IAG risultati Q1 2015


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AZ209

Utente Registrato
24 Ottobre 2006
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Ottimi risultati per IAG nel primo trimestre, storicamente quello piu' debole per le compagnie aeree.


THREE MONTHS RESULTS ANNOUNCEMENT

International Consolidated Airlines Group (IAG) today (April 30, 2015) presented Group consolidated results for the three months to March 31, 2015.

IAG period highlights on results:· First quarter operating profit €25 million (2014: operating loss of €150 million)
· Revenue for the quarter up 12.0 per cent to €4,707 million, up 3.7 per cent at constant currency
· Passenger unit revenue for the quarter up 6.9 per cent and down 0.8 per cent at constant currency
· Fuel unit costs for the quarter down 4.5 per cent, down 11.0 per cent at constant currency
· Non-fuel unit costs for the quarter up 5.9 per cent, down 2.7 per cent at constant currency
· Cash of €6,003 million at March 31, 2015 was up €1,059 million on 2014 year end
· Adjusted gearing down 3 points to 48 per cent and adjusted net debt to EBITDAR improved 0.2 to 1.7 times.

Performance summary:[TABLE="class: ho, width: 737"]
[TR="class: gh"]
[TD="class: go"]
[/TD]
[TD="class: gl"]
[/TD]
[TD="class: gl"]
[/TD]
[TD="class: gj"]
[/TD]
[TD="class: gi"]
[/TD]
[/TR]
[TR="class: fy"]
[TD="class: gf"]
[/TD]
[TD="class: gc, colspan: 2"]Three months to March 31[/TD]
[TD="class: ga"]
[/TD]
[TD="class: fz"]
[/TD]
[/TR]
[TR="class: gh"]
[TD="class: fx"]Financial data € million [/TD]
[TD="class: fv"]2015 [/TD]
[TD="class: fu"]2014 [/TD]
[TD="class: ft"]Higher / (lower)[/TD]
[TD="class: gi"]
[/TD]
[/TR]
[TR="class: fy"]
[TD="class: fz"]
[/TD]
[/TR]
[TR="class: gh"]
[TD="class: go"]Passenger revenue[/TD]
[TD="class: gl"]4,116 [/TD]
[TD="class: gl"]3,664 [/TD]
[TD="class: gj"]12.3 %[/TD]
[TD="class: gi"]
[/TD]
[/TR]
[TR="class: gh"]
[TD="class: fs"]Total revenue[/TD]
[TD="class: fr"]4,707 [/TD]
[TD="class: fr"]4,203 [/TD]
[TD="class: fq"]12.0 %[/TD]
[TD="class: gi"]
[/TD]
[/TR]
[TR="class: gh"]
[TD="class: fp"]Operating profit/(loss)[/TD]
[TD="class: fo"]25 [/TD]
[TD="class: fo"](150)[/TD]
[TD="class: fn"]116.7 %[/TD]
[TD="class: gi"]
[/TD]
[/TR]
[TR="class: gh"]
[TD="class: fs"]Loss after tax[/TD]
[TD="class: fr"](26)[/TD]
[TD="class: fr"](184)[/TD]
[TD="class: fm"]85.9 %[/TD]
[TD="class: gi"]
[/TD]
[/TR]
[TR="class: gh"]
[TD="class: fp"]Basic loss per share (€ cents)[/TD]
[TD="class: fo"](1.5)[/TD]
[TD="class: fo"](9.3)[/TD]
[TD="class: fn"]83.9pts[/TD]
[TD="class: gi"]
[/TD]
[/TR]
[TR="class: gh"]
[TD="class: fx"]Operating figures [/TD]
[TD="class: fl"]2015 [/TD]
[TD="class: fl"]2014 [/TD]
[TD="class: ft"]Higher / (lower)[/TD]
[TD="class: gi"]
[/TD]
[/TR]
[TR="class: gh"]
[TD="class: gi"]
[/TD]
[/TR]
[TR="class: gh"]
[TD="class: go"]Available seat kilometres (ASK million)[/TD]
[TD="class: gl"]59,105 [/TD]
[TD="class: gl"]56,316 [/TD]
[TD="class: gj"]5.0 %[/TD]
[TD="class: gi"]
[/TD]
[/TR]
[TR="class: gh"]
[TD="class: fs"]Seat factor (per cent)[/TD]
[TD="class: fr"]77.7 [/TD]
[TD="class: fr"]76.7 [/TD]
[TD="class: fq"]1pt[/TD]
[TD="class: gi"]
[/TD]
[/TR]
[TR="class: gh"]
[TD="class: go"]Passenger unit revenue per ASK (€ cents)[/TD]
[TD="class: gl"]6.96 [/TD]
[TD="class: gl"]6.51 [/TD]
[TD="class: gj"]6.9 %[/TD]
[TD="class: gi"]
[/TD]
[/TR]
[TR="class: gh"]
[TD="class: fs"]Non-fuel unit costs per ASK (€ cents)[/TD]
[TD="class: fr"]5.57 [/TD]
[TD="class: fr"]5.26 [/TD]
[TD="class: fq"]5.9 %[/TD]
[TD="class: gi"]
[/TD]
[/TR]
[TR="class: gh"]
[TD="class: fk"]€ million[/TD]
[TD="class: fj"]March 31,[/TD]
[TD="class: fj"]December 31,[/TD]
[TD="class: fi"]Higher / (lower)[/TD]
[TD="class: gi"]
[/TD]
[/TR]
[TR="class: gh"]
[TD="class: fl"]2015[/TD]
[TD="class: fl"]2014[/TD]
[TD="class: gi"]
[/TD]
[/TR]
[TR="class: gh"]
[TD="class: fh"]Cash and interest-bearing deposits[/TD]
[TD="class: fg"]6,003 [/TD]
[TD="class: fg"]4,944 [/TD]
[TD="class: ff"]21.4 %[/TD]
[TD="class: gi"]
[/TD]
[/TR]
[TR="class: gh"]
[TD="class: go"]Adjusted net debt[SUP](1)[/SUP][/TD]
[TD="class: gl"]5,777[/TD]
[TD="class: gl"]6,081 [/TD]
[TD="class: ff"](5.0)%[/TD]
[TD="class: gi"]
[/TD]
[/TR]
[TR="class: gh"]
[TD="class: go"]Adjusted net debt to EBITDAR[/TD]
[TD="class: gl"]1.7[/TD]
[TD="class: gl"]1.9 [/TD]
[TD="class: ff"](0.2)[/TD]
[TD="class: gi"]
[/TD]
[/TR]
[TR="class: gh"]
[TD="class: fs"]Adjusted gearing[SUP](2)[/SUP][/TD]
[TD="class: fr"]48%[/TD]
[TD="class: fr"]51%[/TD]
[TD="class: fq"](3pts)[/TD]
[TD="class: gi"]
[/TD]
[/TR]
[/TABLE]
[SUP](1) [/SUP]Adjusted net debt is net debt plus capitalised rolling four quarter aircraft operating lease costs.[SUP](2) [/SUP]Adjusted gearing is adjusted net debt, divided by adjusted net debt and adjusted equity.

Willie Walsh, IAG Chief Executive Officer, said:"IAG made an operating profit of €25 million compared to a €150 million operating loss last year. This is IAG's first ever quarter 1 operating profit in what is traditionally the weakest quarter of the year. There was a strong improvement both at a Group level and with all three airlines."At constant currency, revenue was up 3.7 per cent with passenger unit revenue down 0.8 per cent. In particular, there was a consistent positive performance in our key North American market."We achieved a strong unit cost performance with non-fuel unit costs down 2.7 per cent and fuel unit costs down 11.0 per cent, at constant currency. As before, fuel costs benefitted by operating more efficient aircraft and lower fuel prices though hedging and significant currency headwinds reduced the positive impact of lower oil prices."Cost discipline across our airlines continued through increased productivity and supplier cost savings, enabling us to improve our operating margin while growing capacity by 5.0 per cent."

