The positive yield development in 2Q suggests that airberlin's focus on a smaller number of routes may be helping it to achieve better pricing power, particularly given the challenging yield environment in Europe currently.
Airberlin revenues (EUR million) 2Q2014
2Q2013
2Q2014
Change
% of 2Q2014 total
Flight revenue
1,025.6
1,057.5
3.1%
92%
Ground and other services
81.0
81.1
0.1%
7%
Duty free/in-flight sales
7.9
7.8
-0.1%
1%
Total revenue
1,114.5
1,146.4
2.9%
100%

Source: Air Berlin PLC
Airberlin development of yield (flight revenue per passenger, EUR) and RASK (EUR cent) 2Q2014 vs 2Q2013

Source: Air Berlin PLC
[h=2]Airberlin CASK was down 3.7%[/h]
Non-fuel costs increased by 0.6%, still below the increase in ASKs, reflecting the beneficial impact of airberlin's Turbine cost reduction programme...
Operating costs were held just below last year's level in 2Q2014 (-0.3%), in spite of the capacityincrease. This performance was helped by a 3.1% fall in fuel costs, mainly as a result of currency movements. Non-fuel costs increased by 0.6%, still below the increase in ASKs, reflecting the beneficial impact of airberlin's Turbine cost reduction programme.
Labour costs increased by almost 14%, in spite of headcount reductions, reflecting wage increases and restructuring costs. The other main areas of cost increases were airport charges, navigation costs and air transportation tax, all categories where rates are not controlled by the airline.
Cost per ASK (CASK) fell by 3.7% and ex fuel CASK fell by 2.8% in 2Q2014.
Airberlin cost development 2Q2014 vs 2Q2013

Source: Air Berlin PLC
[h=2]Business model restructuring: the first results[/h]Mr Prock-Schauer gave an update to analysts on the first results of the restructuring of airberlin's business model that was first announced in Apr-2014. This process aims to restore airberlin to sustainable profitability, meaning "a certain profit margin", within three years. He stressed that there was not yet a "fully formulated restructuring programme" and that the full details would be communicated at the end of Sep-2014.
Nevertheless, he said that two major decisions had been taken.
First, airberlin will continue to serve what Mr Prock-Schauer called its "core segments", namely Europe, touristic and long haul markets.
..."a prerequisite to be successful is that we substantially change the way we do our business and serve our markets"...
Second, the CEO said that "a prerequisite to be successful is that we substantially change the way we do our business and serve our markets". He added that this means airberlin needs to be more efficient, more integrated where necessary and more targeted in its market approach.
[h=2]Focus on the "DACH" region and Palma[/h]More specifically, airberlin is to focus its European network on the top ten markets in the DACH region (Germany, Austria and Switzerland) and on its base in Palma de Mallorca. Its German bases represent 86% of the total number of seats in Germany (source: OAG, week of 18-Aug-2014).
It will operate high volume routes with high frequencies in point to point patterns, connecting its DACH bases to key European markets. It will connect Palma to "focus markets", including smaller markets in the peak season. It aims to maintain its leadership in Berlin and Duesseldorf, from where it operates long haul routes, and Palma de Mallorca. "Market leadership is key to success", according to Mr Prock-Schauer.
Aiberlin's bases

Source: Air Berlin PLC
Agreement has been reached with labour representatives over the closure of five bases: Muenster/Osnabruck, Hanover, Dortmund, Erfurt andDresden, although this does not mean that airberlin will stop serving these markets. As a result of the base closures, around 100 pilots will move to Berlin and Duesseldorf from 14-Nov-2014. This will enable increased productivity and lower operating costs.
A further element of increased base efficiency will come from the harmonisation of the narrow body fleet at each of airberlin's bases. This process has already resulted in all stations apart from Tegel, Duesseldorf and Munich being allocated either A320 or Boeing 737 aircraft.
[h=2]The new network focus aims to reduce seasonality and adopt the base concept[/h]One of the aims of the new network focus is to reduce the seasonality in airberlin's schedule. At its core will be year-round routes with no seasonal effects, supplemented by summer peak flying on leisure routes.
This summer peak will be facilitated by scheduling heavy maintenance in the winter and by switching some summer capacity from business routes to leisure routes.
Airberlin's schematic representation of reduced seasonality

Source: Air Berlin PLC
Additional network focus and productivity will also come from the adoption of the base concept, enabling aircraft and crew to begin and end in the same place and eliminating complex rotations. The base concept is "a principle we have learned form the low-cost carriers", said Mr Prock-Schauer.
See related report: The airline base concept: European LCCs love to base aircraft and crew abroad, unlike others
Airberlin expects the more focused network will result in a capacity reduction of around 10%.
[h=2]Increased cooperation with partners, now that systems are in place[/h]Mr Prock-Schauer said that cooperation with partners is extremely important to airberlin as a way to generate additional feed into its network, adding that its systems are set up to facilitate this. In addition to the DACH region, there are further developments to come in southern Europe, where the details of closer cooperation with Alitalia are currently being discussed, subject to regulatory approvals.
This is a further example of how Etihad, which is in the process of investing in Alitalia, encourages members of its equity alliance to develop partnerships between each other as well as with Etihad itself.
Airberlin: closer cooperation in Europe and globally