Trading outlook
At current fuel prices and exchange rates, IAG expects in 2015 to generate an operating profit in excess of €2.2 billion. The rate of profit improvement in quarter 2 will be slower than in quarter 1, due to the timing of Easter, and an adverse year-on-year fuel price in this quarter (net of fuel and currency hedging).


[TABLE="class: ho, width: 737"]
[TR="class: eh"]
[TD="class: ek, colspan: 2"]CONSOLIDATED INCOME STATEMENT[/TD]
[TD="class: ej"]
[/TD]
[TD="class: ei"]
[/TD]
[/TR]
[TR="class: dy"]
[TD="class: ef"]
[/TD]
[TD="class: eb, colspan: 2"]Three months to March 31[/TD]
[TD="class: dz"]
[/TD]
[/TR]
[TR="class: eh"]
[TD="class: dx"]€ million[/TD]
[TD="class: dw"]
[/TD]
[TD="class: dv"]
[/TD]
[TD="class: du"]Higher/ (lower)[/TD]
[/TR]
[TR="class: dr"]
[TD="class: dt"]2015 [/TD]
[TD="class: ds"]2014 [/TD]
[/TR]
[TR="class: gh"]
[TD="class: dp"]Passenger revenue[/TD]
[TD="class: do"]4,116 [/TD]
[TD="class: dn"]3,664 [/TD]
[TD="class: dm"]12.3 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dp"]Cargo revenue[/TD]
[TD="class: do"]246 [/TD]
[TD="class: dn"]250 [/TD]
[TD="class: dm"](1.6)%[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dl"]Other revenue[/TD]
[TD="class: dk"]345 [/TD]
[TD="class: dj"]289 [/TD]
[TD="class: di"]19.4 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dh"]Total revenue[/TD]
[TD="class: dg"]4,707 [/TD]
[TD="class: df"]4,203 [/TD]
[TD="class: de"]12.0 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dd"]Employee costs[/TD]
[TD="class: dc"]1,124 [/TD]
[TD="class: db"]1,018 [/TD]
[TD="class: da"]10.4 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dp"]Fuel, oil costs and emissions charges[/TD]
[TD="class: do"]1,389 [/TD]
[TD="class: dn"]1,388 [/TD]
[TD="class: dm"]0.1 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dp"]Handling, catering and other operating costs[/TD]
[TD="class: do"]511 [/TD]
[TD="class: dn"]452 [/TD]
[TD="class: dm"]13.1 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dp"]Landing fees and en-route charges[/TD]
[TD="class: do"]362 [/TD]
[TD="class: dn"]335 [/TD]
[TD="class: dm"]8.1 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dp"]Engineering and other aircraft costs[/TD]
[TD="class: do"]334 [/TD]
[TD="class: dn"]307 [/TD]
[TD="class: dm"]8.8 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dp"]Property, IT and other costs[/TD]
[TD="class: do"]239 [/TD]
[TD="class: dn"]231 [/TD]
[TD="class: dm"]3.5 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dp"]Selling costs[/TD]
[TD="class: do"]227 [/TD]
[TD="class: dn"]213 [/TD]
[TD="class: dm"]6.6 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dp"]Depreciation, amortisation and impairment[/TD]
[TD="class: do"]306 [/TD]
[TD="class: dn"]278 [/TD]
[TD="class: dm"]10.1 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dp"]Aircraft operating lease costs[/TD]
[TD="class: do"]144 [/TD]
[TD="class: dn"]126 [/TD]
[TD="class: dm"]14.3 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dl"]Currency differences[/TD]
[TD="class: dk"]46 [/TD]
[TD="class: dj"]5 [/TD]
[TD="class: di"]820.0 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dh"]Total expenditure on operations[/TD]
[TD="class: dg"]4,682 [/TD]
[TD="class: df"]4,353 [/TD]
[TD="class: de"]7.6 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dd"]Operating profit/(loss)[/TD]
[TD="class: dc"]25 [/TD]
[TD="class: db"](150)[/TD]
[TD="class: da"]116.7 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dl"]Net non-operating costs[/TD]
[TD="class: dk"](62)[/TD]
[TD="class: dj"](53)[/TD]
[TD="class: di"](17.0)%[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dd"]Loss before tax[/TD]
[TD="class: dc"](37)[/TD]
[TD="class: db"](203)[/TD]
[TD="class: da"]81.8 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dl"]Tax[/TD]
[TD="class: dk"]11 [/TD]
[TD="class: dj"]19 [/TD]
[TD="class: di"](42.1)%[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dh"]Loss after tax for the period[/TD]
[TD="class: dg"](26)[/TD]
[TD="class: df"](184)[/TD]
[TD="class: de"]85.9 %[/TD]
[/TR]
[TR="class: cs"]
[TD="class: cy"]
[/TD]
[TD="class: cw"]
[/TD]
[TD="class: cu"]
[/TD]
[TD="class: ct"]
[/TD]
[/TR]
[TR="class: cs"]
[TD="class: cr"]
[/TD]
[TD="class: cq"]
[/TD]
[TD="class: cp"]
[/TD]
[TD="class: cn"]
[/TD]
[/TR]
[TR="class: ch"]
[TD="class: cm"]Operating figures[/TD]
[TD="class: cl"]2015 [/TD]
[TD="class: cj"]2014[/TD]
[TD="class: ci"]Higher/(lower)[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dp"]Available seat kilometres (ASK million)[/TD]
[TD="class: do"]59,105 [/TD]
[TD="class: dn"]56,316 [/TD]
[TD="class: dm"]5.0 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dp"]Revenue passenger kilometres (RPK million)[/TD]
[TD="class: do"]45,898 [/TD]
[TD="class: dn"]43,220 [/TD]
[TD="class: dm"]6.2 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dp"]Seat factor (per cent)[/TD]
[TD="class: do"]77.7 [/TD]
[TD="class: dn"]76.7 [/TD]
[TD="class: dm"]1pt[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dp"]Cargo tonne kilometres (CTK million)[/TD]
[TD="class: do"]1,314 [/TD]
[TD="class: dn"]1,371 [/TD]
[TD="class: dm"](4.2)%[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dp"]Passenger numbers (thousands)[/TD]
[TD="class: do"]16,678 [/TD]
[TD="class: dn"]15,284 [/TD]
[TD="class: dm"]9.1 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dp"]Tonnes of cargo carried (thousands)[/TD]
[TD="class: do"]218 [/TD]
[TD="class: dn"]225 [/TD]
[TD="class: dm"](3.1)%[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dp"]Sectors[/TD]
[TD="class: do"]135,168 [/TD]
[TD="class: dn"]127,472 [/TD]
[TD="class: dm"]6.0 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dl"]Block hours (hours)[/TD]
[TD="class: dk"]391,504 [/TD]
[TD="class: dj"]376,096 [/TD]
[TD="class: di"]4.1 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dd"]Average manpower equivalent[/TD]
[TD="class: dc"]58,057 [/TD]
[TD="class: db"]58,389 [/TD]
[TD="class: da"](0.6)%[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dl"]Aircraft in service[/TD]
[TD="class: dk"]466 [/TD]
[TD="class: dj"]441 [/TD]
[TD="class: di"]5.7 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dd"]Passenger revenue per RPK (€ cents)[/TD]
[TD="class: dc"]8.97 [/TD]
[TD="class: db"]8.48 [/TD]
[TD="class: da"]5.8 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dp"]Passenger unit revenue per ASK (€ cents)[/TD]
[TD="class: do"]6.96 [/TD]
[TD="class: dn"]6.51 [/TD]
[TD="class: dm"]6.9 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dp"]Cargo revenue per CTK (€ cents)[/TD]
[TD="class: do"]18.72 [/TD]
[TD="class: dn"]18.23 [/TD]
[TD="class: dm"]2.7 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dp"]Fuel cost per ASK (€ cents)[/TD]
[TD="class: do"]2.35 [/TD]
[TD="class: dn"]2.46 [/TD]
[TD="class: dm"](4.5)%[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dp"]Non-fuel unit costs per ASK (€ cents)[/TD]
[TD="class: do"]5.57 [/TD]
[TD="class: dn"]5.26 [/TD]
[TD="class: dm"]5.9 %[/TD]
[/TR]
[TR="class: gh"]
[TD="class: dl"]Total cost per ASK (€ cents)[/TD]
[TD="class: dk"]7.92 [/TD]
[TD="class: dj"]7.73 [/TD]
[TD="class: di"]2.5 %[/TD]
[/TR]
[TR="class: dr"]
[TD="class: ce, colspan: 4"]No exceptional items in the three months to March 31, 2015 and 2014.[/TD]
[/TR]
[TR="class: gh"]
[TD="class: cc"]
[/TD]
[TD="class: ca"]
[/TD]
[TD="class: bz"]
[/TD]
[TD="class: by"]
[/TD]
[/TR]
[/TABLE]


Financial review:

Operating profit overview
IAG's operating profit for the period was €25 million an improvement of €175 million from the prior year loss.
British Airways made a profit of €117 million (2014: €5 million loss);
Iberia made a loss of €55 million (2014: €111 million loss)
Vueling's loss was €29 million (2014: €30 million loss).

Capacity
IAG increased capacity (ASKs) by 5.0 per cent in the first three months of the year, traffic volumes rose higher and seat factor improved 1 point to 77.7 per cent. Group traffic benefited from the partial shift of Easter which was in April last year. The increase primarily reflects growth at Vueling, the restoration of routes at Iberia and seat densification in British Airways shorthaul.

Revenue
Passenger revenue increased 12.3 per cent compared to the same period last year, with 8.1 points of positive currency impacts. Passenger unit revenue (passenger revenue per ASK) was down 0.8 per cent at constant currency ('ccy') from lower yields but with higher volumes. Passengers carried increased by 9.1 per cent in the period. Passenger revenue performance in our key markets was stable and the timing of Easter had a positive impact for the Group.Cargo revenue for the period decreased by 10.8 per cent at ccy reflecting the reduction in the Cargo freighter programme. The underlying performance of the Cargo business continued to improve with load factor up 4 points and positive mix.Other revenue was up 9.7 per cent at ccy partially due to BA Holidays. Avios revenue rose through increased customer engagement and due to a timing benefit of €30 million. Maintenance revenues were down with less third party activity in the period versus last year.

Costs
Employee unit costs improved 1.7 per cent at ccy reflecting efficient growth. The average number of employees decreased by 0.6 per cent driven by Iberia and British Airways versus the same period last year. Productivity was 5.5 per cent higher from Iberia's Plan de Futuro and efficiency improvements at British Airways.Fuel unit costs decreased 11.0 per cent at ccy driven by lower average fuel prices net of hedging. The introduction of new fleet and improved operational procedures continued to drive efficiencies. At constant currency, non-fuel unit costs decreased 2.7 per cent with a benefit from exiting the Cargo freighter programme. Currency had a significant adverse impact during the period, increasing non-fuel costs by 9.0 points. Translation was 6.5 points and the transactional impact was 2.5 points which was primarily at British Airways. The Group improved in all supplier unit cost lines at ccy, while maintaining its ownership unit costs at ccy flat.

Non-operating costs, taxation and loss after tax
Net non-operating costs were €62 million for the quarter compared to €53 million in 2014.The loss before tax for the quarter was €37 million (2014: €203 million), an 81.8 per cent improvement in the period.The tax credit for the period was €11 million for an effective tax rate for the Group of 30 per cent (2014: 28 per cent, excluding the impact of unrecognised deferred tax assets).

Cash and leverage
The Group's cash position was €6,003 million up €1,059 million from December 31, 2014. British Airways' cash position was €4,015 million, Iberia €931 million, Vueling €794 million and the parent and other Group companies €263 million. Compared to December 31, 2014 the Group's adjusted net debt decreased €304 million to €5,777 million, adjusted net debt to EBITDAR improved 0.2 to 1.7 times, and adjusted gearing was down 3 points to 48 per cent.

http://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-newsArticle_Print&ID=2042024
 
Iberia e Vueling affossano (ennesimamente) il buon recupero di BA, ma quasi non lo compromettevano per intero...
IB ha recuperato qualcosina rispetto al 2014, mentre VY praticamente nulla: nell'articolo di parla di una increased capacity di IAG del 5%, ma qualcuno di voi conosce questo dato split per carrier? Perche' credo, ma forse mi sbaglio, che IB abbia avuto meno capacity rispetto al 2014?
Su tutto, il dato costs evidenzia un aumento dell' 1,7% per il personale, attribuito alla maggiore efficenza; anche qui , pero' mi piacerebbe conoscere il dato split...
 
Comunque si capisce perché WW non fa tante storie per l'espansione delle golfare, sono l'unica legacy europea ad avere un modello di business che non complesso funziona.
 
East End Ave ha detto:
Iberia e Vueling affossano (ennesimamente) il buon recupero di BA, ma quasi non lo compromettevano per intero...
IB ha recuperato qualcosina rispetto al 2014, mentre VY praticamente nulla: nell'articolo di parla di una increased capacity di IAG del 5%, ma qualcuno di voi conosce questo dato split per carrier? Perche' credo, ma forse mi sbaglio, che IB abbia avuto meno capacity rispetto al 2014?
Su tutto, il dato costs evidenzia un aumento dell' 1,7% per il personale, attribuito alla maggiore efficenza; anche qui , pero' mi piacerebbe conoscere il dato split...
Clicca per espandere...

Qualcosina? Che IB passi da 111 milioni di perdite a 55 a me sembra un risultato egregio e con più capacita.
Se poi vediamo la tendenza (nel 2014 ha chiuso in positivo), il futuro è roseo.
 
Complimenti a IB, risultati davvero eccellenti.
Sono molto contento per loro, una compagnia con la quale viaggio spesso, e con la quale mi sono sempre trovato molto bene.
Visti i risultati di IB e BA, in Az dovrebbero cominciare a farsi qualche domanda.
 
La differenza tra gli spagnoli e gli italiani nel trasporto aereo è che i nostri cugini sono certamente meno attenti alla forma e all'immagine ma hanno meno prosopopea e portano a casa i risultati, e oggi giorno ciò che conta sono solo i numeri (vedi risultati IAG nell'altro thread).

Meno livree sexy e ambizioni a cinque stelle e più fatti..
 
india9001 ha detto:
La differenza tra gli spagnoli e gli italiani nel trasporto aereo è che i nostri cugini sono certamente meno attenti alla forma e all'immagine ma hanno meno prosopopea e portano a casa i risultati, e oggi giorno ciò che conta sono solo i numeri (vedi risultati IAG nell'altro thread).