Source: Air Berlin PLC
Beyond Europe, airberlin will expand its long haul network towards North America and Abu Dhabi from its Tegel and Duesseldorf hubs. All of its North American destinations are hubs of oneworld partner American Airlines (New York JFK, Miami, Chicago, Los Angeles) and most are served daily. Airberlin also has 21 weekly frequencies to the Caribbean.
Abu Dhabi serves as airberlin's gateway to the Far East, India and Africa through Etihad and fellow equity alliance partner Jet Airways. From the coming winter season, airberlin will operate 35 weekly frequencies to Abu Dhabi from Berlin, Duesseldorf, Vienna and Stuttgart.
[h=2]Restructuring will also review airberlin's operating platforms[/h]The current restructuring exercise also includes a review of the different operating platforms operated and used by the airberlin group in terms of their efficiency and sustainability. In addition to airberlin's own AOC, the group includes that of Austrian subsidiary Niki; belair, which operates on behalf of airberlin on routes from Zurich; German subsidiary LGW, which operates wholly under airberlin's livery and code; and TUIfly, which provides aircraft to airberlin under wet lease arrangements.
...the highest priority is to ensure the efficiency of the core airberlin platform...
Mr Prock-Schauer said that the highest priority is to ensure the efficiency of the core airberlin platformand added that "it is very clear that all these platforms must contribute much more to the success of airberlin". The review of these platforms will continue until the end of Sep-2014, but Mr Prock-Schauer stressed that, whatever the outcome, they would operate under common systems.
[h=2]Enhance commercial capabilities[/h]The final element of the restructuring revolves around enhanced commercial capabilities. In terms of positioning, this means taking a different stance in different market segments.
In Europe, where Mr Prock-Schauer rightly says that "flying becomes more and more a commodity", airberlin will position itself as a "value carrier" and also as the "leading independent touristic provider". On long haul, its proposition will be that of the "classic full service provider".
Airberlin will ensure that its systems support all the segments. This will involve new and improved systems in revenue management and distributionand enhancements to support functions such as network management, sales.
[h=2]RASK and CASK trends are both improving[/h]Airberlin has made an operating loss every year since 2010 (excluding the gain on the sale of its FFP to Etihad in 2012). CASK has grown every year since at least 2006 and, in 2013, its loss widened as CASK growth exceeded RASK growth.
However, its 2Q2014 results, while still loss-making at the operating level, were its second successive quarter on an improving trend. Not only did CASK fall, but also it fell more than RASK in both of the first two quarters of 2014. Moreover, RASK was almost stable in 2Q.
It now seems that airberlin's Turbine cost reduction programme is having a noticeable impact on lowering CASK...
It now seems that airberlin's Turbine cost reduction programme is having a noticeable impact on lowering CASK. In addition, it appears that its greater focus on a smaller number of more attractive routes is giving some support to RASK.
[h=2]Encouraging signs, with still work to be done - and more focus on key priorities[/h]The early results of the work airberlin has done on restructuring its business model suggest that it will gain further network focus, improved productivity and additional traffic feed from partnerships. In terms of its broader role, or reason for being, we have previously suggested that it needs to find a cap that fits.
See related reports:
Airberlin: still in need of a cap that fits, although 1Q2014 operating loss narrows slightly
airberlin: in need of a cap that fits after another underlying loss
Its decision to remain in the three market segments Europe, leisure and long haul suggests that it is still attached to too many hats, although the possible rationalisation of its platforms is welcome.
Fuller details of the restructuring will be available by the end of Sep-2014 and, as ever, the execution of airberlin's plans will then be key.
Although airberlin now has access to a significant pool of liquidity, its balance sheet is still far from robust. With a three year horizon until it expects to be achieving a sustainable level of profitability, it will need a solid capital base to insure against any potential airline sector downturn.
The improved direction shown in this result is encouraging and the opportunities in network building as the Etihad family grows appear to improve exponentially. This is where the long term must wrestle with the short term if the broader gains are to be successfully anchored.
 

kenyaprince

Amministratore AC
Staff Forum
20 Giugno 2008
29,325
31
VCE-TSF
airberlin: More than 3.4 million passengers in August

In August 2014, airberlin transported 3,472,836 passengers, an increase of 2.7 percent over the corresponding month of the previous year. The revenue passenger kilometers (RPK) within airberlin's worldwide flight route network increased by 3 percent, to 5.4 billion.

The available seat kilometers (ASK) for August increased by 1.5 percent in monthly comparison, to just over 6 billion. The expansion of the flights on offer was well accepted and resulted in a very high capacity utilization rate of 89.31 percent, i.e. an increase of 1.3 percentage points over the corresponding month of the previous year.

For the first eight months of the year, the number of passengers amounted to 21,460,581, slightly more than the level reached in the previous year (+0.3 percent). The revenue passenger kilometers for the January to August period increased to 33.192 billion (previous year: 32.947 billion); the available seat kilometers increased to 39.653 billion (previous year: 38.596 billion).


August 2014
August 2014, accumulated
Number of passengers 3.472.836 (+2.7%)
Number of passengers 21,460,581 (+0.3%)
ASK in millions 6,058.3 (+1.5%)
ASK in millions 39,653.9 (+2.7%)
RPK in millions 5,410.9 (+3.0%)
RPK in millions 33,192.4 (+0.7%)
Capacity utilization rate in % 89.31 (+1.3 pp)
Capacity utilization rate in % 83.7 (-1.7 pp)