Meno livree sexy e ambizioni a cinque stelle e più fatti..
Clicca per espandere...
Gli spagnoli hanno avuto la fortuna che la fusione con BA era senza ritorno e che nel nuovo gruppo comandava un inglese. Il quale operando fuori casa, ha potuto lavorare senza troppi riguardi senza che i politici di Madrid potessero fare più di tanto.
E dopo le lacrime e il sangue, ora sta tornando pian piano il sole.
In AZ non abbiamo questa fortuna. Formalmente AZ è tuttora sotto il controllo dei soci italiani e secondo me a fronte di richieste di EY giudicate inaccettabili, la politica italiana potrebbe scendere in campo subentrando agli arabi grazie ai fondi della CDP, il cui statuto è stato recentemente modificato per permettere al governo di scialacquare a discrezione i depositi postali degli italiani.
 
belumosi ha detto:
Gli spagnoli hanno avuto la fortuna che la fusione con BA era senza ritorno e che nel nuovo gruppo comandava un inglese. Il quale operando fuori casa, ha potuto lavorare senza troppi riguardi senza che i politici di Madrid potessero fare più di tanto.
E dopo le lacrime e il sangue, ora sta tornando pian piano il sole.
In AZ non abbiamo questa fortuna. Formalmente AZ è tuttora sotto il controllo dei soci italiani e secondo me a fronte di richieste di EY giudicate inaccettabili, la politica italiana potrebbe scendere in campo subentrando agli arabi grazie ai fondi della CDP, il cui statuto è stato recentemente modificato per permettere al governo di scialacquare a discrezione i depositi postali degli italiani.
Clicca per espandere...

Willie è irlandese, cmq a parte questa imprecisione che non ha importanza, ce n'è un'altra invece che credo sia più importante sottolineare a mio parere: il merito di Walsh è stato quello di creare le condizioni al rilancio di Iberia, ossia creare I2 (uno strumento di riduzione dei costi e bacino di formazione della nuova classe dirigente della compagnia) e un anno dopo mettere, per l'appunto, Luis Gallego a capo del gruppo.

Il reale merito di questi ultimi due anni di progressi in IB, è solo e soltanto dell'attuale CEO e del suo staff (in primis il CFO è il COO, entrambi ex I2)
 
india9001 ha detto:
Willie è irlandese, cmq a parte questa imprecisione che non ha importanza, ce n'è un'altra invece che credo sia più importante sottolineare a mio parere: il merito di Walsh è stato quello di creare le condizioni al rilancio di Iberia, ossia creare I2 (uno strumento di riduzione dei costi e bacino di formazione della nuova classe dirigente della compagnia) e un anno dopo mettere, per l'appunto, Luis Gallego a capo del gruppo.

Il reale merito di questi ultimi due anni di progressi in IB, è solo e soltanto dell'attuale CEO e del suo staff (in primis il CFO è il COO, entrambi ex I2)
Clicca per espandere...
Sicuramente vero. Ma anche il miglior manager se non viene lasciato lavorare, difficilmente porta a casa buoni risultati.
Non sapevo che WW fosse irlandese, grazie per averlo scritto.
 
Sì, su questo sono d'accordo, ma il management di AZ non ha più questa scusa, l'azienda è privata dal 2008 se non erro.
Il Q1 è andato male ma glielo si può abbonare a questa amministrazione xké tecnicamente non sono responsabili, ma il Q2 e soprattutto Q3 sarà l'indicatore che ci dirà se in AZ le cose stanno cambiando oppure no; a mio parere i KPI più importanti saranno:
1) RASK
2) CASK
3) NPS
 
india9001 ha detto:
Sì, su questo sono d'accordo, ma il management di AZ non ha più questa scusa, l'azienda è privata dal 2008 se non erro.
Il Q1 è andato male ma glielo si può abbonare a questa amministrazione xké tecnicamente non sono responsabili, ma il Q2 e soprattutto Q3 sarà l'indicatore che ci dirà se in AZ le cose stanno cambiando oppure no; a mio parere i KPI più importanti saranno:
1) RASK
2) CASK
3) NPS
Clicca per espandere...
Il concetto di "privato" in AZ è sempre stato simile ad una porta girevole: a seconda delle esigenze era privata o semi-pubblica. E' comunque evidente che politica e sindacati non hanno mai allentato la presa sulla compagnia a prescindere da chi avesse le azioni.
Sono d'accordo sul resto. Soprattutto sul NPS che in AZ sembra sconosciuto.
 
:oky:
india9001 ha detto:
La differenza tra gli spagnoli e gli italiani nel trasporto aereo è che i nostri cugini sono certamente meno attenti alla forma e all'immagine ma hanno meno prosopopea e portano a casa i risultati, e oggi giorno ciò che conta sono solo i numeri (vedi risultati IAG nell'altro thread).

Meno livree sexy e ambizioni a cinque stelle e più fatti..
Clicca per espandere...
 
india9001 ha detto:
Willie è irlandese
Clicca per espandere...
Il gatto e la volpe! Anzi, facciamo 2 volpi! :)

WALSH_AND_O_LEARY.jpg
 
Pubblicati i risultati di agosto. Causa Vueling c'e' da segnalare come 'Italy' faccia parte di quello che e' traffico 'Domestic'



[TABLE="width: 726"]
[TR]
[TD="width: 196"][/TD]
[TD="width: 227, colspan: 3"]Month of August[/TD]
[TD="width: 76"][/TD]
[TD="width: 227, colspan: 3"]Year to Date[/TD]
[/TR]
[TR]
[TD="width: 196"][/TD]
[TD="width: 76"]2015[/TD]
[TD="width: 76"]2014[/TD]
[TD="width: 76"]Change[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]2015[/TD]
[TD="width: 76"]2014[/TD]
[TD="width: 76"]Change[/TD]
[/TR]
[TR]
[TD="width: 196"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[/TR]
[TR]
[TD="width: 196"]
Passengers Carried (’000s)​
[/TD]
[TD="width: 76"]9,114[/TD]
[TD="width: 76"]8,106[/TD]
[TD="width: 76"]12.4%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]56,581[/TD]
[TD="width: 76"]51,427[/TD]
[TD="width: 76"]10.0%[/TD]
[/TR]
[TR]
[TD="width: 196"]
Domestic (UK, Spain & Italy)​
[/TD]
[TD="width: 76"]2,171[/TD]
[TD="width: 76"]2,029[/TD]
[TD="width: 76"]7.0%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]14,091[/TD]
[TD="width: 76"]13,134[/TD]
[TD="width: 76"]7.3%[/TD]
[/TR]
[TR]
[TD="width: 196"]
Europe​
[/TD]
[TD="width: 76"]4,884[/TD]
[TD="width: 76"]4,113[/TD]
[TD="width: 76"]18.7%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]28,256[/TD]
[TD="width: 76"]24,533[/TD]
[TD="width: 76"]15.2%[/TD]
[/TR]
[TR]
[TD="width: 196"]
North America​
[/TD]
[TD="width: 76"]888[/TD]
[TD="width: 76"]894[/TD]
[TD="width: 76"]-0.7%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]6,118[/TD]
[TD="width: 76"]6,060[/TD]
[TD="width: 76"]1.0%[/TD]
[/TR]
[TR]
[TD="width: 196"]
Latin America & Caribbean​
[/TD]
[TD="width: 76"]425[/TD]
[TD="width: 76"]361[/TD]
[TD="width: 76"]17.7%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]3,085[/TD]
[TD="width: 76"]2,748[/TD]
[TD="width: 76"]12.3%[/TD]
[/TR]
[TR]
[TD="width: 196"]
Africa, Middle East & S.Asia​
[/TD]
[TD="width: 76"]553[/TD]
[TD="width: 76"]534[/TD]
[TD="width: 76"]3.6%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]3,707[/TD]
[TD="width: 76"]3,753[/TD]
[TD="width: 76"]-1.2%[/TD]
[/TR]
[TR]
[TD="width: 196"]
Asia Pacific​
[/TD]
[TD="width: 76"]193[/TD]
[TD="width: 76"]175[/TD]
[TD="width: 76"]10.3%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]1,324[/TD]
[TD="width: 76"]1,199[/TD]
[TD="width: 76"]10.4%[/TD]
[/TR]
[TR]
[TD="width: 196"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[/TR]
[TR]
[TD="width: 196"]
Revenue Passenger Km (m)​
[/TD]
[TD="width: 76"]21,770[/TD]
[TD="width: 76"]20,053[/TD]
[TD="width: 76"]8.6%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]143,875[/TD]
[TD="width: 76"]134,786[/TD]
[TD="width: 76"]6.7%[/TD]
[/TR]
[TR]
[TD="width: 196"]
Domestic (UK, Spain & Italy)​
[/TD]
[TD="width: 76"]1,532[/TD]
[TD="width: 76"]1,381[/TD]
[TD="width: 76"]10.9%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]9,448[/TD]
[TD="width: 76"]8,748[/TD]
[TD="width: 76"]8.0%[/TD]
[/TR]
[TR]
[TD="width: 196"]
Europe​
[/TD]
[TD="width: 76"]6,065[/TD]
[TD="width: 76"]5,101[/TD]
[TD="width: 76"]18.9%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]33,719[/TD]
[TD="width: 76"]29,245[/TD]
[TD="width: 76"]15.3%[/TD]
[/TR]
[TR]
[TD="width: 196"]
North America​
[/TD]
[TD="width: 76"]5,993[/TD]
[TD="width: 76"]5,988[/TD]
[TD="width: 76"]0.1%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]41,358[/TD]
[TD="width: 76"]40,762[/TD]
[TD="width: 76"]1.5%[/TD]
[/TR]
[TR]
[TD="width: 196"]
Latin America & Caribbean​
[/TD]
[TD="width: 76"]3,523[/TD]
[TD="width: 76"]3,048[/TD]
[TD="width: 76"]15.6%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]26,009[/TD]
[TD="width: 76"]23,344[/TD]
[TD="width: 76"]11.4%[/TD]
[/TR]
[TR]
[TD="width: 196"]
Africa, Middle East & S.Asia​
[/TD]
[TD="width: 76"]2,742[/TD]
[TD="width: 76"]2,812[/TD]
[TD="width: 76"]-2.5%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]20,220[/TD]
[TD="width: 76"]20,833[/TD]
[TD="width: 76"]-2.9%[/TD]
[/TR]
[TR]
[TD="width: 196"]
Asia Pacific​
[/TD]
[TD="width: 76"]1,915[/TD]
[TD="width: 76"]1,723[/TD]
[TD="width: 76"]11.1%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]13,121[/TD]
[TD="width: 76"]11,854[/TD]
[TD="width: 76"]10.7%[/TD]
[/TR]
[TR]
[TD="width: 196"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[/TR]
[TR]
[TD="width: 196"]
Available Seat Km (m)​
[/TD]
[TD="width: 76"]25,129[/TD]
[TD="width: 76"]23,676[/TD]
[TD="width: 76"]6.1%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]177,137[/TD]
[TD="width: 76"]168,053[/TD]
[TD="width: 76"]5.4%[/TD]
[/TR]
[TR]
[TD="width: 196"]
Domestic (UK, Spain & Italy)​
[/TD]
[TD="width: 76"]1,842[/TD]
[TD="width: 76"]1,706[/TD]
[TD="width: 76"]8.0%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]12,209[/TD]
[TD="width: 76"]11,383[/TD]
[TD="width: 76"]7.3%[/TD]
[/TR]
[TR]
[TD="width: 196"]
Europe​
[/TD]
[TD="width: 76"]7,108[/TD]
[TD="width: 76"]6,090[/TD]
[TD="width: 76"]16.7%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]42,707[/TD]
[TD="width: 76"]37,478[/TD]
[TD="width: 76"]14.0%[/TD]
[/TR]
[TR]
[TD="width: 196"]
North America​
[/TD]
[TD="width: 76"]6,700[/TD]
[TD="width: 76"]6,844[/TD]
[TD="width: 76"]-2.1%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]49,580[/TD]
[TD="width: 76"]49,422[/TD]
[TD="width: 76"]0.3%[/TD]
[/TR]
[TR]
[TD="width: 196"]
Latin America & Caribbean​
[/TD]
[TD="width: 76"]4,107[/TD]
[TD="width: 76"]3,768[/TD]
[TD="width: 76"]9.0%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]31,171[/TD]
[TD="width: 76"]28,631[/TD]
[TD="width: 76"]8.9%[/TD]
[/TR]
[TR]
[TD="width: 196"]
Africa, Middle East & S.Asia​
[/TD]
[TD="width: 76"]3,242[/TD]
[TD="width: 76"]3,332[/TD]
[TD="width: 76"]-2.7%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]25,809[/TD]
[TD="width: 76"]26,660[/TD]
[TD="width: 76"]-3.2%[/TD]
[/TR]
[TR]
[TD="width: 196"]
Asia Pacific​
[/TD]
[TD="width: 76"]2,130[/TD]
[TD="width: 76"]1,936[/TD]
[TD="width: 76"]10.0%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]15,661[/TD]
[TD="width: 76"]14,479[/TD]
[TD="width: 76"]8.2%[/TD]
[/TR]
[TR]
[TD="width: 196"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[/TR]
[TR]
[TD="width: 196"]
Passenger Load Factor (%)​
[/TD]
[TD="width: 76"]86.6[/TD]
[TD="width: 76"]84.7[/TD]
[TD="width: 76"]+1.9 pts[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]81.2[/TD]
[TD="width: 76"]80.2[/TD]
[TD="width: 76"]+1.0 pts[/TD]
[/TR]
[TR]
[TD="width: 196"]
Domestic (UK, Spain & Italy)​
[/TD]
[TD="width: 76"]83.2[/TD]
[TD="width: 76"]80.9[/TD]
[TD="width: 76"]+2.3 pts[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]77.4[/TD]
[TD="width: 76"]76.9[/TD]
[TD="width: 76"]+0.5 pts[/TD]
[/TR]
[TR]
[TD="width: 196"]
Europe​
[/TD]
[TD="width: 76"]85.3[/TD]
[TD="width: 76"]83.8[/TD]
[TD="width: 76"]+1.5 pts[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]79.0[/TD]
[TD="width: 76"]78.0[/TD]
[TD="width: 76"]+1.0 pts[/TD]
[/TR]
[TR]
[TD="width: 196"]
North America​
[/TD]
[TD="width: 76"]89.4[/TD]
[TD="width: 76"]87.5[/TD]
[TD="width: 76"]+1.9 pts[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]83.4[/TD]
[TD="width: 76"]82.5[/TD]
[TD="width: 76"]+0.9 pts[/TD]
[/TR]
[TR]
[TD="width: 196"]
Latin America & Caribbean​
[/TD]
[TD="width: 76"]85.8[/TD]
[TD="width: 76"]80.9[/TD]
[TD="width: 76"]+4.9 pts[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]83.4[/TD]
[TD="width: 76"]81.5[/TD]
[TD="width: 76"]+1.9 pts[/TD]
[/TR]
[TR]
[TD="width: 196"]
Africa, Middle East & S.Asia​
[/TD]
[TD="width: 76"]84.6[/TD]
[TD="width: 76"]84.4[/TD]
[TD="width: 76"]+0.2 pts[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]78.3[/TD]
[TD="width: 76"]78.1[/TD]
[TD="width: 76"]+0.2 pts[/TD]
[/TR]
[TR]
[TD="width: 196"]
Asia Pacific​
[/TD]
[TD="width: 76"]89.9[/TD]
[TD="width: 76"]89.0[/TD]
[TD="width: 76"]+0.9 pts[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]83.8[/TD]
[TD="width: 76"]81.9[/TD]
[TD="width: 76"]+1.9 pts[/TD]
[/TR]
[TR]
[TD="width: 196"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[/TR]
[TR]
[TD="width: 196"]
Cargo Tonne Km (m)​
[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[/TR]
[TR]
[TD="width: 196"]
Cargo CTK​
[/TD]
[TD="width: 76"]417[/TD]
[TD="width: 76"]438[/TD]
[TD="width: 76"]-4.8%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]3,446[/TD]
[TD="width: 76"]3,584[/TD]
[TD="width: 76"]-3.9%[/TD]
[/TR]
[TR]
[TD="width: 196"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[/TR]
[TR]
[TD="width: 196"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[/TR]
[TR]
[TD="width: 196"]PERFORMANCE BY AIRLINE[/TD]
[TD="width: 227, colspan: 3"]
Month of August​
[/TD]
[TD="width: 76"][/TD]
[TD="width: 227, colspan: 3"]
Year to Date​
[/TD]
[/TR]
[TR]
[TD="width: 196"]
Vueling​
[/TD]
[TD="width: 76"]2015[/TD]
[TD="width: 76"]2014[/TD]
[TD="width: 76"]Change[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]2015[/TD]
[TD="width: 76"]2014[/TD]
[TD="width: 76"]Change[/TD]
[/TR]
[TR]
[TD="width: 196"]
Revenue Passenger Km (m)​
[/TD]
[TD="width: 76"]3,418[/TD]
[TD="width: 76"]2,898[/TD]
[TD="width: 76"]17.9%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]16,768[/TD]
[TD="width: 76"]14,475[/TD]
[TD="width: 76"]15.8%[/TD]
[/TR]
[TR]
[TD="width: 196"]
Available Seat Km (m)​
[/TD]
[TD="width: 76"]3,921[/TD]
[TD="width: 76"]3,399[/TD]
[TD="width: 76"]15.4%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]20,729[/TD]
[TD="width: 76"]18,054[/TD]
[TD="width: 76"]14.8%[/TD]
[/TR]
[TR]
[TD="width: 196"]
Cargo Tonne Km (m)​
[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]
n/a​
[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]n/a[/TD]
[/TR]
[TR]
[TD="width: 196"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[/TR]
[TR]
[TD="width: 196"]
Iberia​
[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[/TR]
[TR]
[TD="width: 196"]
Revenue Passenger Km (m)​
[/TD]
[TD="width: 76"]4,949[/TD]
[TD="width: 76"]4,104[/TD]
[TD="width: 76"]20.6%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]32,182[/TD]
[TD="width: 76"]28,184[/TD]
[TD="width: 76"]14.2%[/TD]
[/TR]
[TR]
[TD="width: 196"]
Available Seat Km (m)​
[/TD]
[TD="width: 76"]5,801[/TD]
[TD="width: 76"]5,149[/TD]
[TD="width: 76"]12.7%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]39,680[/TD]
[TD="width: 76"]35,892[/TD]
[TD="width: 76"]10.6%[/TD]
[/TR]
[TR]
[TD="width: 196"]
Cargo Tonne Km (m)​
[/TD]
[TD="width: 76"]84[/TD]
[TD="width: 76"]77[/TD]
[TD="width: 76"]9.1%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]668[/TD]
[TD="width: 76"]626[/TD]
[TD="width: 76"]6.7%[/TD]
[/TR]
[TR]
[TD="width: 196"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[/TR]
[TR]
[TD="width: 196"]
British Airways​
[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[TD="width: 76"][/TD]
[/TR]
[TR]
[TD="width: 196"]
Revenue Passenger Km (m)​
[/TD]
[TD="width: 76"]13,403[/TD]
[TD="width: 76"]13,051[/TD]
[TD="width: 76"]2.7%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]94,925[/TD]
[TD="width: 76"]92,127[/TD]
[TD="width: 76"]3.0%[/TD]
[/TR]
[TR]
[TD="width: 196"]
Available Seat Km (m)​
[/TD]
[TD="width: 76"]15,407[/TD]
[TD="width: 76"]15,128[/TD]
[TD="width: 76"]1.8%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]116,728[/TD]
[TD="width: 76"]114,107[/TD]
[TD="width: 76"]2.3%[/TD]
[/TR]
[TR]
[TD="width: 196"]
Cargo Tonne Km (m)​
[/TD]
[TD="width: 76"]333[/TD]
[TD="width: 76"]361[/TD]
[TD="width: 76"]-7.8%[/TD]
[TD="width: 76"][/TD]
[TD="width: 76"]2,778[/TD]
[TD="width: 76"]2,958[/TD]
[TD="width: 76"]-6.1%[/TD]
[/TR]
[/TABLE]
http://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-newsArticle_Print&ID=2085196
 
belumosi ha detto:
Sicuramente vero. Ma anche il miglior manager se non viene lasciato lavorare, difficilmente porta a casa buoni risultati.
Non sapevo che WW fosse irlandese, grazie per averlo scritto.
Clicca per espandere...
Basta vedere come a Parigi avessero pensato di fare una cosa simile e che siano stati costretti a cedere ai sindacati e abortire il piano.

In AZ hanno Cityliner adatta allo scopo di ottimizzazione del corto-medio raggio sul modello di IB Express.

Per il resto AZ deve sfruttare un maggior appeal che ha l'italian style, ma per farlo è ora di darsi una mossa con i vari er pomata ecc... ecc... premi per chi si sbatte e pulizia di chi è un peso. Ovviamente non vale solo per gli aa/vv, ma per tutta l'organizzazione.
 
Pubblicati i risultati Q3 per IAG. Complimenti a WW ed a tutto il gruppo.

[TABLE="width: 100%"]
[TR="class: ccbnBgTtl"]
[TD]3rd Quarter 2015 Results[/TD]
[/TR]
[TR="class: ccbnBgTxt"]
[TD]NINE MONTHS RESULTS ANNOUNCEMENT International Consolidated Airlines Group (IAG) today (October 30, 2015) presented Group consolidated results for the nine months to September 30, 2015.

IAG period highlights on results:
  • Third quarter operating profit €1,250 million before exceptional items (2014: €900 million), excluding Aer Lingus €1,205 million
  • Revenue for the quarter up 15.2 per cent to €6,756 million
  • Passenger unit revenue for the quarter up 6.5 per cent. Excluding Aer Lingus and at constant currency down 3.3 per cent
  • Fuel unit costs for the quarter down 8.6 per cent, down 19.7 per cent at constant currency
  • Non-fuel unit costs for the quarter up 5.6 per cent. Excluding Aer Lingus and at constant currency down 3.5 per cent
  • Operating profit for the nine months €1,805 million before exceptional items (2014: €1,130 million), up 59.7 per cent, excluding Aer Lingus and exceptional items €1,760 million
  • Cash of €6,786 million at September 30, 2015 was up €1,842 million on 2014 year end, including €958 million from Aer Lingus
  • Adjusted gearing down 2 points to 49 per cent and adjusted net debt to EBITDAR improved 0.1 to 1.8 times
Performance summary: [TABLE="width: 100%"]
[TR]
[TD="width: 54%"][/TD]
[TD="width: 20%"][/TD]
[TD="width: 14%"][/TD]
[TD="width: 11%"][/TD]
[/TR]
[TR]
[TD="width: 54%"][/TD]
[TD="width: 34%, colspan: 2"]
Nine months to September 30​
[/TD]
[TD="width: 11%"][/TD]
[/TR]
[TR]
[TD="width: 54%, bgcolor: #666666"]Financial data € million [/TD]
[TD="width: 20%, bgcolor: #666666"]
2015 ​
[/TD]
[TD="width: 14%, bgcolor: #666666"]
2014​
[/TD]
[TD="width: 11%, bgcolor: #666666"]
Higher / (lower)​
[/TD]
[/TR]
[TR]
[/TR]
[TR]
[TD="width: 54%"]Passenger revenue[/TD]
[TD="width: 20%"]
15,260 ​
[/TD]
[TD="width: 14%"]
13,435​
[/TD]
[TD="width: 11%"]
13.6 %​
[/TD]
[/TR]
[TR]
[TD="width: 54%"]Total revenue[/TD]
[TD="width: 20%"]
17,119 ​
[/TD]
[TD="width: 14%"]
15,155​
[/TD]
[TD="width: 11%"]
13.0 %​
[/TD]
[/TR]
[TR]
[TD="width: 54%"]Operating profit before exceptional items[/TD]
[TD="width: 20%"]
1,805 ​
[/TD]
[TD="width: 14%"]
1,130​
[/TD]
[TD="width: 11%"]
59.7 %​
[/TD]
[/TR]
[TR]
[TD="width: 54%"]Exceptional items[/TD]
[TD="width: 20%"]
(38)​
[/TD]
[TD="width: 14%"]
(82)​
[/TD]
[TD="width: 11%"]
53.7 %​
[/TD]
[/TR]
[TR]
[TD="width: 54%"]Operating profit after exceptional items[/TD]
[TD="width: 20%"]
1,767 ​
[/TD]
[TD="width: 14%"]
1,048​
[/TD]
[TD="width: 11%"]
68.6 %​
[/TD]
[/TR]
[TR]
[TD="width: 54%"]Profit after tax[/TD]
[TD="width: 20%"]
1,180 ​
[/TD]
[TD="width: 14%"]
694​
[/TD]
[TD="width: 11%"]
70.0 %​
[/TD]
[/TR]
[TR]
[TD="width: 54%"]Basic earnings per share (€ cents)[/TD]
[TD="width: 20%"]
57.1 ​
[/TD]
[TD="width: 14%"]
33.4​
[/TD]
[TD="width: 11%"]
23.7pts​
[/TD]
[/TR]
[TR]
[TD="width: 54%, bgcolor: #666666"]Operating figures [/TD]
[TD="width: 20%, bgcolor: #666666"]
2015 ​
[/TD]
[TD="width: 14%, bgcolor: #666666"]
2014​
[/TD]
[TD="width: 11%, bgcolor: #666666"]
Higher / (lower)​
[/TD]
[/TR]
[TR]
[/TR]
[TR]
[TD="width: 54%"]Available seat kilometres (ASK million)[/TD]
[TD="width: 20%"]
203,381 ​
[/TD]
[TD="width: 14%"]
190,234​
[/TD]
[TD="width: 11%"]
6.9 %​
[/TD]
[/TR]
[TR]
[TD="width: 54%"]Seat factor (per cent)[/TD]
[TD="width: 20%"]
81.7 ​
[/TD]
[TD="width: 14%"]
80.7​
[/TD]
[TD="width: 11%"]
1.0pts​
[/TD]
[/TR]
[TR]
[TD="width: 54%"]Passenger unit revenue per ASK (€ cents)[/TD]
[TD="width: 20%"]
7.50 ​
[/TD]
[TD="width: 14%"]
7.06​
[/TD]
[TD="width: 11%"]
6.2 %​
[/TD]
[/TR]
[TR]
[TD="width: 54%"]Non-fuel unit costs per ASK (€ cents)[/TD]
[TD="width: 20%"]
5.24 ​
[/TD]
[TD="width: 14%"]
5.00​
[/TD]
[TD="width: 11%"]
4.8 %​
[/TD]
[/TR]
[TR]
[TD="width: 54%, bgcolor: #666666"]€ million[/TD]
[TD="width: 20%, bgcolor: #666666"]
September 30,​
[/TD]
[TD="width: 14%, bgcolor: #666666"]
December 31,​
[/TD]
[TD="width: 11%, bgcolor: #666666"]
Higher / (lower)​
[/TD]
[/TR]
[TR]
[TD="width: 20%, bgcolor: #666666"]
2015​
[/TD]
[TD="width: 14%, bgcolor: #666666"]
2014​
[/TD]
[/TR]
[TR]
[TD="width: 54%"]Cash and interest-bearing deposits[/TD]
[TD="width: 20%"]
6,786 ​
[/TD]
[TD="width: 14%"]
4,944​
[/TD]
[TD="width: 11%"]
37.3 %​
[/TD]
[/TR]
[TR]
[TD="width: 54%"]Adjusted net debt(1)[/TD]
[TD="width: 20%"]
7,161 ​
[/TD]
[TD="width: 14%"]
6,081​
[/TD]
[TD="width: 11%"]
17.8 %​
[/TD]
[/TR]
[TR]
[TD="width: 54%"]Adjusted net debt to EBITDAR[/TD]
[TD="width: 20%"]
1.8 ​
[/TD]
[TD="width: 14%"]
1.9​
[/TD]
[TD="width: 11%"]
(0.1pt)​
[/TD]
[/TR]
[TR]
[TD="width: 54%"]Adjusted gearing(2)[/TD]
[TD="width: 20%"]
49%​
[/TD]
[TD="width: 14%"]
51%​
[/TD]
[TD="width: 11%"]
(2.0pts)​
[/TD]
[/TR]
[/TABLE]

  • Adjusted net debt is net debt plus capitalised rolling four quarter aircraft operating lease costs.
  • Adjusted gearing is adjusted net debt, divided by adjusted net debt and adjusted equity.
Willie Walsh, IAG Chief Executive Officer, said:“We’re reporting strong quarter results with a positive contribution from all of our airlines. IAG made an operating profit before exceptional items of €1,250 million, up from €900 million last year.

“Our passenger unit revenue showed a better trend than in the second quarter of the year and our cost performance remained strong.
“We’re delighted to announce IAG’s first dividend payment of 10 euro cents per share. For the full year we expect to pay out 25 per cent of our underlying profit after tax in dividends and plan to announce a proposal for a final dividend for 2015 when the full year results are published.
“Aer Lingus made an operating profit of €45 million since it joined IAG on August 18. While the airline’s profitability is seasonal, Aer Lingus is cost-effective and provides a natural gateway to build our business between Europe and North America. It’s a great asset for the Group.”Trading outlookAt current fuel prices and exchange rates, IAG expects to generate an operating profit between €2.25 billion and €2.3 billion for the full year, excluding Aer Lingus.

Financial review:Quarter 3 operating profit overview:
IAG's operating profit for the quarter to September 30, 2015 was €1,250 million, an improvement from last year of €350 million including
Aer Lingus and €305 million better excluding
Aer Lingus. British Airways made a profit of €825 million (2014: €607 million); Iberia made a profit of €200 million (2014: €162 million) and Vueling's profit was €178 million (2014: €140 million).
Aer Lingus operating profit was €45 million from August 18, the date of acquisition.

Strategic development
On May 26, 2015 IAG and the independent directors of Aer Lingus Group plc ('Aer Lingus') reached agreement on the terms of a recommended cash offer for the entire issued ordinary share capital of Aer Lingus to be made by AERL Holding Limited, a wholly owned subsidiary of IAG. The offer was declared wholly unconditional on August 18, 2015 and Aer Lingus joined the Group on this date. The offer was for €2.55 per Aer Lingus share, comprising a cash payment of €2.50 per Aer Lingus share and the payment of a cash dividend of €0.05 per Aer Lingus share (paid by Aer Lingus on May 29, 2015 to Aer Lingus shareholders on the register of members on May 1, 2015). The transaction values Aer Lingus' entire issued ordinary share capital at approximately €1.4 billion.

Operating and market environment
The nine month period has seen decreasing fuel prices although partially offset by adverse exchange. The improvement in the pound sterling against the euro has generated translation benefits for the Group which have been partially offset by the US dollar strength.Revenues in our domestic, LATAM and Asia Pacific markets were up 4 to 5 per cent at constant currency ('ccy') on capacity growth of about 8 per cent. The LATAM market has been impacted by weakness in Brazil and Venezuela. Revenues in our European markets rose 9 per cent at ccy while capacity for the Group was increased by 14 per cent partially through seat densification but also reflecting additional capacity in our low cost carriers, Iberia Express and Vueling. Capacity in the Africa, Middle East and South Asia region was reduced 3 per cent but revenues fell further impacted by weakening of oil routes. North Atlantic passenger unit revenues were broadly flat for the nine months, down 1 per cent.

Nine month financial review (including Aer Lingus):
The Group's performance for the nine month period to September 30, 2015 includes Aer Lingus operations from the acquisition date of August 18, 2015. During this period, Aer Lingus contributed 1.6 points of the Group's capacity increase, generated €262 million in revenues and earned an operating profit of €45 million reflecting a strong summer season. Aer Lingus operations are highly seasonal.

Capacity Capacity was increased 6.9 per cent in the first nine months of the year and traffic increased 8.2 per cent, improving seat factor by 1.0 points to 81.7 per cent.

Revenue Passenger revenue increased 13.6 per cent compared to the comparative nine months with 10.3 points of net currency benefits. Passenger unit revenue (passenger revenue per ASK) was down 3.4 per cent at constant currency ('ccy') from lower yields on higher seat factor. Excluding Aer Lingus, passenger unit revenue at ccy was down 3.7 per cent.
Cargo revenue for the period decreased by 8.3 per cent at ccy impacted by the reduction in the Cargo freighter programme included in the base. Revenue per cargo tonne kilometre decreased 4.8 per cent at ccy with weaker yields from market price pressures.
Other revenue is up 1.0 per cent at ccy with increases in BA Holidays and Avios loyalty programme offsetting decreases in third party maintenance.

Costs Employee unit costs improved 2.4 per cent at ccy. The average number of employees increased 0.6 per cent while productivity improved by 6.2 per cent. Productivity improved across all the airlines.
Fuel costs increased 3.0 per cent with 11.6 points of net adverse currency. Fuel unit cost improved 14.3 per cent at ccy from lower average fuel prices net of hedging, more efficient aircraft and better operational procedures.
Handling, catering and other operating costs rose by 1.4 per cent at ccy. Costs increased with 12.4 per cent more passengers carried, from higher prices and with additional BA Holidays activity. These increases were partially offset by more efficient operations reducing overall unit costs.
Landing fees and en-route charges increased 11.0 per cent at ccy. The inclusion of Aer Lingus represents 4.2 points of the increase driven by its shorter stage length. The performance of the Group excluding Aer Lingus is up 6.8 per cent due to higher airport charges and additional volume, with ASKs up 5.3 per cent and sectors flown up 6.2 per cent.
Engineering and other aircraft costs were up 1.1 at ccy. Increases were from volume and price, offset by the reduced freighter flying of IAG Cargo and less third party maintenance.
Property, IT and other costs decreased by 5.7 per cent at ccy reflecting cost improvements partially offsetting inflationary increases.
Selling costs decreased 4.9 per cent at ccy due to the timing of promotions and from improvements in supplier contract terms. The reductions in selling costs were partially offset by volume increases with additional passengers carried of 12.4 per cent.
Ownership costs are up 1.6 per cent at ccy, flat excluding Aer Lingus. At September 30, 2015 the Group had 525 aircraft, an increase of 61 from September 30, 2014. The acquisition of Aer Lingus contributed 48 aircraft to the Group's fleet, 40 from the Airbus A320 family and eight Airbus A330s. The remaining increase relates to 28 additional Airbus A320s at British Airways, Iberia and Vueling. The Group also reduced its fleet primarily through the retirement of its 13 Boeing 737s, nine of which were sold in September 2015.
At constant currency non-fuel unit costs improved by 4.2 per cent with benefits from the addition of Aer Lingus, exiting the Cargo freighter programme and seat densification at British Airways. Non-fuel unit costs improved at British Airways and Iberia, while adverse 2.2 per cent at Vueling from higher ownership and employee costs.

Exceptional items included in operations Net exceptional charges of €38 million primarily related to the acquisition of Aer Lingus are recorded in the operating profit for the nine months to September 30, 2015. The charges include professional fees and stamp duty, recorded in Property, IT and other costs. Exceptional items recorded in Fuel, oil and emissions charges reflect the impact of unwinding the effective cash flow hedges from the date of acquisition to September 30, 2015. Under the Business combination standard, the gain or loss on cash flow hedges forms part of the net assets acquired and is not recycled to the Group's Income statement.
In the nine months to September 30, 2014 an exceptional charge of €82 million related to re-evaluation of cash held in Venezuela was recorded.

Operating profit IAG's operating profit for the nine months was €1,805 million before exceptional items (2014: €1,130 million before exceptional items) an increase of €675 million from last year, including €45 million before exceptional items from Aer Lingus since the acquisition date.

Non-operating items Net non-operating costs were €249 million before exceptional items (2014: €178 million). The €71 million increase reflects the loss on sale of the Boeing 737s of €13 million and higher net finance costs primarily from adverse translation currency with the weakening of the euro against the pound sterling.
In the prior period, an exceptional gain of €30 million was recorded in non-operating costs for the partial sale of Iberia's investment in Amadeus.

Taxation The tax charge for the nine months to September 30, 2015 is €341 million (2014: €222 million charge) with an effective tax rate of 22 per cent. The tax charge after exceptional items for the period was €338 million (2014: €206 million charge).

Profit after tax and exceptional items The profit after tax and exceptional items for period was €1,180 million (2014: €694 million).

Dividends An interim dividend of 10 euro cents per share was approved by the Board of Directors on October 29, 2015. It is payable from December 7, 2015 to shareholders who are on the register at December 4, 2015. This interim dividend, amounting to €203 million (calculated based on the current treasury shares position), will be recognised in shareholders' equity in the year to December 31, 2015.

Exchange rates For the nine months to September 30, 2015, the reported results are impacted by translation currency from converting the sterling denominated operating companies' results to the Group's reporting currency of euro. The net impact on operating profit was €162 million favourable, with an increase in reported revenues of €1,301 million and in operating expenses of €1,139 million, reflecting a weakening of the euro versus the pound sterling.
The transactional exchange rate impact across the Group was €272 million favourable on revenues and €308 million adverse on operating expenses with a net adverse impact of €36 million.
The net benefit of translation and transactional exchange ('constant currency') was €126 million.

Cash The Group's cash position was €6,786 million, up €1,842 million from December 31, 2014. British Airways' cash position was €3,615 million, Iberia €1,058 million, Vueling €904 million, Aer Lingus €958 million and the remaining IAG companies €251 million. The adjusted net debt of the Group has increased by €1,080 million to €7,161 million compared to December 31, 2014; adjusted gearing improved by 2 points to 49 per cent.

http://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-newsArticle_Print&ID=2104577[/TD]
[/TR]
[/TABLE]
 
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